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Supply chain waste is a common topic in conversations with supply chain professionals, but the logistics behind that waste and those end-of-life materials often gets overlooked and disregarded even in the context of sustainability in manufacturing.
Garbage is significant because there are environmental and financial benefits to be had in converting these materials once again into usable products.
Major U.S. companies, such as 7-Eleven convenience stores and Papa John's Pizza, are beginning to reduce their waste and costs by using services like those provided by Rubicon Global, an Atlanta-based company that’s developed a virtual marketplace for waste loads and recycling jobs.
Rubicon’s marketplace shows both companies with waste to be hauled and companies that haul and recycle. The marketplace, dubbed Caesar, has final selections typically made by Rubicon itself for the jobs available, based on vendor-submitted price and quality.
The company said this not only allows clients to find and use smaller vendors that may be cheaper or better located, but the load board also allows Rubicon to compete with large competitors that often provide fewer options, such as Waste Management.
Rubicon also provides waste-stream consulting which aims to improve supply chain material usage efficiencies and reduce waste at the back-end of a supply chain. One recycling program the company is especially proud of is having a hand in a program that converts unused Papa John’s pizza dough into ethanol.
The company knows not all materials can be recycled nor all final products can use recycled parts, as many materials obtained from recycling can’t be used in high-end applications and some consumers aren’t interested in final products made of recycled materials. Yet, Rubicon said it sees clean-up potential in a wide range of supply chains.
(To read more, access the April American Shipper
article, "Reducing waste
," pages 42-43.) - Geoff Whiting


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Only a month ago, Google presented its latest version for its mobile operating system, specifically Android 4.4 KitKat, a new update in which we found few aesthetic improvements – a change in the desktop system, important, but not radical – but that for Inside it had quite a few new features that were recently revealed and making Android 4.4 KitKat a much more interesting version than it seemed at first.
If a few days ago, the news broke that Android 4.4.1 was available for some Nexus devices. We knew its news, tonight some of the users of devices with Google’s signature have been even more surprised when a new one has jumped them update on your terminal –without having surely tested Android 4.4.1 KitKat–, specifically a new version called Android 4.4.2 KitKat. Some have not yet enjoyed the first version of KitKat, and others already have three.
As you can see in the image capture, this new update improves instability problems, optimizes performance, and solves some small errors that the Android 4.4.1 KitKat version had. In the English version, the data is higher, and it speaks of an improvement in the speed of the camera, better focus in addition to a better interpretation of colors. He also discusses some bug fixes and performance improvements. Curious to see how depending on which language one or the other is said.
The first lucky ones to receive the notification of the update were the users of the Google Nexus 5. Still, as we can read in Android Police, it is already available for almost all Nexus devices, or they have already been confirmed. Specifically, this version is called KOT49H.
In addition to what was announced by Google when notifying the update, this new version could bring some new functionality when executing the quick adjustments with long presses, some new multimedia content. Within the already mentioned security improvements, it is likely that they have focused on correcting the error detected in the SMS in the first version of Android 4.4 KitKat.
Nexus device owners have you received the update notification yet? Do you notice any difference in these sections, especially the camera or the quick settings?
Sharlene Meriel is an avid gamer with a knack for technology. He has been writing about the latest technologies for the past 5 years. His contribution in technology journalism has been noteworthy. He is also a day trader with interest in the Forex market.

domain: news


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Food poisoning is becoming a major issue in Ghana, where citizens are increasingly demanding action from health officials. Various forms of food contamination have taken the lives of many and brought others to the brink of death. The experiences shared by surviving victims are not pleasant at all.
Ebenezer Appiah is aLogistics expert who lives in the capital city of Accra. She had a terrible experience with food contamination about last two and had to spend days in the hospital recovering. He ate food from Marwako.
Marwako, a fast food eatery in Accra has been trending on Twitter after several Twitter users complained of getting food poisoning after eating there.
The Twitter tirade started after a user Edward Elohim posted that the fast food service had given him and several other people food poisoning.
Meanwhile, some affected customers have hinted at filing a class action suit against the fast food service.
Marwako fast foods is yet to release a statement to address the concerns.
The problem is not only Marwako restaurant alone but many fast food joints who charge exorbitant yet the chicken are expired.
Some users are calling for the Food and Drugs Authority to take action against Marwako and all the food joints.
We also have to blame the Ghana Customs, Food and Drug Authority and the Ghana Standard Board who overlook this dangerous action and still allow them into the market.
Last year June, Shoprite shops in Accra Mall, were deceiving their customers by selling fresh local chicken, but not knowing it was imported, frozen chicken; you know what happens when products are thawed at certain temperatures. Micro-organisms start brewing in them, and they produce toxins.”
The FDA just gave them a fine as caution to the retail supermarket to desist from repeating the act and to serve as a deterrent to others.
They are back in action without regular checks from FDA.


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Popes know how to travel in style, as the long list of iconic Popemobiles can attest to. In recent years, His Holiness Benedict XVI – aka the "Green Pope" – has been trying to clean up those bubbly vehicles with alternative powertrains. He wanted a plug-in hybrid from Mercedes-Benz or a solar-powered car, but those have yet to come to fruition. In July, the Vatican did get an all-electric vehicle from NWG Zero.
- Aug 8, 2013
Renault Popemobile Kangoo Maxi ZE


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82 Washington Ave, Brooklyn
"Fan-Fan Doughnuts will be opening at 82 Washington Avenue, in Clinton Hill, sometime this spring. Gerson is bringing a whole new playbook to the upcoming concept — completely new recipes, a new daily doughnut menu with “at least 18 flavors,” according to Gerson, and spices sourced from Brooklyn-based companies like New York Shuk and Burlap & Barrel." from Eater New York
Hours or services may differ due to COVID-19. Please contact the business directly to verify hours and availability.
82 Washington Ave, Brooklyn, NY 11205


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The manufacturer of one of the most popular snacks in the UK, KP Snacks, was subjected to a cyberattack using extortionate software, as a result of which he had to suspend deliveries. According to ChronicleLive, the incident turned out to be very serious – the company’s IT systems were supposedly “erased”. Thus, across the UK, fans of Skips and Hula Hoops were left without their favorite treat.
The company was attacked by extortionate Conti software, often associated with hackers from Russia, and because of compromised systems, it cannot accept and process orders from stores.
KP Snacks was the victim of a cyberattack at the beginning of last month, but it seems that it still has not been able to restore the supply of its products to stores. The reaction of buyers did not take long to wait – they “bombard” social networks with complaints about stores and the manufacturer.
KP Snacks representatives assure that they are gradually restoring the systems, and production at seven factories has already been restored. The company even ordered a full-page advertisement in one of the popular British publications to apologize to its customers for the inconvenience caused.


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It didn’t take long to learn Panos Panay’s new home. The industry veteran, instrumental in developing Windows 11 and the Microsoft Surface line of 2-in-1s and laptops, has reportedly been hired by Amazon, according to Bloomberg. Microsoft’s former chief product officer will lead Amazon’s division responsible for Alexa and Echo smart devices.
Panay will replace Dave Limp, the Amazon executive previously in charge of Alexa and Echo, who announced his retirement last month. Panay’s move from one Seattle-based tech giant to another will have him overseeing a division hit by layoffs last year. Ironically, Amazon and Microsoft each have fall hardware events scheduled this week.
Microsoft brought on Panay in 2004 as a group program manager. He oversaw the development of Surface devices during their formative years, where he became an event mainstay with his passionate and detailed product launch keynotes. He was ...
Copyright of this story solely belongs to Engadget . To see the full text click HERE


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In August, 2019, Profit profiled two new venture capital funds targeting Pakistani startups. Indus Valley Capital and i2i Ventures had just entered into Pakistan’s startup ecosystem with a cumulative $20 million in committed capital to invest in startups.The premise of the article was a simple question, “is there enough deal flow?”
More than anything, the feature was an explainer detailing the problems faced by investors finding startups in Pakistan. It was a litany of the central problems that plague Pakistan’s startup ecosystem. Chief among those problems is that there just are not enough promising startups in Pakistan to invest in. While there is no dearth of startups looking to raise investments, how many of those are really worthy being invested in?
There are a few startups that have raised serious funding and among the startups that according to sources is close to finalising an undisclosed seven-figure dollar investment from the founding team of a major UAE based e-commerce platform is the Lahore-based, online grocery shopping and delivery startup, GrocerApp. The new round of funding will help scale its operations on the back of impressive growth.
GrocerApp is an online grocery delivery service that allows users to select household grocery essentials on its application or website from a wide range of the most in-demand products. They then deliver your products to your doorstep the same day, saving you your time and the inconvenience of going out to do groceries.
There is much to like about GrocerApp. The idea is simple and targets a large market – the largest segment of consumer spending comprising over $48 billion in 2019, according to Profit’s analysis of Household Integrated Economic Survey (HIES) data from the Pakistan Bureau of Statistics. It is also largely an untapped market as far as tech-enabled solutions are concerned.
However, it is not the most revolutionary service in the world. So what sets GrocerApp apart, and how did they manage their early success? We look at what GrocerApp’s business is about, the market it operates in, how it has grown over the few years it has been operational, if the business is defensible, and its plans post funding.
Just another startup?
Much can be inferred about what the future of a particular business would look like from its founders. One of the major complaints that leading investors, entrepreneurs and venture capital firms have with Pakistan’s startup ecosystem is how brilliant ideas in Pakistan do not have brilliant entrepreneurs to execute them, either from a lack of experience or education, or simply because of a lack of vision or initiative.
The founders of GrocerApp, Ahmad Saeed and Rai Bilal, allay some of these broad concerns. Finance graduates from the Lahore School of Economics (LSE), both founders also have experience working in a successful startup, having been early employees at PakWheels, one of Pakistan’s highest valued tech startups.
Both Ahmad and Bilal left PakWheels in 2015, the former leaving his position as Chief Operating Officer (COO) after six years at the company, and Bilal – who also holds an MBA in supply chain management from Scotland’s Robert Gordon University – as head of operations after four years at the company. Together, the duo wants to use their experience and talent to change the grocery shopping experience in Pakistan.
But an indicator more important than education and work experience that marks Ahmad and Bilal as successful entrepreneurs who can execute on an investors money is their success in scaling and sustaining a business. Not only has GrocerApp avoided becoming a fad that quickly becomes a thing of the past, it continues to grow, and perhaps more rapidly now that the co-founders have their skin in the game.
“We started GrocerApp in early 2016. It started because of an inconvenience that I was facing in grocery shopping. It was becoming a challenge for me at my household,” says Ahmad, explaining the beginnings of the company. “If you belong to the middle class, you cannot afford a chef or a driver or multiple servants. You have to take care of it yourself and grocery shopping becomes a pain when you have other things to worry about, like your work.”
“I started looking for online grocery services for my own consumption but I could not find a good, reliable service. I was facing that challenge and when I asked other people, they were facing a similar challenge and that was the start of GrocerApp.”
Sizing up the market
GrocerApp has been in existence since 2016 with initial funding of $12,500 dollars from co-founders Ahmed and Bilal, followed by a number of small angel rounds which brings the cumulative total investment in the company to about $500,000. With a new round of funding on the cards, GrocerApp is poised to establish itself as leader in grocery delivery.
Pakistan’s retail grocery market is the single biggest component of total consumer spending. According to Profit’s analysis of Household Integrated Economic Survey (HIES) and Pakistan Social and Living Standards Measurement (PSLM) data from the Pakistan Bureau of Statistics (PBS), consumer spending on groceries was approximately Rs6,540 billion ($48 billion) in Pakistan, approximately 38.5% of total consumer spending.
This market has been growing at a relatively average rate of 12.7% per year between 2002 and 2019, a period during which overall inflation has risen by an average of 8.1% per year.
At present, GrocerApp’s operations are concentrated in Lahore only, with eventual plans of scaling to other larger cities in Pakistan. Both incomes and consumption levels are higher in Lahore than in the country as a whole. Profit’s analysis of PBS data suggests that while the city accounts for 5.4% of the country’s population, it accounts for 6.9% of total grocery spending in the country.
The data suggests that the Lahore grocery market was worth Rs451 billion ($3.3 billion) in 2019, one of the fastest growing ones in Pakistan, a substantial and attractive market for many internet entrepreneurs to jump in and try to disrupt the market, and get a slice of the pie in the process.
And as it turns out, there are not any significant online players in this space, and GrocerApp has had a significant head start early on in the game. Ahmad and Bilal have the opportunity to capture a major chunk of the market if they play their cards right. Market size is a big part of what determines how much a startup should be able to grow, and growth is what investors ahead would be concerned about.
“We are growing quite significantly for the last one year. Even pre-corona, from March 2019 to March 2020, we grew at about 30% month on month. Right now we are making a few hundred thousand dollars in Gross Merchandise Value (GMV),” Ahmed says.
The company declined to share its revenues publicly, but did confidentially share some of that data with Profit, which demonstrated exponential growth over the past three years, with GMV growth rate between 2018 and 2019 approaching 121%, albeit from a very low base.
But revenue in itself means nothing if it does not tell you how much cash in profits a business is generating. So while GrocerApp is growing exponentially, it does not mean this growth is profitable. Yet there is a catch even to this caveat, which is that even though GrocerApp might not be making any profits as of now, it seems to be on the track to do so.
Ahmed confirms as much to Profit, disclosing that GrocerApp is contribution-margin positive, meaning that each extra unit it sells is profitable, even though the company itself does not yet make a profit. Favourable unit economics is another key success criterion that venture capital investors look for in a business, particularly in the current, capital-constrained environment.
Globally, grocery retail margins are extremely thin and among the lowest in the economy. It is thus difficult to hold it against GrocerApp for making thin margins. It is in the nature of grocery retail that profits come late into a business because you can only scale on enormous sales volumes, which essentially means you have to keep spending on the business until the required volumes are achieved and pushes the company into overall profitability.
And GrocerApp is now on the verge of achieving that scale in business, that each order that it delivers to a consumer now is profitable.“Contribution margin positive means that on each order we deliver, we make money. We are not burning money anymore. Costs associated with logistics, fulfilment and packing, everything is included and the margin that we make out of it is positive,” Ahmed tells us with pride.
“We do have a bit of overheads like human resources, management, fulfilment facilities and all. So, the company overall has still not achieved break-even but at the trajectory we are growing, we are hopeful that within the third quarter of 2020, we will achieve it. We are very close to breakeven and it would be remarkable for a startup to achieve breakeven at this scale.”
Now, because the margins are extremely thin, Ahmed says that they focus on increasing efficiency to improve margins to attain profitability even more quickly and that requires optimising every part of the supply chain, fixing every nut and bolt.
Ahead of the competition?
While there is no serious tech startup in Lahore that GrocerApp worries about, because, frankly, there were not any until recently, things heated up a little after the Covid-19 pandemic and the lockdowns that ensued, which led to a sudden collapse in grocery shopping at conventional retailers and hypermarkets.
A decrease in grocery shopping at physical retail outlets meant that the target market for online grocery shopping and delivery swelled and to seize the opportunity, startups that had logistics as their core business successively ventured into grocery delivery. Uber, Careem, Cheetay, FoodPanda, Airlift: everyone and their uncle in the startup ecosystem moved into grocery delivery.
These companies entered with varying models and different value propositions. Some moved in with the dropshipping model, meaning that they would pick up groceries from stores and deliver to consumers. Some entered with their own warehouses to hold inventory and serious amounts of funding. Airlift, for instance, announced raising $10 million during the pandemic to scale its mass transit and grocery delivery operations that includes its warehouse in Lahore, though the company did not disclose how much out of the $10 million would be spent on grocery delivery operations.
More startups entering grocery delivery could mean trouble for GrocerApp. But, Ahmed believes their head start of a couple of years in the business could be a competitive advantage.
Secondly, relative to the number of startups entering into grocery delivery, the founders believe that the market size is still very large and even with so many players entering the same space, GrocerApp’s delivery orders during the pandemic still shot through the roof.
Besides these startups, GrocerApp already competes against large brick-and-mortar mass retailers like Metro, Carrefour and Al-Fatah that are also moving towards the ‘click-and-mortar’ model – where traditional retailers combined online ordering with the ability to pick up orders in physical stores – aggressively. They are big enough to theoretically rip GrocerApp apart from the market very quickly, but might not be able to do so. Or at least, that is what Ahmed thinks.
“We don’t see them as a challenge. The reason being, grocery delivery has a few pillars to measure prospects of success against a competitor. Firstly, there is retail, which these giants are actually strong at by virtue of being in the industry for a long time. They know what to buy, when to buy at what price to buy. But that does not mean we will not catch up. We are building our capacities along those lines,” Ahmed explains.
“The second pillar is logistics. How to efficiently pack and deliver an order and things like that,” he adds. “Grocery delivery is a very unique business that has challenges of its own. You have perishable items, items that cannot survive in heat. So we shifted towards larger vehicles. We shifted towards rickshaws and that sort of vehicle. Right now we have a fleet of around 50 riders and we have divided Lahore into multiple zones and riders are assigned to different zones. Some zones have a single rider whereas busy zones have multiple riders.”
But most important among them is technology, Ahmed says, and they are big on tech while their competitors are not. “Building up the technology from placing of the order to your website to backends, your warehouse technology, your logistics technology, there is a huge technology play that comes in. An order that needs to be delivered, how to deliver that order, how to pack it, where to keep it, there is a lot that technology can do,” he says.
Traditional brick-and-mortar retailers have been under threat for sometime now. A 2018 report by McKinsey and Company warned of a “monumental force” disrupting the retail grocery industry, and underscored that if brick-and-mortar grocers do not act, they will be letting $200 billion to $700 billion in revenues shift to discount, online, and non-grocery channels, and putting at risk more than $1 trillion in earnings before interest and taxes (EBIT).
And a monumental force that the report outlined are new technologies such as those that enable the ecosystems of Alibaba and Amazon. “When the dust clears, half of traditional grocery retailers may not be around,” read the report.
Technology makes processes efficient. From placing an order to packing and logistics, as Ahmed pointed out, processes can be made efficient by technologies that the startups are well-versed at, while traditional retailers are not. They are focused on retail while the startups are focused on technology. GrocerApp is able to deliver orders on the same day, while retailers like Metro or Alfatah will take a whole day or two to deliver those orders.
“By virtue of incorporating technology in our processes, we are very strong on logistics as well. We are strong on marketing as well. We know how to leverage technology to make our marketing stronger,” he says.
By candid admission of a source at one of the big brick-and-mortar mass retail chains, their technology stack and processes are antiquated, which means that there are inefficiencies in their model and eventually their online sales are low. And, to substantiate that, Profit looked at the number of the e-commerce sales of the said retailer, which from a single store were significantly lower than the revenue numbers for GrocerApp, although the combined e-commerce revenue of all the stores of the said retailer in Lahore were almost the same as GrocerApp.
And being strong on tech also means that GrocerApp’s application and interface tend to be better than it’s click-and-mortar competitors’ applications, which Ahmed says can be compared easily with other applications.
It is not just these pillars that Ahmed mentioned that put GrocerApp ahead of its competition. There are some cost advantages as well that GrocerApp has. For instance, all the fulfilment by GrocerApp is done at a fulfilment center, located strategically near Lahore’s Peco Road, which is essentially a warehouse that has a significantly lower cost per square foot compared to the mammoth retail outlets of Metro, Carrefour and Alfatah with fancy facades.
Moreover, since GrocerApp only focuses on delivery, it can establish additional fulfilment centers in the city over cheap land, and at locations that make logistics more efficient. The warehouses delivery business do not need to be fully air conditioned either. For the brick-and-mortar store, since they have walk-in customers, their outlets would have to be established at locations that generate greater footfall. That means these outlets would mostly be located at prime locations that are pricey real estate, which would also be fulfilment centres for online deliveries and thus would overlook logistical ease.
Positive contribution margin is a scale that has come after a significant wait, and this milestone is what its founders believe makes GrocerApp’s business defensible against new competition such as new online grocery startups.
While the startup would be trying hard to scale itself and attain profitability – itself a difficult prospect because the margins are extremely thin – GrocerApp would have attained profitability that would give it enough cash from the company itself and the larger rounds it would raise to keep its competitors from moving ahead in the game.
Against the backdrop of GrocerApp’s robust operations and growth potential, new funds will fuel its growth and attain profitability quickly. Though Ahmed says they could have attained profitability on their own, without even raising funds, it would only make the process quicker with a new round of financing.
The new investment (once finalised) and its utilisation will eventually set the ground for a much larger round that would be used to scale GrocerApp’s operations to five more cities.
“These funds will help us crack the model even further. It will also help us set up operations in a way that would enable us to handle operations in multiple cities from Lahore. We would figure out how to scale to another city and maintain fulfilment in another city while not even being there. We will be looking to raise a larger Series maybe by the middle or early next year,” he says.
As for the valuation, GrocerApp wants to keep it undisclosed.
As mentioned earlier, an impetus has been provided to grocery sales by the pandemic across the globe and GrocerApp says it has witnessed a huge surge in orders during the lockdown period. That has also exposed users to the convenience that technology brings with it.
Consumers now, because they have seen the convenience of e-commerce grocery, even if unwillingly, might be more inclined towards it post-pandemic, especially if they get used to it. This would automatically mean increased users on online grocery platforms. And only those that leverage technology better would be able to grow and even dominate the space.


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EE holds Techy Tea Party in the Houses of Parliament
Today, Francis Maude, Minister of State at the Cabinet Office, joined MPs and Lords at a Techy Tea Party in the Houses of Parliament hosted by digital communications company EE. The event saw graduates from the National Citizen Service and staff from the Government Digital Service, volunteer to help guests from Age UK with their technology challenges. This activity forms part of EE’s commitment to improve the nation’s digital skills.
The event, held on the Parliamentary terrace with afternoon tea, was part of EE’s National Techy Tea Party Day, in partnership with Age UK, which saw over five thousand people get to grips with technology at EE stores, contact centres, offices and partner venues across the country.
Francis Maude, Minister of State at the Cabinet Office, with responsibility for leading the Government’s digital agenda, was the guest of honour at the Houses of Parliament Techy Tea Party and said:
“The world is changing and when you can bank online at midnight and shop from your bedroom, people rightly expect high-quality digital services from government.
“As part of our long term plan, we’re making government services digital by default. But we don’t want anyone to be excluded, and that’s why we’re determined to make Britain the most digitally capable country in the world.
“The UK Digital Charter will make it easier for people to build their digital skills, and it’s great to see events such as today’s techy tea party which will play a major role in helping us achieve that.”
Olaf Swantee, CEO of EE who attended the event, said:
“I’m grateful to all the Members of the Houses of Lords and Commons who joined us today to see the progress we’re making in supporting those most in need of developing these essential digital skills. Introducing people to the magic of technology is something we are passionate about and the first EE National Techy Tea Party Day has been a huge success.”
For more information about the initiative please visit ee.co.uk/newsroom.
For the EE Press Office please contact:
Olivia Burrell, Olivia.email@example.com, 07816 131 302
Rik Salmon, Rik.Salmon@mcsaatchi.com, 07834 980 541
About EE’s Techy Tea Party initiative
EE launched Techy Tea Parties in October 2012 as part of its commitment to building the nation’s digital skills and to enable its employees to support an important social issue. Since launch 1,000 EE employees have volunteered at over 100 Techy Tea Parties, in 26 different locations, across its offices, contact centres and in community venues.
Through the Techy Tea Party initiative EE has helped over 1,100 guests with their tech challenges. Feedback from Techy Tea Parties has been extremely positive, with 90% of guests saying they had learnt more about the internet and technology due to attending the event.
EE has also worked with local charities and leading digital inclusion organisations, including Go ON UK, which EE is a Founder Partner of, to develop activity and resources that will boost digital skills. In addition to EE’s Techy Tea Parties, this includes the EE Digital Living website ee.co.uk/digital-living and EE’s Digital Business website ee.co.uk/digital-skills. EE has also invested in training its frontline employees on device operating systems so they can deliver tailored support to customers.
EE has delivered a range of activities to help people build their digital skills. This includes delivering over 130,000 Advice for Parents guides to our stores and promoting our online consumer and business resources, which have received 160,000 views. Research shows we help 1 in 5 of our customers learn something about the internet or their device during an interaction with us in person or over the phone.
EE is the largest and most advanced digital communications company in Britain, delivering mobile and fixed communications services to consumers, businesses, government and the wholesale market. EE has approximately 15,000 employees and 550 retail stores, and serves more than 30 million customers across its mobile, fixed and wholesale businesses.
EE runs the UK's biggest, fastest and most reliable mobile network, pioneering the UK's first superfast 4G mobile service in October 2012. EE's 4G coverage today reaches more than 70% of the UK population. EE’s 2G coverage reaches 99% of the population while 3G reaches 98%. EE's superfast fibre broadband service covers 54% of the UK population, and ADSL broadband service covers 98.7% of the population.
In the last few years, EE has received extensive independent recognition including being ranked the UK's best overall network by RootMetrics®, Best network at the 2014 Mobile News Awards, Fastest Network at the 2013 uSwitch Awards, Best Network at the 2013 Mobile Choice Consumer Awards and What Mobile Awards, Network Innovation at the 2013 Recombu awards and Best Network for Business at the 2013 Mobile Industry awards.


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Comcast-NASCAR Deal To Be Announced Bellis Not Likely To Strike Endorsement Deals Jordan, Federer U.S. Open Chat Boosts Sales Tony Hawk Named Sony Action Cam Endorser Jordan Talks Federer Shoe Collaboration ISC Tracks Could Face Further Seating Reductions Darlington Change Highlights '15 NASCAR Schedule Ford Field Gets Title Sponsor For Bowl Game Mazda Inks Deal With Competitor Group Serves & Volleys
Upcoming Conferences and Events
SBD/January 26, 2012/Marketing and Sponsorship
Published January 26, 2012
CAR & DRIVER: The MLS Dynamo will announce today that Mazda has signed a long-term sponsorship agreement to be designated the official vehicle of the club and a founding partner of BBVA Compass Stadium, which will open May 12. As part of the agreement, there will be a preferred Mazda parking area for select fans at the new venue. Mazda is also the first of 10 founding partners for BBVA Compass Stadium. This is the first sports sponsorship deal for Mazda in the Houston market (THE DAILY).
ON THE ROCKS: DKNY has expanded its partnership with the NHL Rangers, debuting the DKNY logo on the team’s home ice at Madison Square Garden this week. DKNY is the first fashion brand to ever have a logo featured on the Rangers’ ice at the Garden (MSG).


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Our analysis of 14 popular consumer devices found that most of them can be out of action within 3 to 4 years due to irreplaceable batteries. Here’s how we’re getting the tech industry to design products that last longer – and do less harm to the environment.
Is this how technology works? No, this is how tech companies make more money from you.
We users want electronics that are easy to use, beautiful – and also last a long time. So in my search for Ways to make technology work better for usI tried to figure out when 14 of my devices would die. I discovered that most of them can fade within three to four years. Half of it is designed to be discarded. you can see All the details In my tool cemetery.
Having to keep buying upgrades and replacements is annoying and bad for our budgets. Even worse, it is a hidden contributor to our environmental crisis. But I have some ideas about how to change that by forcing the tech industry to get clean.
Here’s a dirty little secret about the tech industry: “Almost every device these days has a battery that’s going to run out, and it’s a built-in death watch,” says Kyle Wiens, CEO of the repair community. iFixit. Today, there are batteries in everything from a toothbrush to a vacuum cleaner. They are consumable products, such as printer ink or tires.
But buying gear with batteries sealed inside is a bit like buying a car where you can’t change tires. We just don’t realize we’re doing it, or how it’s contributing to our climate crisis and sustainability.
Devices do not consume as much energy as airplanes and cars, but the damage they do comes from their manufacture and disposal. Making new devices requires mining of raw materials such as Cobalt, often at great human cost. Disposing of old appliances is costly and feeds A rash of dangerous battery fires in trucks and recycling centers.
And the According to Apple, of all the carbon emissions their products add to the Earth over their lifetime, only 70 percent come from manufacturing. This means that every time you buy a new device like a laptop, you add hundreds of pounds of carbon to the sky before you even turn it on.
We users want electronics that are easy to use, beautiful – and also last a long time.
But even if you want to buy long-lasting devices, it is often impossible to know when a product will run out of battery. Of course, devices fail for many reasons, but empty batteries are the death clock built into them.
That’s why I spent six weeks pushing some of the world’s largest companies to find these basic facts about some of our favorite tools:
- First, how many recharges — or “cycles” — can a product battery take until its capacity drops to 80 percent? “Then, they are defined as dead,” because the capacitance begins to drop sharply, he explains Bass FlipsinProfessor of Industrial Design Engineering at Delft University of Technology.
- Second, when that inevitable day comes, what, if anything, can the consumer do to replace their battery?
Nearly half of the companies I contacted — including Sony, Dyson, Logitech, Google-owned Fitbit, Amazon, Therabody, and Samsung-owned JBL — declined to answer or ignored my specific questions.
None of this should be a secret.
Is this a “planned obsolescence”?
How did we end up with disposable gadgets? Let’s go back 20 years to the iPod.
The Apple Pocket Music Player shook the world by putting a thousand songs in our pockets. But it was made differently from other portable devices of the era: it had a rechargeable battery and was sealed inside.
Less than 18 months later, owners started noticing that their iPods could no longer handle much charge—and the hassles of replacing the battery kept most people from even trying. iPods were so desirable that many of us bought a new one. I still have a dead person in the drawer.
It inspired one of the great feats of guerrilla gadget activity: Casey Neistat, now a popular YouTube user, was so frustrated with dead iPod batteries, Video of himself drawing a warning card On Apple billboards everywhere around the hour of the iPod’s death.
However, Apple has continued to manufacture devices with rechargeable batteries sealed inside, including its most influential product of all time, the iPhone. And whatever Apple does, other companies follow.
“We’re part of the problem, because when we buy a short-lived product, we’re sending manufacturers a signal that it’s OK to make short-lived products,” says Wiens of iFixit.
How big is this grand scheme to get us to keep spending money? There is a term for that: planned obsolescence.
I haven’t seen much evidence of smokey rooms where technology managers hatch ways to make products fail. But disposable electronics are the product of planning. Marketers have had huge success luring us with products that are either ultra-thin or water-resistant, both of which are easy to do with glued or soldered batteries. “This is the simplest, fastest and most economical solution,” says engineer Flipsen.
He says other designs are possible. For example, the cool GoPro action cameras have user-removable batteries — and you can take the cameras swimming. Samsung Galaxy Buds contain batteries It is relatively easy to get in and out. company called Domain It makes a great laptop with modular, upgradeable parts that’s still the same weight as a MacBook Air.
Apple has cleaned up its business in some ways. While the batteries on iPhones are still sealed inside, today you can get Apple to replace one for $69. Apple laptops, which also have airtight but serviceable batteries, provide a very useful way to see how many charge cycles you’ve burned. (Go to About This Mac > System Report > Power and then you’ll see the Cycle Count number. Most Macs are designed for 1,000.)
But the $179 AirPods, Apple’s most successful new product in years, show that longevity remains a serious concern. If you show up at the Apple Store and your AirPod batteries are dead, they will only sell you new ones. (Apple wouldn’t comment when I asked why.)
Unfortunately, I’ve found that many other devices are also designed to become trash. Not only is the battery in my Philips Sonicare toothbrush replaceable – it’s so hard-mounted on the inside that the manual says you have to take a hammer to it just to throw it away (because batteries can cause garbage fires). “The battery is tightly placed, in a waterproof handle, to ensure safety, durability, longevity, and robust performance,” says Phillips.
Many manufacturers describe their recycling programs as a sign of their environmental commitments. Amazon, for example, does not offer battery replacement service for Fire tablets out of warranty, although it does offer customers a 20 percent discount on a new Fire tablet if they send in their old device.
But recycling is not the solution it might seem. Recyclers can recover only a small portion of the critical raw materials that go into an old machine. “You can’t simply take apart a truck full of old smartphones to make a truck full of new smartphones,” says Wiens.
Much of the industry has to do with the idea that we will continue to upgrade. “These companies have built their business models based on replacement rates that are faster than what consumers want,” says Ugo Vallauri, Co-Director of Restart the project, which advocates for salvageable electronics. “They find it really hard to figure out a future where they can thrive while responding to the challenges that the planet and consumers put before them.”
The best thing for us and the environment is to stick with the devices longer. For that to happen, we’ll need information.
So let’s revive Nystat’s radical act of transparency and demand to know when tools are designed to die. If companies don’t clean up on their own, ask for a label on the shelf that lists how many battery recharges and how much it costs to replace the battery. The FTC already has the ability to require other labels on products – why not apply to batteries?
We can also take inspiration from France, which in 2021 began to order some categories of products Includes repairability score, rated from 1 to 10. You can’t miss it when you shop. And there are already signs that it is pushing companies to change the way they design their products – because they now have to compete for longevity as well as price and other features.
In the United States, we are soon ready to enact laws that give consumers the right to repair products. It could mean that even if the battery is sealed inside a product, its manufacturer has to sell replacements and share instructions on how to fix it.
However, some environmental activists argue that we cannot leave it up to tech companies to make the design decisions that are critical to the planet. Jean-Pierre Schweizer, Chief Policy Officer at European Environment Office, a network of environmental organizations, is part of a group trying to get European lawmakers to ban batteries that cannot be replaced. “End users and independent operators should be able to replace batteries with commonly available tools,” he says.
According to SchweizerRequiring only smartphones and tablets for user-replaceable batteries would save European consumers $20 billion and reduce the industry’s contribution to greenhouse gas emissions by 30 percent in 2030 alone.
But the devil is in the details: Should we completely ban sticky batteries — or any batteries that require special tools to remove? Some workers in the tech industry were backing away from their need for an exemption for products designed to work in “wet conditions.” But this excuse can be applied to any mobile device.
We also have to weigh our responsibility in the face of the environmental crisis. As a professional tool guy, I totally understand the allure of upgrades.
But we must resist a marketing machine that makes the annual cycle of product updates look like anything other than blunt consumerism. The truth is that upgrades often offer very few new features. One of the classic stories lies in the slogan “Best iPhone Ever”. Did anyone expect it to be worse than last year’s model?
We need to change our relationship with technology. Not so long ago, people used to assemble radios and computers at home, so they knew how they worked – and how to keep them working for a long time. Nowadays, it seems forbidden to open a computer just to see what’s inside.
It is a good thing that technology is now more accessible. But if you simply can’t replace the battery with something you own, is it really yours?
“Infuriatingly humble alcohol fanatic. Unapologetic beer practitioner. Analyst.”


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Apple ups its ante in India. Here’s what Tim Cook’s visit looked like
Apple marks 25 years of involvement in India this week. Being in the world’s second-largest smartphone market for over a quarter of a century means that the tech giant is pretty well versed with the nation’s know-how. Ironically then, it wasn’t until this week that the biggest public company in the world commemorated its first official retail store in the world’s most populous country.
But as the saying goes, better late than never. In the last 25 years, Apple has relied solely on third-party sellers to get its phones into the hands of Indian consumers. “Apple’s first two retail stores in India will open this week in Mumbai and Delhi, welcoming customers from all over the country and around the world to discover the best of Apple,” the company said on April 17, 2023.
To commemorate the opening of both stores, Apple’s CEO Tim Cook visited India. “India has such a beautiful culture and an incredible energy, and we’re excited to build on our long-standing history — supporting our customers, investing in local communities, and working together to build a better future with innovations that serve humanity,” Cook said.
Cook landed in Mumbai in the small hours of Monday, spending a day in the city ahead of the inauguration of the first store in Bandra Kurla Complex. He met Indian leaders, including Mukesh Ambani, chairman and managing director of Reliance Industries, and Manoj Modi, director of Reliance Retail and Reliance Jio.
Local reports indicated that Cook even met N Chandrasekaran, chairman of Tata Sons, among others. The Tata Group is getting ready to start manufacturing Apple phones in India. Following Mumbai’s store launch, Cook is scheduled to meet Prime Minister Narendra Modi and a few ministers during the Delhi leg of his India visit later this week.
The rise and rise of Apple in India
Experts believe India is at an inflection point, where China was in July 2008 when Apple opened its first retail store there. Bloomberg is reporting that sales for Apple in India over the past year through March 31 climbed around 50%, to almost US$6 billion. Citing someone familiar with the matter, Bloomberg said it is an impressive jump given the global slump in gadget sales across all categories.
Even then, it only makes up 1.6% of company-wide revenue and around 8% of the scale of what the iPhone maker currently gets in Greater China. Opening both stores this week — in Mumbai and New Delhi — is seen as either driving business in an important market or simply jumping on the bandwagon of existing growth. All of this is taking place against the backdrop of Cook’s push for suppliers such as Foxconn Technology Group, Wistron Corp., and Pegatron Corp. to ramp up output in the country.
Apple has a minuscule share in India, about 4% of the country’s nearly 700 million smartphone users. Cheaper local brands and Chinese and South Korean manufacturers lead the world’s second-biggest mobile market. The upside, however, is that the tech giant ranked first in unit sales of devices above US$365 last year, according to researcher Counterpoint.
Last week, analysts at JPMorgan Chase published a report describing how a push to move manufacturing and supply chains away from China has been underway “since late 2018, led by geopolitical issues, then a pandemic and now new geopolitical issues rearing their ugly head.” They expected a sustained shift and estimated that a quarter of Apple’s products will be made outside China by 2025, compared with less than 5% today, “with Vietnam and India slated as countries of choice.”
30 November 2023


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An American citizen has been arrested for the sale of a hand gun on the bitcoin black market. The unidentified 25-year-old male sold the pistol online to Dutch law enforcement officials in exchange for digital currency.
The Amsterdam District Public Prosecutor revealed that the weapon was bought on an unidentified black market website, and thought of anonymous network, Tor.
The hand gun was sent disassembled, with its parts hidden inside of a DVD player, allowing it to sneak by customs.
It is believed by some of the Amsterdam District Public Prosecutors that the US will handle the case stateside, but the agency has made no comments.
The arrest marks the conclusion of an investigation that started last summer, when Dutch police and the Amsterdam Prosecutors set out to buy illegal goods with bitcoin. The translated press release reads:
“Police and public prosecution wanted to investigate whether it is possible to purchase illegal products through the Tor network.”
Tor Networks allow anonymity to sites such as Sheep Marketplace and Silk Road. They allow for the sale of all items, both legal and illegal.
Tor designer Roger Dingledine approximated that there are 800,000 people using the network every day. He pointed out that many use it to access ordinary websites on the Internet.
In October 2013, documents surfaced suggesting the Tor Network was secure and could withstand hacking attempts and breaches from the government. However, reports have suggested the network is less inclined to protect individual users.
Though there are few details of the case, the Public Prosecutor says that the seller was under surveillance by the US law enforcement’s watchful eye. Officials may have been keeping tabs on the seller before the case was opened, which may have led to the arrest.
The parcel was shipped through standard mail, possibly providing law enforcement officials to link the identity of the sender to the pistol.
Dutch officials claim the transaction was conducted under an alias, and that the bitcoin payment was transferred to a “trust account which the supplier believed to operate anonymously”. The statement continued:
“The suspect will be brought to trial in the United States because of illegal weapon export.”
In conclusion, the weapon involved in the exchange is not illegal in the United States.
Click for Image.


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Sometimes even the most successful work partnerships can unravel. Smart founders plan for that contingency, though it can get complicated for couples or even just good friends who go into business together. In those cases, discussing buyout clauses can be as uncomfortable as negotiating a pre-nup.
But anyone doubting the wisdom of taking such steps should consider the slow-moving train wreck that’s unfolding in Delaware, where a couple’s lack of foresight may doom TransPerfect, an otherwise thriving translation-software business with 3,500 employees.
Transperfect was founded by Elizabeth Elting and Philip Shawe, who met at New York University and later became engaged in the mid-1990s, but never married, according to the New York Times (paywall). The company outlasted their romance, but they never drew up an agreement that spelled out how one of them could exit the company if the relationship soured.
And sour it did. The pair squabbled over basic business decisions, and management became dysfunctional. The founders went to court in Delaware, where TransPerfect is incorporated, and where the law allowed a judge to order the sale of TransPerfect because the owners are deadlocked. The state legislature has now taken up the case, due to concerns about private property rights and the fate of its employees if the business is sold to a private-equity firm.
In Louisiana, something similar happened to a less high-profile company. Theresa Dupuy founded FuzziBunz, an online diaper business, and lost it to her ex-husband when a divorce court split up the couple’s property, according to Entrepreneur magazine. She only regained the business by buying it back.
When founders are married, there are specific steps they can take to shield the company from divorce proceedings, such as easing one spouse out of management, and making sure business and household expenses don’t become intermingled. But whether founders are married, engaged, or just college buddies with a shared dream, an agreement for unwinding the partnership is essential. It’s a difficult conversation that could prevent many worse ones in the future.


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Avoiding the landfill captured Dragon’s Den attention
Customers ordering a bed-in-a-box can usually return it for a full refund, but they may hesitate if they knew what happened to a lot of those unwanted mattresses.
“Our industry has set a precedence that it was really just easier to dispose of beds into landfills,” founder and CEO of Haven Sleep Co., Scott Amis told Kelowna10.
He explained, oftentimes executives at those companies are so focused on profit, they didn’t even know the extent of the issue.
“I give the analogy that it’s like being on a boat,” Amis said. “The executives are just trying to get the bow out, the sails up, and they’re not always looking back at the wake they’re leaving behind.”
With help from fourth year UBCO business students tasked with a capstone project, they found a solution – Second Slumber.
It acts as a marketplace and mediator, marketing and connecting someone returning their bed to a customer who gets to buy it at a heavily discounted rate.
Second Slumber steps in for the mattress company, prepares the product for sale with large shipping bags and disinfecting products, and prevents a perfectly good mattress from being wasted.
This also helps the retailers who don’t have the resources to handle returns like this save face with consumers who may not be impressed with wasteful business practices.
This model worked well enough to land the Second Slumber team on CBC’s Dragon’s Den and deliver a successful pitch.
Getting on the show is a feat itself. Amis tried three previous times, each with a different company. Every year about 1,400 businesses apply and just 70 make it through to film in Toronto. Then only about 50 make it to air.
Once Second Slumber got past the initial application, an assigned producer worked with them on their pitch. Companies are considered not just for the business’s feasibility, but entertainment factor as well.
Amis and his team, along with every guest, were instructed to have absolutely no contact with the dragons.
“What was fascinating to me, the whole process is secretive,” Amis said. “The producers actually want the dragons to be completely cold to you.”
The filming took place in May. For six months they couldn’t reveal what happened on the show, until their viewing party recently at Okanagan College.
Second Slumber has already been in talks with the dragon who invested in them and since the airing, several valuable connections have been made including major mattress brands.
One of the biggest problems for a new business is obscurity and appearing on national television helps solve that.
“It was great, I loved the episode,” Amis said. “It was a real celebration of the company and obviously, a high point in my career.”
Published 2022-11-23 by David Hanson
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SIBLINGS PLEAD GUILTY TO SELLING ILLEGAL CIGARRETTES IN SAN FRANCISCO
If you bought cigarettes from a certain grocery in Excelsior, there’s a decent chance they came from China. Two brothers were sentenced today for illegally importing over 2,700 cartons of illegal Chinese cigarettes and selling them at D&K Herb and Grocery.
There is a lot of taxes associated with cigarette import and sales in California, so there is a monetary incentive to import tobacco products illegally.
According to California Attorney General Rob Bonta press release, the state sentenced Huichang Wu and Zhenyu Wu, a sibling duo that ran an illegal tobacco import and sales operation in San Francisco:
Together, the pair imported over 2,700 cartons of illegal Chinese cigarettes for sale out of D&K Herb and Grocery, a grocery store they owned and operated in the city. They were both sentenced to two years of formal supervised probation. In addition, the defendants will pay $77,576 to the California Department of Tax and Fee Administration (CDTFA) and $50,000 in investigative costs to the California Department of Justice’s (DOJ) Tax Recovery in the Underground Economy (TRUE) Task Force.
“When individuals take part in illegal business activity, they are not only hurting the economy, they are hurting the community where they do business,” said Attorney General Bonta. “The law is not optional, and business owners operating in California must abide by our regulations. Thank you to our agents and partners in the Tax Recovery in the Underground Economy Task Force for a thorough investigation, and for holding these defendants accountable.”
“Tax evasion is unfair to Californians. It deprives our communities of resources for public safety, transportation, schools and other important services. It also puts honest, tax-paying businesses at a disadvantage,” said California Department of Tax and Fee Administration Director Nick Maduros. “That’s why it’s important for our departments to work together on cases like these.”
From April 2020 to June 2020, the defendants knowingly purchased cigarettes from an unlicensed distributor or wholesaler in China to sell in the United States, and imported thousands of these cigarettes through various mail centers in an attempt to avoid paying the taxes owed to the CDTFA. Under the California Cigarette and Tobacco Products Licensing Act of 2003, it is unlawful for a retailer to buy cigarettes or tobacco products from anyone who is not licensed or to possess these cigarettes without paying the required taxes.
In December 2021, both defendants pled guilty to one count of Purchasing Cigarettes from an Unlicensed Distributor. As part of their plea agreement, the defendants will surrender their cigarette and tobacco retailer’s license. They will also relinquish all money, property, or evidence, including the cigarettes, seized during the investigation.
Today’s sentencing is a result of an investigation by DOJ and the CDTFA Investigations Bureau. Both agencies are part of the TRUE Task Force, which also includes the California Franchise Tax Board and the Employment Development Department. TRUE was created to ensure multiagency collaboration and combat wage theft, tax evasion, and other crimes in the underground economy. The task force consists of attorneys, investigators, and special agents from the member agencies.
Makes you wonder how many other vendors are selling illegal cigarettes in the Bay?


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Hello Goliath? It’s David, again.
While Blockbuster has busied itself working out a deal with Circuit City, its nemesis, upstart Netflix has steered clear of such brick-and-mortar has-beens, instead inking deals widely with technology firms and movie studios, in an attempt to offer its content on as many platforms as possible. Blockbuster is still thinking old school, with its eye on the hardware sold at Circuit City over which to play its movies. But Netflix is committing to a wide range of distribution channels.
“We’re not betting on any one device on getting internet to the TV,” says Ted Sarandos, Netflix’s chief content officer, who’s in charge of developing the company’s digital distribution. “We’re not trying to change consumer behavior in any way—we gradually want to tap into the behavior of people who are interested [in film] in all different ways.”
Netflix’s practice of delivering DVD’s by mail may have once upended its competitor’s brick-and-mortar business model (as well as its clumsy foray into delivery by mail), but Netflix now finds itself up against more nimble technology firms and start-ups like Apple, Amazon, and NBC/News Corp. venture Hulu.com. Amazon unveiled its video-on-demand service, Unbox, in 2006, and gave access to TiVo owners last summer, while Apple began offering a number of streaming movies via iTunes that same year and through its hardware product, AppleTV, in 2007. And just last month, Hulu.com launched, offering free access to NBC and News Corp. content, mostly television shows but also some movies. Both Netflix and Blockbuster are facing serious challenges, each racing to find a solution that will help transform it into a digital-age company—while knocking the competition out of the way.
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“The 2011 Ford Super Duty has been designed, engineered and manufactured by Ford to the highest standards,” Doug Scott, Ford Truck Group marketing manager said in a release.
“We have complete confidence that this ‘best tool in the box’ will deliver beyond customer expectations. It’s why we’re willing to share pre-production units with companies that do the toughest jobs. We can’t wait for everyone to see the new 2011 Ford Super Duty in action.”
Two of the companies which received a test mule are Reynolds Asphalt & Construction and TexOp Construction, both from Texas. Reynolds
It will carry heavy equipment, including pavers, rollers and graders with a maximum payload approaching the maximum weight which can be handled by the truck: 19,500-pound GVWR.
TexOp received a Super Duty F-350 4x4 Crew Cab XL outfitted with toolboxes to assist with maintenance. The truck will also tow Bobcats and other equipment on a double-axle tandem gooseneck trailer.
“We’re a business, not a laboratory. We don’t have time for that,” Danny Simpson, managing partner of TexOp Construction concluded. “Anything we use has to help us get the job done right for our customers. Based on everything we’ve seen, the new 2011 Ford Super Duty with the new 6.7-liter Power Stroke diesel will do just that.”


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Brits could face gaps on shelves this Christmas as toys and electrical goods are diverted away from the UK’s biggest port due to congestion.
Shipping bosses are sending vessels away from Felixstowe in Suffolk after it ran out of space amid a shortage of HGV drivers. The port deals with around 36% of the country’s imports and exports.
Danish shipping giant AP Moller-Maersk has warned the crisis could continue into the New Year, with the company recently forced to redirect one ship a week out of two or three.
They are travelling to continental ports like Rotterdam and Antwerp, where cargo is loaded onto smaller vessels to dock at other British ports – when space allows.
A spokesperson for Felixstowe said the situation had improved over the last few days, but shipping bosses have cautioned it is the ‘perfect storm’ for shortages over the festive season.
It’s believed ministers have been warned stock levels of toys, electronics, bikes and homeware items could be impacted, sparking fears for Christmas presents.
One shipping boss told The Times: ‘I don’t want to sound like a Grinch but there are going to be gaps on shelves this Christmas.’
It comes after the shortage of HGV drivers spurred fuel shortages and amid rising gas prices, with four more companies ‘set to collapse’.
Conservative Party Co-Chair Oliver Dowden admitted there is a ‘challenging problem’ when questioned on the supply chain disaster this morning.
Sorry, this video isn't available any more.
He told Sky News: ’Well, first of all, it is worth noting that Felixstowe authorities have said this morning that the situation is improving, which is welcome news.
‘There is, clearly, a challenging problem, particularly with HGV drivers – and not just here, it’s across Europe, Poland, US, even China has this challenge.
‘That’s why we’ve been taking steps to address it, whether it is training 5,000 more HGV drivers, making the process more flexible, we’re working through these challenges to address them.
‘I know it’s a worrying time for your viewers and they’ll be concerned by the reports, but I want to assure them the Government is very much getting on with the job of addressing these challenges.’
The most recent figures show only 127 people have applied for a temporary visa scheme designed to stabilise the crisis, as foreign lorry drivers insist they ‘won’t help UK out of the s**t they created’.
A spokesman for Felixstowe said: ‘The vast majority of import containers are cleared for collection within minutes of arriving and there are over 1,000 unused haulier bookings most days.
‘However, the situation is improving and there is more spare space for import containers this week, than at any time since the beginning of July, when supply chain impacts first started to bite.’
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Chrysler unveiled this week at the New York International Auto Show its Airflow Graphite Concept SUV, an all-electric crossover with 22-inch wheels, a sleek silhouette and automated driving features that gives a possible window to the automaker’s future.
The SUV will deliver up to 400 miles of range on a fully charged battery and come with fast-charging functionality, according to Chrysler. The Stellantis brand also touted a long list of tech in the concept vehicle, including the automaker’s STLA AutoDrive system with Level 3 automated driving capabilities.
This is just a concept, which means some heed should be taken when reviewing its specs. But with Chrysler planning to launch its first EV in 2025 and become a completely electric brand by 2028, this sporty concept could be help set the direction for parent company Stellantis’ $35 billion investment in bringing new electric vehicles to market.
Chrysler has been late to electrify, but Stellantis is going all in aiming to introduce more than 75 battery-electric models and sell five million EVs globally by 2030. The conglomerate, a joint venture between Fiat-Chrysler and PSA Group, doesn’t sell a fully electric vehicle. Its electrified lineup consists of just three plug-in hybrids: the Chrysler Pacifica Hybrid Minivan, the Jeep Wrangler 4xe and the Jeep Grand Cherokee 4xe.
The concept “represents the many possibilities on our brand’s road to an all-electric future,” Chrysler CEO Chris Feuell said in a statement.
The Airflow Graphite Concept looks more aggressive and dynamic than the all-electric Chrysler Airflow Concept the automaker unveiled at CES in January. This “alter-ego version” showcases Galaxy Black exterior paint, Cyprus Copper accent colors, a panoramic sunroof, as well as a full slate of cutting-edge technology.
The Airflow concept looks nothing like Chrysler’s original Airflow, a sleek, more air-resistant vehicle produced by the brand between 1934 to 1937. The name does imply the brand is seeking to tap into the creative thinking of that era, although hopefully with more successful results in the marketplace.
The tech inside the concept is a showcase of Stellantis’ larger plan to generate $22.5 billion annually from software in its vehicles that can sell passengers and drivers products and subscriptions. The concept includes three areas that are already under development: underlying electrical and software architecture called STLA Brain, software called the SmartCockpit that is being built in partnership with Foxconn to deliver applications to the driver such as navigation, voice assistance, e-commerce marketplace and payment services and finally, an automated driving system called “AutoDrive” that is being developed with BMW.
The concept’s STLA SmartCockpit “enables an extension of digital, work and home environments, all in sync to create a personalized experience for every passenger,” the automaker said in a statement. The SUV’s STLA Brain platform allows for over-the-air updates to “deliver new and upgraded features and functions that enhance and improve the vehicle throughout the ownership experience.”


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Citing the indeterminate amount of time the coronavirus disaster could endure, San Antonio-centered H-E-B introduced Tuesday that it would be transitioning from its momentary $2 per hour spend raises to lengthy-expression everlasting investments in its associates.
The retailer, which operates 340 merchants during Texas, reported in a assertion, “As we perform to uncover our new normal through this unparalleled time, H-E-B will changeover from our momentary Texas Happy Pay back plan, which finished June 21, and move, on June 22, into diverse very long-term, permanent investments in our persons, which consist of accelerated and increased pay back increases for retail store, production and provide chain hourly non-management companions.”
According to the firm, this will be the biggest investment decision in pay back in the historical past of H-E-B. In addition, H-E-B will continue on its ongoing investments in fork out and other perks and added benefits for all companions throughout the firm, the retailer explained.
Though no financial information of the new plan have been introduced, H-E-B claimed that the spend boosts would be worth a lot more than two times the amount of the non permanent plan for the regular staff.
In March, H-E-B elevated wages by $2 per hour for all hourly shop, manufacturing, warehouse and transportation staff members. The initiative was a way to “thank them for their determination” throughout the coronavirus pandemic, the corporation explained at the time. The method was prolonged in April and May, ahead of ending on June 22.
In addition to the everlasting fork out raises, H-E-B has extended clinical depart to all associates and in the celebration that an affiliate is identified with coronavirus, they will obtain pay back. “Our strong emergency preparedness system focuses on what we do best, serving our prospects while prioritizing the wellness of our companions and their family members,” the enterprise reported.
Texas has observed a extraordinary upsurge in COVID-19 bacterial infections this thirty day period, with the Texas Division of Condition Well being Providers reporting 5,489 new scenarios on Tuesday, a file large for the point out. Texas now has additional than 120,000 recorded instances.
In addition to its previously rigid sanitation and cleanliness protocols, H-E-B has taken “extreme measures” to heighten the frequency and awareness of sanitation and hygiene in its outlets. H-E-B has trained COVID-19 motion managers in retailers and facilities to assure sanitation and right social distancing protocols are adopted, together with handwashing as frequently as attainable for associates and hand sanitizer obtainable for shoppers and associates. Outlets are deep cleaned every single day and companions are provided daily instruction and schooling on elevated sanitation protocols. All partners and sellers in purchaser-struggling with and near-get in touch with roles are essential to put on masks even though at get the job done.
“Social distancing, sporting masks, correct hand washing and sanitization are all factors we do to enable keep Texans nutritious,” H-E-B stated in its assertion. “Our companions stand fully commited to assisting Texas slow the distribute.”
For our most up-to-date protection, visit the coronavirus homepage.


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On August 6, 2015, the Federal Communications Commission adopted new rules aimed at protecting consumers through the transitions from legacy copper networks. The following may be attributed to Benton Foundation Policy Director Amina Fazlullah:
The Benton Foundation salutes the FCC’s progress on protecting consumers as the networks they have relied upon for phone service have transitioned from traditional copper to fiber broadband. And we are pleased the FCC is moving forward to clarify reporting requirements. Giving consumers notice and information about network transitions helps consumers prepare for the change in service. We are also pleased that the FCC has opened up a FNPRM on the issue of functionality and metrics to assess changes or losses in functionality.
But we are concerned about the FCC's approach to battery backup. Merely providing consumers information and an option to purchase a battery is a significant shift in burden. In the past, consumers have never had to think about maintaining a backup system and now both the cost and the maintenance have been shifted to the individual consumer. For vulnerable populations – especially seniors and low income households -- the cost of battery backup may be out of reach, putting these households in danger of losing access to emergency responders during a power outage. We urge the FCC to develop a stronger, consumer-focused approach to the issue of battery backup.


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Coca-Cola has always succeeded in putting a smile on millions of faces thanks to their brilliant ad campaigns. This Ramadan, the soft drink brand has come up with an iconic ad that tells people not to judge each other on the basis of appearance.
Coca-Cola's Middle east branch recently introduced cans minus the brand's logo. The can simply says: "Labels are for cans not for people." However, the silver waves and the traditional red colour were left untouched.
The company also released a YouTube video, that had a diverse group of strangers sitting in a dark room. The group comprised a guy with facial tattoos, two men in Arab dress, a man in a wheelchair, and another man in smart business attire. What happens next? See for yourself!
This Ramadan, Open happiness.


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Many (self included) think that NatCon is Wayang. But could it be even more cynical? Is NatCon’s aim to distract us from the govt’s mismanagement of the economy. This unworthy tot struck me when I read DBS’ analysis of the S’pore economy last week.
DBS says that high inflation in recent years is mainly made in Singapore and this has affected overall competitiveness. High COE premiums and rentals, as well as the continued increase in labour cost are the key drivers. Ironically, the bulk of these were policy-induced, it said. [Translation: Inflation is fault of the govt leh]
It goes on, “The tightening in foreign labour inflow in particular, is creating significant strain on enterprises and eroding Singapore’s cost competitiveness. The near- term impact is higher labour costs, compression of profit margins and the tendency for companies to pass on this higher cost to consumers, resulting in higher inflation. Thus, in a bid to restructure the economy, growth and competitiveness have been affected, and just when the global cycle is weak.” [Translation: The govt’s policy of reducing FT inflow is making it more difficult to growth the economy]
So given that stagflation (economy not growing or is shrinking, but inflation is remains high: “Singapore’s consumer price index rose 3.9 percent in August from the year before, more than double the 1.7 percent rate in the U.S., the world’s biggest economy. Inflation in the island state averaged 5 percent for the past year<” reports Bloomberg) is the fault of the govt, what would distract the masses and netizens more than get them engaged in something irrelevant and entertaining? Even if the netizens don’t take part, they are so busy bitching abt it that they forget (or don’t realise the economy ‘s failings) to criticise and highlight the mismanagement of the economy by the government. So NatCon is the PAP’s answer, juz like in Roman times, the emperors had “Bread and circuses” to keep the rabble in Rome happy and distracted when the barbarians were crossing the frontiers?
Waz sad is that PM thinks he has to resort to gimmicks like this. He made a gd start getting rid of underperformers and supernumeries in the cabinet. He then started spending our money on making life more comfortable for us. He should execute the latter well, not get distracted by PR gimmicks. If executed well, spending more of our money on ourselves will win back the voters.


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In an era when customers are expecting brand communications to be convenient, seamless and empathetic, marketers need to step up their digital transformation game.
Company offering partnership automation appoints a new China lead and reveals plans to grow into Japan and beyond.
Company says enhanced platform yields some surprises that defy conventional wisdom about where to advertise in Hong Kong's MTR system.
A future where machines make purchasing decisions on behalf of consumers is increasingly possible, according to a trend report by WPP's ecommerce specialist agency Salmon.
How far can companies like SumoStory go to bring technological efficiency to the practice?
The brand speaks for the first time about an initiative that can be seen as a model for more effective research and collaboration between established companies and startups.
Top news, insights and analysis every weekday
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Most franchisees use a mixture of borrowing and cash reserves when investing in a business. But what is the best funding formula?
The best franchises offer the same level of service in all territories. But how can franchises maintain a consistent approach while addressing the changing needs of customers?
Territories are part and parcel of the franchising industry. But some franchisors have a less rigid approach than others
When it comes to franchising, you could say Ken Deary has been there, done that and got the t-shirt. But, as he eyes up 130 franchises for Right at Home UK, he doesn’t look like hanging up his boots anytime soon
The franchise agreement and the operations manual are vital components of any franchise relationship. But perhaps the most important factor is the interplay between them
Attracting and developing top talent is only half the battle: the smartest franchisors are those that use top-performing franchisees to encourage and support their peers
Following the successful launch of stores in London and Manchester, German bakery franchise Bake & Take is ready to roll out across the UK
Flapjacks and philanthropy don’t often go hand in hand. But Oast House Farm Snacks has found a way to simultaneously feed peckish employees and raise money for charity
A new partnership with Punch Taverns has seen the iconic fish-and-chip brand make its first ever foray into pubs
Home Instead, McDonald’s and Driver Hire among the lucky franchisors shortlisted for the prestigious industry award


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Blemishes are no barrier to beauty.
She's not hiding anymore.
I have learnt that being unique is something that should be embraced, not challenged.
Twitter was not impressed.
The online retailer responsible for the premature release has donated $20,000 to a children's charity.
She's gained confidence in her body and fallen back in love with dancing.


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Monday, June 04, 2018 by: Edsel Cook Tags: cannabidiol, cannabidiols, CBD, CBD benefits, CBD products, CBD testing, health benefits of CBD, Herbs, legal marijuana, marijuana, medical marijuana, medicinal herbs, natural medicine, natural remedies (Natural News) A cannabis extract is drawing increasing attention for providing some of the benefits of marijuana without the high that accompanies the drug. A National Public Radio report states that cannabidiol (CBD) could offer a safe and effective way to reduce anxiety, drug addiction, and other disorders. While it is derived from the cannabis plant, CBD does not contain the psychoactive ingredient tetrahydrocannabinol (THC). It will not alter the user’s mind. In states that have legalized marijuana for recreational or medicinal uses, people are trying out various CBD products for stress relief and relaxation. Products include capsules and liquid oil. The CBD industry has grown alongside its parent market. Americans bought … [Read more...] about CBD helps relieve anxiety without the high
Cannabis effects on the brain
TWO years have passed since legal highs were banned, yet cannabis substitutes appear to be more in use than ever. Their inventor dubbed them unfit for human consumption - but what are Spice and Black Mamba and what do they do? Here's everything we know about the harmful substances and the havoc they can wreak. What is synthetic cannabis and why is it called the zombie drug? The synthetic cannabinoids collectively known as Spice are made up of a range of amphetamines and other laboratory-created chemicals that vary wildly from batch to batch. Users smoke, drink or eat Spice, often in tea. Before the ban on psychoactive substances in 2016, it was being sold either over the counter or online under a variety of brand names such as Annihilation and GoCaine. It is highly addictive with withdrawal symptoms said to be worse than coming off crack or heroin. Users can suffer vomiting, seizures, terrifying hallucinations and severe psychotic episodes after consuming the drug. … [Read more...] about What are Black Mamba and Spice, is synthetic cannabis illegal in the UK and why are the ‘zombie drugs’ so dangerous?
0 View Gallery View Comments Colorado's adult cultural acceptance of marijuana is seeping into public school classrooms, resulting in more marijuana related suspensions, more police visits to schools for marijuana incidents, and a greater acceptance of the drug by students who live in communities with recreational dispensaries, two new state studies and a third from a university institute show. Twenty times in a typical school day, Colorado kids are reported for illegal marijuana use. Statewide, marijuana suspensions jumped 18 percent in the 2016-17 school year, new data from the Colorado Department of Education show. Related: Marijuana in El Paso County schools: 'Not off the charts ... but not going away' A separate study by the state Division of Criminal Justice also suggests the drug has become a growing enforcement problem. Police contacts for marijuana jumped from 17 percent of all contacts for the 2012 and 2013 school years to one in four last school year. Alcohol … [Read more...] about Collateral Impact: Colorado schools on front line as debate swirls over legalization’s effect on teens’ pot use
Your Health Anxiety Relief Without The High? New Studies On CBD, A Cannabis Extract Audio will be available later today. Facebook Twitter Flipboard Email Enlarge this image A sample of cannabidiol (CBD) oil is dropped into water. Supplements containing the marijuana extract are popular and widely sold as remedies for a variety of ailments and aches. But scientific evidence that they work hasn't yet caught up for most applications, researchers say. Stefan Wermuth/Bloomberg Creative Photos/Getty Images hide caption toggle caption Stefan Wermuth/Bloomberg Creative Photos/Getty Images A sample of cannabidiol (CBD) oil is dropped into water. Supplements containing the marijuana extract are popular and widely sold as remedies for a variety of ailments and aches. But scientific evidence that they work hasn't yet caught up for most applications, researchers say. Stefan Wermuth/Bloomberg Creative Photos/Getty Images As more states legalize marijuana, … [Read more...] about Anxiety Relief Without The High? New Studies On CBD, A Cannabis Extract
Story highlights Study: Heavy marijuana users had reduced memory, attention and speed of processing The negative effects disappeared after about 72 hours of marijuana abstinence (CNN)Marijuana is notorious for slowing certain cognitive functions such as learning, memory and attention span (maybe that's why they call it "dope"?). But new research in young people suggests that these cognitive effects, while significant, may not persist for very long, even among chronic users. The meta-analysis, published Wednesday in the journal JAMA Psychiatry, combines data from 69 previous studies that look at the effects of heavy cannabis use on cognitive functioning in adolescents and young adults. It found that those young people who identified as heavy marijuana users scored significantly lower than non-users in a variety of cognitive domains such as learning, abstraction, speed of processing, delayed memory, inhibition and attention. "There have been a couple of meta-analyses done in … [Read more...] about Marijuana’s effects on young brains diminish 72 hours after use


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There have been a number of rumors over the last week that Samsung would release Android 4.0 ICS for the Galaxy S II on the 10th of March, that didn’t happen, and Samsung announced last week that the date was a mistake posted by them.
Now it looks like the first Android 4.0 ICS updates will start rolling out to the Samsung Galaxy S II on mobile carrier SK Telecom in South Korea, which should mean that we could see the update arriving in the US and Europe very soon.
We previously heard a rumor that Samsung would release Android 4.0 Ice Cream Sandwich to the Galaxy S II on the 15th of March, and we suspect this date or shortly after is when they will roll it out.
We can expect some sort of official announcement from Samsung over the next couple of days, as soon as we get some more details we will let you guys know.
Source The Verge
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This morning, The New York Times announced a radical redesign of its website — a slimmed-down and minimalistic experience that evokes the Times stunning and oft-replicated digital experience “Snow Fall.” The design marries a lot of what users have raved about the Times‘ iPad experience, while also offering “premium” space for ads.
“As we continue to develop our rich content offerings across video, slideshows, data visualization and interactive graphics, these adjustments to NYTimes.com provide the structure our newsroom needs to deliver a best-in-class digital news report,” says excutive Jill Abramson in the company’s blog.
As the Times continues to aggressively keep up with the evolution of digital design, there’s plenty of takeaways to apply to any website. Keep in mind these three tips, and you can ensure your website is ahead of the curve.
1. Web Design Is Constantly Evolving
The Times has certainly come a long way from the design it had ten years ago, but there’s no denying that it’s missing the edge of some modern publications, such as the responsive design of Mashable or the new Kinja layout of Gawker publications Deadspin and Jalopnik. In order to keep up with the times, the Times has to adapt.
Here are just a few features the Times is including in its beta design:
- Richer integration of photography, video and interactive story elements
- More efficient customized navigation for registered users
- Responsive designs optimized for desktops and tablets
- Higher-impact presentation of advertising
- Improved ability to scan and discover content
- Better-integrated user-comments and share tools
These all seem like no-brainers in design concepts, but many of these ideas have been difficult to execute only until the recent past. The evolution of programming languages like HTML5, CSS3, jQuery and Ruby on Rails have made it easier to execute dynamic and responsive designs — especially one that caters to personalized experiences.
It’s critical to keep up with programming language and all of of the design capabilities that open up with it. The more often your company adapts to new techniques, even in small ways like enhanced video and slideshow players, the more users will respond positively to the overall design of your website.
2. Never Forget Moore’s Law
The crux of Moore’s Law is this: efficiency of technological systems will climb higher, meaning that devices will become smaller. And as devices become smaller, more people will use them for everyday things — naturally, browsing on the web is at the top of the list.
It’s a key pillar of web design to consistently account for every setting a website will be viewed — whether it be Internet Explorer 8 or Safari for iPhone. But, it’s much easier said than done, and many mobile web experiences can leave much to be desired. Whether its embracing responsive design or creating a minimalist mobile app, the better a website looks on a small device, the more future-proof it will be.
Alternately, the experience on a mobile product can actually affect the overall web design on the computer. Many of the Times’ new features, such as quick browsing and easy-access commenting, are already available on the publication’s tablet experience. Co-opting what works on that platform may spell success for the Times’ new computer layout and create a more unified look across devices.
3. When in Doubt, Go Minimalist
Design fads come and go, but what makes the Times‘ new design so striking is its decision to eschew the traditional “news’ layout of articles in favor a more stripped-down multimedia focused design. It’s a bold move, but one that preserves the website’s brand in a thoughtful and interesting way.
Minimalism and direct navigation have always been highly praised in Internet design, so don’t shy away from it. Within the next year, we’ll start to see more and more publications leaving the traditional philosophy of “preserving the paper” look to a more cutting-edge and edited design.
Don’t be afraid to leave traditional layouts behind, but avoid fad designs — embrace smart and functional design like the Times and feel ahead of the pack.
What do you think of the Times‘ design choices? Let us know in the comments.


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SCHENECTADY — As the number of CBD products and CBD retailers grows, seemingly by the hour, a local entrepreneur is betting on the therapeutic hemp extract as a winning business venture.
Donald Andrews, who also owns smoke/vape shops in Scotia and Albany, cut the ribbon on Upstate CBD last Thursday.
Andrews said he’s aware of all the competition facing him, as close as the jewelry store across Upper Union Street. The way he’ll succeed, he said, is by selling only laboratory-certified products and by staffing the store with people knowledgeable in CBD. “That’s what sets us apart from other places,” he said. “We have a holistic health practitioner on site.”
The sudden flood of CBD products on the market in the last year comes courtesy of relaxed federal regulations, chiefly the 2018 federal farm bill, which formally removed industrial hemp from the Schedule I list of illegal drugs (where hemp’s cousin, marijuana, remains).
CBD — cannabidiol — is just one of more than 100 active cannabinoid substances in the hemp plant, but it has been singled out for credit in helping people with complaints ranging from pain and anxiety to insomnia and epilepsy.
It’s available in everything from to beer (Two Flowers IPA) to chocolate (Good Vibes) to canine treats (Dope Dog) to sex lubricant (Wet Hemptation) to male hygiene products (Hemp Bombs Beard Balm).
Industrial hemp and marijuana are closely related plants. But hemp and the CBD products derived from it must contain less than 0.3 percent THC — tetrahydrocannabinol, the cannabinoid that causes marijuana’s intoxicating effect.
Medical marijuana by contrast generally contains much more THC, and marijuana cultivated for recreational consumption often has even higher THC levels.
So, as long as a CBD product contains less than 0.3 percent THC, it is not considered marijuana, and it’s legal.
Or illegal, depending on where you are and the disposition of the local authorities — CBD products are still being seized in some jurisdictions, thanks to a contradictory mishmash of rules and laws at various local, state and federal levels.
The U.S. Food and Drug Administration says CBD products cannot be marketed as a dietary supplements, or added to food or drink intended for interstate transport. However, that may soon change: The FDA held a hearing May 31 and continues to gather comment and data through July 16 as it attempts to provide clarity on CBD regulations.
New York state, by contrast, requires that CBD products intended for consumption be treated as dietary supplements. While the Department of Agriculture and Markets oversees the state’s hemp research program, there’s little regulation on what can be sold and by whom.
New York’s medical marijuana program operates under a markedly stricter framework. It is overseen by the state Department of Health and was rolled out in 2016 with a set of regulations that was criticized as too restrictive.
The rules were later loosened, but some in the health care and medical marijuana industries still consider these regulations to be too limiting, and had hoped — in vain — that the Legislature would pass a bill expanding the program this year.
As of June 18, out of nearly 20 million New York state residents, there were just 2,379 health care providers registered to certify patients to buy medical marijuana products and only 102,373 certified patients.
RANGE OF PRODUCTS
With his new Upstate CBD shop, Andrews sidesteps the regulatory restrictions on the medical marijuana dispensaries in New York state and offers products with many of the same effects.
The 31-year-old Schenectady native sells edible, smokeable, vapable, topical and sublingual merchandise. Prices vary greatly based on size and potency: A small package of gummies costs as little as $10. The largest vial of the most concentrated tincture runs $390.
The smokable hemp on his shelves — the strongest and most popular is an Oregon variety named “Trump” — is something else you won’t find at a dispensary: The state forbids sale of smokable medical marijuana.
Anecdotal evidence widely indicates that cannabinoids — whether purchased online or at a medical dispensary or a CBD shop or online, or even illegally from a street dealer — help many people to some degree with some medical complaints. But not everyone. “CBD doesn’t always work for everybody,” Anderson said. “Everybody’s different.”
Meanwhile, the various means of delivery — smoking a pipe, rubbing on a balm, chewing a gumdrop, dripping a tincture under the tongue — work with different potency and speed.
“They each have their own benefits,” said Renata Filiaci, a holistic health practitioner who’ll soon start full-time at Upstate CBD. “If you’re feeling stressed in the moment, smoking is the best route. But if you feel like you need to promote something that is further down the line, consistency is key. Tinctures or edibles would be your best route.”
One of Anderson’s selling points for his new store is a knowledgeable staff that can provide guidance through all the variables, and help new customers reach a starting point or repeat customers fine-tune their results.
Watching this sudden CBD boom is the medical marijuana industry in New York, which has invested several years and millions of dollars in setting up state-of-the-art production facilities and dispensaries, only to see that not everyone who wants their products can get certified to buy them, not everyone who’s certified can reach a dispensary, and not everyone who gets to a dispensary will find what they want, such as smokable flower.
Other states allow a wider range of medical marijuana products and extracts to be sold for a wider range of maladies.
One of the three Capital Region marijuana dispensaries is operated in Albany by Illinois-based PharmaCann. Its New York/Pennsylvania district manager, Kevin Harbison, said Friday the company was disappointed to see this legislative session end without action.
However, he said, “We are encouraged that there’s a lot of talk and a lot of headway to expand the medical marijuana program.”
Harbison said PharmaCann and other medical marijuana providers authorized to operate in New York have their products rigorously tested for contamination at the state’s Wadsworth Lab in Albany, and said if there’s a criticism of over-the-counter CBD products, it’s that not all of them are similarly tested.
The hemp plant will readily suck up contaminants from the soil where it grows, he said, and traces of heavy metals have been found in less-reputable CBD products.
Given the varying levels of regulatory oversight and testing within the CBD industry, Harbison suggests patients build a working relationship with their CBD supplier, rather than buying at random.
Another medical marijuana company in the Capital Region is Vireo Health New York, which operates a dispensary in Albany and a cultivation/production facility near Gloversville.
Vireo’s Chief Medical Officer Dr. Stephen Dahmer said there are reputable CBD companies. The potential advantage of medical marijuana is something called the entourage effect — THC joining with CBD to provide greater benefit to the patient than either of the cannabinoids might have alone.
CBD products can’t offer that — they contain only traces of THC, or none at all.
But again, actual mileage may vary: THC won’t make everyone feel better.
“We’re treating many illnesses, each person is incredibly different,” Dahmer said.
Some call New York’s rules restrictive, he said, but “I’m a big fan of the New York program. We’ve achieved great results with our patients.”
Dahmer said he hopes the commercial hype and regulatory attention surrounding CBD will lead to a better understanding of the potential benefits of cannabinoids through more and better research.
On that point, he said, “All of us agree.”