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Cleveland’s 21st Century economic and employment environment builds on the city's rich industrial and entrepreneurial heritage. Starting with the innovation and entrepreneurship of John D. Rockefeller's SOHIO days, Cleveland's industry has evolved to a healthcare, technology and advanced manufacturing hub, home to the likes of Cleveland Clinic, Progressive Insurance and Sherwin Williams.
The Cleveland Clinic is one of the largest and most respected hospital systems in the nation and has been recognized as #1 in heart care in the U.S. for 20 years in a row. University Hospitals is an affiliate of Case Western Reserve University, and includes Rainbow Babies & Children’s Hospital (among the nation’s best children’s hospitals); Seidman Cancer Center (part of a system that earned the nation's highest designation through the National Cancer Institute); and MacDonald Women’s Hospital, Ohio’s only hospital for women. In addition, the Cleveland area has MetroHealth Medical Center and St. Vincent Charity Medical Center.
These hospitals provide a solid foundation for healthcare in Cleveland, not only giving quality care to residents and visitors from all over the world, but also contributing to innovation, entrepreneurship and community development through collaborating with educational and research institutions, incubating medical device companies, and training the next generation of physicians.
Fun fact: Cleveland is located on the largest fiber network in the nation. What's that mean? It means fast connections, less downtime, and the ability to quickly innovate in the technology sector.
Technology—particularly health technology and information technology—is hot in Cleveland. Organizations like Progressive Insurance, Hyland Software and Cleveland Clinic Innovations take advantage of the tech-heavy ecosystem by having headquarters in the Cleveland area. Through incubators like BioEnterprise and accelerators like JumpStart and Plug and Play, businesses have the ability to take ideas from research stage to trial and launch quickly, keeping a steady stream of innovation coming out of the region.
Cleveland is no stranger to manufacturing. We basically wrote the book on it. With a history saturated in aerospace and automotive manufacturing, we've taken a page from our past and started writing the future. Today's manufacturing industry is highly advanced, with steel producers (Arcelor Mittal, Majestic Steel), aerospace giants (NASA, Lockheed Martin, Parker Hannifin), medical device manufacturers (Simbionix), and more calling Cleveland home.
It doesn't stop there. Many industries are reaping the benefits of Cleveland's affordability, proximity (to waterways, to airports, and to other major cities) and talent pipeline to build, grow and invest in thriving businesses.


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At 2 Brother Movers, our goal is to provide you with the most relaxing and pain free move you will ever experience. Our complete house, apartment, and office relocation service combined with our excellent service and rates will make want to move again just to have the experience again. We are experts in our field, and we ensure on time arrival, complete security, unmatched affordability and your complete satisfaction!
Free online moving quote calculator is light and easy-to-use, not requiring any specific knowledge from you. Everything you need is to specify the total size of your belongings, starting and ending points of your move, using additional services like packing/unpacking, etc. and send the request. Considering all the data you entered we make the accurate and precise calculation of the cost and delivering time and will provide you the results in 5 minutes. You can see information about other local and long distance moving companies in San Diego in our catalog.
2 Brothers Moving just made my month!They were punctual and hard working. They treated my belongings as if they were their own. The couch sectional was too wide for the door, so they lifted it over the patio wall! Talk about coming up with solutions.Would definitely recommend them.
Two Brothers Movers moved my best friend over a year ago. They were awesome! I recommended them to my parents, and they far exceeded our expectations!!! They spent days helping my parents move. They are so kind and take absolute care when moving belongings. They have taken such great care in making sure my parent's belongings get into their new house and that everything was set up and ready to go. My Dad is retired from the military, and in 25+ years of moving, I'm not sure we've had a better moving company! I would HIGHLY recommend them!Edit: Well, we thought all was going well, and then one person from the company set a price; the next day, another person set a higher price. Word of mouth advertising is better than anything else. Why would they mess up a good thing?! Please don't ask for one amount and then up the price $500 the next day. Not good for business!!!
Elmer Lopez and his team did a fascinating job. It has been a pleasure working with 2 Brother Movers. They made it fun to work with them. Any referrals I can help them with, I will send them their way.
Beware!!! This "moving" company showed up over 2 hours late with no notice. I booked 2 movers and only one showed up. Then for the icing on the cake 20 minutes into the move the 1 guy who did show up bailed saying it was to much work! Wtf? Look elsewhere!

industry_corpus2: Real Estate & Construction


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Possessing built ideal aims, gathered a radical comprehension of insufficiencies in present-day guideline and stayed mindful during the breadth with your complete the task, you may have set the foundations for generating a honestly amazing contribution regarding the practical knowledge groundwork within the subject matter area.Methodology. A completely popular attribute of a typical dissertation may well be a in-depth talk of, and justification for, the strategy you possess picked. Compare and variation competitive features and 100 % analyse each individual when making a persuading rationale on your ideal approach. Specifics collection procedures needs to be defined intimately these particular your study is generally reproduced by other people. Qualitative analyze options like questionnaires should really be get included in the appendix.
Most worrying among all, a variety of on the sessions that might be vanishing are folks that can be most essential for Britain’s possible achievements in globally make trades and capital point out, considering the new record exclusively condemning the decrease in scientific disciplines, engineering, engineering and arithmetic (Originate) provision in much larger teaching. Since we determined again in Feb ., a single honours terms opportunities may also be being come to specially tough, with pupils now not capable to check on particular dialects in anyhow in certain parts around the state. Building graduates with formidable terms experience-pieces will likely be remarkable if we’ve been to transport on to look after a strong lifetime towards world-wide time.
Moreover, the say damningly brings out the government’s limitations on escalated training destinations and funds as being a absolutely wrong on the whole economy, by suggesting that all graduate is seriously truly worth 15 issues just as much in direction of the market as being the amount it deals the point out to teacher them. They report statistics that when the normal graduate price tags the area ?18,800 to teach, they’re visiting convey more encompassing the instruction on their running lifespan than these possibly upright within the chore burden immediately following college or university.

industry_corpus2: Subject Education


text: Sears Vent Hood Repair Service Castle Rock, CO 80104 services all types of Sears Vent Hood Repair, Sears Professional Vent Hood Repair, Sears Chimney hood Repair. If your Sears vent hood is having problems like the vent hood motor hums, vent hood lights are not working, the vent hood downdraft vent won't stay up, vent hood downdraft vent won't go down, vent hood motor is loud or noisy, vent hood keypad doesn't work, vent hood doesn't vent to the outside. Colorado Springs Appliance Repair will have your Sears Vent Hood repaired or serviced in no time. We will have your Sears Vent Hood up in running in no time.

industry_corpus2: Manufacturing


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The Communist Party and Left Bloc want to nationalise Portugal’s Post Office, CTT, the future of which is to be debated on February 20th in a key parliamentary debate.
The business has been in private hands since 2014, and has a concession agreement to run the mail service until December 2020.
The new management have reduced a once profitable business to one that makes marginal profits yet still pays healthy dividends by selling off property assets.
Two proposals will be debated in February with the Left bloc pushing for action during this government, not delaying matters until 2020 when the contract runs out – the route preferred by the prime minister.
The nationalisation of CTT should be done, "in accordance with the Legal Regime of Public Entitlement, approved in the annex by law 62-A / 2008, of November 11, in order to safeguard the national public interest," reads the proposal.
Nationalisation can be by using this decree-law or the state can start buying shares until it controls the business.
If the business is taken back under state control, the European Commission's Directorate-General for Competition needs to give approval if ‘state aid’ is seen to be involved.
The toothless regulator, Anacom, pointed out that the 2018 closures of CTT branches, "has led to the increase of 33 municipalities in Portugal that no longer have a post office."
The fight continues in Carvoeiro, Sagres, Praia da Luz and Aljezur to prevent the planned closure of their Post Offices, viewed by locals as offering essential community services.
The Douro Intermunicipal Community also has filed an injunction against the closure of branches in the region.
"European Commission's Directorate-General for Competition" Is there really a competitor for this unprofitable business?
The current owners will be happy with the Prime Minister´s support. I suspect they wish to asset strip valuable property, and then to make an exit in 2020, when they have had the cream. Does Costa have friends in this company?
Common sense thinking in Portugal should lead towards a solution that the enemy put in place some 25 years ago. In the UK adapting convenience and CTN stores and even pubs to run post office counters at specified times. This move also opening them up to ungodly times like evenings and weekends. But would the relevant Portuguese Unions with their routines and superb early retirement packages buy into this?

industry_corpus2: Transportation


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Warhammer 40k Orks (and more): Loota done, and repaints going great!
Loota done, and repaints going great!
Finished painting the loota from my how-to video. Very basic paint job: base coat, washes, drybrush on the metal and some simple highlighting on the skin. Not hard, not time consuming but a good tabletop result.
I also have now finished 24 out of the 33 models of my original, horrible boys unit. Such a vast improvement. Does not take that long, probably about 6 hours total for 4 models including cleaning mold lines, re-base coating, washing, highlighting and basing. If you wonder why 33, because I have 29 sluggas, 1 nob and 3 rokkits to swap out if I want to. I should be able to completely finish the unit a lot sooner then expected. I was really expecting a lot more work. Some of the boys were too badly messed up to redo, so out of all the models 5 are getting swapped with new ones instead of fixing. The biggest reason is crinkly primer which is a lot harder to fix. Really looking forward to getting this project done. I need to work on my 2nd Sanguinary priest and Furioso but so far I lack motivation to paint any more red.
Keeping up on rules debates?
'ard boys scenarios are posted.

industry_corpus2: Gaming


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SPAIN MOTO RENT – Somos el el referente en alquiler de motocicletas de lujo BMW, Triumph, Yamaha, Honda, etc… en España , ofreciendo el más agradable de los tratos, un asesoramiento individualizado y un servicio a medida de nuestros clientes. Ven a visitar nuestras instalaciones.
SPAIN MOTORENT Tu punto de encuentro en la carretera.
Rent your fully equipped BMW bike. At Spain MotoRent we are committed to quality and safety, which is why we offer the best brands of motorcycles for rent.
Our adventure bikes are equipped with the leading off-road riding brand: Touratech. You have a wide range of adventure bikes with the guarantee of the best.
Spain MotoRent is the result of an exciting project created by BMW bikers with more than 20 years of experience riding on the roads around the world.

industry_corpus2: Automobiles


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6 Month Braces are very similar to conventional adult orthodontics as it pertains to brackets and wires being used. The mechanism of moving the teeth is the same. The difference between Six Month Smiles Braces and conventional braces is the focus of the treatment. With 6 Month Smiles, the focus is only on the teeth that show in your smile. The goal of 6 Month Braces is to give you a smile you can be proud of in a reasonable amount of time. It addresses the cosmetic issues of orthodontics.
Most people have no trouble chewing. Their teeth function well, and their bites work fine. Six Month Braces can be finished more quickly than traditional braces because the focus is not on changing your bite. Traditional long term adult orthodontics go beyond that, to perfecting your bite in your back teeth. Will It Really Take Only 6 Months? Most Six Month Braces cases will take about 6 months. Some may take less. A few may take more than 6 months. A "long" case may take up to 9 months to achieve the goals. The vast majority of cases take 6 months.
Click the link below for more information about 6 Month Smiles.

industry_corpus2: Health & Medicine


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Fifteen years ago, on one of my early visits to Pyongyang, I was taken to the Tower of the Juche Idea, the vertiginous propaganda monument on the south bank of the Taedong River. Peering acrophobically over the railing at the ground 560 feet below, I asked one of the local guides if people ever came here to commit suicide. The young woman, who spoke flawless English, appeared baffled. I rephrased the question. She still didn’t understand.
Visiting North Korea used to be like that. Not only were the actions of the country’s leadership perfect in all particulars, not only were all of its citizens unimprovably provided for, even personal anguish was unknown. I have no doubt that, in reality, my young guide was fully acquainted with despair, and may well have known people who had been driven to kill themselves: just a few years before, in the late 1990s, the country had been struck by a famine so dreadful that North Koreans fell dead in the street, and as many as a few million perished. But in the official version of reality as presented to visiting foreigners, there were no snakes in the garden. Not only hunger, but disharmony, disagreement, personal pain, even death itself, had been abolished. Kim Il-sung, the country’s founder, who had died in 1994, continued to reign as Eternal President. When asked what would happen after the demise of his son and successor, Kim Jong-il, the guides were completely unwilling to consider the possibility. That was what visiting North Korea used to be like. It isn’t anymore.
In September I spent a week there, my first visit since 2010, and the willingness to admit imperfection, the acknowledgment of at least a few creepy crawlies in paradise, was, I think, the most striking among many alterations that had taken place. Travelling to Pyongyang used to be like teleporting to an alien world, in which the most familiar assumptions no longer applied. It is still a singular experience: touching, nostalgic, infuriating and sinister. But in the space of eight years, North Korea has changed. The changes are small in themselves; almost all could quickly and easily be reversed. But cumulatively, they are remarkable.
At Pyongyang’s airport (a brightly lit new building has replaced the sepulchral halls of the old terminal), the foreign visitor can pick up a sim card that allows him to browse the internet more freely than in neighbouring China (where Google, for example, is blocked). Locals, of course, are restricted to a closely policed ‘intranet’ of official websites but several million of them now have mobile phones, and use them in similar ways to people all over the world. Our guide, Mr Ri, showed us an online shopping site – manmulsang.com.kp – where a modest range of clothes, food, books and CDs could be purchased using another innovation, a prepaid credit card. On the Pyongyang subway, a dimly lit netherworld decorated with mosaics of idealised life under the Kims, I saw something that I never imagined here: North Koreans zoning out between stations to play Candy Crush and card games on their phones.
At night, Pyongyang, which used to decline into blackness after sunset, was better illuminated than I had ever seen it. There were the lights of new restaurants, selling pizza, burgers, steak and fried chicken. There were many more cars on the streets, Chinese imitations of foreign models, as well as authentic Toyotas, and expensive electric bicycles of the kind Japanese mothers use to ferry around young children. The toilets in the restaurants had electric hand dryers, and in a couple of places I found another Japanese invention: lavatories that squirt a cleansing jet of water between the buttocks at the touch of a button.
The skyline of the city, spied from the Juche Tower, was jagged with new construction – bristling, cylindrical apartment blocks built for teachers and their families. South of the river, the stained and crumbling post-Korean War high-rises that gave the city much of its grimy texture have been refaced and repainted in pastel colours. The Ryugyong Hotel, a 105-storey pyramid that has never opened thanks to a mysterious structural problem, had been veneered on one of its sides with LED screens, flashing patriotic slogans and colossal animations.
In large part, the change that has taken place lies in the willingness of the authorities to show the visitor what was formerly hidden from view. We went one evening to the Kaeson Youth Park, a hundred-acre expanse of carousel, rollercoaster and Ferris wheel, which opened in 1984. In the amusement arcade, girls of university age in high heels and trench coats eyed boys in tight jeans, who were trying a bit too hard. I suspect that this subsection of youth culture has been a feature of the city for a while. But the guides on my previous visits would never have had the confidence to expose a foreign journalist to anything so raw, unfiltered and unselfconscious. There was nothing rebellious about them, but the sight of young North Koreans being pouty and flirty was something that I never expected to be allowed to see.
The biggest change was in the behaviour of the guides themselves. When you visit North Korea, the ‘minders’, as everyone calls them, are the only people with whom you have unmediated contact, and they are the key to the entire trip. Their job, to a great extent, is persuasively to bamboozle visitors to a country that is by a long way the most repressive in the world. At the same time, they have it in their power to bestow indulgences, or to impose prohibitions, in ways that can make the difference between a successful and enjoyable trip and a tedious and frustrating one. Yes – I will ask those students if you can photograph them. No! The visit to buy souvenirs in the Number 1 Department Store has been cancelled. Past tours in which I had taken part were a delicate mixture of flattering the minders in order to win their goodwill, teasing them about the absurdities which their job forces on them, and stealthily defying the rules in order to harvest the experiences and observations that are the journalist’s raw material.
Never has it been less tense and more enjoyable, never has the atmosphere been more relaxed, than it was in September. In the past, photography was forbidden unless it was explicitly permitted: I once travelled with a BBC team which, having been caught filming out of the window of the bus, were obliged to spend the next day showing every frame of their footage to the chief minder, on pain of having the whole lot confiscated. This time the only prohibition was on photographing soldiers. I received one stiff telling off – for inappropriate smirking in the vicinity of a statue of Kim Il-sung. But otherwise, Mr Ri and his senior colleague Mr Kim gave the best impression of normal human beings that I have ever encountered in North Korean minders.
The trade fair itself was dull, and the people to whom we tried to talk were ungracious. Mr Ri attempted to interpret our questions, but ended up in a salty exchange with the proprietor of a stall that sold fitness drinks made out of potatoes. He rolled his eyes in irritation as we walked away. The significance of all this is relative, and I don’t want to exaggerate it. My travelling companions, all of whom were visiting for the first time, were struck most of all by the stifling atmosphere of constraint. But to me it was remarkable, and thrilling, to witness two North Koreans falling out with each other.
During the long hours on the bus, Mr Ri talked, freely and at length, about surprisingly personal matters, including his marriage. It had taken him a year, he said, to establish his authority over his wife; during the difficult interim, he had been helped by the advice of his father-in-law. He told a story about a friend of his, a young woman who had fallen out with her parents over the man she wanted to marry. After one bitter argument, she went to her room and lay down next to an open bottle of pills. When her parents came in to see how she was, they assumed that she had taken an overdose. ‘Her family were all lamenting,’ Mr Ri said, with amusement. ‘But she was only pretending! In the end her family relaxed, and she and her husband are now happily married.’ Suicide, then, is indeed alive and well in the Democratic People’s Republic of Korea.
How to explain this striking alteration in the atmosphere? It was not, I am sure, simply down to the character of our minders. The job they do is not one that offers scope for personal innovation and individual flair; they speak from a well-rehearsed and carefully edited script, issued by a central authority. And since my last visit in 2010, the tone and quality of the dialogue had changed. At its heart were the same old pride and defiance. But there had crept in alongside them a new and amused confidence, an acknowledgment of imperfection, and a previously suppressed sense of fun. There is an obvious explanation for much of this: the young leader Kim Jong-un, who succeeded Kim Jong-il in 2011.
North Korea is routinely regarded as a place that defies understanding, a realm of fizzing irrationality and madness, but viewed from a few steps back, the logic of its government’s actions is not at all difficult to grasp. Kim Jong-un has one overriding aim in life: to die of natural causes in old age, as his father and grandfather did before him. His enemies, the United States and South Korea, are primed to go to war, and on his doorstep. The closest he has to friends, China and Russia, regard him with irritable disdain. Every year, the competitive advantages conferred by the massive size of his army are being eroded by the technological advances made by his adversaries. The nuclear weapons that he claims now to have – a small arsenal of warheads and intercontinental ballistic missiles – could never bring victory against the immense forces of the US. But the capacity to take out even one American city, to raise to an unacceptable level the cost of an attack against him: this in itself is an insurance policy like no other.
The argument of Western governments is that, far from protecting him, nuclear weapons put Kim in greater danger of being attacked, and that if he obediently gives over his deterrent he will enjoy a rich bounty. Recent examples of those who were persuaded to reverse nuclear course provide strong reasons to doubt this. The most prominent among them, Gaddafi, was lynched in 2011, shortly after being sodomised with a bayonet, in a Libyan uprising backed up by American bombardment. The more recent nuclear deal with Iran is in jeopardy after the present US government abandoned the agreement painstakingly reached by its predecessor. You don’t have to approve morally of anything about the Kim regime to conclude that, for a dictator in such circumstances, to give away nuclear weapons, rather than hold on to them, would be the behaviour of a madman.
Why then, at the very beginning of 2018, did Kim Jong-un set in motion a series of diplomatic initiatives culminating in his June summit in Singapore with Trump, a meeting devoted to the subject of denuclearisation? To the American president, and the foreign governments that take his lead, the reason is clear: he has been successfully pummelled into submission by the sanctions that have been imposed on North Korea since its first nuclear test in 2006, as well as by Trump’s military threats. Like much else connected to North Korea, this is an explanation freighted with wish fulfilment and false hopes.
The international sanctions regime reinforced in 2017 is, on paper at least, the most stringent ever imposed on North Korea, but the only evidence of its effects is anecdotal, and hopelessly liable to manipulation by governments with a need to cast their own policies in the best light. Trump and his secretaries of state have veered between claims of extravagant success for sanctions, and complaints that North Korea’s neighbours Russia and China are not doing enough to enforce them. China, which controls the literal and metaphorical pipelines into the country, did appear to be enforcing an embargo on iron and coal in 2017, though by Trump’s own admission this has slackened over the course of the past year. Sanctions, in any case, do not in themselves equate to pressure, especially in a regime such as North Korea in which the sufferings of the population are of only incidental concern to its leaders. This is a government which, in its self-imposed isolation, has effectively sanctioned itself. If the collapse of the North Korean economy after the Cold War and the Arduous March were not enough to prompt political change, or galvanise North Koreans to rise up, then no fudged punishment imposed from outside will either.
There is another way of understanding Kim’s change of course, which is more or less to take at face value what he himself has said. In his annual New Year address to the nation in 2017, he announced that the country was in the ‘final stages’ of creating an ICBM that could strike the US mainland. (‘It won’t happen!’ Trump tweeted in response.) In September of that year, North Korea exploded underground what it claimed was a hydrogen bomb. Three months later, after a series of tests of increasingly powerful missiles, it successfully launched the Hwasong-15, an ICBM with an estimated range of 13,000 km – enough to reach any city in North America or Europe. At New Year 2018, Kim spoke triumphantly of ‘the achievement of the great historic cause of perfecting the national nuclear forces’.
He also talked of his hope for improved relations between the two Koreas. Within weeks, North Korean athletes and members of the senior leadership were attending South Korea’s Winter Olympics; within months, Kim had held three summit meetings with the South Korean president; and in June he met Trump in Singapore. Rather than a meek submission to the power of sanctions, it is quite possible to interpret this pivot to diplomacy as a confident decision, made from a position of strength. For years, he had been racing towards a precise goal: nuclear missiles capable of striking the United States. Having achieved it, with all the security it brings, there is nothing to be lost by talking, and possibly useful concessions to be gained – but it does not follow that he will abandon the strategic asset that brought a US president to the negotiating table in the first place.
These opposing interpretations of Kim’s actions – that he has been ignominiously crushed, or that he has pulled off a brilliant and high-risk strategic coup – are more or less the orthodoxies of the two strains of thinking on North Korea that have prevailed since the 1990s. The first holds that only toughness, force and confrontation will bludgeon the recalcitrant regime into submission; the second insists that North Koreans are a lot tougher and cleverer than many people give them credit for, and that engagement with them, in some form or other, is the only way to achieve a long-term solution. But perhaps there is a third possibility: that North Korea is undergoing a fundamental change, and that Kim Jong-un is a historic figure of a different character from his father and grandfather, a man who is guiding North Korea towards a new and only dimly discernible destiny.
It’s not about sim cards, funfairs and pizza joints, of course, all of which could be shut down and withdrawn overnight. The serious changes, of a kind that cannot readily be reversed, are taking place within the North Korean economy. In September, I visited a catfish farm in Pyongyang, and an agricultural collective near the city of Wonsan. Like many state-run producers across the country, they have in the past few years transformed the way they operate. They still have a production quota, which must be delivered to the government. But having achieved it, everything left over becomes the property of the business, to be disposed of as the management decides. The catfish breeders sell their surplus, and spend part of the proceeds on superior feed for their fish, thus increasing next year’s yield. Managers at both farms spoke with satisfaction of the bonuses – in cash and kind – that they give to workers, based on their productivity. Until recently, in the official conception, all North Koreans were automatically assumed to be giving their all out of patriotism, passionate devotion to the ideals of socialism and love for the Kims. Now, they get paid at different rates depending on how hard and well they work. This is not a small or subtle change. Under the so-called Socialist Corporate Responsibility Management System, businesses have the right to plan production, to organise management teams and to manage labour, intellectual property and finances. All over the country, farms, factories, mines and fishing collectives are incorporating competitive market mechanisms into state-owned enterprises.
When asked, North Koreans insist that this is nothing new, and refer to obscure ordnances on incentives laid down decades ago under Kim Il-sung. But these were meaningless until the famine of the 1990s, when the sheer necessity of survival after the collapse of the state distribution system caused informal markets to spring up across the country, and those with produce at their disposal to sell or barter it at market rates rather than handing it over to the government. Confronted with this reality, Kim Jong-il took an anxious and indecisive approach, alternately tolerating and repressing entrepreneurial activity. Under his son, however, the system has proliferated and grown, and has become institutionalised to some extent through new laws. Even more remarkably, the newly empowered enterprises are actively seeking investment from the world at large.
An English-language prospectus distributed at the Pyongyang International Trade Fair set out some of the opportunities available in the Wonsan-Mt Kumgang International Tourist Zone on the east coast. They include the Sinsong Sewage Station (investment sought: $20.53m), the Tongmyong Emergency Hospital ($7.6m), the Wonsan Taxi Station ($4.2m), right down to a humble souvenir shop for $310,000. The business people travelling in my group were invited to put €600,000 into building and operating a guesthouse in the high-tech Unjong Special Economic Zone, just outside Pyongyang. Like most of the other offerings, this was to be not a joint venture – as all foreign investment in China, for example, must be – but a wholly owned foreign enterprise. Large practical questions – about how these projects could ever be legally squared with sanctions, for example, or whether they are remotely sensible as business prospects – remain unanswered. The point is that such things have never happened before. Until recently – until more or less the coming of Kim Jong-un – they were unimaginable.
The immense changes wrought in the Chinese economy by Deng Xiaoping began like this, with the empowerment of state-owned enterprises in the early 1980s, a process conventionally described with words such as ‘liberalisation’ and ‘reform’. But the subsequent trajectory of Chinese politics, through the repression of the pro-democracy movement to the neo-Maoist Confucianist Xi Jinping, illustrates how inadequate those terms are. To speak of Kim, too, as a ‘reformer’ would be hopelessly premature. But his relentless and triumphant race to full nuclear status has shown that – unlike his timidly opportunistic father – he is a bold and fearless strategist, unconstrained by the outward conventions and modes of behaviour established by his forebears. It was remarkable when Kim attended a concert in Pyongyang at which musicians dressed as Walt Disney characters cavorted for his entertainment. It was amazing when he stepped out alongside his young and fashionably dressed wife (the numerous women in the lives of his father and grandfather were scarcely seen or even mentioned). By the time he stepped over the South Korean border to embrace its president, Moon Jae-in, and flew to Singapore for Trump (leaving behind the bulletproof train), the unprecedented had become normal.
Let there be no doubt: whatever changes are visible in North Korea, life there continues to be defined by deprivation, repression and fear, underwritten by the threat of violence. The notion of a ‘Pyongyang Spring’ is fantasy, arising from lazy analogies with former despotisms with which North Korea has little in common. Even if Kim Jong-un wanted to give his people greater political freedom, and to open up his economy, tensions are at such a pitch that to do so would be suicidal. The days when dictators could scarper safely off into exile, like Ferdinand Marcos, the Shah of Iran or Syngman Rhee, have long gone. Kim knows that in attempting to do a Gorbachev, or even a Deng Xiaoping, he would be more likely to end up as a Gaddafi or a Ceaușescu. He would be just as mad to stop locking up those who challenge him, in fact, as he would be to give up his nuclear weapons.
And yet even in the quality of his repression he is singular. The most astonishing example of this was the execution in 2013 of Jang Song-thaek, his uncle by marriage. The 67-year-old Jang, husband to Kim Jong-il’s sister, had spent a lifetime negotiating the intricacies of Pyongyang politics – and been banished from court, only to return, at least once before. The murder of political opponents has always been a feature of life under the Kims, but in the past it was done discreetly and in private, to emerge in the sudden absence of a senior name from the lists of party hierarchs published in the state media on the occasion of an important funeral or military parade. The fall of Jang, however, could not have been more public.
Whatever the truth of the charges, the way that they were presented was profoundly transgressive. Put aside the fact that he was a member of the Kim family, a man who had been judged worthy and elevated to a position of power by father and son. Even to admit to the existence of such a thing as plotting a coup, to accept that a North Korean, certainly one so honoured and trusted, was capable of harbouring treasonous thoughts: this in itself seemed to violate an essential principle on which the North Korean lie is built. Even in his cruelty and ruthlessness Kim Jong-un is like no one before him. Under his leadership, new creatures have been born and are slithering audibly around the garden. Who can tell how many they are, and what they will look like when they are fully grown?

industry_corpus2: Politics & Administration


text:
- Altered some custom textures.
- Fixed missing light entity on red side.
- Removed detail sprites poking through floors.
Version B1: We're in Beta!
- Mapwide changes from dev textures to proper textures, including some custom textures.
- Changed many ramps across map to staircases.
- Changed textures of wooden boards and roof trims.
- More props and overlays across map, as well as prop alterations.
- Removed collisions from roof overhangs.
- Changed colours of bells.
- Fixed not being able to change classes in spawn.
- Completely redone roofs across the whole map.
- Altered architecture of all buildings to allow for new roofs.
- Changed all metal sheets to brush-based wooden boards.
- Redid ramp by dropdown up to wall bordering point.
- Generally changed props to better fit theme.
- Added trim to building next to spawn.
- Added team name signs on front wall of spawn buildings (to hide door clipping thru wall).
- Removed upwards arrow signs in spawn courtyards.
- Added sewer end cap props.
- Swapped positions of medium health and small ammo on rooftops next to point.
- Added dropdowns into sewers next to point, plus ramp up over wall surrounding point.
- Redid some ground displacements due to above change.
- Steampipes now launch players onto nearby rooftop rather than point.
- Added supports in tunnels.
- Moved pickups next to clocktowers 16 units forward.
- More clipping and clipping improvements, plus removal of perch points.
- Adjusted textures on gallows and surrounding walls.
- Changed properties of shadow_control slightly.
- Returned access to sewer pipes.
- Removed lip on sides of sewer pipes.
- Steampipes now launch the player towards the point rather than straight upwards.
- Redid displacement surrounding first turnoff from sewer pipe.
- TEMPORARY(?): Testing how the map plays without access to most of the sewer pipe areas.
- Increased height of capture area.
- Reduced angle of bell sway.
- Hopefully fixed visual glitch in wall bordering blu spawn courtyard.
- Improvements to existing clipping.
- Clipped edge of capture zone.
- Attempts at cleaning up portal file.
- Bells now sway upon their associated team capturing the control point.
- Grates in central sewer to block sightlines.
- Fixed crates without collisions.
- More clipping for smoothing.
- Slight changes to displacement painting.


text:
Howdy everyone. Hopefully this kind of post is welcome here. I do a lot of work with automotive ECUs and I would really love to decompile some Tricore bins with Ghidra. Unfortunately, I'm insanely busy with some other stuff right now and I won't have time to get to it anytime soon.
So I'm offering a prize of $1000 USD* via paypal or cash money in person in Washington DC to whoever comes up with one first. Open source it or just send it to me, either way is cool. First working submission gets the whole prize. I get to decide if it works well enough to get the prize. If it can load a binary from a Tricore ECU, disassemble it as well as IDA, and also decompile it, that's what I'm after. Thanks for reading!
You may be responsible for taxes, fees, etc.
Embedded disassembly with Ghidra - adding segments for peripherals?
I'm working on reverse-engineering a 68000-based target with Ghidra. I've got my disassembly, but now I'd like to tell Ghidra about some of the memory-mapped peripherals on the target board.
Normally in IDA Pro, I'd create a segment for each peripheral, then name the addresses of that peripheral's registers.
What is the nearest equivalent (or easiest way to do this) in Ghidra?
I've seen a couple of Sega Genesis loaders which I could modify, but I'll still need to know how to add newly-discovered peripherals and ports to the register map after I've loaded the binary.
Documentation on Adding New Processor?
I've been pretty impressed with Ghidra so far but really frustrated by the poor documentation.
I want to play around with adding a new processor to Ghidra and I'm completely lost. I found the documentation in docs/languages/index.html. Comparing that with projects checked in Github I kind of have an idea of what the .slaspec file should look like.
What about all the other files? .cspec, .ldefs, .pspec, .sla, etc. Even the Toy processor directory has 30 files. I'm assuming I have to write the .slaspec file and run a compiler on it to output the other files. Is that correct? Did I miss the documentation? How do I get Ghidra to load my processor so I can test?
I looked at the Ghidra course as well and it didn't help. Any advice would be helpful. Thanks in advance.
Some folks on /r/netsec were talking about debugger integration for ghidra, anyone know of project details?
Was googling and found nothing and the person talking about it hasn't responded yet, was wondering if you guys would know where I could find details? Is there such a project? I'd be interested in checking it out.
Free community Ghidra Server. Not affiliated with NSA.
Community dedicated to discussion about the National Security Agency's reverse engineering framework, Ghidra.


text: This Chicago Bears Applique Sewn Nylon Flag is made of nylon, measures 3x5 feet, has quadruple-stitched flyends for durability, and provides a header with two metal grommets for attaching to your flagpole or any of our tailgate or 6' flagpoles. The NFL Officially Licensed team logos are applied by sewing an appliqued and embroidered patch to each side of the nylon flag material. This exclusive "2-Patch" application provides a very strong and durable flag. This flag is viewable from both sides with the opposite side being a reverse image.

industry_corpus2: Sports


text: Below are the SWIFT codes for all banks in Andorra. These SWIFT codes are only the active participants who are connected to SWIFT network. The passive participant’s codes are excluded from the list.

industry_corpus2: Finance & Economics


text:
I’m sure I’ve seen this yardage at Ikea before now. The white is opaque and the brown is sheer with a slight golden glow to it. This is the kind of thing I want to buy but don’t because I’m never sure what to do with it.
However two lengths of it materialized in the laundry room so now I’m thinking of various projects and ways to use it — stay tuned!
We also found a treasure trove of scrapbooking supplies including some very nice rub-offs and chipboard and transparent letters. A family member finished embellishing a painted wooden tray and I’ve done a little journaling.
It really is so cool that people are sharing and repurposing more than before, especially since we live on an island! Whoever left all those goodies must have been moving somewhere far. I wonder who’s enjoying the goodies I left at Goodwill before my move?

industry_corpus2: Others


text:
MediaMath is proud to sponsor Agency Symposium, a two-day agency audience and invite-only conference event taking place in Hunter Valley, Australia.
This is a unique forum developed by the leaders of the Agency Community.
The modern day agency is evolving at a rapid pace. Traditional processes, organisational structures, partnerships and revenue streams have become almost unrecognisable over recent years.
Attendees at the invitation-only symposium are hand-picked to ensure the audience represents the most influential minds in the industry. Set in the beautiful Hunter Valley, far from the distractions of the office, attendees are given the rare opportunity to participate in a collaborative learning environment and network with peers. With no journalists, recruiters or clients present, the prestigious forum encourages participants to candidly discuss the industry’s most pressing issues.

industry_corpus2: Media & Journalism


text:
Metro Boomin And 21 Savage - "10 Freaky Girls"
Metro Boomin delivers the video for "10 Freaky Girls"
Metro Boomin' is one of the best producers in hip-hop. He recently released his album "Not All Heroes Wear Capes."
The producer drops off a smooth video for single "10 Freaky Girls" directed by Omar The Legend. The video is very dark, and matches the production of Metro on the new song.

industry_corpus2: Film & Entertainment


text:
Join in making the LMAM more prominent by partnering with us!
Do you have inquiries or need more Information about the LMAM?
BURST IN CREATIVITY. THE LMAM! YOUR LMAM!
At the LMAM, we raise ministers who are established in the Word and burning with a passion to reach the world with the gospel in our very unique way; through music and arts.
The LoveWorld Music & ARTS Ministry (LMAM) is the ministry arm of the Believer’s LoveWorld (BLW) Inc. with major representative office around the world.
Programs and Project arm is Responsible for series of Competitions in different Music and Arts categories designed by the LMAM to hold regularly in our Regions and Zones.
To take the divine presence of our Lord Jesus Christ to the peoples of the earth and to demonstrate the character of the Spirit through our music and the creative arts.
The LMAM is driven by a passion for souls, both in the Church and in the world.
To us at the LMAM, music and the arts are powerful tools for evangelism, soul winning, healing and the ministration of the Word in such a way that the gospel is forever beautifully engraved in the hearts of our audience.
Missions Unit is a unique section of the LMAM that is empowered to provide choir support and consultation services designed to attend to the peculiar challenges of today’s church choir in the BLW-Nation.
The LMAM media, managed by Carel Studios is an art studio that is specializing on providing most innovative art services such as video shooting, song recordings and photography.
The Partnership Department is in charge of the LMAM Partnership Arm, saddled with the responsibility of not only winning souls through music but also bringing in Partners for the furtherance of the Gospel.
The Protocol & Welfare is saddled with the responsibility to manage all activities and projects related with welfare and protocols within the LMAM department.
LMDN Stream is an internet based Christian Music Radio station at the forefront of Christian programming with the objective to establish a medium by which diverse needs of varying groups.
Usually an epoch making event, the LMAM Global Finance Conference holds at the LMAM Tent in Lagos, Nigeria where members of the LMAM in Lagos gathers and stream to various centres of the LMAM across the globe. Always a life changing experience for members of the LMAM who gladly received the message on giving.
These scriptures put it strongly: In partnership one person or party alone can go an extent, but results are multiplied and enhanced when two or more people or parties come together. Likewise in the LMAM partnership, when you our dear partner join forces with us, then together we are able to do so much more, reach more souls and impact more lives.
The LoveWorld Music and Arts Minist4ry Conference (LMAMC) is a quarterly Training Program for LMAM Coordinators, Leaders, Officials, Staff and selected LMAM Teams and members in designated Regions of the LMAM.


text:
OSDC 2016 Talk Recommendations | the world needs more puppet!
I met Dawn once at Puppetcamp Düsseldorf, she organized the event. Dawn is a powerful woman, speaking about open source and getting a job in that area.
Martin is well known for his work at Hastexo and now at Sys11. He is responsible for the Sys11-Stack. I had the opportunity to see his work at the last Sys11 Conference.
David is a Senior Software Engineer at Puppet(labs), he puts a huge effort in making rspec and Puppet Modules better, rspec basics are the central point of his talk. I’m lucky to have David as an advisor for my bachelor thesis this summer.
Felix is a featured Puppet Community member since a very long time. You can always recognize him by his hair. I was able to meet him at the last config mangement camp and we had a great time. In this talk is goes into detailed puppet debugging for different use cases with different tools.

industry_corpus2: Computing & Telecommunications


text:
Search and booking of hotels in Russia for accommodation on a worldwide database founded many years ago. Most people who rent inexpensive Russia accommodation numbers for tourists - are constantly updating the database with new offers. Russia search for a hotel online where the cost of such accommodation is much lower. The system has various suggestions for vacation abroad and search hotel in Russia. Click search for a hotel right now to pick the right option «Карелия» for yourself and can already collect things on a wonderful trip!
The religion, long time suppressed at the Soviet power prospers now, and it is possible to find examples of all of the main and many less widely practiced religions. After underdeveloped, country society Russia achieved significant economic progress at communistic board, mainly by forces of the centralized command economy and basic industrialization. The Soviet communism which already clogged by 1980th years and badly equipped for meeting requirements of publicity and Mikhail Gorbachev's reorganization failed by 1991 that compelled Russia to difficult transition to the democratic state and market economy. You can book a apartments in advance will stay in hotel «Карелия». Have a nice rest!

industry_corpus2: Travel & Geography


text:
When I order an Unlock Code for my Samsung SM-E700H, what will I receive?
With all Samsung SM-E700H Unlocking Code orders we usually deliver a complete set of unlocking codes. Most of the time you just need the Network Code (NCK) but when needed you'll also receive Unfreeze Code, Reset Key, or Service Provide Code. In the same email that includes your unlock code(s), you will also receive complete instructions on how to use it. Usually, you just insert the SIM card in the phone you want to use and the phone will prompt you for the unlock code. In case you need any assistance, our customer support is always there to answer any questions you might have. We will get back to you within less than 12 Hours from Monday to Friday.
Important: Select the Current Network your Samsung SM-E700H is Locked to. Do NOT select the network you want to use.
How to Unlock Samsung SM-E700H?


text:
Preschool Class is held Monday through Thursday from 9:00-1:00 or 9:30-1:30.
Preschool is offered for 4 days a week to maximize language proficiency.
This is a mixed age classroom with children 3 to 5 years of age.


text:
This live blog features discussion of two cases granted today for oral argument next term -- BNSF Railway Company v. Loos and Air and Liquid Systems Corp. v. Devries. This live blog also features discussion of the opinions in five argued cases that were released today -- Murphy v. National Collegiate Athletic Association, Dahda v. United States, McCoy v. Louisiana, Byrd v. United States and United States v. Sanchez-Gomez.
Good morning, everyone! Welcome to our live blog. I am down at the Supreme Court's press room, where we are waiting on orders from last week's conference at 9:30 and then opinions at 10 am.
Here in the press room we're talking about whether the Court will finally act on the federal government's petition to vacate the D.C. Circuit's decision that cleared the way for an undocumented pregnant teen to have an abortion (and to have the teen's lawyers sanctioned). That case has been sitting on the court's docket for several months now.
Headed in to wait for orders now. Back momentarily.
We have two grants. First is BNSF Railway Co. v. Loos, the second is Air and Liquid Systems v. Devries.
Figured Loos would be a grant. What's Air and Liquid Systems about?
BNSF Railway Co. v. Loos is a case involving an IRS regulation that interprets taxable “compensation” under the RRTA to include pay for time lost. The U.S. Court of Appeals for the 8th Circuit rejected that interpretation, ruling that payments for time lost from work are not taxable. Now the Court will weigh in on that question.
Still no action on Azar v. Garza.
In Air and Liquid Systems, the justices will review a ruling by the Third Circuit that, under maritime law, a manufacturer of a product that does not contain asbestos can still be held liable for injuries caused by asbestos in another product if the manufacturer should reasonably foresee that its conduct would lead to the injuries – for example, if the manufacturer knew that its product would be used with a part that contained asbestos.
The first part of today's order list contains many, many cases that are sent back to the lower courts for further consideration in light of Sessions v. Dimaya, the court's recent opinion ruling that the definition of "violent felony" for purposes of the Immigration and Nationality Act is unconstitutionally vague.
There is also a call for the view of the solicitor general, in Osage Wind v. Osage Minerals Council.
What happens in the Courtroom when they hand out orders? Do the Justices assemble and start an official session like with opinions? Or does a clerk just come out with a box of copies and hand them out to people in the press room.
Suppose this may be a silly question, but is the general assumption that the Court will issue more opinions than usual today? It seems to me that sooner or later they will need to have a larger than normal release day in order to get all the opinions out before the end of the term.
It looks like there were some denials among the mass of Dimaya GVRs, do those denials seem to share something in common?
For those of you who are just joining us, we are expecting the justices to take the bench at 10 am to issue opinions in argued cases. They issued orders from last week's conference at 9:30 this morning, but those are announcements (for the most part) about which cases they will or will not hear on the merits. So nothing yet on, among other things, Murphy v. NCAA (the case formerly known as Christie v. NCAA). We don't know what cases we are going to get today -- the conventional wisdom here in the press room is that, if we get a "big" case today, it's likely to be either Epic Systems v. Lewis or Murphy.
Is Royal v Murphy on the list somewhere? I'm getting nauseated with no news of a grant and the possibility the Court would allow a large metropolitan area to suddenly be an Indian reservation without any additional review.
Does the fact that Kennedy had the majority opinion in Jesner v. Arab Bank tell us anything about whether he will have the majority opinion in Masterpiece Cake Shop? How many more opinion days are there until June 26?
Have they made any indication about whether they might release opinions on other days this week, besides today?
What's the common thinking on Sause v. Bauer? I think this makes 9 relists. Per curiam? Dissent from denial?
What are the chances we get Epic or Husted today? Epic has been sitting a long time and I wouldn’t rank it as controversial as Masterpiece and Gill are.
Is Janus likely to be released today?
How many people at the court are loving the documentary RBG? She is clearly the Justice who exercises the most unless you count Breyer’s bike riding as exercise vs political statement.
What's the normal amount of times that a case is rescheduled before being considered in conference? Asking specifically about rowan county v. Lund, if it being rescheduled 10 times is unusual or if that means anything.
did I miss the link to today's orders?
Three boxes today, apparently. Whee!!!
@Jonathan Epic might not be especially controversial for most people. But for employment lawyers of all stripes, not to mention employers and employees, it will be tremendously consequential no matter what the result.
Just joining. Have I missed any opinions?
Headed in to wait for decisions. Type to you soon!
About a million of you have asked whether the sports betting case will be decided today. The answer is that we don't know--but we are about to find out in the next few minutes! Stay tuned!
We have Murphy v. NCAA, from Alito. The decision of the Third Circuit is reversed.
Six justices sign on to the majority in full, Breyer joins as to most. Ginsburg dissents, joined by Sotomayor and in part by Breyer.
Court says that legalization "of sports gambling is a controversial subject" that "requires an important policy choice, but the choice is not ours to make."
Here is a link to the decision in Murphy v. NCAA. Amy will have our analysis.
PASPA is the federal Professional and Amateur Sports Protection Act.
So if I’m understating this correctly the net effect of Murphy is a win for gambling and a win for states rights?
Next case is Dahda v. United States, by Breyer.
It is 8-0; Gorsuch did not participate.
The decisions of the Tenth Circuit are affirmed.
At issue in the case is a federal statute allowing judges to issue wiretap orders authorizing the interception of communications. Judges need to find probable cause, and the statute also provides for the suppression of the contents of a communication intercepted by wiretaps if the communication was unlawfully intercepted the order was insufficient on its face, or the interception did not conform with the order.
The Court holds that the challenged orders in this case were not insufficient on their face. This is even though investigation was in Kansas and communications were intercepted from a listening post outside Kansas, because orders also contained a sentence purporting to authorize interception outside Kansas.

industry_corpus2: Law & Justice


text:
Dig deeper into Facebook’s purchase of WhatsApp, or Google’s buy out of a login authentication company; an alarm app maker, a company that makes robots and a group that turns out smoke alarms, and what is increasingly apparent is that these companies are gearing up to be ready for when the Internet of Things becomes a daily reality.
And they are not the only ones: several other companies like IBM, BlackBerry and HP are also rapidly moving to be ready for a time when everything will be connected. A time when it may be feasible for a fridge to order fresh milk via a shopping app on a smartphone, making payment through the banking app, in a fully automated process.
Granted, a futuristic Internet of Things world may be some way off, and neither Google nor Facebook may be keen on making actual talking appliances, yet, all the major computing and Internet companies are manoeuvring towards making sure that they have all the necessary keys in place to own as much of the future space as possible.
This Internet landgrab is not limited to buying out companies that may have expertise needed in the next decade; several moves are also afoot – by the likes of Microsoft, Google and Facebook – to expand the Internet’s reach.
This will be vital in a world where everything is connected to everything else, and expanding coverage will bring more and more people into the fold.
Arthur Goldstuck, MD of World Wide Worx, says it is “already a cliché that we are in the midst of the greatest Internet landgrab yet”. He notes, however, that this phrase does describe the current competitive arena fairly well.
Recently, Facebook spent $19 billion to buy WhatsApp – an amount that was $3 billion more than Facebook raised when it listed. The move, said Facebook, supports the companies’ shared mission “to bring more connectivity and utility to the world by delivering core Internet services efficiently and affordably.” It will also help accelerate growth and user engagement across both companies.
Goldstuck has noted the deal merged the two largest players in the “twin powers of communication on mobile devices”, social media and instant messaging. Vestact analyst Sasha Naryshkine added, there must be a way, in future, for Facebook to mine WhatsApp’s 500 million-strong database, noting Facebook bought the company, at a huge forward price-toearnings ratio, to “kill the opposition quickly and to welcome them to your side of the fence”.
Facebook has also been playing in the Internet space, joining the likes of Microsoft and Google in investigating alternate forms of getting more people connected. Both Google and Microsoft have been looking into the viability of using white spaces between television channels to provide Internet services, while Google has also fl oated massive balloons with the same end in mind.
At the end of March, Facebook CEO Mark Zuckerberg" rel=tag>Mark Zuckerberg announced the team at its Connectivity Lab had been “working on ways to beam Internet to people from the sky” in its effort to connect the whole world with Internet.org. The lab is building drones, satellites and lasers to deliver the Internet to everyone, he said in a post on the site.
“Our goal with Internet.org is to make affordable access to basic Internet services available to every person in the world. We’ve made good progress so far. Over the past year, our work in the Philippines and Paraguay alone has doubled the number of people using mobile data with the operators we’ve partnered with, helping three million new people access the internet.
Creating the Internet of Things, however, goes beyond just connectivity to the technology behind the scenes that makes it happen. Google, has slowly been making quiet deals as it continues to grow its selection of building blocks in preparation for a connected, smart and automated world – way before consumers are ready for such a life.
Among other acquisitions, Google has bought SlickLogin – a new Israeli start-up that authenticates users through sound. That deal added to Google’s recent purchases of a mobile alarm clock developer, a company that makes robots, a group that turns out smoke alarms, and its move into making smart contact lenses. Google is increasingly investing in an automated future, one in which everything is connected, where self-driving cars and robots are the norm and no longer a futuristic idea. It has been buying small companies to add to this portfolio for the time when consumers are ready.
In the face of it, a security solution that authenticates users based on sound seems to be backward thinking, as biometrics is increasingly – despite its failings – seen as the way to go. However, SlickLogin fits into Google’s Internet of Things future vision and has a role to play as a master key to unlock doors, bank accounts and online presences.
SlickLogin uses GPS, WiFi, Bluetooth and near-fi eld communication to verify the phone’s position, and the sound generated is unique and cannot be heard by the human ear, says the site. The security measure, it says, was “built either to replace the traditional password system, or as an authentication system on top of the password”.
Swift Consulting CEO and tech blogger Liron Segev has noted that Google never buys something for just one purpose. Google wants to own the future building blocks for when people are ready for an automated world, he said.
Google recently made several forays into the connected world, including its bid – as reported by Reuters – to test a contact lens equipped with tiny chips and an antenna. This contact lens will allow diabetics to monitor their bloodsugar levels. It has also acquired Nest Labs – a company that provides home tools such as smoke detectors and thermostats – for $3.2 billion.
Google’s purchase of SlickLogin fits in with its plans around the Internet of Things, says Goldstuck. That deal followed its purchase of Bitspin, a Swiss mobile app developer, which makes Timely, a blend of alarm clock, stopwatch and timer.
Segev says Google is making deals now, thanks to its pots of gold in the bank, to own intellectual property that will allow it to be ready, when the time is right for a smart, connected, automated world.
In the third quarter of last year, the giant turned over $14.89 billion, and made a net profi t of $2.97 billion. Although it spent almost that amount on capital items – a trend it expects to continue – it still ended the period with $14.8 billion in cash and cash equivalents.
Segev says Google is not about individual products, but what it can do when it pulls all of these together. SlickLogin could be its way of taking passwords, like that used for people’s single Google account, into a physical world, he said.
In the future, people’s smartphones could unlock doors, or be used as a key for bank accounts, says Segev.
Goldstuck notes Google and Facebook are making the most high-profi le acquisitions at present, “but the sheer scale of their activity masks the fact that they are playing in a broader and more threatening arena”.
In addition to making deals, Google and Amazon are facing off in the content space, says Goldstuck. While Google and Apple are battling it out for control of the entertainment arena, and Microsoft and Google are fighting in the hosting space, “Amazon is jumping up and down to join the fight”. Reuters, citing sources noted recently that Apple is close to paying a record $3.2 billion for Beats, which would be an expensive foray into music streaming and headphone gear that would mark a departure for the usually cash-conservative iPhone maker.
The wire service says Beats, founded by rapper Dr Dre and legendary music producer Jimmy Iovine, is best known for its “Beats by Dr Dre” line of trendy headphones that vie with the likes of Skullcandy, Sennheiser and Bose. This year, it launched a music service that has won plaudits for its slick design and human music curation, versus the computer-algorithms that determine playlists for most of its rivals.
While some of the more high profile battles are being fought by the relative new kids on the block, Goldstuck notes that the likes of IBM, Dell and HP are also taking each other on in the services arena.
HP recently announced plans to invest more than $1 billion over the next two years to develop and offer cloud computing products and services, Reuters reported. It quoted the company as saying it will make its OpenStackbased public cloud services available in 20 data centres over the next 18 months.
That move followed one by IBM to revive demand for its hardware through the unveiling of high-end system servers that it claims are 50 times faster than its closest competitor at analysing data, the result of a $2.4 billion, three-year investment. Cisco has also announced plans to spend more than $1 billion to build what it claims will be the world’s largest intercloud, and expand its cloud business over the next two years.
Amazon, at the end of March, said it would drop prices on most of its cloud computing services from April, a day after rival Google outlined a major price cut of its own, Reuters reported. Microsoft is also remodelling to compete with the likes of Apple, Google and Amazon off the back of its leading cloud and virtualisation offerings, says Goldstuck. Microsoft is also going through radical change, a shift that coincides with the end of support for XP (widely seen as its most popular OS yet). The software giant recently made several big announcements that impressed with the speed with which they landed under new CEO Satya Nadella, who became the company’s head in February.
Steve Ballmer, Microsoft" />Microsoft was founded in 1975 and has often been criticised for being behind the times, having missed the mobile revolution under former CEO Steve Ballmer’s watch. However, the company is now revolutionising itself on the back of its cloud platform.
Several announcements have come out of its recent Build conference, which led to its stock price reaching a 14-year high. Microsoft’s recent news included that it is giving away Windows to makers of smartphones and small tablets for consumers, which followed its announcement of Office for iPads.
Segev has also noted that Microsoft made three other big changes, including opening Windows to developers and hardware hackers so they can build apps and platforms, without charging; making tiles optional instead of obligatory; and launching – in beta in the US – Cortana, which is Microsoft’s answer to Siri and Google Now.
The software giant is also taking on Apple in the car space, with news that it has developed a touch- and car-friendly interface that allows Windows devices to mirror what is on-screen. Goldstuck says these moves show Microsoft’s understanding that the game is not just about providing hardware anymore.
Free Windows for smaller mobile devices was a “shocker” of an announcement, says Goldstuck, which requires a “radical” mind shift that may not have been possible under Ballmer. It is symbolic that these shifts come under Nadella, as it highlights his – and the company’s – intention to be relevant to this decade, which is characterised by an increasing number of mobile devices and “appification” of software, he says.
The software giant has woken up to the mobile era, says Segev. While one thing is clear: the future is connected. Yet, just how privacy and security will be ensured is another question. Segev notes people are often all too happy to swap security for convenience, even if it comes at a price.
Applications designed around QNX include wearable GPS and communication systems for ground troops, unmanned aircraft control systems, steam turbine controls, nuclear power monitoring, advanced driver assistance in cars, and a range of medical diagnostic and monitoring equipment, says Chen.
The group has also recently invested into healthcare, with a view to connected healthcare being a key part of the future. NantHealth has developed a cloudbased clinical operating system that is agnostic to any device or electronic health record.
“This is the future of healthcare, a field where the ability to share reliable information and make sense of conflicting signals can mean the difference between life and death.” Milk with that coffee?


text:
Waist: 30"(low-rise) Inseam: 34". Rise: 8". Leg Opening: 6 ½"
Slight whiskering and intentional fading detail.


text:
The TRIO Student Support Services Program is a federally funded program that provides opportunities for academic development, assists students with basic college requirements, and services to motivate students toward the successful completion of their post-secondary education.
Our program currently serves 206 First-Generation Aggies!
Students whose family income falls within the limits set by the U.S. Department of Education.
College students with documented disabilities.


text:
We pride ourselves on taking a person centred approach to empowering the people we support to live the lives they choose. We know that one size or model/tool doesn’t fit all; a person centred approach is about working in a way that meets the needs of the individual, and responds to a variety of different contexts. We work hard to build great relationships with people and their families, designing our support around them – not the other way round. We do this using a variety of different person centred tools and approaches, such as relationship maps, which help to recognise and involve other people who make a difference in a person’s life and person centred plans, which help us to discover and act on what is important to a person. The plan will grow and change according to the needs and aspirations of the person supported.
We believe person centred planning makes a significant contribution to the journey towards citizenship and community participation; and we aim to discretely connect people in their communities and support relationships to flourish, so that people have more than paid support in their lives.
Underpinning all of the approaches we use are person centred values; a set of shared beliefs and values that respect the uniqueness of individuals. We recruit people who share our values, and we train our staff to practice in person centred ways. We also use person centred approaches with our teams and apply the same principles across the organisation. For example, to help create a person centred culture within our teams we use person centred team plans and one page profiles.
We take into account current developments in person-centred approaches to ensure the highest standard of care and support. We are also an active participant in a number of quality initiatives which seek to help organisations improve their delivery of personalised support – Think Local Act Personal “Making it Real”, Driving up Quality, Progress for Providers and the Social Care Commitment.
Local campaigns – this year we have teamed up with Dimensions and the Parliamentary Outreach Service to promote their “Love Your Vote” campaign, which will enable the people we support to have the opportunity to participate in local and national democracy as citizens.
To find out more about our approach to delivering person centred care and support or to understand how we can support your needs, please contact us.
Find out more about person centred tools and approaches by visiting the Helen Sanderson Associates website.


text:
Tiger Woods won his 15th major this past weekend, prevailing at The Masters for the first time since 2005. With the win, Woods now sits only three major victories behind Jack Nicklaus for most all-time.
Everything about Tiger’s week has been dissected by the media – including the fact that he was chewing gum the entire tournament.
After the tournament, Tiger was asked why he was chewing so much gum during the event. His answer? He gets hungry and eats a ton during tournaments, so this helps him curb that hunger during the rounds themselves.
Other players on tour chew gum, so this isn’t some wild new idea. But Tiger’s doing it now, so people are paying attention.
Anyone who has ever walked 18 holes multiple days in a row can attest to the hunger aspect.
With the win, Tiger has answered one important question – he is capable of capturing more major titles. The next question is whether he can get three more to tie Nicklaus.


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All parts possible to buy via Registration form or at the place for practice.
Marks on side will guide you to trim body the right way.
The official ISRA rulebook for 2015.


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Thanks to separate funding to cover administrative expenses, 100 percent of your donation goes directly to pancreatic cancer research.
We believe it’s no longer a matter of “if” we are going to conquer this disease. It’s a matter of when.
On behalf of the researchers in laboratories across the country, the clinicians on the front lines of treatment, the patients and their loved ones facing this life-threatening disease, we thank you for your support.


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To express our gratitude for the new Parents for Life Class in words is not easy. We have ministered in 2=1 for 15 years and have seen the Lord do mighty and awesome miracles in couples through the Married for Life course (our own included). We had no idea all that the Lord had in store as we led our first Parents for Life class in the fall of 2003. Each lesson is filled with powerful truths that can set whole families free. The scripture that keeps coming to mind is Exodus 20:5-6. We have all grown and healed through Married For Life but the Lord showed us that many of us are that “pivotal” generation from curse to blessing. We have known it but weren’t quite sure how to get the baby turned.
In many ways lots of us were blessed by our families and in many ways weren’t taught the things of God that this course is so anointed to teach and heal. Exodus says we can generate iniquities of the parents to the third and fourth generation when we don’t live according to God’s principles (people perish for lack of knowledge). BUT He shows mercy to thousands of those who love Him and keep His commandments.
The wisdom of God flows from every page of the course. Watching the transformation in our couples and ourselves as we allowed the Holy Spirit to “go to the roots” was so freeing. God’s mercy is awesome. As one of the lessons says “It is never too late to parent God’s way.” Thank you for your obedience in following the Holy Spirit’s guidance for this course that can change families forever for His glory.
Hey I was sitting in the computer lab and I was typing up some of my portfolio for my business class and I realized how thankful I am to have you as my parents. I am such a well-rounded person and have experienced life to the fullest. I know that I would not be the person that I am today if not for the two of you. It’s funny but you don’t really sit and think about yourself and the things that you have accomplished on a regular basis and in doing this assignment I realize how incredible you guys are.
From the private school, to helping fund my mission trip and don't forget every sport I did that you supported. I know that you are in the middle of your Parents for Life course and I just wanted you to know from my heart that i really think you are the best parents a child could have and you are the perfect couple to be teaching parenting skills to others.
Maybe until this moment I have not understood the many vast ways you have helped to make my life so incredible but I just want to say thank you and I love you guys more than any words will ever be able to express. I know that I am not directly under your covering now but I know that I always am under your authority and your blanket of love. Thank you for all of the morals you have instilled in me and for all the meaning you’ve given my life and also for the many ways you have inspired me. I love you both so much.


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The results are in and Gavin’s MRI from today looks great. We are busy celebrating at home while Gavin has a well-deserved rest after a busy day.
As ever, many thanks to our family and friends for your never-ending support and love. We feel incredibly lucky tonight!
Wonderful news Erica! So happy to know you are celebrating this great relief.


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Israel's economy has developed stably in recent years: real economic growth of 3.5% in 2017, 3.4% and 3.1% respectively are forecast for 2018 and 2019.
The Austrian-Israeli foreign trade volume amounted to 568.7 million euros in 2017, with a trade balance surplus for Austria of 228.6 million euros.
The economic mission transport infrastructure with top-class staffing will take place from 5 to 7 February 2019 with the participation of Federal President Alexander Van der Bellen as well as well-known companies such as Frequentis, ÖBB Infra, Strabag and Voestalpine Schienen.
The Israeli infrastructure sector is particularly important for Austria's export economy, as it accounts for around a quarter of all domestic exports to Israel.
Since the Israeli government wants to continue investing in this sector, Austrian companies also have great opportunities in the future.
Major infrastructure projects are pending, including the ongoing electrification of the railway network and a general expansion of the rail and light rail lines.
With a research quota of over 4% of GDP, Israel is one of the most innovative countries and serves as a model worldwide.
The future trip "Open Innovation for Corporates", on the other hand, will take place from February 4 to 7, 2019 and will enable participants, including Ars Electronica, Microsoft, RHI Magnesita and Umdasch, to integrate Israeli technology successfully and sustainably into their own companies.
There will be the opportunity to get to know innovation leaders, exchange best practice examples and make important contacts.
Both delegations are headed by WKÖ Vice President Martha Schultz: "The exchange between Israel and Austria is a win-win situation for both sides: In the infrastructure sector we stand out due to our expertise. Israel and Tel Aviv in particular are innovation leaders in the high-tech sector, where we can take a lot with us".


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We need you. No one else will do.
I want to live in a world where we all work together to find solutions to the big challenges facing the planet, where every person on the planet knows that their part in the big pictures matters and that their story needs to be heard.
I’m so tired of seeing amazing people – like you – being told that they are not qualified enough, not important enough, not educated enough, not famous enough to make a difference. I’m tired of hearing brilliant women (and men) tell me they don’t have anything important to say or do, or that someone else can say it just as well.
No-one else will do. We are all in this together.
I want you to know how important your voice and your participation is for the future of our planet –and to I want you to have the courage you need to tell your story and play your part.


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Bonham, Mark S.. "Sun Life Financial". The Canadian Encyclopedia, 29 June 2017, Historica Canada. https://www.thecanadianencyclopedia.ca/en/article/sun-life-financial. Accessed 25 April 2019.
Sun Life Financial, based in Toronto, is one of Canada’s largest insurance companies. It has operations located around the world and offers insurance and other investment products to individuals and corporate clients. Total assets of the company have grown from $74 million in 1915, to $55.8 billion in 2000 and $258 billion in 2016. Its shares trade on the Toronto, New York and Philippines stock markets.
The company was formed by a group of Montréal’s leading businessmen as the Sun Insurance Company of Montreal. It was approved for operations by the Legislative Assembly of the Province of Canada on 18 March 1865. Due to the uncertainty of government at the time, and with Confederation occupying the businessmen’s attention, it was not until six years later that the company actually began operations. In 1871, Mathew H. Gault was appointed as the first managing director, and the company engaged its first agents to sell Sun Life insurance in Toronto. Sun Life issued its first insurance policy on 18 May 1871.
Early growth was consistent but slow. Poor trade and economic conditions for Canada also slowed the company’s growth (see Economic History). However, death claims under its issued life insurance policies were low, so the company survived.
The company’s first secretary, Robertson Macaulay (appointed in 1874), presented a plan for growth that included expanding the number of selling agents and introducing innovative insurance products. In 1880, the company introduced the first unconditional insurance policy in Canada, in which all restrictions, prohibitions and limitations in the insurance contracts were removed. This distinguished Sun Insurance from its competitors, and sales by agents began to increase more quickly.
Sun Insurance Company’s first international growth occurred in 1879–80 when it expanded into much of the West Indies. Due to this international growth, as well as growth across Canada, the name of the company was changed, in May 1882, to The Sun Life Assurance Company of Canada.
Sun Life faced its first crisis in 1882–83, when investments it had made into companies controlled by Mathew Gault (particularly the Exchange Bank of Canada, and the Montreal Loan and Mortgage Company) incurred considerable losses. This conflict of interest created particular distress for the company. As a result, Gault was asked to resign and Macaulay was made managing director and elected to the board.
The losses that Sun Life had taken on meant that the company barely escaped insolvency (where debts exceed a company’s assets). Macaulay attempted, unsuccessfully, to get the directors of Sun Life (those involved in the losing investments) to reimburse the company. In 1886, Macaulay again tried to recoup those losses by proposing to reduce shareholder profits for that year and the previous four years. To counter this, Mathew Gault’s son, Andrew Gault, attempted to acquire more shares in the company to fight Macaulay’s move. However, Macaulay successfully rallied the support of the agents and a few large shareholders, and his plan succeeded. Andrew Gault resigned and, in March 1887, he offered Macaulay his Sun Life shares at $30 per share.
When Macaulay was appointed president of Sun Life in 1889, he focused on international growth. The company expanded into Asia and Europe, increased its operations in the British West Indies, and moved into South America and parts of Africa. Sun Life opened an office in Great Britain in 1893, but had a fight about its name with the Sun Life Assurance Society (of England). The court settlement that followed required the company to add “of Canada” to its name in all of its material and marketing. It first entered into the United States in 1895 with an office in Detroit.
International growth was so spectacular that the Sun Life Assurance Company of Canada quickly became known as the world’s greatest international company. Its assets grew from $1.79 million in 1889 to $10.5 million in 1900, with half its income coming from outside of Canada (growing to 80 per cent by 1930). This international growth was driven by better profit margins on business in other countries, where death rates were low as well as the cost of living (hence commissions paid to agents were also low). As well, the lack of competition in these regions made business profitable.
Sun Life grew very quickly after the turn of the 20th century. This was due to the simple fact that it sold more insurance than the industry average, but also because it acquired other companies and their assets. Between 1900 and 1915, Sun Life tripled its underwritings (investments from other companies or individuals) and more than quadrupled the number of life insurance policies it issued. By comparison, Canadian insurance industry underwritings doubled and the number of life insurance policies more than doubled during the same period. In 1919, Sun Life became the first Canadian insurance company to offer group insurance plans, another source of product growth and competitive edge for the company.
Sun Life acquired 11 other insurance companies between 1890 and 1924, and was the first Canadian company to acquire a US life insurance company: Cleveland Life Insurance Company (1926). As a result of this acquisition, Sun Life became the largest Canadian insurance company with operations in the United States. It followed this acquisition by purchasing Western Union Life Insurance Company, of Spokane, Washington (1928).
To accommodate its growth, in 1909 Sun Life acquired land in Montréal to build a new head office. Construction began in 1914 and the Sun Life Building at Dominion Square (now Dorchester Square) opened in 1918.
The son of Robertson Macaulay, Thomas B. Macaulay, was appointed managing director of Sun Life in 1908, and appointed president on his father’s death in 1915. The Manufacturers Life Insurance Company and Sun Life attempted to merge in 1915, but the federal government resisted the merger, and Sun Life dropped the project the following year.
Sun Life achieved several milestones during this period. It became the largest life insurance company in Canada in 1908 (and would remain so until The Manufacturers Life Assurance Company exceeded it in 1985), and its assets exceeded $1 billion for the first time in 1925.
Sun Life’s rapid growth came at a cost and presented the company with its second crisis, tied to the stock market crash in 1929 (see The Great Crash). Up to 1900, life insurance company investments were primarily in mortgages. This presented a challenge because better investment returns could be had by investing in emerging industrial sectors (such as electricity and railways). The company opened an investment department in 1906 to investigate these new areas. During the First World War (1914–18), insurance companies invested heavily in government bonds, which replaced mortgages as the largest area of investment. After the war, a sharp drop in interest rates encouraged the company to increase its investments in common stocks. By 1929, more than half of Sun Life’s investment portfolio was in common stocks (see Stock and Bond Markets).
With the stock market crash in 1929, the fall in stock prices meant that Sun Life in essence became insolvent: the value of its total assets fell below its debts. Other companies and individuals in the country were faced with similar financial conditions. To resolve this crisis, the chartered banks and stock brokerage firms allowed customers to assign minimum fixed prices to stocks in order to avoid lenders calling for loan payments. The federal Superintendent of Insurance complied with this policy to help prevent the crisis. Using these fictitious stock prices, the company was able to keep its total assets above its liabilities (see Great Depression).
Going forward, Sun Life drastically reduced the size of its investments in common stocks. By 1946, they had been reduced to only 6.3 per cent of Sun Life’s investment portfolio compared to a high of 52 per cent in 1929.
The degree of foreign ownership of the company became a particular aggravation between 1951 and 1955, when two private US investment firms (Allen & Co. and Nationwide Corporation) began accumulating large ownership positions in Sun Life. The two investors requested substantial changes in management and larger shareholder dividends on common stock. The federal government feared that the insurance industry would become owned by foreign entities, so it passed legislation near the end of 1957 that allowed insurance companies to convert from being owned by public shareholders to being owned by policyholders, a process known as mutualization. In this case, any potential buyer would have to purchase all of the outstanding insurance policies of the company, which policyholders would have to agree to sell — a highly unlikely event.
To resolve its particular situation, Sun Life’s banker and board representative, Bank of Montreal, agreed to acquire the shares owned by these two American investment firms, knowing in advance that the Sun Life Assurance Company would purchase the stock back from them in a subsequent mutualization. The company did so in 1962 when it mutualized, buying all of its shares from the public at a price of $325 per share.
In 1978, Sun Life (along with several other large Canadian corporations) caused considerable political angst when it announced that it was moving its headquarters from Montréal to Toronto due to increasing pressure it received from the Québec government. Sun Life was concerned that new provincial language laws (found in Bill 101) would require much of its business to function in French. Because many of its Montréal employees were English speaking, as were a majority of clients, Sun Life decided to move.
In 1982, Sun Life diversified into the investment management business when it bought the US institutional and fund management firm Massachusetts Financial Services (MFS). In 1987, it created its domestic asset management subsidiary, Spectrum Financial Mutual Fund Services. Then, in 1997, the company announced the acquisition of a majority stake in the institutional asset management firm McLean Budden, purchasing the remaining ownership stake in 2011 and combining the company with its MFS operations. The company added almost $50 billion in assets to its investment management operations when it bought three investment firms in 2015 — Bentall Kennedy, Ryan Labs, and Prime Advisors Inc.
In 2000, to mark its new beginnings and to reflect its global operations, the company changed its name to Sun Life Financial and adopted a logo that depicts the sun and the earth.
To maintain an acceptable growth rate for the company and to compete with other financial companies (such as the banks), Sun Life realized it would need to have better access to capital markets. Management decided, in 2000, to de-mutualize the company and, once again, be owned by public shareholders rather than its policyholders. It was the fifth Canadian insurance company to do so, after Clarica, Manulife, Canada Life and Industrial Alliance. Sun Life distributed shares in the company to all policyholders at a price of $12.50 per share, and made its initial public offering on 23 March 2000, trading on the Toronto, New York and Philippines stock markets (see Toronto Stock Exchange).
In 2002, Sun Life sold its mutual fund subsidiary, Spectrum Investment Management, to publicly traded mutual fund firm CI Fund Management in return for a 30 per cent stock investment in CI. This allowed the company to focus on insurance as the area of growth. In 2002, Sun Life Assurance Company merged with Clarica Life Insurance Company (the former Mutual Life Assurance Company), a transaction valued at over $7 billion.
The 2008 global financial liquidity crisis was a particularly challenging time for Canadian insurance companies. Sun Life met this challenge to its business in several ways. Firstly, in order to improve its capital position and allow for growth opportunities, it sold off its investment in CI Financial, near the end of 2008, to Scotiabank for $2.3 billion. In 2012, the company sold off its US annuity and life insurance business for US$1.35 billion to further bolster its capital position and reduce the company’s overall risk profile. Sun Life continued to grow internationally, with expansion and new ventures in China, the Philippines, Vietnam and Malaysia.
SUN LIFE FINANCIALThe company's official website.


text: This New York Times Bestseller takes readers through a playful, busy day with Mom. Written in an instructional style, two siblings suggest the best ways to raise a happy, healthy mom. Filled with charming role-reversal humor, creative ideas, and lots of love, celebrate the bond between moms and children in this humorous book that invites the kids to do the hard work of raising their mom... if just for a day!!

industry_corpus2: Literature & Emotions


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With Calgary Oktoberfest set to kick off AB Beer Week on September 23/24 – and Edmonton Oktoberfest ready to celebrate the week’s successes Sept 30/Oct 1 – we thought we’d give you a few tips to help you get the most out of your Oktoberfest experience!
Tip #5: Get into the experience! The more open you are to sampling different beers, to dressing up, to singing the traditional songs, and embracing all that is fun about Oktoberfest, the better your experience will be!
Tip #6: Get there early! The doors open at 4pm on Friday and 2pm on Saturday. With so much going on – and with so many different beers and eateries to try out – you’ll want to get down to the event early. Make sure you balance your beer sampling with lots of food sampling – and grab a water from information to stay hydrated while also supporting one of our charities!
Tip #7: Support our charities! Visit the Social Media Lounge at Oktoberfest and support our charities. AAFS and Kids Up Front will be running a 50/50 in Calgary, and Kids Up Front and Edmonton’s Food Bank will be doing all kinds of fun things – plus accepting non-perishable food items at the door.

industry_corpus2: Hospitality & Catering