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Ethical Talks
Genia Mineeva: Founder Of BEEN London
Genia Mineeva
By Noemi Plaza & Lola Connelly
Genia Mineeva, a former journalist and entrepreneur of BEEN London, is no doubt an inspiration, with her minimalist and beautiful recycled handbags. In 2018, Genia reached her Kickstarter goal in 26 hours, and in one year the business was already profitable.
Not only is BEEN London reusing materials destined for landfill, but has recently collaborated with Terra Neutra, to measure and constantly improve their carbon footprint.
Also known to Genia as the "sustainability geeks dream"
Our founder Noemi was fortunate enough to discuss this latest collaboration (and another collaboration) over Zoom. Along with some empowering advice to women and the incredible support she's experienced during COVID.
Could you tell us a little bit about your journey? For those who might not know you.
Genia: I watched a film about waste, started digging deeper and it just led me to take a closer look at the brands I was buying from. I started looking into materials and sustainability in general, and that kind of got me digging into waste. And I thought it must be possible to make a point out of creating a project made entirely from non virgin materials. And secondly, be entirely honest with your customers.
"[…] virgin materials usually account for about two thirds of a product's carbon footprint, roughly. So I thought if we're using recycled materials only, clearly we can make a difference"
We looked at our carbon footprint and we compared the carbon footprint of one of our bags to the carbon footprint of exactly the same kind made from virgin materials. And it's one tenth
Genia Mineeva in the making
I really love what you are doing and how you are coming across so honest and transparent as a brand.
Genia: We are still a tiny team, I mean I wish we could do more content.
Your mission is about waste, and making beautiful everyday designs. And I think this is amazing. You are clearly breaking the stigma across recycling with BEEN London. What are your thoughts around that?
Genia: It's becoming more mainstream and I'm so so happy about it! Of course, there are still a lot of challenges around recycled materials, such as recycled polyester.
"It's become such a thing to say something is made from plastic bottles, which is great, as we need to raise awareness of single use plastics. There is the obvious issue of microplastics, […] but now what research suggests is that because the textile industry is taking away from the plastic bottle industry, the plastic bottle guys have to go to virgin materials to produce plastic bottles. I think what I would like to see in this space is more textiles being recycled."
That's actually what I was going to ask you. When we are talking about recycling fabrics what's the major problem there?
Genia: They estimate the mix materials. So if you look at the label you wear, it's probably going to be 10% that 15% that, and a little bit of god knows what. So the biggest challenge is recycling all those mixed fabrics. One of our coolest materials and I love it so dearly is recycled felt. Its made from IKEA and KLM uniforms in the Netherlands. It looks so lush.
So how has the collaboration with Terra Neutra made a positive impact on sustainability?
Genia: I wanted to know for sure. Like what car we use? What kind of petrol? What happens if we replace the lining with recycled cotton, instead of recycled polyester? I really wanted to measure it. So the bigger goal of this collaboration is to have a tool which would allow us to do even better. What I can do from our end is input all the data into this tool, and see what it does to the overall carbon footprint. And it's the carbon footprint of a pizza!
And we think about it so much. Every move we make has been thought through.
Image courtesy of Genia Mineeva
Which are the major contributors that are making your handbags have less carbon footprint?
Genia: It's a very simple answer, it's using recycled materials instead of virgin materials. That's it.
That's incredible. What's your next goal for BEEN London in terms of sustainability?
Genia: So in terms of measurement we are definitely not done yet. We want to keep improving, keep experimenting with new materials, but also seeing and decreasing that tiny bit of carbon we're still seeing at the moment. I see that as our primary responsibility.
So what would be your advice to our readers in spotting brands that have less carbon footprint?
Genia: I think there will be more and more movement towards showing data and sharing the data. And I know of a few amazing startups that will make it possible to offset it to the point of checkout. We could be doing that in a month's time.
Oh amazing, so that's new?
Genia: Yeah, thats the new exciting thing.
"One thing to reduce your carbon footprint is flying. I know after lockdown everyone just wants to get away, and so do I. But flying is the biggest."
Which are the technologies and upcoming fabrics right now that are exciting you the most?
Genia: For me it's the mixed recycled fabrics. I've been wanting to work with them for such a long time, and I think for Spring/Summer we are finally introducing an incredible beautiful mixed recycled fabric. I love it. It's going to be a really, really beautiful fabric.
Genia with her team in their East London studio
How do you keep your commitment to sustainability and transparency in balance with your accessible prices?
Genia: We basically don't pass any of our costs to our consumers, it's always been our principle from the beginning, apart from the honesty, transparency and the materials that we use.
"We keep our operations lean, we keep our team tiny, we don't spend a lot of money on marketing. My logic is that if we want to have an impact, this impact has to be scalable. And the more people choose our bags over their next not-so-sustainable purchase, the better the impact."
We try to keep it as affordable as we can, considering that we produce in London and that we have all of our seamstresses paid the London living wage. It feels fair. I sometimes wish we were a luxury brand with a crazy markup and just have fun doing really lush expensive photo shoots.
How have you adapted to the current situation concerning COVID and how do you feel that BEEN London has contributed to your community?
Genia: We have felt the most incredible wave of support for sure. So you know our packaging and postage is done by Londoners with learning difficulties?
Noemi: Yes
Genia: They are guys and girls with autism and down syndrome, and at the very beginning of the first lockdown they were told to self isolate.
"So we thought about what we can do, knowing how isolating it can be for anyone, let alone someone with additional needs…"
We turned to our customers and to our community and said, "So this is what's happening to our guys that package your orders, if you want to send them a message of support do it". And it was the most overwhelming response we had from people around the world. It still gives me goosebumps just thinking about it.
That's an amazing story! How do you feel BEEN London empowers your female audience?
Genia: We make products for multitaskers, for women who have to juggle so many things in life. You know carrying a bag like ours is such a conversation starter, and I hope it empowers a lot of women to have those chats and feel good about their choices and say I'm proud.
I think being proud about what you wear is so important. It's that feeling right?
"That's what I am trying to create. I'm proud of my choices, I'm proud of supporting a small social enterprise, I'm proud of supporting local seamstresses, I'm proud of supporting Londoners with learning difficulties, I'm proud of making a different way of making fashion. This is the feeling, I would hope, our customers have."
That was put in words very nicely. And as a founder of a growing business, did you come across any additional challenges?
Genia: For me I had a full time job, an executive global role, I was studying at Cambridge at the same time, I was starting a business and I had two children.
Noemi: That's a lot on your plate
Genia: I'm a mentor in this really cool social enterprise programme called 'Year Here', and I've been mentoring with them for many years now. Seeing people in their 20s who don't have a family and the responsibilities of a mortgage and a household to run, I often wish I had this extra time. It would be amazing.
But having children actually draws this line, between work and everything else. So it's helpful to have a cut off time everyday.
ISLINGTON BACKPACK - RIPE MANGO - £229
And what are the biggest barriers facing women in business today?
Genia: In terms of access to funding and investment opportunities. I know that statistics are really sad in terms of women accessing funding and getting investment. And that really bothers me. So this is something I would really love to see change. And I know that a lot of women that I talk to get this imposter syndrome. I don't know if you get this sometimes?
Noemi: Oh yeah, absolutely
Genia: It makes me think of this author Bréne Brown who writes about vulnerability, and she's one of my favourite people in the universe.
"I think being vulnerable and sharing those experiences can actually be very empowering."
So speaking of barriers to female entrepreneurs, I'd say it's the discrimination, and the kind of internal barrier that we sometimes tend to create for ourselves. But this is something I would like to do more work in. I've been lucky to have a really good group of friends and people who said you should just go for it.
What would be your advice to other women and mothers thinking about changing their careers or following their dreams with a new project?
Genia: This is my favourite subject of all time. I mean it's very simple to say just do it.
If you feel if there's something that you can't stop doing, that is kind of just driving you, don't let anyone stop you.
Talk about your passion openly in conversations, in social media about your idea. It will give you confidence to carry on with this. It will create a network and a community.
"Share it on social media, share it with your friends, relatives and it will help you gain that confidence to go forward."
It will get people excited about it. Excitement is contagious. If you're talking to people about it there's no way you can stop!
Ridley Crossbody bag in black
Definitely! That's beautiful advice, thank you so much! And what's next for BEEN London?
Genia: The best thing ever. We've got our new collection. There are new colours, lots of new shapes. We're making our very first black product!
We are doing a collaboration with a brand called Tala. The founder Grace and I sat down and realised that our kind of thinking on sustainability is so aligned. So we joined forces and created a backpack, made entirely from landfill bound materials from econyl. We're making a tiny, limited edition of 200. It's apple leather that we're adding, so it's going to be a complete vegan product. So that's the 10th December.
Noemi: Congratulations! I can't wait to see the result behind the collaboration. I love Tala!
Genia: It's super functional, but also kind of joining two aesthetics together.
I love it. So what does the morning routine of Genia look like?
Genia: Coffee and lots of cuddles. I do go to the garden with my coffee and try to catch a little bit of sunshine.
Cute. Which are your main sources of inspiration?
Genia: For design nature, for action people. All our colours are the colours that you see in nature.
So the new colour that is coming out, is going to be called red coral. But not just because it looks like red coral. But because we want to talk about coral reef bleaching. It's an important subject.
"I want to use those colours as conversation starters, about things that matter you know?"
And there's some really cool, successful coral reef restoration projections around the world and I think we need to shine the light on them.
HOXTON CLUTCH - CORAL RED - £92.00
Noemi: Amazing. And your favourite BEEN bag right now?
Genia: Ridley. They're cute and they look so unusual. I've seen some people in the streets wearing them, which is always a bit like "Oh my god, I don't know that person and they're wearing our bag". But they look great!
Noemi: That must be an amazing feeling? Did you talk to them? Did you say something?
Genia: No, I'm too shy.
A massive thank you to Genia for taking the time to speak with us. Your meaningful advice also makes us proud to say
"We support small enterprises, local seamstresses and Londoners with learning difficulties. We are proud of our choices."
We hope to see BEEN London growing and giving us the opportunity to be proud of our beautiful choices for years to come.
This interview has been shortened and edited by Lola Connelly.
For more insightful talks with inspirational sustainable leaders head over to our Inspiration page!
Noemi Plaza
Lola Connelly
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Medical care in Eugene - Springfield includes three hospitals, urgent care, specialty and general practice clinics, assisted living facilities and birthing centers. Eugene's medical care includes a spectrum of specialities from sports medicine, to cancer research, to alternative medicines. Find extended stay housing and vacation rentals like A Peaceful Sanctuary conveniently close to RiverBend. From the coast to the Cascades, high-quality health-care, fitness and whole foods are regional values.


Polaris is seeking a Program Manager for RIDE COMMAND and Electrical Subsystems.This position will lead, direct, and monitor design and development programs from concept to production to achieve product objectives on a specified schedule. This position will focus on platform management of RIDE COMMAND systems and related electrical technologies utilized across the company.
•Lead cross-functional, multi-site, program teams to meet project schedule, cost, quality, durability, performance and reliability requirements.
•Responsible for the overall success of assigned programs.
•Plan project schedule, resources, and budget.
•Direct programs using the Polaris Development Process (PDP), ensuring that all requirements are clearly defined, documented, and achieved. Hold PDP Milestone Reviews, as appropriate.
•Report out on status to product teams and management via Project Status and PDP Reviews.
•Will typically lead multiple programs throughout the calendar year, in support of model year introductions.
•Collaborate with suppliers to use their design expertise where appropriate.
•Monitor and manage the manufacturing, quality, and purchasing resources and activities on the team, to provide seamless coordination and issue resolution between all team members. Support accessory and service part planning and execution, as appropriate.
•Allocate and monitor resources and task assignments within the teams. Coordinate issue resolution with functional managers.
•Motivate the entire team ensuring cross-functional program success.
•Assist functional managers to plan budgets and manpower forecasts.
•Provide technical support for promotional materials, sales and marketing information, and service publications.
•Participate in the roadmap development and deployment of key RIDE COMMAND technologies.
•Key member of the PDC team.
•BS Engineering Degree required. MBA strongly desired.
•8+ years of program leadership or engineering project leadership experience,in a similar industry.
•Proven track record of program management.
•Demonstrated progression of programs with increasingly complex system hardware/software interaction.
•Demonstrated ability to clearly message complex program needs and status within all management levels of the organization.
•Strong leadership skills and ability.
•Outstanding oral and written communication skills.
•Excellent interpersonal skills and ability to influence others. Demonstrated ability to form business inter-relationships with supporting managers, leaders,and staff.
•Decisive and prone to action. Must be quality-oriented and customer focused.
•Excellent project planning, organizing, and administrative skills.
•Understands how program objectives, tools, and resources relate cross-functionally.
Fast paced office environment with regular multi-site interactions. Ability and interest to work in a development shop/lab environment as needed.Occasional on-vehicle testing and validation.


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Home > Books > Classical Vocal Books > Grandissimo Pavarotti (Martin Mayer) 0-385-23138-5
Item# B1354
B1354. MARTIN MAYER. Grandissimo Pavarotti. Garden City, Doubleday, 1986. 224pp. Discography; Exhaustive Recital, Concert & Opera Chronologies, 1960-86; Numerous Photos, some in color; DJ in mylar. Elaborate, Quarto Edition. First Edition. Choice copy has written salutation on half-title page. - 0-385-23138-5
"Like Enrico Caruso and Jenny Lind before him, Luciano Pavarotti extended his presence far beyond the limits of Italian opera. He became a titan of pop culture. Millions saw him on television and found in his expansive personality, childlike charm and generous figure a link to an art form with which many had only a glancing familiarity. Early in his career and into the 1970s he devoted himself with single-mindedness to his serious opera and recital career, quickly establishing his rich sound as the great male operatic voice of his generation — the 'King of the High Cs', as his popular nickname had it. By the 1980s he expanded his franchise exponentially with THE THREE TENORS projects, in which he shared the stage with Plácido Domingo and José Carreras, first in concerts associated with the World Cup and later in world tours. Most critics agreed that it was Mr. Pavarotti's charisma that made the collaboration such a success. THE THREE TENORS phenomenon only broadened his already huge audience and sold millions of recordings and videos.
Although he planned to spend his final years performing in a grand worldwide farewell tour, he completed only about half the tour, which began in 2004. Physical ailments limited his movement on stage and regularly forced him to cancel performances. Yet his wholly natural stage manner and his wonderful way with the Italian language were completely intact. Mr. Pavarotti remained a darling of Met audiences until his retirement from that company's roster in 2004. All told, he sang 379 performances at the Met, of which 357 were in fully staged opera productions.
In the late 1960s and '70s, when Mr. Pavarotti was at his best, he possessed a sound remarkable for its ability to penetrate large spaces easily. Yet he was able to encase that powerful sound in elegant, brilliant colors. His recordings of the Donizetti repertory are still models of natural grace and pristine sound. The clear Italian diction and his understanding of the emotional power of words in music were exemplary.
Mr. Pavarotti was perhaps the mirror opposite of his great rival among tenors, Mr. Domingo. Five years Mr. Domingo's senior, Mr. Pavarotti had the natural range of a tenor, exposing him to the stress and wear that ruin so many tenors' careers before they have barely started. Mr. Pavarotti's confidence and naturalness in the face of these dangers made his longevity all the more noteworthy. The most enduring symbol of Mr. Pavarotti's Midas touch, as a concert attraction and a recording artist, was the popular and profitable THREE TENORS act created with Mr. Domingo and Mr. Carreras. Some praised these concerts and recordings as popularizers of opera for mass audiences. But most classical music critics dismissed them as unworthy of the performers' talents.
His frequent withdrawals from prominent events at opera houses like the Met and Covent Garden in London, often from productions created with him in mind, caused administrative consternation in many places. A series of cancellations at Lyric Opera of Chicago — 26 out of 41 scheduled dates — moved Lyric's general director in 1989, Ardis Krainik, to declare Mr. Pavarotti persona non grata at her company. A similar banishment nearly happened at the Met in 2002. He was scheduled to sing two performances of TOSCA — one a gala concert with prices as high as $1,875 a ticket, which led to reports that the performances may be a farewell. Mr. Pavarotti arrived in New York only a few days before the first, barely in time for the dress rehearsal. On the day of the first performance, though, he had developed a cold and withdrew. That was on a Wednesday. From then until the second scheduled performance, on Saturday, everyone, from the Met's managers to casual opera fans, debated the probability of his appearing. The New York Post ran the headline 'Fat Man Won't Sing'. The demand to see the performance was so great, however, that the Met set up 3,000 seats for a closed-circuit broadcast on the Lincoln Center Plaza. Still, at the last minute, Mr. Pavarotti stayed in bed.
Pavarotti's his first breakthrough came in 1961, when he won an international competition at the Teatro Reggio Emilia. He made his début as Rodolfo in Puccini's LA BOHÈME later that year [OP2566]. In 1963 Mr. Pavarotti's international career began: first as Edgardo in Donizetti's LUCIA DI LAMMERMOOR in Amsterdam and other Dutch cities, and then in Vienna and Zürich. His Covent Garden début also came in 1963, when he substituted for and Giuseppe di Stefano in LA BOHÈME. His reputation in Britain grew even more the next year, when he sang at the Glyndebourne Festival, taking the part of Idamante in Mozart's IDOMENEO. A turning point in Mr. Pavarotti's career was his association with the soprano Joan Sutherland. In 1965 he joined the Sutherland-Williamson company on an Australian tour during which he sang Edgardo to Ms. Sutherland's Lucia. He credited Ms. Sutherland's advice, encouragement and example as a major factor in the development of his technique. Further career milestones came in 1967, with Mr. Pavarotti's first appearances at La Scala in Milan and his participation in a performance of the Verdi REQUIEM under Herbert von Karajan. He came to the Metropolitan Opera a year later, singing with Mirella Freni, a childhood friend, in LA BOHÈME.
A series of recordings with London Records had also begun, and these excursions through the Italian repertory remain some of Mr. Pavarotti's lasting contributions to his generation. In 1981 Mr. Pavarotti established a voice competition in Philadelphia and was active in its operation. Young, talented singers from around the world were auditioned in preliminary rounds before the final selections. High among the prizes for winners was an appearance in a staged opera in Philadelphia in which Mr. Pavarotti would also appear. He also gave master classes, many of which were shown on public television in the United States. Mr. Pavarotti's forays into teaching became stage appearances in themselves, having more to do with the teacher than the students.
In his later years Mr. Pavarotti became as much an attraction as an opera singer. Hardly a week passed in the 1990s when his name did not surface in at least two gossip columns. He could be found unveiling postage stamps depicting old opera stars or singing in Red Square in Moscow. His outsize personality remained a strong drawing card, and even his lifelong battle with his circumference guaranteed headlines: a Pavarotti diet or a Pavarotti binge provided high-octane fuel for reporters. 'I'm not a politician, I'm a musician', he told the BBC Music Magazine in an April 1998 article about his efforts for Bosnia. 'I care about giving people a place where they can go to enjoy themselves and to begin to live again. To the man you have to give the spirit, and when you give him the spirit, you have done everything'.
Mr. Pavarotti's health became an issue in the late 1990s. His mobility onstage was sometimes severely limited because of leg problems, and at a 1997 TURANDOT performance at the Met, extras onstage surrounded him and helped him up and down steps. In January 1998, at a Met gala with two other singers, Mr. Pavarotti became lost in a trio from LUISA MILLER despite having the music in front of him. He complained of dizziness and withdrew. Rumors flew alleging on one side a serious health problem and, on the other, a smoke screen for his unpreparedness. The latter was not a new accusation during the 1990s. In a 1997 review for The New York Times, Anthony Tommasini accused Mr. Pavarotti of 'shamelessly coasting' through a recital, using music instead of his memory, and still losing his place. Words were always a problem, and he cheerfully admitted to using cue cards as reminders.
He published two autobiographies, both written with William Wright: PAVAROTTI: MY OWN STORY in 1981 and PAVAROTTI: MY WORLD in 1995."
- Bernard Holland, THE NEW YORK TIMES, 6 Sept., 2007
"Luciano Pavarotti? . . .The overhype tenor of the century."
- Martin Bernheimer, THE NEW YORK TIMES, 2 Oct, 2019
"From 1952 to 1975, Martin Mayer critiqued classical recordings for ESQUIRE, and from 1985 to 2004 he was the New York critic for OPERA magazine. He wrote THE MET: ONE HUNDRED YEARS OF GRAND OPERA (1983), reviewed concerts and opera for MUSICAL AMERICA magazine, and wrote articles for HIGH FIDELITY and OPERA NEWS.
In THE TIMES magazine, he profiled Igor Stravinsky, Herbert von Karajan, George Szell, Rudolf Bing and Marilyn Horne. His article on Andrés Segovia and his Spanish guitar vibrated with insights: 'Like Dolmetsch (who resurrected the recorder), Landowska (who restored the harpsichord) and Casals (whose revisions in the technique of the cello made Bach's suites for that instrument playable in an age of exact intonation), Segovia in effect invented an instrument'."
- Robert D. McFadden, THE NEW YORK TIMES, 1 Aug., 2019
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redpajama_set_name: RedPajamaCommonCrawl


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Q: Git Bash operate with cygwin I installed Git-Bash but I won't be able to access all the tools(vim,vimdiff) that I can access with Cygwin. Can that be set in one of the Git config files?

A: You might just need to add the cygwin bin directory to your $PATH variable in git bash.
Despite what everyone else seems to think they know, Git Bash is actually pretty much repackaged Cygwin. Viz: https://github.com/msysgit/msys/tree/master/winsup/cygwin

A: Git bash, and related tools in msysgit package, are pure Windows executables.
That's why you cannot run Cygwin tools into Git bash, since these are not completely windows programs (they need the cygwin.dll, see @fvu comment below).
If you want to use Git with Cygwin tools, you have to install the git package for Cygwin.

A: If you add theCygwin bin directory to your $PATH variable in git bash, make sure to use Git 2.27 (Q2 2020).
Utilities run via the run_command() API were not spawned correctly on Cygwin, when the paths to them are given as a full path with backslashes.
See commit 05ac858 (27 Mar 2020) by Andras Kucsma (r0mai).
(Merged by Junio C Hamano -- gitster -- in commit d01b722, 22 Apr 2020)

run-command: trigger PATH lookup properly on Cygwin
Signed-off-by: Andras Kucsma
On Cygwin, the codepath for POSIX-like systems is taken in run-command.c::start_command(). The prepare_cmd() helper function is called to decide if the command needs to be looked up in the PATH. The logic there is to do the PATH-lookup if and only if it does not have any slash '/' in it. If this test passes we end up attempting to run the command by appending the string after each colon-separated component of PATH.
The Cygwin environment supports both Windows and POSIX style paths, so both forwardslahes '/' and back slashes '\' can be used as directory separators for any external program the user supplies.
Examples for path strings which are being incorrectly searched for in the PATH instead of being executed as is:

"C:\Program Files\some-program.exe" - "a\b\c.exe"

To handle these, the PATH lookup detection logic in prepare_cmd() is taught to know about this Cygwin quirk, by introducing has_dir_sep(path) helper function to abstract away the difference between true POSIX and Cygwin systems.

redpajama_set_name: RedPajamaStackExchange


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Q: Centering dots in ggplot on faceted boxplot I am using facet wrap in ggplot to create boxplots. I am using the fill commend to further break up the data by color. Using other stackoverflow help, I've been able to add points on top of those boxplots. I am now trying to center those dots on each boxplot.  As you can see in the screenshot, the dots are actually centered around the variable "salt" on the x axis, instead of being centered on their respective boxplot. Do you have any suggestions on how to deal with this?
Thanks so much for your help!

My code:
I<-ggplot(IntTrt72, aes(x=salt, y=rel_diff, fill = stage))+
  geom_boxplot(outlier.size = 0.1) + theme_classic() +
  theme(strip.background = element_blank(), strip.text.x = element_blank(), legend.position = "none")+
  geom_dotplot(binaxis = 'y', stackdir = 'center', binwidth = .05,
               color = NA,position = position_dodge())

I<-I+scale_fill_manual(values=c("#5445b1", "#749dae", "#f3c483"))+ theme_classic()+
  theme(strip.background = element_blank(), strip.text.x = element_blank(), legend.position = "none")
I<- I+facet_wrap(treatmenthours~temp)
I<- I + geom_hline(yintercept=0, linetype="dashed", color = "grey60")
I<- I + scale_y_continuous( breaks=c(-1.0, -0.75, -0.5, -0.25, 0, 0.25), limits=c(-1.0, 0.3))
I

FYI, I am an R beginner.


Yet another defeat filled with missed chances has the team under even more criticism. The 0-1 loss vs Bologna left the team collecting a mere 5 points out of 12 vs Carpi, Verona, Frosinone and Bologna. It even meant Cerci quitting social media after being targeted for a bad miss and general poor play. The coach has insisted he will not resign but Berlusconi has repeated that he is not happy so anything can happen. Another midweek game – Coppa Italia match vs Carpi – coming next Wednesday and consecutive losses may spell the end for Mihajlovic.
Roma have not fared much better recently and have just 1 win in last 5 and have fallen to fifth in the Serie A standings. They will be without Dzeko whose two game suspension was upheld, Salah was a doubt early in the week but looks likely to start.
Latest word on the possible line up is that Alex is out with a knock but Romagnoli returns from suspension and will partner Mexes in defense. Honda may keep his place but Boateng may feature as well or even start in his place. Montolivo could be rested and therefore Kucka looks to get a start in midfield. The front two misfired vs Bologna but the Adriano option is available. However, if Adriano starts, once again this would qualify as too much tinkering.


Among the most visible ways that social inequity has been addressed in the construction sector has been the Disadvantaged Business Enterprise (DBE) program. Originally administered by the United States Department of Transportation, it allocates a percentage of dollars for services to be rendered by DBEs for all kinds of infrastructure projects. The standards and goals are set by each state, which certifies eligible companies that are at least 51% owned, managed, and controlled by women or individuals belonging to a disadvantaged minority group. The intent is to economically empower disadvantaged groups by nurturing the expansion of minority and women-owned businesses using the government's considerable financial resources.
To learn what it's like to work with the DBE program, Julien Meyrat, AIA recently interviewed Myriam Camargo, FAIA. The Colombian-born architect is the founding partner of Dallas-based CaCo Architecture LLC. Through this interview she shares her firm's experience as a participant in the DBE program, detailing its benefits and challenges.
It is traditionally argued that establishing DBEs helps level the playing field. Has your firm achieved its current level of success thanks to the DBE program, or would it have been better off without it?
Since we are certified—a decision made early on because of my belief we could go either way—it is hard to say if we would have been better off without it. Undoubtedly, regardless of DBE certification, business is done with people who know you. Without relationships or having an extensive portfolio to illustrate "proven experience," the DBE certification is often a double-edged sword. There is a perception that DBEs are less qualified, or worse, not qualified at all, and therefore a necessary evil. Clearly, there are no social opportunity advantages for DBEs. We have diligently pursued opportunities and been successful with various agencies which have "Good Faith Effort" participation goals: City of Dallas, Dallas County Community College District, and Dallas Independent School District. [In this context, "Good Faith" means the agencies and institutions have set goals for potential bidders/offerors to include participation by MWBEs to the greatest extent possible.] It has taken many years of building up a portfolio to demonstrate our capabilities and prove we are competent and qualified. We have also paid our dues—taking on small, difficult projects despite fee deficits. Additionally, we have pursued a few other agencies that tout robust MBE programs without much success, even after 30 years of practice. Financially, many of these public commissions have to be subsidized by other project types in our firm. However, the opportunities to work on meaningful projects and/or projects with high profile are worth the financial risk. The price of admission is worth it.
Given its complicated application and certification process and the program's specific limitations on its participants, is it worth registering one's firm as a DBE/MBE?
It depends on what types of projects one is interested in pursuing. To practice in the residential architecture and private sector realms, it makes no sense. It is an involved process which takes time and requires one to be open and transparent about one's business. You must be prepared to be scrutinized and have all of what is normally a business' private information available for public consumption. It is a long-term investment proposition, one in which a payoff is not guaranteed and often indiscernible. In my opinion, it is just one tool in a myriad of tools required to succeed in our profession. It costs money (RFQ/RFP/interview process) to get into the stadium. Qualifying is just one of many steps in the process of this high stakes game—the competition is stiff and the referees are not always fair.
The practice of engaging DBEs on construction projects funded by the government is often understood within the context of contractors. How are architecture firms involved? Are they hired as sub-consultants to lead design consultants?
A major drawback in becoming a certified DBE is often being marginalized—to only be involved in a secondary role as a sub-consultant which automatically predisposes decision-makers to the mindset of relegating DBE participation to a subservient role. Architecture firms seldom hire the competition. Therefore, unless there is a requirement for participation, there is no incentive whatsoever to bring a competing architecture firm onto the team, particularly when the engineering component gives prime firms the opportunity to fulfill the percentage participation goals. When hired as a sub-consultant, DBEs have very little leverage. However, there are exceptions. Our firm has been fortunate in past collaboration opportunities to significantly contribute as a sub-consultant. Financially, from our experience, it only makes sense as the prime to partner with another architecture firm when the project budget exceeds the $15 million mark and there is an additional incentive for the prime firm to do so (i.e. the DBE offers local presence, specific project experience, unique service offering, etc.).
Beyond the program's initial intentions, are there any long-term benefits to being a DBE? Any unforeseen disadvantages?
Advantages: Expectations are low, therefore, when one is able to perform and deliver, then one can enjoy the benefits of having a good reputation and being sought out to participate and/or be a team member.
Disadvantages: I'm not sure that it allows for a true level playing field. As a prime, when a DBE firm is finally able to get a foot in the door, it is required to meet the same participation goals as a majority firm. Depending on the project type, size, etc., the firm may have to give away a portion of the work to a competing firm because the participation goals may not be met through services of other consultants. Therefore, it sometimes hinders and limits the opportunities for the DBEs as well, and may even put them at greater financial risk. There is also a perception that "set-asides" go to small, less qualified firms that benefit from the financial gain without having the skill to do the work.
Women and minorities are significantly under-represented among architects. Is achieving racial and gender parity essential to long-term sustainability of the architectural profession? If so, is the favoring of DBEs for tax-funded projects critical to this goal? Would you favor other solutions?
The profession faces many challenges. I believe that racial and gender equality can only be accomplished through access to quality education programs and early mentoring. There is no favoring of DBEs—I want this fact to be made very clear. From my own experience, we must compete even after we have won or earned the commission, and even then, if the powers that be so decide, you may find yourself thrown out of the game even before the kickoff.
Other possible options would be to provide incentives to firms (i.e. additional points on scoring of submittals) for contractual commitments to mentor young interns and to provide them with a clear professional path. Another incentive could be to provide in-house development programs for management/leadership roles across the board with specific success goal requirements.
Your career testifies to your commitment of designing projects on behalf of the underprivileged. Is it more important to achieve social equity within our own professional ranks or for the public to whom our designs are accountable?
As architects, we can reach so many more people and make a difference in the quality of their lives when we are committed to creating thoughtful and beautiful environments for those who are less fortunate. Dignity, inspiration, and hope change lives. In my opinion achieving social equity within our ranks is secondary, though an important second. Whether we acknowledge it or not, architects serve as role models for other professionals. We should embrace this role and expand our influence. Achieving equity will benefit our profession, allowing architects with various backgrounds and/or cultural experiences to enrich and infuse architecture authentically.
Julien Meyrat, AIA is a senior designer at Gensler.


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Legaltowns
January 18, 2017 by Theo Mackey Pollack
New Jersey Law Update: Mount Laurel
A good decision was handed down by the New Jersey Supreme Court today on an important Mount Laurel controversy. In its unanimous ruling (responding to an interlocutory appeal from the Appellate Division), the Justices found that New Jersey municipalities must address the housing need that formed while the so-called Third Round numbers were in flux, between 1999 and 2015, in addition to the current need. This means the state's towns and cities will be required to facilitate a larger number of affordable housing units.
Justice Jaynee LaVecchia, writing for the Court:
As to the fundamental disagreement — whether the gap period must be addressed — we waste no time in settling that issue. There is no fair reading of this Court's prior decisions that supports disregarding the constitutional obligation to address pent-up affordable housing need for low- and moderate income households that formed during the years in which COAH was unable to promulgate valid Third Round rules.
Right on. The persistence of Mount Laurel cases highlights the virulent opposition from New Jersey municipalities to a 1970s finding that municipal zoning may not be used to exclude housing opportunities for low- and middle-income families in entire municipalities. For more than 40 years, certain towns have perennially fought to prevent this law from being carried out in a meaningful way. Their main complaint — though they rarely concede this in public — is the 'fiscal impact' of households whose children add to the public school rolls without contributing enough in property taxes to cover their costs. (Incidentally, the same stupid approach to school funding is one of the chief reasons New Jersey has become a paradise for strip mall development: more ratables, no kids.)
Credit goes to the New Jersey Supreme Court, which has maintained its jurisprudence on Mount Laurel for more than four decades. This has been done in the face of constant political pressure from those who would rather allow exclusionary, market-distorting zoning laws to go unchecked, allowing towns to become more exclusive, while pricing out more and more long-time residents.
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Common Law Urbanism
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Mortgages & Notes
New Jersey Law
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Town Greens


Are crop advancements counterproductive? Some producers think so.
It's certainly true that when a crop becomes easier to grow, production can outpace demand and cause the price to drop. This is particularly the case for crops with a set, finite market and few alternative uses.
This issue came up at the recent Durum Summit held in Swift Current, Sask., and was well articulated in the producer panel session that concluded the meeting.
Durum typically commands a price premium to spring wheat, and it has a higher yield potential. So why is durum grown on roughly six million acres in Western Canada while spring wheat acreage is nearly three times higher?
It's simply because durum production is not well-suited to the higher moisture regions of the Prairies.
Maturity can be an issue, as can kernel sprouting, but the main impediment is fusarium head blight. Durum is significantly more susceptible than spring wheat, which is why production is concentrated in the brown soil zone of southern Saskatchewan and Alberta.
Fusarium was not a big issue in last year's dry summer, but it certainly was in 2016. A high percentage of the durum crop was seriously downgraded. In most cases, producers with crop insurance coverage were well compensated through quality factors.
Without this significant financial backstop, would fewer producers be growing durum? Would that mean reduced production and therefore better prices? Quite possibly.
More research is focused on developing durum varieties with improved fusarium resistance. If the fusarium threat can be reduced, will that also correspond to increased acreage and production with correspondingly lower prices? Again, quite possibly.
On a range of crops, production levels in Western Canada have a huge impact on world prices. The more we grow, the lower the price is likely to be. In addition to durum, this is also true for high protein spring wheat, lentils, field peas, flax, oats, mustard and canaryseed.
It's not the same situation on corn or soybeans, where we're a minor player in world markets. And it's not quite the same direct relationship on canola, either, because canola competes in the huge worldwide vegetable oil market.
However, on the crops where we're a dominant player in the world market, it's logical to question the overall value of research, which produces higher yields, makes a crop easier to grow or expands the area of adaptation. It's better to limit production and keep the price up, some believe.
Don't try to solve the straw management issue in flaxseed, don't take the itchy out of canaryseed, the lodging out of peas or the harvest problems out of hemp. We'll grow too much and flood the market.
There are serious flaws in that thinking.
First, when the price of a crop gets too high, it discourages use and leads to substitution from other alternatives. Common wheat can be used to make pasta if durum prices become too extreme. Other pulse crops can replace the protein from field peas or lentils.
Second, high prices encourage production in other regions of the world. Any crop we grow can also be grown somewhere else if the price gets high enough. Farmers in Eastern European nations get increasingly interested in flax and mustard when the price skyrockets.
We're lucky to have many crops where we have established a competitive advantage, but that advantage can't be maintained without continued research. Even when you're on the right track, you'll get run over if you stand still.


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Venue Webster Hall (New York, NY)
Date Jan 8, 1967
1Somebody To Love02:59
2My Best Friend03:03
3Go To Her03:49
43/5ths Of A Mile In 10 Seconds04:40
Grace Slick - vocals; Marty Balin - vocals, percussion; Paul Kantner - vocals, guitar; Jorma Kaukonen - lead guitar; Jack Casady - bass; Spencer Dryden - drums
In January of 1967, Bill Graham brought the Jefferson Airplane to the East Coast to perform at Greenwich Village's Webster Hall. The show would be the group's debut performance in New York, a city that would soon embrace the band, and prove perhaps their most solid Eastern fanbase for years to come. This concert was primarily a showcase for RCA Records employees and music industry invitees, who would soon be engaged in helping to promote Surrealistic Pillow, the definitive album that the band was just completing at the time.
Jefferson Airplane performed two sets this night, but unfortunately, all that remains of the original soundboard recording are these four songs. The tape begins with a strong performance of "Somebody To Love," one of the songs that Grace Slick had brought into the band from her days with the Great Society. Rearranged in the studio, with the rumored help of Jerry Garcia, this song would soon provide a launching pad toward commercial success - and come, in many ways, to symbolize the upcoming "Summer of Love."
Next up is a lovely rendition of "My Best Friend," a song written by Skip Spence, the band's original drummer and founding member of Moby Grape. The tune, which had just been released as the album's debut single a few days prior, provides an early example of the unique, evocative harmonic vocal blend created by Balin, Slick and Kantner, which would come to so characteristically distinguish the band's sound in years to come. "Go To Her," a tune still unreleased at the time, again highlights the band's vocal fusion, as well as the unified, organic instrumental sound that was beginning to develop amongst the musicians. "3/5 of a Mile in 10 Seconds," a song they had been developing for several months and had just completed for the second album, displays the band at their strongest expressively. The aggressive contrapuntal approach cultivated by Jorma Kaukonen and Jack Casady comes to the fore here, proving that this band not only had extremely captivating vocals, but an instrumental intensity to match. Not to be missed for fans of the Airplane, or early psychedelia in general.
Written by Alan Bershaw
Jefferson Airplane Winterland Oct 25, 1969
Jefferson Airplane Fillmore Auditorium Nov 6, 1966 (Set 2)
Jefferson Airplane Fillmore West Oct 26, 1968
Jefferson Airplane Fillmore West Sep 14, 1970
Jefferson Airplane Matrix Feb 1, 1968
Jefferson Airplane Winterland Sep 22, 1972


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Compliance and risk management(active)
In addition to the requirements defined by national and international law, the ALDI SOUTH Group is committed to upholding its own set of ethical values and standards. The Code of Conduct of the ALDI SOUTH Group, which defines our expectation of integrity and legal compliance, was approved in 2015. The Code of Conduct forms the basis for the national codes of conduct which provide guidance for our employees worldwide.
Comprehensive training
All employees receive regular training to keep them up to date on relevant legal topics. The frequency and scope of these training measures are aligned with the requirements of the different areas of responsibility. For example, the training measures provided for employees within our Buying departments cover areas such as competition law, while employees with HR responsibilities are trained in areas such as data protection. We also organise tailored individual training sessions on the adequate handling of customer data.
Alert lines
We have created independent points of contact within all national organisations of the ALDI SOUTH Group. Our employees and, in most countries, our third-party service providers and suppliers can contact these alert lines in order to report potential instances of non-compliance, discrimination, or other forms of misconduct. To ensure that incidents are in fact reported and the individuals remain anonymous, all information is anonymised and treated as confidential on request before being forwarded to the responsible parties within the ALDI SOUTH Group.
In line with the relevant national framework conditions, alert lines have been established in the United Kingdom, Ireland, the US, Australia, and China. In Germany, Austria, Slovenia, Switzerland, Hungary, and Italy, independent counsels of trust are available. These counsels of trust serve as a neutral point of contact. The process allows both the informant and the person(s) against whom a complaint has been made to state their view.
Internal structures for a zero-tolerance policy
The internal monitoring system of the ALDI SOUTH Group is supported by the International Internal Auditing department. This department performs regular audits in accordance with specific standards. We thoroughly investigate any irregularities detected and adhere to a zero-tolerance policy with respect to violations of our Code of Conduct. If a supplier or service provider is found to have committed a serious violation, we reserve the right to terminate the business relationship. Serious misconduct by an employee may result in termination of the employment contract and claims for damages.
We monitor working conditions and social standards at the production facilities used throughout our supply chain as part of our Social Monitoring Programme. Moreover, we supplement external audits with internal reviews and work together with our business partners to continually improve social and environmental standards in production throughout the supply chain.
Within the scope of its business operations, the ALDI SOUTH Group processes personal data. In individual cases, the national organisations of the ALDI SOUTH Group process personal customer data, mostly in order to follow up on complaints, but also in order to adjust our offers even better to the requirements of our customers. We strive to collect only data absolutely required for the specific purpose and treat all data confidentially in accordance with the applicable national laws. Within the scope of our online business operations in China and the United Kingdom as well as for the purpose of home deliveries in Germany and Austria, data is gathered, processed, and stored in accordance with each country's applicable legal requirements. Prior to releasing new systems, processes, and individual measures, the responsible data protection officers are consulted. In Germany, an external data protection officer can also be contacted in the event of questions concerning data collection and processing.
To ensure our company's success and future operations, we have established appropriate risk management systems at both national and international level. We analyse existing risks, monitor future trends, and evaluate different scenarios to regularly identify, assess, and evaluate arising uncertainties. It is our aim to effectively mitigate and manage risks, and to ultimately prevent them wherever possible.
The risk management approach taken by the ALDI SOUTH Group is subject to continuous improvement. In 2014, we established an international Risk Management and Compliance department. At the same time, a risk management system based, among other things, on the internationally recognised COSO Enterprise Risk Management framework was also introduced.


BLOG de KORA projects: Diario de navidad. Alterar un álbum de madera/ Christmas diary. Altered wooden album.
Diario de navidad. Alterar un álbum de madera/ Christmas diary. Altered wooden album.
Siempre había querido hacerme un Diario de navidad en el cual poder escribir, poner fotos, listas de regalos e invitaciones a fiestas y poder tener un recuerdo inolvidable de la navidad. Para este proyecto he utilizado un álbum con tapas de madera, papeles de la colección cozy winter, chipboards, perlitas, adorno metálico, sellos y pegatinas de la misma colección.
I had always wanted to make a Christmas Diary in which to write, put pictures, lists of gifts and invitations to parties and have an unforgettable memory of Christmas. For this project I have used an album with wooden covers, papers from the cozy winter collection, chipboards, pearls, , metal ornament, stamps and stickers from the same collection.
1.Sacamos las anillas y pegamos los papeles, hacemos los agujeros para volver a ponerle las anillas.
2.Recorto todas las figuras lovely-family que quiero ir añadiendo y pongo el adorno metálico .
3. Pegamos las figuras con volumen para ello siempre utilizo cartón gris recortándolo.
4.Para el interior he puesto algún recortable, estampado con los sellos y he hecho separadores con las pegatinas y unos clips de estrella.
5. Para la contraportada he utilizado los papeles de la misma colección y chipboards.
1. We remove the rings and paste the papers, we make the holes to put back the rings.
2. I cut all the lovely-family figures that I want to add and I put the metallic ornament .
3. We paste the figures with volume so I always use gray cardboard by cutting it out.
4. For the interior I put some cut-out, stamped with stamps and made separators with stickers and some star clips.
5. For the back cover I used the papers from the same collection and chipboards.


These instructions may vary in some Competitions where there are specific practices determined by those Competitions.
Referees should not necessarily keep to one diagonal of the field of play. If the state of the ground, wind, sun or other conditions demand a change to the opposite diagonal, a referee should indicate to his assistant referees his intention to make such a changeover, and the assistant referees will at once take over the other half of their particular lines. One advantage of such a change of diagonal is that the surface of the ground, next to the touchline, will be less severely worn because the whole length of the field will be utilised.
Other co-operative matters may be added, but it is important that the three officials should know each of these.
The 'Alphabet Brief Collaboration' (The ABC).
Prior to the commencement of each game, the Referee will provide his Assistant Referees (and if available, his Fourth Official) with a pre-match briefing covering their duties, and to inform the Assistant Referees of what the Referee requires them to do. Amongst other things, the pre-match briefing allocates certain responsibilities, and informs the Assistant Referees where to stand and how to act in certain circumstances. The pre-match briefing is aimed at building a rapport with the Assistant Referees, which helps to build a team-spirit that helps to make officiating a team effort.
The Referee needs the Assistant Referees, and the Assistant Referees need the Referee!Regardless of seniority or experience, Assistant Referees must always accept and respect the relative roles of their colleagues, as allocated to them on the day by the Referee. Each has a specific role to play; the Referee will lead the team, and the Senior Assistant Referee will be expected to fulfil the additional responsibilities should the Referee become incapacitated during the game. The Junior Assistant Referees part is equally important (for the strength of a chain, is measured by its weakest link). It is therefore vital, that all of the match officials look out for, and protect each other.
Assisting the Referee starts early. Assistant Referees should help to create a harmonious atmosphere and show a positive attitude to their position, and to respond to the attitude and atmosphere set by the Referee in the dressing room. It is most likely that the flow of pre-match instructions will be broken by interruptions, so it is important that a train of thought is maintained.
Each Referee will have their own style on how to conduct a pre-match briefing. The content and structure, and delivery of each briefing will vary to some extent, depending on the match and the individual Referee. Some Referees prefer to brief their Assistants during the field of play inspection; others prefer the privacy of the changing rooms.
One of the hardest duties for a newly promoted Referee (when he has Assistant Referees in his team), is remembering and standardising his pre-match briefing. There are various methods that can be used to remember the detail of a pre-match brief. Some Referees use a pre-printed list, others use the field of play inspection to trigger parts of their brief.
Below is just one method that can be used. It is called 'The Alphabet Brief'. The contents of the 'The Alphabet Brief' listing shown below, is only meant to be an example, but can be used as the basis for a personalised listing to be constructed, that suits any Referee's needs. The words or content in 'The Alphabet Brief Collaboration' method can be substituted or changed to suit the individual. Once memorised, it is easy to recall the detail when giving a brief to Assistant Referees.
Instructions given by one Referee will differ from those given by another Referee. However, it is essential that Assistant Referees always adhere in implementing the instructions given by the Referee of the day. The Referee is the leader of the team. It is the Assistant Referees' responsibility to respect the Referee's wishes, and to carry out his instructions to the best of their ability.
The 'Alphabet Brief Collaboration' (The ABC).
The 'ABC' method uses the letters of the alphabet as a prompt to remind the Referee of the subjects he needs to cover when delivering the pre-match brief to Assistant Referees. The letters can be used as a reminder of the important subject matters. The briefing should be conducted in alphabetical order A to Z.
The wording below takes the form of a Referee speaking to his Assistant Referees before the game.
A. Advantage: Signalling, deciding and applying the advantage clause are my prerogative. Please do not indicate advantage to players by making any verbal or hand signals. If I am unsighted and you see a foul, try to give me a 'hidden' signal that a foul has occurred. For example, by discretely tugging your own shirt. If I do not see the foul (or your discrete signal), and it is a minor foul, apply the 'spirit of the advantage clause' in your mind and keep play going when you can - and only flag if the advantage does not accrue within 2 to 3 seconds. Always try to maintain a proper position with regards to monitoring any offside infringements. If I miss your flag signal, please drop it if play continues to the advantage of the team who was fouled. Else retain the flag signal and I may either consult with you when it notice it, or signal for you to drop your flag.
B. Bench (Technical Area): How to deal with misconduct from the technical area. "Deal with any minor misconduct yourself by being assertive and polite. Ignore most of the banter. Do not get distracted. If you need to call me over, wait until play reaches a natural stop, step onto the field of play and wave your flag towards me rigorously. We will discuss what has happened, and then I will deal with any culprits - you stand near me listening to what I say, but you face the field of play. Whilst I am talking to the perpetrators, please do not intervene unless I ask you to.
Sample verbal brief covering swearing from the Technical Area: "Ignore the usual banter from the 'Bench' but bring to my attention any very bad language such as usage of the 'F' & 'C' words particularly directed at the Referee, Assistant Referee or players, clearly aimed at destroying the game or inciting the players. Remember exactly what was said. Attract my attention at the next stoppage in play, by raising your flag and stepping onto the field of play. I will then consult with you away from others. If I need to approach the 'Bench' we will do so together. You will stand alongside me, facing the field of play with your back to the 'Bench', keeping an eye on the players on the field of play. I will do all the talking, but listen for any reaction which may need to be mentioned in any report."
D. Duration: "The Junior Assistant Referee keeps his watch running all of the time. The Senior Assistant Referee stops and starts his watch to correspond to stoppages allowed by me (the Referee). Discrete time-down hand signals alongside your shorts are required during the last 5 minutes of each half. Watch out for me looking your way as the half draws to a close."
E. Eye Contact: "I will be making lots of eye contact with you. Let's work as a team and keep in touch throughout the game. Do not be distracted by banter from spectators etc. Keep your eyes on the field of play. If a melee of players ensues, come onto the field of play and keep your eyes on the conflict, and don't start writing notes until the incident has finished."
Note: An awareness of the position of the Referee will enable Assistant Referees to achieve immediate eye-to-eye contact should the Referee's assistance be required. Assistant Referees are therefore encouraged to 'clock' the Referee's position from time to time as the game progresses.
F. Fouls: "You are fully qualified Referees, so please signal for any fouls that I have missed. Give me some indication of what the foul is, and indicate with your flag, the direction for the restart of play. If you have time, before signalling for a foul, look towards me, to see if I have already seen the incident, and am about to act on it. In other words, let me have the first bite! This is particularly important if a penalty kick is considered.
G. Goal: If a goal has been scored, make eye contact with me, and immediately run back quickly up the touchline towards the halfway line. Please do not get out your notebook, until I have clearly awarded the goal. If you believe that a goal has been scored, but play momentarily carries on - signal vigorously with your flag. I will then stop play, and discuss matters with you. If no goal has been scored (for example, when the ball cannons off the crossbar and onto the goal line, but does not enter the goal, then no signal is required from you. In other words, if you do nothing, it clearly indicates to me that no goal has been scored, and I will allow play to continue. Can the Senior Assistant please make a note of all the goals scored. I want the Junior Assistant to be my additional set of eyes during the game, and to keep a look out for misconduct following the scoring of a goal.
G......... Goal kicks: "Check that the goalkeeper has placed the ball inside the goal area during the first few goal kicks in each half - but put more emphasis on getting back up the touchline to monitor offside. Stand adjacent to the edge of the penalty area, check the correct positioning of the ball within the goal area, and then sprint up the touchline to stand alongside the second last defender. I would rather to you were in position to monitor offside, than worry unnecessarily about whether the ball is in the goal area or not during goal kicks. Use a clear flag signal to indicate a goal kick, by facing play and making eye contact with me. Use the hand that is nearest to the goal line when flagging for a goal kick, as this will increase your eye contact vision towards me.
H. Hassle: "Keep your eyes open if a melee of players develops; if necessary come onto the field of play to monitor developments. If you see any misconduct behind my back (such as a player striking another player) immediately step on the field of play and wave your flag vigorously to attract my attention. I will discuss the appropriate action with you before speaking to the perpetrators. Minor misconduct can be notified to me, and dealt with during a natural stoppage in play".
I. Inspect: "During periods of trouble, make a mental note of the perpetrators' numbers. If I have not seen the incident, you will need to be perfectly sure who the culprit(s) were, before I can take any appropriate corrective action. When I stop play, or delay play for whatever reason, try and remember what the restart is. I may need reminding when I come to restart the game!"
J. Junior: " The Senior Assistant Referee will patrol the 'Technical Area' side of the field of play, the Junior Assistant Referee will patrol the far side touchline. If I get an injury and am unable to continue, the Senior Referee will take my place in the middle."
K. Keeper: When the goalkeeper has the ball in his hands, make sure he does not step put of the penalty area before he releases the ball. But place more emphasis on gaining a position to watch out for offsides, when the ball is punted up field by the Goalkeeper. I will deal with the goalkeeper's 6 seconds possession time limit."
L. Log: "The Senior Referee will make a note of the which team kicked off in the first half, the score, and cautions/sending off details etc. The Junior Referee should always keep his eyes on the field of play, and is not required to make any notes during the game."
M. Meet: "We will walk out together as a team with both of you either side of me with your flags held in the outside hand; and when we get about 20 metres onto the field of play, please break away and check the nets, then meet me in the middle to welcome the captains, and complete the coin tossing ceremony. At the end of each half, sprint quickly to meet me on the field play - and we will make our way off the field and towards the changing rooms as a team."
Note: When match officials enter the field of play for the first time, players will form an impression of how the match officials intend to approach the game. It is therefore important, to ensure that the players are given a positive impression of the commitment of the match officials. A clear indication of a professional dedicated team, is first shown when the match officials enter and leave the field of play together as a team. Entry on to the field of play should be in accordance with the Referee's instructions and always in a dignified manner. The Referee will usually require his Assistant Referees to inspect the nets, be present to witness the pre-match ceremony and then to make their way quickly to their assigned patrol path. It is especially important that Assistant Referees make their way quickly to the Referee at half time and at the end of the game. It may assist the Referee if more than one match official hears and records any comments that may be made by players at half-time or the conclusion to the game, or by members of the management team at the touch line. Assistant Referees should always refrain from passing comment on any aspect of the game, solicited or otherwise, until they have taken the opportunity to consult with the Referee in the privacy of the match officials' dressing room.
N. Net: After the coin tossing ceremony, check the goal nets and make your way to your respective touchlines in readiness for the start of the game. If one of you has completed your net check before the other, wait (by finding something to double-check) and then come back to the centre of the field together. Please complete a net check also, before the start of the second half."
O. Offside: "Offsides are yours at all times. If I want to keep play going to the advantage of the defending team following an offside flag signal, I will acknowledge you with a raised arm (demonstrate). If I completely miss an offside flag, keep the flag raised until I notice it - OR - if play breaks to the advantage of the defending team, drop your flag and allow play to continue. Let me know at the end of each half - if I have missed any of your signals. When you signal for offside, raise your flag high, make eye contact with me, and then lower your flag to indicate where the offside was located. Retain your flag signal until the ball is positioned correctly and then make your way to your restart position."
P. Penalties: "On most occasions, I will probably award a penalty before you indicate. So before you signal for a penalty, look to see where I am, and if I have seen the incident, allow me the first chance to make the decision to award the penalty or not (if I have not already done so). If the incident occurs out of my sight or if I am a long distance away, make sure you are 100% sure that it is a penalty before you signal. Please don't signal for a penalty kick by placing your flag across your chest. Signal by raising your flag high and agitating it to indicate that a foul has occurred. When I stop play, I will look over to you. If you believe the incident to be a penalty kick offence, take a discreet side-step towards the goal line to indicate that the foul occurred inside of the penalty area. If the foul was outside of the penalty area, take a discreet side-step towards the halfway line. I will then take the appropriate action; taking into account both what I have seen of the incident, and by reading your signal and body language communication to me. If I need to confer with you, I will come over to discuss the matter further."
Note: The subtle flag-and-sidestep method described above indicates to the Referee, that the Assistant Referee believes the incident is a penalty kick offence (or not). BUT it also allows the Referee to make up his own mind, and subtly overrule the Assistant Referee, if he disagrees (it also gives the Referee a chance to go and speak to the Assistant Referee to clarify details, before awarding a penalty). Using this method can prevent a serious situation arising where the Assistant Referee signals for a penalty kick by placing the flag across the chest, but the Referee who has seen the incident from a different angle, disagrees.
"Whilst the penalty is taking place, position yourself along the goal line, on the intersection of the goal line with the goal area line. You will act as goal judge, and to check that the goalkeeper has not stepped off the goal line prior to the ball being kicked. If you have seen an infringement during the taking of a penalty kick, remain standing perfectly still where you are; this will indicate to me, that you have seen an infringement. If the goalkeeper had moved off his goal line before the ball was kicked, and a goal was not scored, when I look at you, take a discreet step sideways onto the field of play. I may discuss matters with you before making a decision. If the penalty has been taken correctly, make your way quickly backwards to your touchline by the shortest practicable route."
Q. Questions: "Let me have any questions at the end of my briefing, and if my instructions are not clear, please stop me, and ask me to clarify".
R. Right Wings: "Patrol the touchline adjacent to the right wing positions, and stay in this same position, on the same side of the field of play in the second half".
S. Substitutes: "The Senior Assistant Referee will deal with all substitutions. Ensure that substitutes enter at the halfway line, and not until the outgoing player has left the field of play. Check for jewellery and inspect the boot studs, before a substitute comes onto the field. Keep a note of the substitutes names and numbers; and we will all double-check that we have the same names of the substitutes in our notebooks, before we leave the changing room."
T. Throw-ins: "You watch for feet faults, and I will inspect arm faults. If you are unsure of which way to award a throw-in, just raise your flag straight up. Make eye contact with me, and I will then make the discreet direction signal with my hand, and we can then signal in the same direction. If you signal one way, and I signal the other, please drop your flag immediately, and the throw will be taken in the direction eventually given by me. (This is not done to undermine you, or to say that you were wrong and I was right, it is done to avoid any confusion, and to minimise any show of team weakness). When the first throw-in of each half occurs, we will use it as a means to 'BOSS' the game. Make a sharp signal, instruct the player to take it from exactly the right place, and keep a close eye on proceedings. In other words, we will use this as an early (harmless) example to demonstrate that the Laws must be adhered to."
U. Ultimate control. ......... 'Ten Minute Refereeing': "The first 10 minutes of a game; the five minute period immediately before and immediately after half time, and the last ten minutes of the game normally contain a large proportion of problems. I intend to Referee these periods more strictly than others. An arm down-stretched with the hand clenched into a fist will tell you that I intend to take stricter control of the game during those periods (or during the next ten minutes if tighter control is needed during any time in the game). During these periods of tighter control, you will also be expected to follow my example by strictly applying the 'Letter of the Law' when making decisions whilst patrolling the touchline. An arm down-stretched with the fingers outstretched tells you that I have reached the end of a 'Ten Minute Refereeing' tight control period, and that I will be officiating in a more relaxed and tolerant way. It is important that both of you follow my lead. It is no good if I tighten down on control in a game, if one of you is doing the opposite. I may also use this signal to retain control of the game after a flash-point."
V. Vigilance: "Please concentrate 100 percent throughout the game, and do not be distracted by comments from the crowd behind you. If the ball goes over the touchline near you, leave it for the players to fetch, even if it is close by; I want your eyes to be focused on the players at all times.
Note: There may be times when, because of the Assistant Referee's designated patrol path, they cannot move away from a source of confrontation. In other words, an Assistant Referee is always in the firing line for abuse, but unlike the Referee, is unable to sprint away to minimise trouble. In these situations they may need to seek the assistance of the Referee. However, there will usually be many opportunities for Assistant Referees to deal assertively with challenges to their authority without reference to the Referee. Possible responses will range from: totally ignoring a remark, through quiet but firm approaches, to a strong warning that the Assistant Referee will be left with no alternative but to involve the Referee if the misconduct persists.
Assistant Referees should never make a comment that may commit the Referee to a particular course of action; because this may put the Referee in an impossible position, and cause unnecessary embarrassment.
W. Warm-up, warm-down: If you are able, I would very much appreciate your company when I warm-up before the game, and when I warm-down afterwards. This imparts a strong image of togetherness that we can build on in the game.
X. X-ray: I don't expect you to have x-ray vision, so please don't fabricate any incidents that you have not seen. Let me know what you have seen, and I will take the appropriate action if I feel that it is necessary.
Y. Yardage: When a free kick is close to you (and I am some distance away) and the defending players have not responded to your request from the touchline to move back, please come onto the field of play to manage the situation, as you feel fit.
The above brief is reasonably comprehensive, but there are a lot more things that you could include. The above brief is just am example of how the alphabet can be used to remind you what to say during a pre-match brief. You may wish to formulate your own style and pre-match briefing content. It is best to create a standard brief to use at most games, and then add on anything additional that is peculiar to each game.
It does take some time to memorise a complex briefing, so do not be afraid of writing down your briefing list on card, and reading from it in your first games involved with Assistant Referees. You will soon learn to memorise your briefing after a few games. It is far better to cover all your topics, than to try and be clever and remember your entire brief by heart in your early games. But please remember - the briefing you give to your Assistant Referees is not a list of orders, it should be a two-way communication between you and your two Assistants (and Fourth Official is present). Please listen and discuss and clarify any queries from them.
You are a team, and this is an ideal opportunity to forge that relationship.


text:
Q: Datatables table header is not resizing when sidebar is hidden I've added sidebar to one of View, where table is located. I'm using datatables plugin for this table.
Sidebar can be toggled or hidden. Problem occurs when I hide sidebar. Table body resizes correctly, but header doesn't. I can adjust header by clicking on it.  By resizing, I meant that I change parent width like this:
.page-wrapper.toggled .page-content .tasks-list {
        width: -webkit-calc(100% - 300px);
        width: -moz-calc(100% - 300px);
        width: calc(100% - 300px);
    }

I'm providing code snippet below. You would need to enter fullpage mode to see my problem.
I read that columns.adjust() function might help, but it didn't. I don't have any more ideas how I can fix it.
How to resize table header or adjust it to tbody width ?

$(document).ready(function () {

            var table = $('#testtable').DataTable({
                scrollY: 500,
                searching:false,
                paging:false
                //fixedHeader: {
                //    header: true,
                //    headerOffset: 230
                //}
            });

            $("#close-sidebar").click(function () {
                $(".page-wrapper").removeClass("toggled");
                //table.columns.adjust(); have tried this but does not work
            });
            $("#show-sidebar").click(function () {
                $(".page-wrapper").addClass("toggled");
                //table.columns.adjust(); have tried this but does not work
            });

        });
html, body {
    height: 100%;
    overflow-x: hidden;
}

.body-content {
    padding-left: 15px;
    padding-right: 15px;
    margin: auto auto;
}

.table tr {
    cursor: pointer;
}

tr {
    -webkit-touch-callout: none;
    -webkit-user-select: none;
    -khtml-user-select: none;
    -moz-user-select: none;
    -ms-user-select: none;
    user-select: none;
}
.page-content {
    height: 100%;
}

#task-wrapper {
    z-index: 1;
    background: white;
    width: 100%;
    height: 200px;
}

.tasks-list {
    position: absolute;
    overflow-y: hidden;
    width: 100%;
}

    .page-wrapper .theme {
        width: 40px;
        height: 40px;
        display: inline-block;
        border-radius: 4px;
        margin: 2px;
    }

        .page-wrapper .theme.chiller-theme {
            background: #1e2229;
        }

    /*----------------toggled sidebar----------------*/

    .page-wrapper.toggled .sidebar-wrapper {
        left: 0px;
    }

@media screen and (min-width: 768px) {
    .page-wrapper.toggled .page-content {
        padding-left: 300px;
    }

        .page-wrapper.toggled .page-content .tasks-list {
            width: -webkit-calc(100% - 300px);
            width: -moz-calc(100% - 300px);
            width: calc(100% - 300px);
        }
}

body {
    font-size: 0.9rem;
}

.page-wrapper .sidebar-wrapper,
.sidebar-wrapper .sidebar-brand > a,
.sidebar-wrapper .sidebar-dropdown > a:after,
.sidebar-wrapper .sidebar-menu .sidebar-dropdown .sidebar-submenu li a:before,
.sidebar-wrapper ul li a i,
.page-wrapper .page-content,
.sidebar-wrapper .sidebar-search input.search-menu,
.sidebar-wrapper .sidebar-search .input-group-text,
.sidebar-wrapper .sidebar-menu ul li a,
#show-sidebar,
#close-sidebar {
    -webkit-transition: all 0.3s ease;
    -moz-transition: all 0.3s ease;
    -ms-transition: all 0.3s ease;
    -o-transition: all 0.3s ease;
    transition: all 0.3s ease;
}

#show-sidebar {
    position: fixed;
    left: 0;
    top: 10px;
    border-radius: 0 4px 4px 0px;
    width: 35px;
    transition-delay: 0.3s;
}

.page-wrapper.toggled #show-sidebar {
    left: -40px;
}
/*----------------sidebar-wrapper----------------*/

.sidebar-wrapper {
    width: 260px;
    height: 100%;
    max-height: 100%;
    position: fixed;
    top: 0;
    left: -300px;
    z-index: 999;
    color:white;
}

/*--------------------------page-content-----------------------------*/

.page-wrapper .page-content {
    display: inline-block;
    width: 100%;
    padding-left: 0px;
    padding-top: 20px;
}

    .page-wrapper .page-content > div {
        padding: 20px 40px;
    }

.page-wrapper .page-content {
    overflow-x: hidden;
}

<link href="https://cdn.datatables.net/1.10.18/css/dataTables.bootstrap4.min.css" rel="stylesheet"/>
<link rel="stylesheet" href="https://maxcdn.bootstrapcdn.com/bootstrap/4.0.0/css/bootstrap.min.css"/>

          CLOSE

                Col1
                Col2
                Col3
                Col4

                10749
                Value
                Value
                Value

                14581
                Value
                Value
                Value

                14794
                Value
                Value
                Value

                14950
                Value
                Value
                Value

                15128
                Value
                Value
                Value

A: just add this to your css :
    .dataTables_scrollHeadInner, .table{
      width:100%!important
         };

this will always make tr fit the full table width!


A "Security Notice" shown as the login banner on the HPE Interactive Lights-Out 4 interface indicates that a malicious infection, known by the name Hpe Ilo Ransomware has found its way in. Although it is not yet known how exactly this threat proliferates, it is speculated that those who set up direct access to the Internet – instead of connecting via a secure VPN – are at greater risk of facing the malware. It is known that at least two specific vulnerabilities (CVE-2013-4786 and CVE-2017-12542) are targeted at the remote management system. iLO provides out-of-band management facilities, and it makes it possible to access HP servers remotely. With this access, administrators can turn on and reset severs, mount CD/DVD drives and images, as well as access the Integrated Management Log. At the moment, iLO 5 is the latest version, and Hpe Ilo Ransomware specifically affects iLO 4.
Unlike most other well-known ransomware infections, Hpe Ilo Ransomware is not targeted at random users. It focuses solely on iLO. The creator of the infection has managed to exploit known vulnerabilities (maybe one of the aforementioned ones) or direct access to the Internet, which indicates the carelessness of iLO users. If updates are installed in time to patch vulnerabilities, and secure connections are set up, malware like Hpe Ilo Ransomware cannot slither in. Unfortunately, this infection has proven that security backdoors exist. When the threat attacks, it silently enables Login Security Banner to show a ransom note, which is the "Security Notice." The server is then rebooted, and data is wiped. Although the ransom note indicates that data is encrypted and that it is possible to decrypt it, it is more likely that the infection wipes the server's drives instead. If that happens, there is no turning back, unless backups exist.
The ransom note supporting Hpe Ilo Ransomware is pretty straightforward: One needs to pay a ransom to obtain a decryption key that, allegedly, is the only thing that can recover corrupted data. First and foremost, if data is, in fact, wiped, no decryptor can assist. Regardless, the threat informs that the hard disk was encrypted using the RSA-2048 encryptor, and that the victim must contact the creator of the ransomware via 15fd9ngtetwjtdc@yopmail.com. If the victim emails this address, they should be provided with a Bitcoin address (apparently, a unique one for every victim) and a specified sum as the ransom. It appears that the 2 BTC ransom (at the moment, 2 bitcoins convert to 14,700 US Dollars) is the size that is most common, but it would not be surprising if it could be adjusted. Speaking of ransom sizes, the "Security Notice" mentions one strange thing: "negotiations almost impossible unless you are russian citizen." It appears that the creator of Hpe Ilo Ransomware is either afraid or fond of Russian iLO users.
The ransom requested by Hpe Ilo Ransomware is extreme, and not all victims might be even capable of paying it. Even if money is not an issue, it is important to consider the fact that data might be impossible to recover, in which case, sending thousands of Dollars straight into the pocket of cyber criminals simply makes no sense. In the best case scenario, the data stored on the affected drives is backed up outside, and it is enough to remove Hpe Ilo Ransomware components. That is not all that should be done. Although this ransomware might be the first "encryptor" to target HPE iLO systems, it might not be the last one. Therefore, appropriate security measures must be taken immediately.
One of the security vulnerabilities – CVE-2017-12542 – known to affect HPE iLO users was patched in August 2017. This means that this update has been available for almost a year now. Surprisingly, some users manage to skip updates, and that is risky business because systems with known vulnerabilities are always the ones targeted by cyber criminals. This specific vulnerability affects HP iLO 4 servers with versions 2.53 and earlier. Unfortunately, new vulnerabilities are frequently found, and so not a single update should be skipped. Backing up data outside of the server is extremely important too because, in the event of data being wiped or encrypted, you want to have a backup.
Tags: delete Hpe Ilo Ransomware, Hpe Ilo Ransomware, remove Hpe Ilo Ransomware.


Meetings are held on the 2nd Wednesday of each month at 7:00 PM at the post home. All wives, widows, mothers, sisters, step daughters & grandaughters are welcome to join & attend all the meetings. Dues are $20.00 per year. Please join us today. Call 361-358-1550 & ask for Teresa.


text:
Q: How to marshal unmanaged buffer of packed structs in c# I am (successfully) calling the Windows FilterSendMessage function in c# using the following pinvoke signature:
[DllImport("fltlib.dll")]
    public static extern IntPtr FilterSendMessage(
        IntPtr hPort,
        IntPtr inBuffer,
        UInt32 inBufferSize,
        IntPtr outBuffer,
        UInt32 outBufferSize,
        out UInt32 bytesReturned);

The outBuffer parameter is populated with an arbitrary number of structs (packed one after the other), defined in C as:
typedef struct _BAH_RECORD {

    int evt
    int len;
    WCHAR name[1];

} BAH_RECORD, *PBAH_RECORD;

The name field is assigned a variable length, null-terminated unicode string. The len field describes the total size of the struct in bytes (including the name string). I am confident there's nothing wrong with how the structs are being handled in the unmanaged side of things.
My problem arises when I try and marshal the outBuffer to an instance of the BAH_RECORD struct, defined in c# as:
[StructLayout(LayoutKind.Sequential, CharSet = CharSet.Auto)]
public struct BAH_RECORD
{
    public UInt32 evt;
    public UInt32 len;
    public string name;
}

IntPtr outBuffer = Marshal.AllocHGlobal(OUT_BUFFER_SIZE);

hResult = Win32.FilterSendMessage(hPortHandle, inBuffer, IN_BUFFER_SIZE, outBuffer, OUT_BUFFER_SIZE, out bytesReturned);

BAH_RECORD bah = (BAH_RECORD)Marshal.PtrToStructure(outBuffer, typeof(BAH_RECORD));

<snip>

If I try and print/view/display bah.name, I get garbage...
To confirm that outBuffer does actually contain valid data, I did some crude pointer hackery in c# to step though it, calling Marshal.ReadInt32 twice (to cover the first 2 struct fields), and then Marshal.ReadByte a few times to populate a byte[] which I then use as an argument to Encoding.Unicode.GetString()...the string comes out fine, so it's definitely in there, I just can't seem to get the marshaller to handle it correctly (if it even can?)
Any help appreciated
Steve

A: The problem is that the 'name' string in your C# BAH_RECORD struct is marshaled as a pointer to a string (WCHAR*) but on the C side it is an inline WCHAR buffer. So when you marshal your struct the runtime reads the first four bytes of the buffer as a pointer and then attempts to read the string that it points to.
Unfortunately, there is no way for the runtime to automatically marshal variable sized buffers inside structs so you will need to use manual marshaling (or as you say "pointer hackery"). But when you advance the pointer to point at the buffer you don't need to read in the bytes individually and then convert them to a string - just call Marshal.PtrToStringUni.


This map illustrates the indirect impacts of creating 100 professional, scientific, and technical services jobs in each of the seven MRCOG sub-regions and the rest of New Mexico. Each sub-region was run individually, and estimates were produced using outputs from the Regional Economic Models, Inc. (REMI) PI Plus model.
East Albuquerque serves as the largest employment center in the region and the state. Thus, the largest impact occurs in East Albuquerque, where 93 indirect jobs across all industries are created in addition to the 100 direct jobs.
This also results in indirect job creation in other sub-regions (47 jobs), primarily in West Albuquerque (13 jobs) and the rest of Bernalillo County (19 jobs).
Significant indirect job creation occurs in East Albuquerque when new jobs are created in other sub-regions, particularly West Albuquerque (87 jobs), the rest of Bernalillo County (83 jobs), or Rio Rancho (34 jobs). This is because many of the builders and suppliers that support the new jobs are located in East Albuquerque.
Note that indirect job creation of less than 10 jobs is not shown in the graphic.


text:
package com.graphhopper.routing.util;

import com.graphhopper.coll.GHBitSetImpl;
import com.graphhopper.storage.GraphStorage;
import com.graphhopper.util.EdgeIterator;
import gnu.trove.list.array.TIntArrayList;
import gnu.trove.stack.array.TIntArrayStack;

import java.util.ArrayList;
import java.util.List;
import java.util.Stack;

/**
 * Implementation of Tarjan's algorithm using an explicit stack.
 * (The traditional recursive approach runs into stack overflow pretty quickly.)
 *

 * Used for finding strongly connected components to detect dead-ends.
 *

 * http://en.wikipedia.org/wiki/Tarjan's_strongly_connected_components_algorithm
 */
public class TarjansStronglyConnectedComponentsAlgorithm
{

    private final GraphStorage g;
    private final TIntArrayStack nodeStack;
    private final GHBitSetImpl onStack;
    private final int[] nodeIndex;
    private final int[] nodeLowLink;
    private final ArrayList<TIntArrayList> components = new ArrayList<TIntArrayList>();

    private int index = 1;
    private final EdgeFilter edgeFilter;

    public TarjansStronglyConnectedComponentsAlgorithm( final GraphStorage g, final EdgeFilter edgeFilter )
    {
        this.g = g;
        this.nodeStack = new TIntArrayStack();
        this.onStack = new GHBitSetImpl(g.getNodes());
        this.nodeIndex = new int[g.getNodes()];
        this.nodeLowLink = new int[g.getNodes()];
        this.edgeFilter = edgeFilter;
    }

    /**
     * Find and return list of all strongly connected components in g.
     */
    public List<TIntArrayList> findComponents()
    {

        int nodes = g.getNodes();
        for (int start = 0; start < nodes; start++)
        {
            if (nodeIndex[start] == 0 && !g.isNodeRemoved(start))
            {
                strongConnect(start);
            }
        }

        return components;
    }

    // Find all components reachable from firstNode, add them to 'components'
    private void strongConnect( int firstNode )
    {
        final Stack<TarjanState> stateStack = new Stack<TarjanState>();
        stateStack.push(TarjanState.startState(firstNode));

        // nextState label is equivalent to the function entry point in the recursive Tarjan's algorithm.
        nextState:

        while (!stateStack.empty())
        {
            TarjanState state = stateStack.pop();
            final int start = state.start;
            final EdgeIterator iter;

            if (state.isStart())
            {
                // We're traversing a new node 'start'.  Set the depth index for this node to the smallest unused index.
                nodeIndex[start] = index;
                nodeLowLink[start] = index;
                index++;
                nodeStack.push(start);
                onStack.set(start);

                iter = g.createEdgeExplorer(edgeFilter).setBaseNode(start);

            } else
            { // if (state.isResume()) {

                // We're resuming iteration over the next child of 'start', set lowLink as appropriate.
                iter = state.iter;

                int prevConnectedId = iter.getAdjNode();
                nodeLowLink[start] = Math.min(nodeLowLink[start], nodeLowLink[prevConnectedId]);
            }

            // Each element (excluding the first) in the current component should be able to find
            // a successor with a lower nodeLowLink.
            while (iter.next())
            {
                int connectedId = iter.getAdjNode();
                if (nodeIndex[connectedId] == 0)
                {
                    // Push resume and start states onto state stack to continue our DFS through the graph after the jump.
                    // Ideally we'd just call strongConnectIterative(connectedId);
                    stateStack.push(TarjanState.resumeState(start, iter));
                    stateStack.push(TarjanState.startState(connectedId));
                    continue nextState;
                } else if (onStack.contains(connectedId))
                {
                    nodeLowLink[start] = Math.min(nodeLowLink[start], nodeIndex[connectedId]);
                }
            }

            // If nodeLowLink == nodeIndex, then we are the first element in a component.
            // Add all nodes higher up on nodeStack to this component.
            if (nodeIndex[start] == nodeLowLink[start])
            {
                TIntArrayList component = new TIntArrayList();
                int node;
                while ((node = nodeStack.pop()) != start)
                {
                    component.add(node);
                    onStack.clear(node);
                }
                component.add(start);
                onStack.clear(start);

                components.add(component);
            }
        }
    }

    // Internal stack state of algorithm, used to avoid recursive function calls and hitting stack overflow exceptions.
    // State is either 'start' for new nodes or 'resume' for partially traversed nodes.
    private static class TarjanState
    {
        final int start;
        final EdgeIterator iter;

        // Iterator only present in 'resume' state.
        boolean isStart()
        {
            return iter == null;
        }

        private TarjanState( final int start, final EdgeIterator iter )
        {
            this.start = start;
            this.iter = iter;
        }

        public static TarjanState startState( int start )
        {
            return new TarjanState(start, null);
        }

        public static TarjanState resumeState( int start, EdgeIterator iter )
        {
            return new TarjanState(start, iter);
        }
    }
}

redpajama_set_name: RedPajamaGithub