vice president – Sail Theory http://sailtheory.com/ Fri, 11 Mar 2022 10:12:14 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://sailtheory.com/wp-content/uploads/2021/06/icon-2021-06-25T011712.182-150x150.png vice president – Sail Theory http://sailtheory.com/ 32 32 Malaysia chooses Thales to provide Kuala Lumpur with an integrated transit control center https://sailtheory.com/malaysia-chooses-thales-to-provide-kuala-lumpur-with-an-integrated-transit-control-center/ Fri, 11 Mar 2022 07:15:09 +0000 https://sailtheory.com/malaysia-chooses-thales-to-provide-kuala-lumpur-with-an-integrated-transit-control-center/ Kuala Lumpur, Malaysia (Urban Transport News): Prasarana Malaysia Berhad, one of the largest transport operators in Malaysia, has chosen Thales to integrate its signaling supervision and control systems, which manage the SelTrac CBTC and AlTrac ETCS L1 platforms, as well as the network management and backup, in the new integrated control center in Kuala Lumpur […]]]>

Kuala Lumpur, Malaysia (Urban Transport News): Prasarana Malaysia Berhad, one of the largest transport operators in Malaysia, has chosen Thales to integrate its signaling supervision and control systems, which manage the SelTrac CBTC and AlTrac ETCS L1 platforms, as well as the network management and backup, in the new integrated control center in Kuala Lumpur (ICC).

When completed, Prasarana will be able to operate all of its existing lines – KL Monorail, Kelana Jaya, Ampang and Sri Petaling lines – from a single integrated control centre. At the same time, network management and backup solutions will be integrated to provide seamless end-to-end management of signaling assets across different sites. The integrated train operation will enable commuters in Kuala Lumpur to enjoy service with a rapid response time in the event of a system failure or incident affecting train operation. The new CIC will be located at Taman Ikan Emas.

The project will also include modifications to three existing operational control centers which will be used as back-up centres, thus ensuring a very high level of operational redundancy and system availability.

“This prestigious project will be an important step in the way Prasarana operates its lines. As a long-term strategic partner of Prasarana, we are proud to share their vision of operational excellence with the creation of this integrated control center. We look forward to delivering this project which will bring stronger synergies between Prasarana and Rapid Rail and ultimately improve the passenger experience for commuters in Kuala Lumpur,” said Francois-Xavier Boutes, Country Director of Thales Malaysia.

“This is an important project for Thales to demonstrate its capabilities to integrate multi-signaling platforms as part of its digital strategy. This is another achievement in the 30 plus years of the Thales-Kuala Lumpur relationship,” commented Alcino De Sousa, Vice President. Chairman and CEO, Thales Urban Rail Signalling.

This project is another testament to Thales’s long-term commitment to developing local skills in areas of high demand in Malaysia and in global markets. Engineers from Thales Malaysia Sdn. Bhd. will lead and manage the project, integrating solutions from Thales’ global teams located in Canada, Portugal and Singapore. In addition, this project will be the first of its kind where Thales will involve a large pool of young graduates under the Malaysian government’s Protégé program, who will undergo training and be inserted into real projects for easier integration into the market.

The project is expected to be delivered by April 2023.

Thales has been actively involved in the transport sector in Malaysia since 1998, when the Kelana Jaya LRT line began operating with Thales’ SelTrac™ CBTC system. Over the years, Thales has upgraded the Kuala Lumpur Monorail with a turnkey signaling solution as well as extensive CBTC signaling on the Kelana Jaya and Ampang LRT lines. As part of its commitment to strengthening local rail expertise in Malaysia, Thales has also established a Rail Center of Excellence in Batu Gajah with the support of the Malaysian Industry-Government Group for High Technology (MIGHT), to provide training and technology transfer. to the next generation of railway engineers.

]]>
Coulson Tough obituary (1926 – 2022) – The Woodlands, TX https://sailtheory.com/coulson-tough-obituary-1926-2022-the-woodlands-tx/ Wed, 02 Feb 2022 19:43:52 +0000 https://sailtheory.com/coulson-tough-obituary-1926-2022-the-woodlands-tx/ Coulson Tough1926-2022Coulson was born on December 7, 1926 in Detroit Michigan. At the age of eight, he experienced the death of his Scottish-born father and the end of his childhood innocence as he was proclaimed the man of the family. Although he was poor and fatherless, Coulson claimed to have had a very happy childhood, […]]]>

Coulson Tough
1926-2022
Coulson was born on December 7, 1926 in Detroit Michigan. At the age of eight, he experienced the death of his Scottish-born father and the end of his childhood innocence as he was proclaimed the man of the family. Although he was poor and fatherless, Coulson claimed to have had a very happy childhood, in part because all of his friends were equally poor. Coulson took the initiative among his friends to organize baseball, hockey, etc. after school. He was one of the brightest students to have had the opportunity to attend Cass Academy, where he graduated in 1944, earning the first of many honors, the American Legion. award.
He then eagerly enlisted at age 17 in the Air Force, serving in France and Germany, and by the time of his discharge he had attained the rank of Sergeant. Upon his release, Coulson attended and graduated in 1951 from the University of Michigan where he earned a degree in architecture. On a blind date, he met the beautiful and vivacious Colleen Bohn, who could always make him laugh, and after a whirlwind courtship, they were married. The two were kindred spirits, sharing a fearlessness that welcomed new challenges. When Coulson got the call from the young man from Go West, Colleen was on board immediately and they honeymooned in Burbank, California.
Coulson began his illustrious career as an architect with the University of California system, moving to different campuses as Coulson’s skill, precision, vision, work ethic and dependability were noted and valued. . He was named lead architect in the construction from scratch of the UC Irvine campus.
Coulson and Colleen lived their lives to the fullest. They spent long sunny days at the beach with friends and their toddler son, Bruce, bringing picnic baskets and playing volleyball and soccer. Coulson learned to sail, joined the sailing team, and eventually taught Bruce to sail. In the evening, they organized barbecues and cocktail parties for friends and family. Their family was complete when their daughter, Cindy, was born. It was a fabulous life!
In 1968, Coulson was hired as vice president of facilities and operations at the University of Houston, where he led the renovation and construction of several campus buildings. Coulson also traveled to several South American universities to consult in campus design and construction.
In the early 1970s, Coulson met with George Mitchell to discuss developing a UH satellite campus, similar to the one Coulson had opened in Clear Lake. Mitchell expressed interest in hiring Coulson; in 1973 Coulson joined Mitchell’s dream team which developed The Woodlands. Coulson also oversaw numerous construction and renovation projects to revitalize Galveston for Mitchell. Coulson’s fingerprints can be found in The Woodlands as he was associated with around 130 projects. It was also Coulson who led the outdoor sculpture program. After retiring at age 77 as Senior Vice President, George Mitchell hired him to oversee the construction of the Texas A&M University Physics Building.
Coulson was a founding member of TW Community Presbyterian Church, elected trustee of Conroe ISD, served as president of the S. Montgomery Cty Chamber of Commerce, founded the local Rotary chapter, and served on several boards. Some of his proudest honors have been being chosen as a hometown hero, having a school in The Woodlands named after him, being selected as a Fellow of the American Institute of Architects, and receiving a Rotary Paul Harris Fellowship Award.
Coulson is predeceased by his dear wife, Colleen, and precious daughter, Cindy, his parents, Stewart and Mary Jane Tough, and his siblings, Stewart and Agnes Tough. He is survived by his beloved son and best friend, Bruce, his daughter-in-law, Diana, his grandchildren, Alex Grunenfelder, Madison, Tara, Abby and Sydney Tough, his nephews and nieces, his Scottish cousins and good friends, like Cary Lindsay. A visitation will be held on Thursday, February 3, 2022, from 5:30 p.m. to 8 p.m., at Forest Park Funeral Home, located at 18000 Interstate 45 S, The Woodlands, TX 77384. A service will be held on February 4, 2022, at 2:00 p.m. at the Presbyterian Church community TW, located at 4881 W. Panther Creek Drive, The Woodlands, Texas 77381. Thank you so much for the loving care of Cassie, Tina, Shawanda, Deja, Adriene, etc. to Tina Reed’s Caring Hands. In lieu of flowers, memorials may be donated to the Coulson Tough Memorial Fund at TW Community Presbyterian Church.

Published by Houston Chronicle on February 3, 2022.

34465541-95D0-45B0-BEEB-B9E0361A315A
To plant trees in memory, please visit the sympathy store.
]]>
Richard (Dick) Stearns >> Scuttlebutt Sailing News https://sailtheory.com/richard-dick-stearns-scuttlebutt-sailing-news/ Fri, 28 Jan 2022 16:42:23 +0000 https://sailtheory.com/richard-dick-stearns-scuttlebutt-sailing-news/ Richard (Dick) Stearns Richard (Dick) Stearns, champion sailor and maritime industry innovator, passed away peacefully with family members by his side on January 25, 2022 at his home in Delavan, WI. He was 94 years old. Dick Stearns was one of the finest sailors to ever come out of the Midwest. Dick grew up in […]]]>

Richard (Dick) Stearns

Richard (Dick) Stearns, champion sailor and maritime industry innovator, passed away peacefully with family members by his side on January 25, 2022 at his home in Delavan, WI. He was 94 years old.

Dick Stearns was one of the finest sailors to ever come out of the Midwest. Dick grew up in south Chicago and moved north after his father died when he was 16. When he was 14, his father gave him a Star boat to keep him from doing mischief. Without formal training or instruction, he rose from bottom in the fleet and, along with Gary Comer, won his first Great Lakes Championship at age 17.

Dick attended South Shore High School and Drake University. He bought the sail making company Murphy & Nye from Harry Nye in 1952. The company had made parachutes during the war but did not make sails at the time.

Soon Dick would be making veils for customers all over the world, including kings and princes. In 1954, Carlos de Cardenas (of Cuba) won the Star World Championship with one of the first Orlon sails, which solidified Dick’s business as an industry leader.

Dick patented the machine sewn headline. Prior to this, the rope that attached the sail to the mast was hand-sewn onto the sail. Murphy & Nye were also the pioneers of cross-section sailing when Orlon and Dacron came out. Before Orlon, sails were made of cotton and miter cut.

Dick’s business would become the dominant force in one-design sails for the next 25 years. Even Lowell North used Murphy & Nye sails before launching North Sails. An incredible group of famous sailors have worked at Murphy & Nye. At one time Murphy & Nye sails dominated most one-design classes and all Olympic sailing classes.

He won eight Western Hemisphere Star Championships, two North American Star Championships, and the 1962 Star World Championship in Portugal with longtime crew Lindsey Williams. The following year, Dick won a gold medal at the Pan American Games with the Buck Halperin crew, and in 1964 he won a silver medal at the Tokyo Olympics with the Lindsey Williams crew.

Dick’s Olympic contribution didn’t stop with a silver medal. He was assistant Olympic coach in 1968, then Olympic sailing coach in 1972 and 1976. He was president of the United States Olympic Committee for eight years and coach of the American Pan American team in 1971 and 1975. He was vice-president of the United States Yacht Racing Union (now US Sailing)

Dick sailed the first Etchells during the trial against the Soling to determine which boat would be the new Olympic class. The Etchells won hands down but politics got in the way, so the Soling became the new Olympic 3-man keelboat. Dick won the first Etchells Great Lake Championship in 1976. He also finished second to the Soling North Americans.

In the mid-1970s, Dick moved on to sailing larger boats. He was one of the co-founders of the Chicago T-10 fleet. In 1978, he won the first of his two North American T-10 Championships. He went on to win several Mackinac races with his T-10 Dora and Glider.

In 2000, Dick sailed his 35-year-old Cal 40 to the front row in the Millennium 600 Port Huron race in Chicago, beating boats like the new Magnitude maxi boat, an Andrews 70. Dick competed in 53 Mackinac races, sailing on famous boats Dyna, Dora, Inferno, Bay Bea, as well as his own Cal 40 and T-10. His last Mac races were on J/Boats with his son Rich and daughter-in-law Lori.

Sailing wasn’t Dick’s only love. He flew planes before he could drive. From a T-6 and a Navion to several Bonanzas and Cessna 310s, he flew into his 80s. Then he resumed piloting model aircraft, which he continued until his death. He was an honorary member of his remote-controlled flying club in Richmond, Illinois.

Dick wasn’t very good at relaxing, but when he was on his farm in southwestern Wisconsin, he approached it by mowing trails, playing with his dogs and enjoying his family.

Dick co-founded Lands’ End with Gary Comer and Robert “Buck” Halperin. In the 1950s he was part of the Lord Calvert Canadian Whiskey “Man of Distinction” advertising campaign. In the 1960s, he lent his name to an upstart lifejacket company.

He was on the pheasant hunting team in Illinois, where they gave him the most shells because Dick didn’t miss the dead eye. He was a lifelong skeet shooter starting in his teens when there were shooting clubs on Lake Michigan. Normal scores of 23 to 25 (perfect score) were common for Dick.

He was a long-time Sea Scouts board member and a member of the Chicago Yacht Club since 1942.

Dick is survived by his partner and special friend Bernice DeWeerd, his sons Richard (Lori), Chris, his daughters Susie (Bill) Allen and Barbie (Dave) Alampi and his eight grandchildren and five great-grandchildren.

Dick was a kind and gentle soul and was loved and admired by all. He will be buried in the Stearns family plot at Graceland Cemetery in Chicago. A memorial service will be held at the Belmont Yacht Club in the spring.

]]>
Manna Inc. and its Affiliates, Leading Restaurant Owners, Leverage DailyPay for a Competitive Advantage in Hiring and Retaining Staff https://sailtheory.com/manna-inc-and-its-affiliates-leading-restaurant-owners-leverage-dailypay-for-a-competitive-advantage-in-hiring-and-retaining-staff/ Thu, 27 Jan 2022 16:03:00 +0000 https://sailtheory.com/manna-inc-and-its-affiliates-leading-restaurant-owners-leverage-dailypay-for-a-competitive-advantage-in-hiring-and-retaining-staff/ Manna Inc. and its affiliates partner with DailyPay to provide financial benefits to employees of [Manna’s Wendy’s, Fazoli’s, and Other Restaurant Franchises] NEW YORK, January 27, 2022 /PRNewswire/ — Manna Inc. and its subsidiaries, among the leading affiliated restaurant operators in the United States, have partnered with DailyPay to offer their employees a transformative financial […]]]>

Manna Inc. and its affiliates partner with DailyPay to provide financial benefits to employees of [Manna’s Wendy’s, Fazoli’s, and Other Restaurant Franchises]

NEW YORK, January 27, 2022 /PRNewswire/ — Manna Inc. and its subsidiaries, among the leading affiliated restaurant operators in the United States, have partnered with DailyPay to offer their employees a transformative financial benefit that allows them to hire faster and retain their jobs. employed longer. With the popular DailyPay benefit, employees have power and control over their pay, with the ability to access their earned pay immediately after completing a shift. To research commissioned by DailyPay shows that when using DailyPay, employees stop or reduce reliance on payday loans or pay overdraft fees to make ends meet.

DailyPay Inc. and Manna Inc. logos

Subsidiaries of Manna Inc. operate Wendy’s Restaurants, Fazoli’s Restaurants, Mark’s Feed Store Restaurants and other restaurants nationwide. Each Affiliate is a minority-owned company that is focused and dedicated to fostering an environment of diversity and inclusion.

“When news spread that we had DailyPay in place, we had several former team members contact us. They originally left for a job that offered weekly paychecks, we pay every two weeks, but after learning we had DailyPay – that was the financial benefit they were looking to get back to us. The DailyPay team made the integration to their platform seamless,” said Mary Lazzaroni, Vice President of People and Development at Manna Inc. “We sincerely believe that our employees find this a valuable benefit. 50% of our employees are enrolled in DailyPay – the only benefit we offer with an enrollment rate Also, knowing that food is one of the main reasons for transferring funds, we even changed the policy to ensure that our team members receive a free meal on every shift of t work, not just cut-price groceries. »

DailyPay research shows that with DailyPay, businesses are able to fill vacancies 52% faster than those without a daily payment option while enjoying a 50% reduction in turnover. ‘business. the to research, commissioned by DailyPay, shows that 95% of those who once relied on payday loans or paid overdraft fees can break the cycle of debt when they have a DailyPay option. As a result, 74% of employees who use DailyPay feel less financial stress.

About Daily Pay

DailyPay, Inc., powered by its cutting-edge technology platform, is on a mission to build a new financial system. Partnership with America’s top employers, including Dollar Tree, Berkshire Hathaway and Adecco. DailyPay is the recognized benchmark for on-demand payment. With its vast data network, proprietary funding model and connections to over 6,000 banking system endpoints, DailyPay ensures that money is always in the right place at the right time for employers, merchants and financial institutions. DailyPay develops the technology and the mindset to reinvent the way money moves, from the start of work. DailyPay is headquartered in New York Citywith operations based in Minneapolis. For more information, visit www.dailypay.com/press.

About Manna Inc.

Manna Inc. was founded in 1999 in Louisville, Kentucky. Manna and its subsidiaries are family-owned businesses that pride themselves on service – to their employees, their customers and the local communities in which they operate. Manna is one of the largest minority-owned restaurateurs United States which owns and operates its own brands in addition to serving as a franchisee for several national concepts.

Media Contacts
David Schwarz
E-mail: david.schwarz@dailypay.com

Adriana Ball
E-mail: adriana.ball@dailypay.com

Quote

Quote

View original content to download multimedia: https://www.prnewswire.com/news-releases/manna-inc-and-its-affiliates-leading-restaurant-operators-leverage-dailypay-for-a-competitive-edge -in -hiring-and-retaining-staff-301469832.html

SOURCEDailyPay

]]>
Office of Research, Innovation and Impact https://sailtheory.com/office-of-research-innovation-and-impact/ Tue, 25 Jan 2022 18:01:38 +0000 https://sailtheory.com/office-of-research-innovation-and-impact/ The Office of Research, Innovation and Impact expands science knowledge through contemporary research and powerful collaborations. The Office of Research, Innovation, and Impact is responsible for advancing on-campus research that fuels discoveries about how the digital, physical, and biological worlds come together to improve everyday experiences. RII supports the university’s museum collections such as the […]]]>

The Office of Research, Innovation and Impact expands science knowledge through contemporary research and powerful collaborations.

The Office of Research, Innovation, and Impact is responsible for advancing on-campus research that fuels discoveries about how the digital, physical, and biological worlds come together to improve everyday experiences. RII supports the university’s museum collections such as the Arizona State Museum and is home to numerous institutes and centers including the BIO5 Institute, Data Science Institute, and STEM Learning Center. Our programs give students and faculty the opportunity to dive headfirst into research on important contemporary issues such as space exploration, global climate and environmental change, and cybersecurity.

Our goal is to encourage researchers, students and staff to be innovative, self-directed learners who use their resources to make great discoveries. Through philanthropic donations, we can provide our teachers with the support and equipment they need to make innovative discoveries and we can prepare our students for hands-on experiences that will enhance their education. Your investments will help us create more research opportunities that impact the UArizona community and beyond.

“Philanthropists look at every aspect of a university and say, ‘Here’s how I can help.’ Former philanthropists, for example, have experienced what it means to be a student at a research university like UArizona and to be surrounded and taught by visionary and innovative faculty.Because of their educational experience with us, these philanthropists have a holistic view of the value we deliver, whether it’s providing unique opportunities for students or strengthening Arizona’s economy.”

– Betsy Cantwell, Senior Vice President for Research and Innovation

The University of Arizona is home to more than 100 world-class research centers and institutes that serve as collaborative centers. Arizona is also home to world-class art and museums. Research, Innovation and Impact oversees a number of shared core research facilities. This extensive offering gives faculty, scientists, and students access not only to the latest instruments, but also to experienced personnel with expertise in designing and conducting experiments, data analysis, and more.

Learn more

Some of our top priorities

Indigenous Resilience Center (IRC)

Help provide support to Indigenous students, staff and faculty working with Indigenous Nations to build their resilience to climate impacts.

Make a present

Arizona FORGE Fund

Support Arizona FORGE (Finding Opportunities and Resources to Grow Entrepreneurs) and play a leadership role in addressing the environmental, social and economic needs of the region.

Make a present

Carson Scholars Program

Be part of a community of individuals and businesses whose financial support is essential to the continued excellence of UArizona’s environmental programs, research, and scholarship. Contributions to the Rachel Carson Circle support the Carson Scholars and the Carson Scholars Program.

Make a present

Diana Liverman Fellowship Program

Support this extension of the Carson Scholars Program for Graduate Students, founded by Diana Liverman in 2011, to help prepare UArizona undergraduates as leaders and problem solvers of tomorrow.

Make a present

Technology Launch in Arizona (TLA)

Help breakthroughs on campus spread around the world where they can have an impact.

Make a present

Learn more about the Office of Research, Innovation and Impact

]]>
VP calls for increased indigenous crude oil production, Energy News, ET EnergyWorld https://sailtheory.com/vp-calls-for-increased-indigenous-crude-oil-production-energy-news-et-energyworld/ Sat, 22 Jan 2022 03:05:00 +0000 https://sailtheory.com/vp-calls-for-increased-indigenous-crude-oil-production-energy-news-et-energyworld/ New Delhi: Vice President Mr. Venkaiah Naidu on Friday called for increasing indigenous crude oil production through strong research and development (R&D) efforts to ensure the country’s energy security. Calling for “Atma Nirbharta” in the country’s energy mix, he suggested focusing more on increasing domestic oil exploration, harnessing the full potential of renewable sources and […]]]>
New Delhi: Vice President Mr. Venkaiah Naidu on Friday called for increasing indigenous crude oil production through strong research and development (R&D) efforts to ensure the country’s energy security.

Calling for “Atma Nirbharta” in the country’s energy mix, he suggested focusing more on increasing domestic oil exploration, harnessing the full potential of renewable sources and striving for excellence and sustainability. innovation in the energy sector.

Attending the first convocation ceremony of the Indian Institute of Petroleum and Energy (IIEP) – a university dedicated to petroleum research and recognized as an institution of national importance – in Visakhapatnam, Naidu noted that India is the third largest consumer of crude oil in the world and yet dependent on imports for more than 80% of its needs and stressed the importance of increasing production, not only to save foreign exchange but also to ensure energy security.

Citing various government policy reforms such as the Hydrocarbon Exploration Licensing Policy (HELP) aimed at increasing exploration in new sedimentary basins, he highlighted the impact of population and industrialization on the ‘energy demand increase, said India’s primary energy demand is expected to increase. at an average rate of more than 3% until 2045, compared to less than 1% growth for the rest of the world.

He called on IIEP and other energy institutes to fill the gap in the supply of skilled labor for the oil sector and to strengthen links between industry and the institutes with key players in the Marlet.

The vice-president also suggested encouraging the doctorate. students to undertake research on issues faced by industry and thus bring a multidisciplinary approach to academic research, which is the aim of the National Education Policy 2020.

Observing that India is endowed with numerous renewable sources such as solar, wind and tidal power, he further suggested harnessing the full potential of these energy sources as part of the efforts to reduce the use fossil fuels.

To achieve this, he further suggested that energy institutes should also seek to diversify their portfolio and undertake projects with a renewable energy research component.

“Even a tiny improvement in the efficiency of exploiting green sources will bring great benefits of scale to our economy and our ecology,” he said.

–IANS

]]>
The Trade Center hosts an impressive range of premier international events https://sailtheory.com/the-trade-center-hosts-an-impressive-range-of-premier-international-events/ Fri, 14 Jan 2022 17:51:58 +0000 https://sailtheory.com/the-trade-center-hosts-an-impressive-range-of-premier-international-events/ People attend events at Dubai World Trade Center. Gulf Today, Staff Reporter The Dubai World Trade Center (DWTC) is poised to build on the momentum it has generated for the post-pandemic economic recovery of the global events industry with a robust schedule of conferences and events. exhibitions, starting this weekend. After successfully hosting global mega-events […]]]>

People attend events at Dubai World Trade Center.

Gulf Today, Staff Reporter

The Dubai World Trade Center (DWTC) is poised to build on the momentum it has generated for the post-pandemic economic recovery of the global events industry with a robust schedule of conferences and events. exhibitions, starting this weekend. After successfully hosting global mega-events in 2021, DWTC is gearing up to host its extensive lineup of international events, including the world’s largest trade event for the food and beverage industry, Gulfood 2022.

“As Dubai continues to drive the resurgence of the global MICE sector, the Dubai World Trade Center has set an example in hosting and staging large-scale international events. Throughout 2021, DWTC has proven to the world that major events can be responsibly hosted through effective collaboration with key stakeholders to provide an environment that allows business to be conducted safely and efficiently. We look forward to building on this success in the first quarter and throughout 2022 as we solidify Dubai’s position as the world’s premier MICE destination,” said Mahir Abdulkarim Julfar, Executive Vice President, Venue. Services Management, Dubai World Trade Centre.

The DWTC exhibition season kicks off with Intersec, the world’s leading emergency services, safety and security event, taking place January 16-18 and hosting a world-class accredited conference, featuring over 500 international speakers and regional.

From January 24-27, DWTC will host Arab Health, the largest gathering of healthcare and business professionals in the MENA region. The 2022 edition of the event will welcome more than 3,500 exhibiting companies from 60 countries.

The United Arab Emirates International Dental Conference and Arab Dental Exhibition (AEEDC Dubai), the “world’s largest annual scientific dental conference and exhibition”, will enter its 26th year from February 1-3 and will be held under the theme ” Education and innovation”. Transfer’. AEEDC Dubai is the must-attend event for all dentists, dental specialists, nurses, assistants, hygienists, therapists, technicians, radiologists, auxiliary staff, students, faculty members and members of dental associations, ministry representatives, representatives of affiliated dental events, manufacturers and merchants.

Gulfood, the world’s largest and most influential annual trade show for the food and beverage industry, and one of DWTC’s flagship events, is set to return February 13-17. Gulfood’s position as an international leader spans the entire spectrum of the food and beverage industry, providing an unparalleled business platform, a world-class showcase for industry excellence and talent, and a forum for highlight the latest trends, innovations and business opportunities.

Over the past 26 years, the Dubai Pharmaceuticals and Technology Conference and Exhibition (DUPHAT) has cemented its position as the most important pharmaceutical show in the MENA region and the three-day event of the 2022 edition will will be held from February 22 to 24, attracting the world. leading pharmacists, marketing personnel, researchers, academics, scientists, clinicians, students and other healthcare professionals.

Now in its 21st year, Dubai Derma is set to maintain its position as the most important scientific event of its kind in the MENA and South Asia regions, and will be held from February 27 to March 1. The upcoming conference is expected to feature 250 renowned speakers, while global exhibitors will showcase the latest groundbreaking developments in skincare and cosmetics.

Held under the patronage of the United Arab Emirates’ Ministry of Energy and Infrastructure and benefiting from a 45-year legacy, Middle East Energy (MEE) has established itself as the most reputable and comprehensive energy event in region, and is set to host its 47th edition from March 7-9. MEE brings together leading manufacturers and industry experts from around the world and will highlight five specific product sectors: smart solutions, renewable and clean energy, critical and backup power, transmission and distribution, as well as energy consumption and management.

From March 14 to 16, the 18th edition of the Dubai International Humanitarian Aid & Development Conference & Exhibition (DIHAD) will be held under the patronage of His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President, Prime Minister of the United Arab Emirates, Sovereign Dubai, and is expected to attract over 5,300 visitors and 640 participating brands from over 84 countries. Since its inception in 2004 as the region’s premier humanitarian relief and development event, DIHAD has embarked on a journey of building bridges in the humanitarian and development communities, bringing together key decision makers from International, Red Crescent and Red Cross NGOs, United Nations Agencies, charities, academic institutions, humanitarian aid providers and government bodies, to meet the needs of people and countries affected by crises and disasters natural.

]]>
What is NDMA? Establishment, vision, structure and functions https://sailtheory.com/what-is-ndma-establishment-vision-structure-and-functions/ Wed, 05 Jan 2022 08:07:59 +0000 https://sailtheory.com/what-is-ndma-establishment-vision-structure-and-functions/ Here’s everything you need to know about the National Disaster Management Authority (NDMA). Here is everything you need to know about India’s top disaster management authority. (Photo: National Disaster Management Authority) The National Disaster Management Authority, NDMA, was established in 2005 after the Indian government enacted the Disaster Management Act to establish rules, standards and […]]]>


Here’s everything you need to know about the National Disaster Management Authority (NDMA).

Here is everything you need to know about India’s top disaster management authority. (Photo: National Disaster Management Authority)

The National Disaster Management Authority, NDMA, was established in 2005 after the Indian government enacted the Disaster Management Act to establish rules, standards and good practices in disaster management and mitigation. disasters. It is also the supreme disaster management authority in India.

How was NDMA born?

  • The origin of NDMA dates back to August 1999, when the Indian government established a High Level Committee (HPC) to make recommendations for the preparation of disaster management plans while suggesting effective mitigation mechanisms.
  • A similar national committee was established in 2001 after the Gujarat earthquake for the same purpose.
  • As a first step, a detailed chapter on disaster management was included in the tenth five-year plan, while the Twelfth Finance Committee was also tasked with reviewing financial arrangements for disaster management.
  • It was after the Indian Ocean tsunami of 2004 that the government enacted the 2005 Disaster Management Act, institutionalizing NDMA.

Structure of NDMA

  • NDMA is headed by the Prime Minister as ex officio president.
  • The President (PM) may appoint other members to NDMA, the total of which may not exceed nine.
  • The NDMA President (PM) also has the right to appoint a NDMA Vice President.
  • The Vice-President has the status of Cabinet Minister and the other members have the status of Minister of State.
  • There is also a provision for SDMA for State and DDMA for District with their separate functions.

What is the vision of NDMA?

NDMA’s vision as listed on the NDMA website is: “To build a safer and disaster-resilient India through a holistic, proactive, technology-driven and sustainable development strategy that involves all stakeholders and fosters a culture of prevention, preparedness and mitigation. . “

What are the functions of NDMA?

  • The main function of NDMA is to establish policies on disaster management.
  • NDMA is responsible for approving the national plan.
  • NDMA also reviews plans prepared by Indian government ministries or departments in accordance with the national plan and is responsible for approving them.
  • The NDMC further defines the guidelines to be followed by state authorities when developing the state plan.
  • In the same vein, the NDMC also establishes guidelines to be followed by the various ministries or departments of the Indian government with the aim of incorporating disaster prevention or mitigation measures into their plans and projects. development.
  • The NDMC also coordinates the application and implementation of the disaster management policy and plans.
  • The NDMC also provides recommendations on the provision of funds for disaster mitigation purposes.
  • NDMC provides support to other countries affected by major disasters under the leadership of the central government.
  • The NDMC can also take any additional measures it deems essential for disaster prevention, mitigation, preparedness and capacity building in the event of crisis scenarios or dangerous disasters.
  • The NDMC is also responsible for formulating general policies and guidelines for the operation of the National Institute for Disaster Management.

READ: Attorney General of India: appointment, duties and special rights

READ: Main bills and amendments affecting women and children from 2021

Click here for IndiaToday.in’s full coverage of the coronavirus pandemic.


]]>
At Valley & Bloom, residents say trash corridors are due to new ‘amenities’ https://sailtheory.com/at-valley-bloom-residents-say-trash-corridors-are-due-to-new-amenities/ Sun, 19 Dec 2021 17:48:21 +0000 https://sailtheory.com/at-valley-bloom-residents-say-trash-corridors-are-due-to-new-amenities/ Garbage lines up in a hallway at the Valley & Bloom apartment complex. (SHORT GUARANTEES FROM CHRISTEN STEVENSON) By JAIMIE JULIA WINTERShivers@montclairlocal.news What management has described as “invaluable and time-saving” equipment for residents has turned into a deplorable situation at Valley & Bloom’s luxury apartments, residents say. At the end of November, the real estate […]]]>


Garbage lines up in a hallway at the Valley & Bloom apartment complex. (SHORT GUARANTEES FROM CHRISTEN STEVENSON)

By JAIMIE JULIA WINTERS
hivers@montclairlocal.news

What management has described as “invaluable and time-saving” equipment for residents has turned into a deplorable situation at Valley & Bloom’s luxury apartments, residents say.

At the end of November, the real estate company LCOR, which manages the building, announced that residents would benefit from a new valet parking service so that they did not have to transport their waste to the trash can on their floor, according to the reports. messages residents shared with Montclair Local. . Instead, residents were given 13-gallon black bins to place outside their doors during certain hours, and valet parking would pick up the contents.

There were, however, a few caveats: the ferry could only be left in front of the door from Sunday to Thursday, from 5 p.m. to 7 p.m. could face a fine or removal from the bin, depending on notifications sent to residents.

And the service is mandatory, at $ 25 per month on top of the $ 500 per year in development fees residents already pay, according to text messages sent to residents by management.

SAVE MONTCLAIR LOCAL: We are thrilled to announce that we have reached our fundraising goal of $ 230,000 this quarter for Montclair Local Nonprofit News! Montclair stepped in to say that local news is important, and we are extremely grateful to him for that. This gives our newsroom, your newsroom, security to operate until 2022 as we continue to work towards long-term sustainability. We have seen what happens when press operations are reduced or closed. Communities are suffering. We saw it here at Montclair, and we think you deserve better.

Visit MontclairLocal.news/dons to make your tax-deductible contribution today, to maintain the strength of Montclair Local, and to help us do even more to serve the incredible community of Montclair.

Emily Copeland, LCOR Senior Vice President, told the Montclair Local that the service is in addition to the standard garbage chutes available on every floor of our building.

“By offering our residents the option of leaving waste and recycling right outside their doorstep, this adds an invaluable and time-saving option for them and our staff,” she said.

Garbage lines up in a hallway at the Valley & Bloom apartment complex. (SHORT GUARANTEES FROM CHRISTEN STEVENSON)

At first, management told residents that the bins would remain open for those who could not make the two-hour deadline or for those going on vacation, according to the texts sent to residents. But later, management sent a text saying they would close the trash cans on December 3.

Within days, garbage in the hallways began to pile up, with residents missing the two-hour time window due to work engagements, commuting or being out for dinner, said resident Christen Stevenson.

She said some residents would take out their trash at 6 p.m., only to find that the valet had already passed their areas or floors. Overflowing trash and bagged bottles started seeping into the carpet and hallways smelled awful, she said, saying other residents. Recyclable boxes lined the corridors. The loading dock was filled with bags as residents attempted to dispose of their trash on their own, Stevenson said.

“I don’t want to bring any guests. I’m embarrassed, ”Stevenson said.

Residents who signed up for a janitorial building with garbage service didn’t think it would end in the hallway, said Dani Powell, who has started a petition against the service and a private Facebook page in support of residents. .

Residents have become “desperate,” said Powell. Shopping carts full of trash bags appear on the floor and people throw trash in stairwells, she said.

Tenants took to their community’s Facebook page to voice their concerns, posting text messages from management in response to their frustrations. The petition launched by Powell was signed by 99 tenants on December 19. They say it’s to protest a convenience they never wanted.

Residents have filed complaints with the township fire code officials, the township health department and the New Jersey Bureau of Housing Inspection.



State administrative code, says trash and rubbish cannot be dumped on stairs or fire escapes or in common hallways in multi-family units, but Powell said a code enforcement officer told him after an inspection surprise on December 1 that the township should adopt regulations to enforce this. The Montclair local has messaged the municipal communications department asking for clarification on this point and information on the inspection and residents’ complaints, and is awaiting a response.

On December 15, the New Jersey Bureau of Housing Inspection inspected the building, but all receptacles and trash had been removed by management, Powell said. In a text sent to residents wondering where their trash cans went on December 14, management said the service remained but the trash cans had been removed to prevent them from entering the hallways, and residents could ask for them. again. A text from management to residents said the state found no issues with the inspection.

An email sent to the New Jersey Bureau of Housing Inspection on December 16 from the Montclair local has yet to be resent.

Powell said she had not heard from the township health department after filing a complaint when she discovered feces in a box set aside for garbage collection.

But Copeland said the service provider “is in constant contact with state and local fire departments, and valet parking is safe and approved.”

On December 13, a meeting was held with 50 tenants who came forward to tell LCOR management and valet parking that they were against adopting the service.

According to Powell, residents at the meeting learned that the reason for the change was that the trash cans were becoming unsightly because residents weren’t using the trash or it was getting clogged, and tenants were not putting their recycling in the garbage. appropriate garbage cans.

“They took this problem from a very small area and it’s now down the hall,” Powell said.

Residents left the meeting thinking management believed they “were going to have to live with this,” Powell said.

Since the visit to the New Jersey Bureau of Housing Inspection, management has now changed valet parking from 7 p.m. to 9 p.m., and the bin doors will remain unlocked.

Copeland said the doors to the trash cans were initially locked as part of the new program and to encourage the use of valet trash cans.

“Based on the feedback from residents, we have reopened the trash cans and they will remain open,” she said.

Times were also changed after feedback from residents, Copeland said.

“We find that this hour works best for most of our residents, but when residents can’t meet the time slot, they can just take the waste to the garbage chutes themselves,” Copeland told Montclair Local.

But Stevenson said she dropped off her trash within two hours of leaving for an event in Montclair on December 15, and when she returned at 9.45 p.m., her trash was confiscated because she didn’t have it. not brought. back to his apartment.

“I pay $ 2,400 a month to live here. I shouldn’t be stressed out for basic service, ”she said.

Copeland said the trash cans are the same as others used nationwide, “because the average apartment resident produces less than one bag of trash per night.”

According to residents’ leases, garbage removal is included in their utilities and hallways should be free of garbage and other personal effects. Residents cannot decline the amenity fee “because the service is not optional,” Copeland said.

Other amenities – porter service, personal concierge and room attendants – were phased out during this year, several residents said at Montclair Local or posted online. One resident wrote on a Google review that management has removed the “luxury” that this self-proclaimed “luxury” apartment building once had.

“You solved a problem I didn’t have,” wrote a resident of the Facebook community group.


]]>
Air Liquide is preparing the succession of Benoît Potier within General Management as of June 1, 2022, in parallel with the implementation of a new governance structure https://sailtheory.com/air-liquide-is-preparing-the-succession-of-benoit-potier-within-general-management-as-of-june-1-2022-in-parallel-with-the-implementation-of-a-new-governance-structure/ Wed, 01 Dec 2021 07:45:00 +0000 https://sailtheory.com/air-liquide-is-preparing-the-succession-of-benoit-potier-within-general-management-as-of-june-1-2022-in-parallel-with-the-implementation-of-a-new-governance-structure/ The Board of Directors of Air Liquide (Paris: AI), chaired by Benoît Potier, met on November 30, 2021. Following the recommendations of the Appointments and Governance Committee, the Board reviewed the succession plan for Group executives and unanimously approved the principle of a new form of governance. In this context, the Board will meet at […]]]>


The Board of Directors of Air Liquide (Paris: AI), chaired by Benoît Potier, met on November 30, 2021. Following the recommendations of the Appointments and Governance Committee, the Board reviewed the succession plan for Group executives and unanimously approved the principle of a new form of governance. In this context, the Board will meet at the end of the 2022 General Shareholders’ Meeting, it will be proposed to renew the mandate of Benoît Potier as Chairman of the Board of Directors and to appoint François Jackow to succeed him in as Chief Executive Officer with effect from June 1, 2022.


On the recommendation of the Appointments and Governance Committee chaired by Jean-Paul Agon, the Lead Director, the Board of Directors announced its intention to appoint François Jackow as Chief Executive Officer, taking over from Benoît Potier whose term of office as Board Director will be submitted for renewal at the General Meeting of shareholders to be held in May 2022. The General Meeting will also be asked to appoint François Jackow as Board Director.


This succession plan includes a new form of governance separating the roles of Chairman of the Board of Directors and of Chief Executive Officer. In this context, the Board announces its intention to renew Benoît Potier’s term of office as Chairman of the Board of Directors.


Jean-Paul Agon, Chairman of the Appointments and Governance Committee, stated: “Our committee has been working on Benoît Potier’s succession plan and the future governance of Air Liquide for over two years. Several high quality candidates were considered. François Jackow’s level of experience, skills and personal qualities were assessed by the Board as being particularly in line with the Group’s performance and development strategy. His appointment was recommended to the Board of Directors with Benoît Potier’s full agreement”.


François Jackow joined Air Liquide in 1993. After a wide-ranging, international career, François Jackow has the benefit of his extensive experience of the Group, combining strategic vision and knowledge of its business lines. A member of the Executive Committee as Executive Vice President, François Jackow notably in charge of Europe Industries, Healthcare in Europe and Africa Middle East & India. The Global Healthcare activity, the Innovation, Technologies, Digital and IT functions are also under his supervision as well as Customer orientation strategy.


The Board of Directors also expressed its conviction that a new form of governance is appropriate, within the framework of this succession, separating the offices of Chairman and Chief Executive Officer. It welcomed the fact that the Group will retain the benefit of Benoît Potier’s successful experience in the two roles and of his commitment to the values of the Air Liquide Group which he has managed for 20 years and chaired for 15 years.


The Board of Directors would like to take this opportunity to express its warmest thanks to Benoît Potier for the fundamental transformation of the Group which has more than doubled in size, under his leadership, whilst its capitalization has increased fivefold. In addition to Air Liquide’s international expansion, the Board wishes to highlight its position at the forefront of the markets of the future – healthcare, digital and, more recently, energy transition, with hydrogen in particular – placing the company in a very favorable position to face the challenges of the coming decades.


Benoît Potier, Chairman and Chief Executive Officer of the Air Liquide group, stated: “I am delighted by the future appointment of François Jackow as Chief Executive Officer. The selection process has been exemplary. François Jackow is someone I know very well. His professional and human qualities are appreciated by all. His experience in the field, his strategic vision and leadership are paired with a firm commitment to the Group’s values. We have a long history of working well together. He has my full trust, as well as that of the Board. With this change of governance, which combines continuity and renewal, the Group is starting a new chapter in its history which coincides with the launch of our new strategic plan to be presented in March 2022. For my part, I am looking forward to continuing to fully contribute to the success of the Air Liquide group, as Chairman.”


Biography of François Jackow


François Jackow joined the Air Liquide group in 1993. After a very international career started in the United States and in the Netherlands which led him to successively hold responsibilities in sales, marketing, and engineering & construction, François Jackow worked for 2 years alongside Benoît Potier, Chief Executive of the Group at that time. In 2002, he was appointed Vice President of Innovation, supervising Research & Development activities as well as Advanced Technologies for the Group. Starting 2007, he undertakes the responsibility of Chief Executive Officer for Air Liquide Japan, based in Tokyo, before being appointed Group Vice President of the Large Industries Business Line in 2011.


In 2014, François Jackow joined the Executive Committee and was designated as the Group’s Strategy Vice President. In this role, he oversees the development of the NEOS strategic plan and contributes to the Airgas acquisition in 2016.


A member of the Executive Committee, François Jackow is currently Executive Vice President supervising notably Europe Industries, Europe Healthcare as well as Africa / Middle-East / India Hubs. He is also in charge of the Healthcare World Business Line, and as such, is particularly involved in the strong mobilisation of the Group in the context of Covid since the beginning of the pandemic. The Innovation, Technologies, Digital and IT functions also report to him, as well as the Customer Division, which he created in 2014.


François Jackow is 52 years old, and a french citizen with a dual scientific and managerial education acquired in France and in the United States. Graduated from the Ecole normale supérieure of Paris, he also holds a Masters degree in Chemistry from Harvard University in the United States and an MBA from the Collège des ingénieurs.


A world leader in gases, technologies and services for Industry and Health, Air Liquide is present in 78 countries with approximately 64,500 employees and serves more than 3.8 million customers and patients. Oxygen, nitrogen and hydrogen are essential small molecules for life, matter and energy. They embody Air Liquide’s scientific territory and have been at the core of the company’s activities since its creation in 1902.


Air Liquide’s ambition is to be a leader in its industry, deliver long term performance and contribute to sustainability – with a strong commitment to climate change and energy transition at the heart of its strategy. The company’s customer-centric transformation strategy aims at profitable, regular and responsible growth over the long term. It relies on operational excellence, selective investments, open innovation and a network organization implemented by the Group worldwide. Through the commitment and inventiveness of its people, Air Liquide leverages energy and environment transition, changes in healthcare and digitization, and delivers greater value to all its stakeholders.


Air Liquide’s revenue amounted to more than 20 billion euros in 2020. Air Liquide is listed on the Euronext Paris stock exchange (compartment A) and belongs to the CAC 40, EURO STOXX 50 and FTSE4Good indexes.

www.airliquide.com


Follow us on Twitter @airliquidegroup


View source version on businesswire.com: https://www.businesswire.com/news/home/20211130006202/en/

CONTACT: Corporate Communications

media@airliquide.com

Investor Relations

IRTeam@airliquide.com

SOURCE: Air Liquide Copyright Business Wire 2021


]]>