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correct_publicationDate_00115
|
FactBench
|
1
| 16
|
https://www.ebay.com/itm/156225597967
|
en
|
The Courtship of Princess Leia (Star Wars), Wolverton, Dave, Very Good Book 9780553089288
|
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[
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[] | null |
Find many great new & used options and get the best deals for The Courtship of Princess Leia (Star Wars), Wolverton, Dave, Very Good Book at the best online prices at eBay! Free shipping for many products!
|
en
|
eBay
|
https://www.ebay.com/itm/156225597967
|
US $14.26GermanyeBay International ShippingDuties and taxes paid at checkout
Estimated between Mon, Aug 5 and Tue, Aug 13 to 60323
Seller ships within 1 day after receiving cleared payment.
US $13.07GermanyeBay International ShippingAuthorities may apply import charges upon delivery
Estimated between Mon, Aug 5 and Tue, Aug 13 to 60323
Seller ships within 1 day after receiving cleared payment.
|
|||||
correct_publicationDate_00115
|
FactBench
|
3
| 58
|
https://www.kirkusreviews.com/book-reviews/dave-wolverton/star-wars-the-courtship-of-princess-leia/
|
en
|
STAR WARS: THE COURTSHIP OF PRINCESS LEIA
|
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[
""
] | null |
[
"Dave Wolverton"
] |
1994-04-15T00:00:00
|
If you thought Han Solo and Princess Leia were an item—not so fast. Leia has visited the planet Hapes to plead with the Queen Mother for weapons and ships; and now the Queen Mother's son, Prince Isolder, has sent his battle fleet to planet Coruscant, along with a mountain of hugely expensive gifts. Isolder, it seems, desires to marry Leia and join his forces with those of the New Republic in the continuing struggle against the Empire. Then Han wins planet Dathomir in a card game and persuades Leia to accompany him there. Luke suspects that Dathomir also harbors someone strong in the Force and discovers the Nightsisters who fought with Yoda's Jedi long ago. With firmer prose, more realistic dialogue, and more action than the previous Star Wars outing (Kathy Tyers's bestselling The Truce at Bakura—not reviewed), this should sell at least as well. (First printing of 375,000)
|
en
|
Kirkus Reviews
|
https://www.kirkusreviews.com/book-reviews/dave-wolverton/star-wars-the-courtship-of-princess-leia/
|
If you thought Han Solo and Princess Leia were an item—not so fast. Leia has visited the planet Hapes to plead with the Queen Mother for weapons and ships; and now the Queen Mother's son, Prince Isolder, has sent his battle fleet to planet Coruscant, along with a mountain of hugely expensive gifts. Isolder, it seems, desires to marry Leia and join his forces with those of the New Republic in the continuing struggle against the Empire. Then Han wins planet Dathomir in a card game and persuades Leia to accompany him there. Luke suspects that Dathomir also harbors someone strong in the Force and discovers the Nightsisters who fought with Yoda's Jedi long ago. With firmer prose, more realistic dialogue, and more action than the previous Star Wars outing (Kathy Tyers's bestselling The Truce at Bakura—not reviewed), this should sell at least as well. (First printing of 375,000)
Are we not men? We are—well, ask Bigfoot, as Brooks does in this delightful yarn, following on his bestseller World War Z(2006).
A zombie apocalypse is one thing. A volcanic eruption is quite another, for, as the journalist who does a framing voice-over narration for Brooks’ latest puts it, when Mount Rainier popped its cork, “it was the psychological aspect, the hyperbole-fueled hysteria that had ended up killing the most people.” Maybe, but the sasquatches whom the volcano displaced contributed to the statistics, too, if only out of self-defense. Brooks places the epicenter of the Bigfoot war in a high-tech hideaway populated by the kind of people you might find in a Jurassic Park franchise: the schmo who doesn’t know how to do much of anything but tries anyway, the well-intentioned bleeding heart, the know-it-all intellectual who turns out to know the wrong things, the immigrant with a tough backstory and an instinct for survival. Indeed, the novel does double duty as a survival manual, packed full of good advice—for instance, try not to get wounded, for “injury turns you from a giver to a taker. Taking up our resources, our time to care for you.” Brooks presents a case for making room for Bigfoot in the world while peppering his narrative with timely social criticism about bad behavior on the human side of the conflict: The explosion of Rainier might have been better forecast had the president not slashed the budget of the U.S. Geological Survey, leading to “immediate suspension of the National Volcano Early Warning System,” and there’s always someone around looking to monetize the natural disaster and the sasquatch-y onslaught that follows. Brooks is a pro at building suspense even if it plays out in some rather spectacularly yucky episodes, one involving a short spear that takes its name from “the sucking sound of pulling it out of the dead man’s heart and lungs.” Grossness aside, it puts you right there on the scene.
A tasty, if not always tasteful, tale of supernatural mayhem that fans of King and Crichton alike will enjoy.
A tightly wound caseworker is pushed out of his comfort zone when he’s sent to observe a remote orphanage for magical children.
Linus Baker loves rules, which makes him perfectly suited for his job as a midlevel bureaucrat working for the Department in Charge of Magical Youth, where he investigates orphanages for children who can do things like make objects float, who have tails or feathers, and even those who are young witches. Linus clings to the notion that his job is about saving children from cruel or dangerous homes, but really he’s a cog in a government machine that treats magical children as second-class citizens. When Extremely Upper Management sends for Linus, he learns that his next assignment is a mission to an island orphanage for especially dangerous kids. He is to stay on the island for a month and write reports for Extremely Upper Management, which warns him to be especially meticulous in his observations. When he reaches the island, he meets extraordinary kids like Talia the gnome, Theodore the wyvern, and Chauncey, an amorphous blob whose parentage is unknown. The proprietor of the orphanage is a strange but charming man named Arthur, who makes it clear to Linus that he will do anything in his power to give his charges a loving home on the island. As Linus spends more time with Arthur and the kids, he starts to question a world that would shun them for being different, and he even develops romantic feelings for Arthur. Lambda Literary Award–winning author Klune (The Art of Breathing, 2019, etc.) has a knack for creating endearing characters, and readers will grow to love Arthur and the orphans alongside Linus. Linus himself is a lovable protagonist despite his prickliness, and Klune aptly handles his evolving feelings and morals. The prose is a touch wooden in places, but fans of quirky fantasy will eat it up.
A breezy and fun contemporary fantasy.
|
|||||
correct_publicationDate_00115
|
FactBench
|
1
| 41
|
https://booktavern.com/book/9780553569377
|
en
|
The Courtship of Princess Leia: Star Wars Legends (Star Wars - Legends)
|
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Before the marriage of Princess Leia Organa and Han Solo, another suitor threatened to derail their star-crossed romance. . . . Seeking rich, powerful allies to bring into the Rebel Alliance and a new home planet for the refugees from her native Alderaan, Princess Leia considers a proposal that could tip the balance of power against the evil Empire. The Hapes Consortium of 63 worlds is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder. Han Solo has always dreamed of marrying Leia himself, and now he makes a desperate, final gamble to win her back. Tricking Leia into accompanying him, Han flees with her to the beautiful and untamed planet Dathomir, where he hopes to win her heart. Fearing the imperious queen’s reaction to Han’s rash move, Luke Skywalker forms an unlikely alliance with Prince Isolder to track down the runaways. Soon Isolder, Luke, and Artoo will be at the center of an adventure leading to an awesome treasure, a group of Force-trained “witches,” and a showdown with an invincible foe.
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Before the marriage of Princess Leia Organa and Han Solo, another suitor threatened to derail their star-crossed romance. . . .
Seeking rich, powerful allies to bring into the Rebel Alliance and a new home planet for the refugees from her native Alderaan, Princess Leia considers a proposal that could tip the balance of power against the evil Empire. The Hapes Consortium of 63 worlds is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder.
Han Solo has always dreamed of marrying Leia himself, and now he makes a desperate, final gamble to win her back. Tricking Leia into accompanying him, Han flees with her to the beautiful and untamed planet Dathomir, where he hopes to win her heart.
Fearing the imperious queen’s reaction to Han’s rash move, Luke Skywalker forms an unlikely alliance with Prince Isolder to track down the runaways. Soon Isolder, Luke, and Artoo will be at the center of an adventure leading to an awesome treasure, a group of Force-trained “witches,” and a showdown with an invincible foe.
About the Author
Dave Wolverton—aka, David Farland—was an award-winning, New York Times bestselling author with nearly fifty science fiction and fantasy novels to his credit, written for both adults and young adults. He won the Writers of the Future International Gold Award for best short story of the year, the Philip K. Dick Memorial Special Award for Best Novel in the English Language, the Whitney Award for Best Novel of the Year, and many other awards. His novels have been translated into more than twenty languages, and his readership runs into the millions. Over the years he worked with some of the largest franchises in the world—writing novels for Star Wars and The Mummy, and designing and scripting international bestselling videogames for StarCraft and Xena.
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Before the marriage of Princess Leia Organa and Han Solo, another suitor threatened to derail their star-crossed romance. . . .
Seeking rich, powerful allies to bring into the Rebel Alliance and a new home planet for the refugees from her native Alderaan, Princess Leia considers a proposal that could tip the balance of power against the evil Empire. The Hapes Consortium of 63 worlds is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder.
Han Solo has always dreamed of marrying Leia himself, and now he makes a desperate, final gamble to win her back. Tricking Leia into accompanying him, Han flees with her to the beautiful and untamed planet Dathomir, where he hopes to win her heart.
Fearing the imperious queen’s reaction to Han’s rash move, Luke Skywalker forms an unlikely alliance with Prince Isolder to track down the runaways. Soon Isolder, Luke, and Artoo will be at the center of an adventure leading to an awesome treasure, a group of Force-trained “witches,” and a showdown with an invincible foe.
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correct_publicationDate_00115
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https://www.ebay.com/p/2180478
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Star Wars Ser.: The Courtship of Princess Leia by Dave Wolverton (1994, Hardcover) for sale online
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Find many great new & used options and get the best deals for Star Wars Ser.: The Courtship of Princess Leia by Dave Wolverton (1994, Hardcover) at the best online prices at eBay! Free shipping for many products!
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eBay
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https://www.ebay.com/p/2180478
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Random space romance with Star Wars tacked on
The story isn't all that bad, but it doesn't really feel like Star Wars. This struck me as a random space/wilderness romance novel (minus the steamy scenes) that happened to have characters named Leia and Han and Luke in it. In a lot of ways, the universe of CoPL doesn't work by the same rules as Star Wars: A prince shows up asking to marry Leia. He's from another huge star empire that's never been mentioned before. The witches of Dathomir are Hollywood-issue tribal amazons. Check that, they're Hollywood-issue SINGING amazons because that's how the Force works, apparently. etc. etc. Despite all this, the story is relatively cohesive and well-paced. This might not be a great Star Wars novel, but it is a competent piece of writing. If you want something that has that Force-be-with-you feel to it, though, then pick up something by Timothy Zahn.Read full review
You should all read The Courtship of Princess Leia
The Courtship of Princess Leia is the best hot mess you will ever read. It's THE magical realm, and it is arguably the first romance novel of Star Wars, complete with Fabio stand-in. Don't take it too seriously and come into it imagining Leia in that dress. Also there are no less than TWO female-dominant societies in this book.
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correct_publicationDate_00115
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https://kdsbooksls.com/book/9780593722190
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Before the marriage of Princess Leia Organa and Han Solo, another suitor threatened to derail their star-crossed romance. . . . Seeking rich, powerful allies to bring into the Rebel Alliance and a new home planet for the refugees from her native Alderaan, Princess Leia considers a proposal that could tip the balance of power against the evil Empire. The Hapes Consortium of 63 worlds is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder. Han Solo has always dreamed of marrying Leia himself, and now he makes a desperate, final gamble to win her back. Tricking Leia into accompanying him, Han flees with her to the beautiful and untamed planet Dathomir, where he hopes to win her heart. Fearing the imperious queen’s reaction to Han’s rash move, Luke Skywalker forms an unlikely alliance with Prince Isolder to track down the runaways. Soon Isolder, Luke, and Artoo will be at the center of an adventure leading to an awesome treasure, a group of Force-trained “witches,” and a showdown with an invincible foe.
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Description
Before the marriage of Princess Leia Organa and Han Solo, another suitor threatened to derail their star-crossed romance. . . .
Seeking rich, powerful allies to bring into the Rebel Alliance and a new home planet for the refugees from her native Alderaan, Princess Leia considers a proposal that could tip the balance of power against the evil Empire. The Hapes Consortium of 63 worlds is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder.
Han Solo has always dreamed of marrying Leia himself, and now he makes a desperate, final gamble to win her back. Tricking Leia into accompanying him, Han flees with her to the beautiful and untamed planet Dathomir, where he hopes to win her heart.
Fearing the imperious queen’s reaction to Han’s rash move, Luke Skywalker forms an unlikely alliance with Prince Isolder to track down the runaways. Soon Isolder, Luke, and Artoo will be at the center of an adventure leading to an awesome treasure, a group of Force-trained “witches,” and a showdown with an invincible foe.
About the Author
DAVE WOLVERTON—aka, David Farland—was an award-winning, New York Times bestselling author with nearly fifty science fiction and fantasy novels to his credit, written for both adults and young adults. He won the Writers of the Future International Gold Award for best short story of the year, the Philip K. Dick Memorial Special Award for Best Novel in the English Language, the Whitney Award for Best Novel of the Year, and many other awards. His novels have been translated into more than twenty languages, and his readership runs into the millions. Over the years he worked with some of the largest franchises in the world—writing novels for Star Wars and The Mummy, and designing and scripting international bestselling videogames for StarCraft and Xena.
In addition to writing novels and video games, Dave worked for many years as the judge for one of the world’s largest writing contests, as an educator teaching creative writing at Brigham Young University, and taught numerous writing seminars, and thus trained dozens of other New York Times bestsellers, including Brandon Sanderon, Brandon Mull, Erick Flint, and Stephenie Meyer. He also worked as a movie producer in Hollywood, and as a screenwriter. In 1999 Dave set the Guinness Record for the world’s largest book signing with the science fiction novel A Very Strange Trip.
www.davidfarland.com.
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correct_publicationDate_00115
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FactBench
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3
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https://booksrun.com/9780553569377-the-courtship-of-princess-leia-star-wars
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en
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The Courtship of Princess Leia (Star Wars): 9780553569377
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Find The Courtship of Princess Leia (Star Wars) book by Dave Wolverton. Edition: Mass Market Paperback. Buy or sell a used ISBN 0553569376 at best price with free shipping.
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Seeking rich, powerful allies to bring into the Rebel Alliance and a new home planet for the refugees of her native Alderaan, Princess Leia considers a proposal that could tip the balance of power against the evil Empire. The Hapes Consortium of 63 worlds is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder. Han Solo has always dreamed of marrying Leia himself, and now he makes a desperate last gamble to win her back. Soon he, Isolder, Luke Skywalker and Artoo will be at the center of an adventure leading to an awesome treasure, a group of Force-trained "witches," and a showdown with an invincible foe.
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The Courtship of Princess Leia is a Star Wars Legends novel written by Dave Wolverton. It was first published in April 1994 by Bantam Spectra. The novel is set in 8 ABY, four years after the events of Star Wars: Episode VI Return of the Jedi, and it ends with the wedding of Han Solo and Leia...
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en
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https://static.wikia.nocookie.net/starwars/images/4/4a/Site-favicon.ico/revision/latest?cb=20210601202538
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Wookieepedia
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https://starwars.fandom.com/wiki/The_Courtship_of_Princess_Leia
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The Courtship of Princess Leia is a Star Wars Legends novel written by Dave Wolverton. It was first published in April 1994 by Bantam Spectra. The novel is set in 8 ABY, four years after the events of Star Wars: Episode VI Return of the Jedi, and it ends with the wedding of Han Solo and Leia Organa.
Publisher's summary[]
Darth Vader and the Emperor are dead, but the Empire lives on and the Alliance must continue the struggle with dwindling supplies of cash and resources. Princess Leia, seeking rich, powerful allies to bring into the Alliance and a new planet as a home for the influential refugees of Alderaan, considers a proposal that could tip the balance of power against the evil Empire. The Hapes consortium, a cluster of sixty-three high-tech worlds, is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder.
When Han Solo hears the news of Leia's impending nuptials, he reacts with shock. Han always dreamed of marrying Leia himself, but in spite of his heroic exploits he feels that she sees him as nothing more than a shiftless rogue and Corellian pirate, unworthy of her hand. Now he makes a desperate last gamble to win her back. Tricking Leia into accompanying him, Han flees with her to the beautiful and untamed planet Dathomir, where he hopes to win her heart.
Fearing the imperious queen's reaction to Han's rash move, Luke Skywalker forms an unlikely alliance with Prince Isolder to track down the runaways. Luke has been traveling the far reaches of the galaxy in search of the scattered lore of the Jedi Knights. But when he, Artoo, and Isolder set off to Dathomir, Luke little suspects that it is only the beginning of an adventure that will lead to the discovery of an awesome treasure, a group of Force-trained "witches"…and a showdown with an invincible foe.
The Courtship of Princess Leia relives the swashbuckling epic of the Star Wars film trilogy as starcruisers battle for control of space, knights of a forbidden order rise again, and a pirate sues for the heart of a maiden.
Plot summary[]
Han Solo, who had been aboard the Mon Remonda continuing the search for this hidden fortress, is wearily returning to the recently captured Coruscant and expecting an end to the long separation from his beloved, Princess Leia, the head of the New Republic. To his great surprise, when his vessel drops out of hyperspace and into the Coruscant system, he encounters a number of fearsome Imperial Star Destroyers, Hapan Battle Dragons, and a Nova-class battle cruiser. Han soon learns that the Hapes Cluster has sent a delegation of some kind to the New Republic to meet with its representative. Upon entering the Imperial Palace, Han enlists the help of C-3PO to translate and comment on the formal diplomatic reception. While observing the reception, Han watches as the Hapes delegation presents Leia with a number of stunning gifts from each world in the Hapes cluster, among them the dozen Star Destroyers Han had seen, a Hapan gun of command, a small plant resembling a bonsai which promotes longevity and intelligence and, most shockingly of all, the hand of Prince Isolder, the son of Ta'a Chume (the current ruler of the Hapes cluster), in marriage.
When Leia nearly accepts this startling proposal, Han is driven into a frenzy of fear and jealousy. Guided by his desperation, Han wanders into a dive of a cantina in the lower reaches of Coruscant, where he participates in a high-stakes sabacc game. During the game, one of Han's opponents runs out of liquid financial instruments and instead proffers real estate in the form of a deed to an entire habitable planet, Dathomir. Thinking he has found a gift which would prove his worthiness to Leia and compare favorably with the gifts of Isolder (providing a place to resettle the expatriates of Alderaan to boot), he immediately rushes to her side to present his winnings. When Leia examines his gift and points out playfully that he has been conned (since Dathomir is in the section of the galaxy controlled by Zsinj), Han is devastated. To add insult to injury, Isolder denigrates the Millennium Falcon and offers Han a Nova battle cruiser if he abandons his quest to win Leia's heart. This last slight is enough to drive Han over the edge; he abducts Leia using the Gun of Command, and flees with her and Chewbacca, aboard his recently refitted Millennium Falcon, to Dathomir.
Upon discovering the abduction, Prince Isolder pursues Han with his Hapan Battle Dragon and arrives at Dathomir shortly after Solo despite his head start. Isolder was able to track Han with the assistance of the Jedi Master Luke Skywalker who had returned from his mission to Toola having found only a despoiled Jedi archive. Luke aided Isolder by using his Force powers to navigate a shorter (but still safe) path through hyperspace, shaving time off other conventional routes. Arriving on Dathomir, Luke and Isolder discover that Zsinj had truly laid claim to Dathomir by establishing in the planet's orbit the Iron Fist, a number of other capital ships, and the complete orbital shipyard Han had hunted for so long.
By this time, the Millennium Falcon has been forced to land on Dathomir itself, where it is captured by the Imperial garrison Zsinj had marooned on the surface years ago. Isolder immediately sets out in his Miy'til starfighter accompanied by Luke's X-wing while the Hapan fleet provide cover fire before leaving to inform the New Republic, Imperial Remnant, and the Hapes Consortium of the whereabouts of Zsinj (which had long been unknown).
On the surface, Isolder and Luke discover the remnants of the star-borne Jedi training academy, the Chu'unthor. Luke remembers having seen recordings of Yoda and a number of other Jedi knights failing to retrieve the library of the Chu'unthor due to interference by the Witches of Dathomir. Despite their intentions, the best the other Jedi had been able to do was seal the vessel thoroughly; so thoroughly that only centuries later the first intruder would need a lightsaber to break in. While attempting to gain access to the ship Luke is captured by a Dathomiri witch. Luke and Isolder, who was also captured only moments earlier, are taken back to her village.
Meanwhile, Zsinj, who has also learned about Han Solo's presence on the planet, offers both an ultimatum and exchange to the head of the Nightsisters, Gethzerion. If the sisters will release Han to him to torture and execute as he likes, he will reward them with a Imperial shuttle to leave the planet. If they do not comply, however, he will keep his "nightcloak" (an interconnected network of geostationary satellites, which reflect all solar emissions back into space) intact, which will slowly freeze Dathomir until no life can continue to survive.
Han and Leia soon infiltrate the Imperial garrison and steal the Falcon, piloting it out into the ongoing Battle of Dathomir. Han purposely allows the Iron Fist to acquire the Falcon with a tractor beam; once he is within the deflector shields, he breaks free of the beam lock and pilots his ship over the superstructure of the gigantic vessel. Once on the main bridge, he launches two concussion missiles which destroy the bridge, kill Zsinj, and knock out the ventral shields. With Iron Fist now completely exposed, the Hapan Battle Dragons move into position with their ion cannons, and disable the station. In the face of this catastrophic defeat, Zsinj's empire soon crumbles.
Shortly thereafter, Solo and Leia marry, having realized during their intrepid journey together that they do indeed love each other. Isolder also gets his happy ending as it is revealed that he has fallen in love with his captor, Teneniel Djo, and asks her to marry him.
Development[]
The Courtship of Princess Leia was written by Dave Wolverton and was the author's first Star Wars novel. According to Wolverton, he had watched the 1954 musical film Seven Brides for Seven Brothers and became inspired to write about Leia Organa and Han Solo's marriage, which was first established in Timothy Zahn's 1991 novel Heir to the Empire. Wolverton wrote the novel as a "romance," and he aimed to include a sense of humor and bold ideas.[3]
The Courtship of Princess Leia was first published as a hardcover Bantam Spectra original in April 1994.[1]
Media[]
Editions[]
ISBN 9780553089288; April 1994; Bantam Spectra; US hardcover[1]
ISBN 9780553569377; April 1995; Bantam Spectra; US paperback[4]
ISBN 9780307796288; June 28, 2011; Del Rey; US eBook[5]
ISBN 9780593722190; October 24, 2023; Random House Worlds; Trade Paperback[6]
Cover gallery[]
American[]
International[]
Appearances[]
This in-universe list is incomplete. You can help Wookieepedia by expanding it.
Sources[]
"Star Wars Publications Timeline" — Star Wars Insider 23
The New Essential Guide to Characters
Star Wars Year by Year: A Visual Chronicle
"Everything You Always Wanted to Know about the Nightsisters but Were Afraid to Ask" — Star Wars Insider 122
The Essential Reader's Companion
Star Wars Year by Year: A Visual Chronicle, Updated Edition
Star Wars Year By Year: A Visual History, Updated and Expanded Edition
Notes and references[]
[]
(Hardcover)
(Paperback)
(eBook)
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Cover Type: Softcover
Book Condition: Fine
Jacket Condition: None Issued
Publisher: Bantam Books
Publisher Place: New York
Publisher Year: 1995
Edition: Second Edition
Description: 374 pages. Book appears to have hardly been read and is in Fine condition throughout. Though Darth Varder And The Emperor Are Dead, The Empire Lives On And A Weakend Alliance Must Find Powerful New Help If It Is To Survive. Tha Answer Could Lie In The Hapes Consortium, A Cluster Of Sixty Three High-tech Worlds.
ISBN: 0553569376
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correct_publicationDate_00115
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FactBench
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0
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correct_publicationDate_00115
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FactBench
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2
| 4
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https://www.penguinrandomhouse.com/books/193373/the-courtship-of-princess-leia-star-wars-legends-by-dave-wolverton/
|
en
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The Courtship of Princess Leia: Star Wars Legends by Dave Wolverton: 9780593722190
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[
"James Kahn",
"Timothy Zahn",
"James Luceno",
"Saladin Ahmed",
"George Lucas",
"John Jackson Miller",
"Paul S. Kemp"
] | null |
Before the marriage of Princess Leia Organa and Han Solo, another suitor threatened to derail their star-crossed romance. . . . Seeking rich, powerful...
|
en
|
PenguinRandomhouse.com
|
https://www.penguinrandomhouse.com/books/193373/the-courtship-of-princess-leia-star-wars-legends-by-dave-wolverton/
|
About The Courtship of Princess Leia: Star Wars Legends
Before the marriage of Princess Leia Organa and Han Solo, another suitor threatened to derail their star-crossed romance. . . .
Seeking rich, powerful allies to bring into the Rebel Alliance and a new home planet for the refugees from her native Alderaan, Princess Leia considers a proposal that could tip the balance of power against the evil Empire. The Hapes Consortium of 63 worlds is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder.
Han Solo has always dreamed of marrying Leia himself, and now he makes a desperate, final gamble to win her back. Tricking Leia into accompanying him, Han flees with her to the beautiful and untamed planet Dathomir, where he hopes to win her heart.
Fearing the imperious queen’s reaction to Han’s rash move, Luke Skywalker forms an unlikely alliance with Prince Isolder to track down the runaways. Soon Isolder, Luke, and Artoo will be at the center of an adventure leading to an awesome treasure, a group of Force-trained “witches,” and a showdown with an invincible foe.
About The Courtship of Princess Leia: Star Wars Legends
Before the marriage of Princess Leia Organa and Han Solo, another suitor threatened to derail their star-crossed romance. . . .
Seeking rich, powerful allies to bring into the Rebel Alliance and a new home planet for the refugees from her native Alderaan, Princess Leia considers a proposal that could tip the balance of power against the evil Empire. The Hapes Consortium of 63 worlds is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder.
Han Solo has always dreamed of marrying Leia himself, and now he makes a desperate, final gamble to win her back. Tricking Leia into accompanying him, Han flees with her to the beautiful and untamed planet Dathomir, where he hopes to win her heart.
Fearing the imperious queen’s reaction to Han’s rash move, Luke Skywalker forms an unlikely alliance with Prince Isolder to track down the runaways. Soon Isolder, Luke, and Artoo will be at the center of an adventure leading to an awesome treasure, a group of Force-trained “witches,” and a showdown with an invincible foe.
About The Courtship of Princess Leia: Star Wars Legends
Before the marriage of Princess Leia Organa and Han Solo, another suitor threatened to derail their star-crossed romance. . . .
Seeking rich, powerful allies to bring into the Rebel Alliance and a new home planet for the refugees from her native Alderaan, Princess Leia considers a proposal that could tip the balance of power against the evil Empire. The Hapes Consortium of 63 worlds is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder.
Han Solo has always dreamed of marrying Leia himself, and now he makes a desperate, final gamble to win her back. Tricking Leia into accompanying him, Han flees with her to the beautiful and untamed planet Dathomir, where he hopes to win her heart.
Fearing the imperious queen’s reaction to Han’s rash move, Luke Skywalker forms an unlikely alliance with Prince Isolder to track down the runaways. Soon Isolder, Luke, and Artoo will be at the center of an adventure leading to an awesome treasure, a group of Force-trained “witches,” and a showdown with an invincible foe.
About The Courtship of Princess Leia: Star Wars Legends
Before the marriage of Princess Leia Organa and Han Solo, another suitor threatened to derail their star-crossed romance. . . .
Seeking rich, powerful allies to bring into the Rebel Alliance and a new home planet for the refugees from her native Alderaan, Princess Leia considers a proposal that could tip the balance of power against the evil Empire. The Hapes Consortium of 63 worlds is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder.
Han Solo has always dreamed of marrying Leia himself, and now he makes a desperate, final gamble to win her back. Tricking Leia into accompanying him, Han flees with her to the beautiful and untamed planet Dathomir, where he hopes to win her heart.
Fearing the imperious queen’s reaction to Han’s rash move, Luke Skywalker forms an unlikely alliance with Prince Isolder to track down the runaways. Soon Isolder, Luke, and Artoo will be at the center of an adventure leading to an awesome treasure, a group of Force-trained “witches,” and a showdown with an invincible foe.
About The Courtship of Princess Leia: Star Wars Legends
Before the marriage of Princess Leia Organa and Han Solo, another suitor threatened to derail their star-crossed romance. . . .
Seeking rich, powerful allies to bring into the Rebel Alliance and a new home planet for the refugees from her native Alderaan, Princess Leia considers a proposal that could tip the balance of power against the evil Empire. The Hapes Consortium of 63 worlds is ruled by the Queen Mother, who wants Leia to marry her son, the dashing and wealthy Prince Isolder.
Han Solo has always dreamed of marrying Leia himself, and now he makes a desperate, final gamble to win her back. Tricking Leia into accompanying him, Han flees with her to the beautiful and untamed planet Dathomir, where he hopes to win her heart.
Fearing the imperious queen’s reaction to Han’s rash move, Luke Skywalker forms an unlikely alliance with Prince Isolder to track down the runaways. Soon Isolder, Luke, and Artoo will be at the center of an adventure leading to an awesome treasure, a group of Force-trained “witches,” and a showdown with an invincible foe.
|
|||
correct_publicationDate_00115
|
FactBench
|
0
| 17
|
https://www.target.com/p/the-courtship-of-princess-leia-star-wars-legends-star-wars-legends-by-dave-wolverton-paperback/-/A-88969035
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en
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The Courtship Of Princess Leia: Star Wars Legends
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https://target.scene7.com/is/image/Target/GUEST_09d518d0-f9ae-4fa5-b8ad-01583874ea08
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Shop The Courtship of Princess Leia: Star Wars Legends - (Star Wars - Legends) by Dave Wolverton (Paperback) at Target. Choose from Same Day Delivery, Drive Up or Order Pickup. Free standard shipping with $35 orders.
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| ||||
correct_publicationDate_00115
|
FactBench
|
2
| 59
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https://www.audible.com/pd/The-Courtship-of-Princess-Leia-Audiobook/B0CKS1XTRJ
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en
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The Courtship of Princess Leia
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[
""
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[
"Dave Wolverton"
] |
2024-01-23T00:00:00
|
The Courtship of Princess Leia as it's meant to be heard, narrated by January LaVoy. Discover the English Audiobook at Audible. Free trial available!
|
en
|
Audible.com
|
https://www.audible.com/pd/The-Courtship-of-Princess-Leia-Audiobook/B0CKS1XTRJ
|
Excellent
Very entertaining. Star Wars was so much fun before the Disney mean girls took over.
Refreshingly great!!
January LaVoy’s best performance yet!! It also helps that the story was written during a time where they cared more about the quality of both the individual story as well as the over arching story of the star wars universe. Unlike the hot mess of garbage that is the majority of the new cannon material, they built the star wars universe from the inside out letting political struggles, ethical issues, etc. form naturally without compromising the star wars story. To many of the new stories try to force the star wars story around the current political “hot topics”. If I want to be reminded of all of the political divisions and stresses we are going through currently there are plenty of other books I can read. When I read/listen to a star wars book I want to be transported to a galaxy far far away. Which in my opinion is one of the key aspects of a good star ways story. That is why I am so glad they are coming out with the EU books as unabridged and narrated by incredible talent such as January LaVoy and Marc Thompson. Keep it up!!!
Fantastic!
I’d been stuck with the three-hour abridged version for years, so I was very excited to have this unabridged version. This is my favorite Star Wars book. The story is excellent, and the narration was very well done. I will be listening to this again in the future!
Long lost love of a story
I read this book in 1995. I’ve been waiting for it for a very, very long time on audio. I love the story, but the one thing I do not like is that they make Han a putz in this book. Han, not Dr Jones would act that way towards a woman who blew him off to immediately go jump ship to another guy. That’s just my opinion.
C-3PO should never be voiced by a woman. I don’t mean that derogatory, it just was terrible.
The story is great, I love the characters and I might have a little thing for Teneniel Djo. They truly make her a character you want to know more about
The story has always been a favorite. Luke really shows his skills in this book.
All around, and I hate saying this, because I like the narrator…. Sometimes you need a male/female narrator to make it 5 star. The gal is great, but C-3PO is annoying enough with out it being feminine in nature
Han should never be precived as a begger. That didn’t work.
Anyway, definitely worth a read. 28 years I’ve waited for this story in audio format
A REALLY strange but surprisingly entertaining romp
I ended up enjoying this book way more than I thought. I always heard that this book was kinda dumb for the relationship drama and it's weird that it led into a much more action packed plot, but the drama was well written enough and it's interesting to see the origins of the Night sisters and Dathomir from the clone wars show. I liked it :3
|
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correct_publicationDate_00115
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FactBench
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0
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https://www.kirkusreviews.com/book-reviews/dave-wolverton/star-wars-the-courtship-of-princess-leia/
|
en
|
STAR WARS: THE COURTSHIP OF PRINCESS LEIA
|
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[] |
[
""
] | null |
[
"Dave Wolverton"
] |
1994-04-15T00:00:00
|
If you thought Han Solo and Princess Leia were an item—not so fast. Leia has visited the planet Hapes to plead with the Queen Mother for weapons and ships; and now the Queen Mother's son, Prince Isolder, has sent his battle fleet to planet Coruscant, along with a mountain of hugely expensive gifts. Isolder, it seems, desires to marry Leia and join his forces with those of the New Republic in the continuing struggle against the Empire. Then Han wins planet Dathomir in a card game and persuades Leia to accompany him there. Luke suspects that Dathomir also harbors someone strong in the Force and discovers the Nightsisters who fought with Yoda's Jedi long ago. With firmer prose, more realistic dialogue, and more action than the previous Star Wars outing (Kathy Tyers's bestselling The Truce at Bakura—not reviewed), this should sell at least as well. (First printing of 375,000)
|
en
|
Kirkus Reviews
|
https://www.kirkusreviews.com/book-reviews/dave-wolverton/star-wars-the-courtship-of-princess-leia/
|
If you thought Han Solo and Princess Leia were an item—not so fast. Leia has visited the planet Hapes to plead with the Queen Mother for weapons and ships; and now the Queen Mother's son, Prince Isolder, has sent his battle fleet to planet Coruscant, along with a mountain of hugely expensive gifts. Isolder, it seems, desires to marry Leia and join his forces with those of the New Republic in the continuing struggle against the Empire. Then Han wins planet Dathomir in a card game and persuades Leia to accompany him there. Luke suspects that Dathomir also harbors someone strong in the Force and discovers the Nightsisters who fought with Yoda's Jedi long ago. With firmer prose, more realistic dialogue, and more action than the previous Star Wars outing (Kathy Tyers's bestselling The Truce at Bakura—not reviewed), this should sell at least as well. (First printing of 375,000)
Are we not men? We are—well, ask Bigfoot, as Brooks does in this delightful yarn, following on his bestseller World War Z(2006).
A zombie apocalypse is one thing. A volcanic eruption is quite another, for, as the journalist who does a framing voice-over narration for Brooks’ latest puts it, when Mount Rainier popped its cork, “it was the psychological aspect, the hyperbole-fueled hysteria that had ended up killing the most people.” Maybe, but the sasquatches whom the volcano displaced contributed to the statistics, too, if only out of self-defense. Brooks places the epicenter of the Bigfoot war in a high-tech hideaway populated by the kind of people you might find in a Jurassic Park franchise: the schmo who doesn’t know how to do much of anything but tries anyway, the well-intentioned bleeding heart, the know-it-all intellectual who turns out to know the wrong things, the immigrant with a tough backstory and an instinct for survival. Indeed, the novel does double duty as a survival manual, packed full of good advice—for instance, try not to get wounded, for “injury turns you from a giver to a taker. Taking up our resources, our time to care for you.” Brooks presents a case for making room for Bigfoot in the world while peppering his narrative with timely social criticism about bad behavior on the human side of the conflict: The explosion of Rainier might have been better forecast had the president not slashed the budget of the U.S. Geological Survey, leading to “immediate suspension of the National Volcano Early Warning System,” and there’s always someone around looking to monetize the natural disaster and the sasquatch-y onslaught that follows. Brooks is a pro at building suspense even if it plays out in some rather spectacularly yucky episodes, one involving a short spear that takes its name from “the sucking sound of pulling it out of the dead man’s heart and lungs.” Grossness aside, it puts you right there on the scene.
A tasty, if not always tasteful, tale of supernatural mayhem that fans of King and Crichton alike will enjoy.
A tightly wound caseworker is pushed out of his comfort zone when he’s sent to observe a remote orphanage for magical children.
Linus Baker loves rules, which makes him perfectly suited for his job as a midlevel bureaucrat working for the Department in Charge of Magical Youth, where he investigates orphanages for children who can do things like make objects float, who have tails or feathers, and even those who are young witches. Linus clings to the notion that his job is about saving children from cruel or dangerous homes, but really he’s a cog in a government machine that treats magical children as second-class citizens. When Extremely Upper Management sends for Linus, he learns that his next assignment is a mission to an island orphanage for especially dangerous kids. He is to stay on the island for a month and write reports for Extremely Upper Management, which warns him to be especially meticulous in his observations. When he reaches the island, he meets extraordinary kids like Talia the gnome, Theodore the wyvern, and Chauncey, an amorphous blob whose parentage is unknown. The proprietor of the orphanage is a strange but charming man named Arthur, who makes it clear to Linus that he will do anything in his power to give his charges a loving home on the island. As Linus spends more time with Arthur and the kids, he starts to question a world that would shun them for being different, and he even develops romantic feelings for Arthur. Lambda Literary Award–winning author Klune (The Art of Breathing, 2019, etc.) has a knack for creating endearing characters, and readers will grow to love Arthur and the orphans alongside Linus. Linus himself is a lovable protagonist despite his prickliness, and Klune aptly handles his evolving feelings and morals. The prose is a touch wooden in places, but fans of quirky fantasy will eat it up.
A breezy and fun contemporary fantasy.
|
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correct_publicationDate_00115
|
FactBench
|
0
| 56
|
https://booknerdblogging.wordpress.com/2016/09/18/review-the-courtship-of-princess-leia-by-dave-wolverton/
|
en
|
Review: The Courtship of Princess Leia by Dave Wolverton
|
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2016-09-18T00:00:00
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How do you review something that you know is terrible but that you liked anyways? The Courtship of Princess Leia is not the best Star Wars Expanded Universe novel. It's more than a little sexist, everyone acts out of character at some point, and the first third is pretty contrived. But goddamn is it fun. The…
|
en
|
Book Nerd Blogging
|
https://booknerdblogging.wordpress.com/2016/09/18/review-the-courtship-of-princess-leia-by-dave-wolverton/
|
How do you review something that you know is terrible but that you liked anyways?
The Courtship of Princess Leia is not the best Star Wars Expanded Universe novel. It’s more than a little sexist, everyone acts out of character at some point, and the first third is pretty contrived. But goddamn is it fun. The new characters sparkle, and the old ones we all know and love have awesome moments to counterbalance the out of character stuff.
The characterization of Han Solo best illustrates my point. He starts the book by knocking Leia out, then kidnapping her so he can woo her and convince her to marry him. Great. I talked to a friend about this and we agreed that such behavior was out of character. Sure, Han would probably trick her to go on vacation, but kidnapping isn’t something he would do. But still I can’t be mad at the book for this. Towards the end of the book, Han gets all heroic and prepares sacrifices himself to save everyone (fortunately, Luke’s awesome piloting skills gets Han out of that jam) and says he knows Leia loves him and always will and oh, there go the feels…
The action and fight scenes kept me engaged. I was the edge of my seat, even though I knew everyone would come out alright. The villains do not care if the heroes live or die, and that raised the stakes considerably. They won’t spare Han and Leia to set up a trap to bait Luke. Unlike Vader, none of the villains think Luke is special enough to keep alive and don’t bother to test or toy with him.
The main villains are a group of Dark Side users called the Nightsisters. They and their lightside counterparts are by far the best part of the novel. They are awesome. They kick ass and use the Force in ways you don’t see in the original trilogy. They kick up windstorms, tame rancor beasts and one even gives another character a stroke by squeezing the blood vessels in their brain. I’m glad they’re still an official part of the Star Wars canon by way of The Clone Wars cartoon.
Perhaps I was able to accept the book’s flaws because it is no longer part of Star Wars official canon. Sure, future authors can take it as canon and use it in new Expanded Universe works. But they aren’t obligated to. I can take the Witches, I can take the book’s applications of the Force, but I can leave behind Han’s shitty behavior. The canon of what did and didn’t happen falls under my control in the context of this book. I can trim away the rotten parts and leave behind a stronger, more feminist canon for one of my favorite franchises.
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https://boards.theforce.net/threads/lit-exclusive-dave-wolverton-addresses-fan-criticisms-of-the-courtship-of-princess-leia-more.50024454/
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Lit - Lit Exclusive: Dave Wolverton Addresses Fan Criticisms of The Courtship of Princess Leia, & MORE
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I think I've found my new niche within the Star Wars community :p Dave Wolverton will be my second 20th anniversary interview, for his 1994 novel The...
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en
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Jedi Council Forums
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https://boards.theforce.net/threads/lit-exclusive-dave-wolverton-addresses-fan-criticisms-of-the-courtship-of-princess-leia-more.50024454/
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I think I've found my new niche within the Star Wars community Dave Wolverton will be my second 20th anniversary interview, for his 1994 novel The Courtship of Princess Leia.
Unconfirmed time and date right now, but it may be happening Wednesday, so if anyone has any questions they'd want me to use, by all means leave them here.
Also, note to mods: I won't spam with different threads for when interviews are published, I'll just ask one of you to edit in the link to the completed interview in each respective thread and change title to "Dave Wolverton/Kevin J Anderson 20th Anniversary Interview - NOW LIVE" or something like that.
Interview conducted by Doug McCausland (IG_2000) on November 17. 2014. Permission granted to reprint interview in its entirety on any website/fansite is permitted as long as it's properly credited.
The Courtship of Princess Leia recently celebrated its twentieth anniversary, and I had the chance to speak with author Dave Wolverton. Wolverton addressed some long-standing fan controversies surrounding Han Solo's characterization in the book and actually made all accusations of Prince Isolder being "Space Fabio" completely legitimate.
What was the creative process of TCOPL like? Did you have any influences?
What happened was Bantam came to me and asked, “Are you interested in a Star Wars novel?” I said, “Sure, what about?” They said I could pick anything I liked in a certain timeframe. Of course I had read a few previous books, the Tim Zahn novels, and of course Han and Leia were married. I thought, “It can’t be easy for those two fiery personalities!”
So I wanted to do something that was romantic and would bring more women into the Star Wars universe. Really, the people in power in the Star Wars universe tend to be men. I wanted to do something there; that’s how I came up with the idea of the Witches of Dathomir. It was just fun.
I got together a bunch of screwy ideas and some fans who were Star Wars fans, and I threw the ideas out there to see which made people’s eyes sparkle, where they would get excited and go, “Oh, cool idea!” They’d start throwing out their own ideas. It was a matter of being asked to do it, getting the friends together, go the ideas out, turned it into an outline, faxed it over to my editors, and it was pretty much approved! Very, very minor changes.
We went through George Lucas and he signed off on each point. When he got done, he wrote me a little note that said, “Great job, I can’t wait to see it!” It was that easy to get through the approval process. Of course, once you write the story, they read to make sure you wrote what you said you would, and it’s up to their standards. Really, it was a painless process that was pretty much all of my creation and I just felt lucky and grateful George Lucas signed off on it!
Are you aware of how important the mythology of Dathomir ended up being to The Clone Wars TV series?
Yeah! I remember when I wrote it, I hoped that other people who were writing the Star Wars universe and making future books, movies, and games would make use of it. I’m glad to see that it was used for video games and the TV series. I’m keeping my fingers crossed that we’ll see a witch of Dathomir in an upcoming movie!
The Imperial Warlord Zsinj and his ship, the Super Star Destroyer Iron Fist, was your creation originating in TCOPL. However, Zsinj didn’t play much of a role in the story besides being the context of the action. His backstory would later be fleshed out in Aaron Allston’s Wraith Squadron novels. Did you give any input?
Not really! I wrote my Star Wars books and got off on other things. I worked with Kevin Anderson and Kathy Tyers and some others, but I haven’t had much contact with many of the later authors. I’m just delighted people are picking up some pieces and using them in their own stories in the Star Wars universe!
I thought a really interesting implication in TCOPL was that Luke realized that Darth Vader and Palpatine never sought to kill him, facing the full brunt of the dark side when the Nightsisters attack and pretty much feeling completely helpless.
The “contagonist”, which is what Darth Vader is called, there’s a person who works for an evil power, a dark lord who has his or her own agenda. It seemed obvious to me that Darth Vader looked at turning Luke very early on. Luke had never felt the full force of what the dark side is, at least in episodes 5 and 6. He was pulling his punches! That seemed pretty obvious to me. The idea that, “Gosh, somebody who doesn’t care for me at all who is with the dark side is trying to destroy me!” just seems sort of a logical next step in Luke’s character arc.
A huge point of the novel is that Han goes kind of “love crazy” after Prince Isolder enters his and Leia’s life, to the point that many thought Han was acting out of character. At one point Han decides to shoot Leia with a mind control weapon and shove her into the cargo hold of the Millennium Falcon just to have his way. Chewbacca even offers to beat Han up for Leia when he learns this!
At the time, I was a fairly new father with several kids. I was very interested in the fact that when my children were stressed out, they would regress! So I got to thinking about that and watching to see if adults regress too. I can see many of us do when we’re put under heavy stress. The idea of “what if Han was stressed?” kind of clicked with me. What would he regress to? Having been somebody who was a drug dealer and things like that… this kind of concerned me, because I knew I was taking him back to a dark place that we really didn’t see too much of.
He starts off as an anti-hero. By that, what I mean is that he’s a bad guy who joins the good guys. He has a lot of skills as a gunman, as a criminal, that he brings to the Rebellion’s table. When I looked at writing this novel, I really wanted to say, “If he regressed, and he regressed back to that time, what would he do?” I just kind of looked at the crazy things people do in relationships and really see what I could get away with. That was my biggest concern when I outlined it, because I knew that there would be some people who would be like, “Oh, no, that would never happen!” There are people who don’t want to believe he was ever a criminal.
I got a little photo that has Harrison Ford sitting by his mailbox saying “I shot first!” There’s that revisionist history where people say, “oh no, he was just defending himself!” That’s not what he was doing. He was defending himself, in advance. The whole point here is that he came from a dark side, and I wanted to go back and explore what that might have been like a little bit. Yeah, he is a little bit love crazy, he is a little bit of a stalker, a criminal. It’s just kind of taking it back to that. There’s a certain part of me that said you shouldn’t be able to always anticipate what a character is gonna do, or why they’re gonna do it. I wanted to try to layer in some motivations a little thicker and different from what people anticipated.
The Star Wars movies really have a lot of humor in them. A lot of funny one liners, and stuff like that. I felt that the novels weren’t really trying to capture that humor. I also wanted to do just that with Han, too… it’s just something that lines up. [IG's note: What a man! Solo.]
I was coincidentally going through some very similar relationship problems at the time so I could totally understand/relate to Han. Of course, I didn’t have a mind control spear. Anyway, the novel had two covers: a bridal Leia with Prince Isolder, and a more action/adventure oriented reprinting with Han holding his blaster amid the backdrop of a rancor. I know you probably don’t have anything to do with the choice of cover, but was the change in cover done out of concern to sell to young boys?
I didn’t have any say over the covers. When they were gonna create the covers, my editor came to me and said, “What does Isolder look like?” So I told her Fabio! The guy with all the muscles on all the cover of all those romance novels. He was really getting hot right about that time. She kind of just groaned and said, “I knew you were gonna say that!” I wanted a hunk. Big, muscular, the perfect man. I think part of that came from just a couple of years before that. I had a good friend, we were both pre-med students. He was pretty intelligent, a wonderful singer, played the guitar, he was athletic… every time I got into a room with a bunch of girls I saw the eyes go to him. I just felt I couldn’t compete! I remember thinking, “The only way to really compete is to get him married… or kill him.” [laughs]
I wanted Han to be in that kind of a relationship. He felt he just couldn’t compete. Isolder’s richer, stronger, and more handsome than him. A higher moral character… Isolder basically beat him in every way. And that’s what love is about. Love is kind of crazy. It doesn’t always make complete sense, and I wanted to show that side of it too. The idea that Han and Leia had a history, and his belief that underneath it all she really did love him, I wanted to bring that out. When you’re in love with somebody, you really know just what’s going on in their head, and wat the chemistry really is. I think I wanted Han to feel that in his gut and act on that, despite whatever rationale Leia may throw at him.
Your other major addition to the Star Wars canon was the Expanded Universe backstory of Dengar in the Tales of the Bounty Hunters compilation. What was the process of being assigned different characters for the anthology, and what was your inspiration for Dengar’s personality (or lack thereof)?
The characters that we did already had a little biographical information sketched out by the Star Wars sourcebooks. [Kevin J. Anderson] had said, “Okay, here’s our characters and what we know about them. Who do you want?” Of course, everybody grabbed the same person, more or less. Dengar was probably my second choice. He’s sort of a somber character to me, and I just wanted to capture that worn out feeling that he had in his life. That was just a lot of fun.
I worked as a prison guard for a while in college, and there were a number of killers. I wanted to try to capture the inner deadness that some of them have. That sense that you are just a sociopath and completely gone. In the Star Wars universe, he basically had his brain altered and turned into that kind of person. However, I did choose someone else over him, and I can’t really remember who it was…
I’m guessing everyone was trying to grab for Boba Fett!
Yeah. Everybody wants Boba Fett.
You must have a busy schedule with all of your other projects, but would you ever return to the Star Wars universe if you were asked?
I would absolutely love to! All I’m doing is waitng for someone to say, “Hey, that Dave Wolverton guy would be fun to work with!” When it was announced that Disney was making the new Star Wars movies, my very first thought was, “I hope they get somebody as good as JJ Abrams to come in and work on it!” I was pleasantly surprised when JJ Abrams was the guy they picked. I’m interested to see what he does artistically, with a new and updated vision of what the Star Wars universe would look like, and story wise. So yeah, I’d love to work on Star Wars again! Hopefully I won’t mess up Han Solo again. [laughs]
Hey, I wasn’t knocking you when I asked that!
But it is true. That’s the one thing I got hit with. You can’t judge fan reaction to a certain degree. I did get a fan letter from George Lucas! You know that no matter what you write, if you take any chances at all, you’re going to get criticism, and if you don’t take any chances, you’ll also get criticism. It’s one of those things where you know you’re gonna have somebody to disagree with you somewhere. There’s gotta be at least a couple hundred million Star Wars fans, easily, and I think at least 10 of those will disagree with me!
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https://www.goodreads.com/book/show/161540.The_Courtship_of_Princess_Leia
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The Courtship of Princess Leia (Star Wars)
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August 20, 2018
To call this fanfiction is an insult to fanfiction
And somehow this book is on so many "best-of-Star-Wars Expanded Universe" lists, and everyone's all nostalgic about it??
Look at it:
Let's examine the main elements of this cover.
- Han Solo in a turtleneck
- Princess Leia in a wedding dress that doesn't look like it's going to stay on
- R2D2 and some stormtroopers looking lost as heck (there are no stormtroopers in the book)
- Alien Micheal Bolton
I should have known better. I really should have. But child-me shipped Han and Leia before I knew what shipping was and I just wanted a fun, cute story about them, okay?? Instead we got this: (spoilers? Does anyone care?)
Our story starts with Alien Micheal Bolton proposing to Leia
Apparently his name is Isolder and he's a prince of this super fabulous and rich planet system. He saw her once and thought she was hot, so he brings her ships full of gold and proposes to her on some business meeting being live streamed to all of the New Republic
(Why don't people ever see me once, decide they love me and bring me copious amounts of gold?)
Jedi Luke is on some space roadtrip
For literally the entire first 100 pages. I don't remember where he was going, I'm not sure he knew. He just kept talking to R2 and setting a new course
Despite being in a relationship with Han Solo, Leia seriously considers Alien Micheal's proposal
(After she accepts the gold of course.) But she gives neither of them an answer and they have numerous allegorical dick-measuring contests and fight over her.
"General Solo, what can you really offer Leia?"
"She loves me and I love her. That's enough."
"If you love her, then leave her to me!"
"Well, lets see..." Threepio said. "Isolder is extremely wealthy, generous, well-mannered, and-- at least by human standards--attractive. So now all we have to do is see what you have to offer that he doesn't have." Threepio searched his files for several moments, overheating his memory drives. "Oh dear! I see your problem!"
Han gets insecure and decides to play some space card game to win enough money to impress Leia
His winning hand consisted of "the two of sabers, the Evil One and the Idiot"
He wins a planet. Because plot.
After less than 30 pages, Leia decides she no longer loves Han and wants to marry Micheal Bolton
Page 37: "Look, I don't know why people would even think that I'd marry the prince. So don't listen to them. Listen to me. I love you for what you are--remember? A rebel, a scoundrel, a braggart. That won't ever change."
Page 53: Leia found herself crying, had never really imagined that she would let something like this happen. But at that moment, whatever attachment she had ever felt for Han suddenly seemed to become as insubstantial as fog, as a gentle white mist, and Isolder was the sun, burning it all away. With tears running down her cheeks she tangled her arms around Isolder and promised, "I'll come with you!"
Han doesn't react to this news well, and instead stuns Leia with his gun, locks her in the cargo bay of the Falcon and flies to the planet he won.
"You used to love me. You believed it, and you made me believe it. I thought our love was something special, something I would gladly die for, and I'm not going to throw away our future just because some other prince comes along.
Umm... where is the Han who calmly faced possible death with an "I know" and told Chewie to look after Leia? And was going to leave and let Luke and Leia be together (before he learned about that ancient plot twist in Ep. VI). This is all so out of character and creepy.
Luke feels a disturbance, comes back from his roadtrip and teams up with Micheal Bolton
Micheal turns into Menelaus after Helen runs off with Paris and vows to get "his" woman back. Luke goes with him, because Micheal has a scary empress mommy who wants to kill Han.
Han and Leia crash land on 'his' planet and end up camping in the jungle for like 100 pages
And hiding from big scary creatures.
"Come on, come on, you guys!" Han said. "Let's have an organized retreat here."
"Fine," Threepio said, "you organize while I retreat."
(Did I mention Han takes Chewie and C3PO with him when he kidnaps Leia?? Because apparently to reignite the flame of romance, you need your Wookiee best friend and protocol droid)
Of course, they become prisoners who are fought over by force-witches and some warlord.
"We'll be very happy to pry those answers out of you-- along with your toenails--during your interrogation!"
While looking for the prisoners, Luke decides Micheal is force-sensitive
This leads to several chapters of Luke "probing" him about his past, making him cry and sing, and then ultimately being kidnapped by another group of "force-witches"
Luke bonds with Teneniel, one of the witches, and they discover an old Jedi temple
This includes a montage where Luke is revealed to be so powerful he no longer sweats, can carry women miles in the woods, and heal most wounds.
Teneniel also declares Michael Bolton her slave, and reports her society of witches are allowed to buy and sell men.
Han sells his planet back to his kidnappers, in exchange for Leia's hand in marriage
But the witches say they won't force her hand, and instead Threepio attempts to persuade her through song and dance.
"He's got his own planet
Although it's kind of wild.
Wookiee's love him.
Women love him.
He's got a winning smile!
Though he may seem cool and cocky,
He's more sensitive than he seems,
(Chorus sung in accompaniment with three women who all sound like Leia)
Han Solo,
What a man! Solo.
He's every princess's dream!"
(I swear I wish I was making this up)
Then, as if realizing there's plot to resolve, the last 100 pages are confusing and rushed battle scenes
I'm still not sure who was fighting who or what the tactics were, but our guys win so yay?
(Somehow it involves Han strapping a detonator on himself and marching into some war meeting. Leia finds this all really mature and hot)
Han and Leia decide they are in love again
(Assault and kidnapping be damned!)
"Han bent down and kissed her fiercely, passionately, and the blood thundered in her ears. Leia suddenly realized how much she had missed this, missed feeling such raw, elemental fervor for a man.
Alas, Alien Micheal Bolton, it was not meant to be.
(But for real, the suicide bomber thing really turns her on)
"I've got to say, you really look good with a bomb strapped to you."
Side note: is it a good idea to make out while someone HAS A BOMB STRAPPED TO THEM? Because it seems like a FUNDAMENTALLY FLAWED course of action.
Don't feel too bad for Micheal, because he decides to marry the witch who claimed him as a slave
Because he's into that, apparently.
Han and Leia get married without ever having a real conversation the entire book
Han does yell out "Kiss my Wookiee!" in battle, and after that, are words really needed?
In Conclusion:
Idk man, this was more of a recap than a review because I'm still trying to process everything. Hands down one of the most poorly written, horribly constructed and ooc messes I've ever read-- but it was also one of the most fun and I laughed so hard??
December 18, 2019
One of the best "Star Wars" novels!
BEGINNING THE PATH OF THE FORCE
This was my very first novel about Star Wars! That's why I felt it appropiate it to visit again the review now that Episode IX is about to be premiered.
When I read this novel, back then in 1996, when there was only one canon, and therefore it has always been very special to me.
I chose it since by then I knew that Han and Leia had married at some time and they have kids, but I wondered how they tied the knot, and certainly when you have characters as Han and Leia, I was sure that it couldn't been your typical "courtship".
So, when I saw the book in a bookstore, I didn't meditate much and just took it from the shelf.
STRONG STORY IS
To my happy surprise, when I was checking some months ago (like in 2014) about which novels of Star Wars can be good options, I was truly glad that this novel, The Courtship of Princess Leia figured in many, many lists of several people, so, I was way happy that if I hadn't read much at that point, at least I had chosen one of the really good ones.
I love this book, since if you are fan of the "old" trilogy, you will find all the classic elements that you love of that trilogy, but even one very good thing, now realizing in retrospective, not matter that it was written more than 15 years ago, the story feature elements that in that moment were a novelty but now they are being quite developed even in the recent animated series of Clone Wars.
THE BIG THREE AT THEIR BEST
Han and Leia are in love, but so far, nothing formal or at least not a ring to secure the relationship, and the fresh "New Republic" is still in reconstructing stage and any ally can be valuable, in that scenario, enters a powerful galactic kingdom that if they'd form an alliance with the New Republic could bring stability to the space sector, however, in the demands to sign that alliance, there is a simple request...
...the hand of Princess Leia...
...to marry the prince of that powerful space kingdom.
Meanwhile, Luke will have to face a tribe of witches (The infamous Nightsisters) with knowledge about the Dark Side of the Force. That it was an element that they developed further in the CGI animated series of Clone Wars.
Definitely it's a Star Wars novel that I highly recommend it, not matter that nowadays it's one of the so-called "Legends" since it's not canon anymore. I'm sure that you'll love the experience.
April 14, 2020
I'll start out with some The Courtship of Princess Leia trivia, courtesy of the Star Wars wiki: Dave Wolverton was originally contracted to write a trilogy, which was canceled. Because of the numerous plot threads running through this novel, it's been suggested that CoPL is the conglomeration of that trilogy. The paperback cover was also changed--from the original one, featuring wedding dress Leia, Blade Runner Han, and Fabio-esque Isolder, to a more action-orientated cover with rancors and the trio in Endor garb. The reason? Sales for the hardback book were lower than expected, possibly because the first cover made it look like a romance novel. The Courtship of Princess Leia made it to number seven on the New York Times bestseller list for two weeks: from the week of April 24, 1994 through the week of May 1, 1994. It was ultimately on the NYT list for 3 weeks--a far cry from Heir to the Empire's runaway success (19 weeks on the NYT list).
Now, the term "romance novel" has come to acquire many negative connotations, probably because readers new to the genre are more familiar with infamously horrible examples than anything else. But essentially, any novel that focuses on "the relationship and romantic love between two people" could be categorized as a romance novel. (The "happily ever after" is usually required, but sometimes optional.)
I'll break it down:
--Does CoPL focus on the relationship between Leia & Han?
Yes.
--Is there a HEA?
Yes, I guess.
--Is it a romance novel, then?
Yes, to some extent. There are many plot threads, but Leia and Han are often the main focus.
--Is it a good romance novel?
HELL NO.
SUMMARY
Han Solo comes back from (apparently) destroying Warlord Zsinj's Super Star Destroyer to find that the Hapes Consortium has sent a buttload of ships and gifts to the New Republic. They're willing to ally with the New Republic, on a few conditions: Princess Leia has to accept all their stuff, and oh yeah, marry Crown Prince Isolder as well.
In a totally out-of-character move, Han wins the planet Dathomir in a sabacc game. He fails to impress Leia with his newfound wealth and prosperity, so he kidnaps her and runs off to his planet. (Chewbacca comes along.)
Meanwhile, Luke Skywalker is acting like an all-powerful Jedi, and joins forces with Isolder to track down the kidnapper, kidnapped, and kidnapper's BFF. (He may have been trying to track down some Jedi history before this, but I wasn't buying much attention.) Using his amazing Force powers, he finds a faster hyperspace path to Dathomir, pretends to be dead, floats down to a graceful landing, floats R2-D2 & Isolder & his ship down too, and discovers the remains of the Chu'unthor, a floating casino Jedi academy.
Of course, bad stuff happens. Han, Leia, and Chewie are captured by Imperials, then rescued by the Witches of Dathomir (good guys) and have a slumber party. Luke and Isolder are captured by Teneniel Djo, and become her oh-so-willing man-slaves. The Nightsisters (bad guys) try to capture the Millenium Falcon, and generally act crazy and Dark Side-y. Luke almost dies, but miraculously heals himself within a few hours! He also pilots the Falcon all by himself, saves Han, takes out the Nightsisters, disables the orbital nightcloak (more on that later), and acts like KJA-era Luke on Force crack.
Meanwhile, C-3PO wants to be BFFs with Han, so he spends the whole novel sucking up, claiming Han is the descendant of the King of Corellia, and being a general nuisance. Isolder's mother tried to kill Luke and Leia earlier in the novel, but she's dealt with.
In the end, Han destroys Zsinj's Super Star Destroyer again, and marries Leia. Isolder marries Teneniel, because he seems to be into that kind of thing.
TEN THINGS HORRIBLY WRONG WITH THIS NOVEL
1. Sexual Objectification
For a Bantam era novel, CoPL is surprisingly sleazy. It's PG level stuff, but still surprising to find in 90's era Star Wars. Isolder is super hot (he's called Space Fabio for a reason); his mother, Ta'a Chume, is gorgeous and vicious; all the Hapans are beautiful; Teneniel is barely legal, but super hot as well. So much time is spent describing the sexual attractiveness of various characters that these new cultures (Dathomir and Hapes) feel alien and un-Star War-like.
Not to mention that this might be the first SW book to contain the word "breast." As in, "with totally no clothes covering it up." Teneniel takes Luke and Isolder as her slaves, and has high hopes for Luke, because any of their children would have Force superpowers. The Dathomiri culture, on a whole, is all about the sexual dominance of women. But instead of being empowering for women, it's female dominance viewed through the male gaze: a weird erotic fantasy, with women seen through the eyes of the heterosexual male.
2. Barbaric Matriarchal Societies
Both Hapes and Dathomir are matriarchal societies. At first, that seems a reason for celebration. As a female reader, I have no problem with a world ruled by women--in fact, it's nice to see a novel with more female characters than just Leia.
But Hapes and Dathomir are not just ruled by women: their cultures are violently barbaric. Ta'a Chume maintains power by killing off her rivals, even her own children. The Dathomiri clans enslave others, and are stuck in the Stone Age thanks to the lack of modern technology. The combination of gender inequalities and savage violence suggests that female dominated societies are not only fodder for kinky male fantasies, but inherently wrong as well.
3. The Curious Anomaly of the Independent Hapes Cluster
If the Hapes Cluster is so large and powerful, and could be such an asset to the New Republic, why did Palpatine ignore them? Why didn't he swallow them up in his Empire? (And judging by their actions before and during the Battle of Dathomir, they probably wouldn't have won. For the descendants of space pirates, they're not that great at warfare.)
4. Palpatine Was Scared of Gethzerion
To which I have to respond....SERIOUSLY? The most powerful Sith of the age knew about a bunch of Force "witches," and just let them be? I don't think Palpatine would have left a planet full of Force sensitives alone. He wiped out almost the entire Jedi Order--he would have had no problem disposing of some women who had primitive weapons, and only a basic understanding of the Force.
Along the same lines, I very much doubt that the Dathomiri could have prevented Yoda and other Jedi from retrieving the wreckage of the Chu'unthor. Yoda was badass; has Wolverton never watched The Empire Strikes Back?
5. The Orbital Nightcloak, and How Zsinj Fails as a Villain
The Orbital Nightcloak is composed of a network of satellites that prevent sunlight from reaching the planet they orbit. Awesome way to freeze out a planet, right? Well...except for the small fact that, like old school Christmas lights, knocking out a few satellites would deactivate the entire network.
That idiocy defines Zsinj's character in CoPL. Everyone says he's a genius, but all the examples Wolverton gives the reader of Zsinj's evil plans are downright moronic. Using an interdependent control system on his secret weapon? Making deals with evil Nightsisters and expecting them to honor them? Not getting the hell out of Dodge once the Hapan fleet showed up? Major fail!
Fortunately, Aaron Allston retcons Zsinj into a mastermind who merely pretends to be stupid in the Wraith Squadron trilogy, but Zsinj's first appearance in the SW canon is utterly disappointing.
6. The Gun of Command
Wolverton tries to shoehorn various new technologies into the book, but none are as groan-inducing as the Hapan Gun of Command. According to the SW wiki, "[the] guns worked by releasing an electromagnetic wave field which disabled the victim's thought processes. Once affected, the victim would follow any simple command given, even blatantly suicidal ones."
You have to be very careful with technology in SW novels; there's an uneasy balance between the complexities of their ships and weapons, and the frontier-like quality of the original trilogy. The Gun of Command bypasses that completely, and pushes the story into sci-fi farce. A gun that takes away the victim's free will? The Empire would have loved that!
7. Han's General Characterization, and His Approach to Wooing
I can accept Han getting jealous and pissy about another suitor showing up for Leia's hand. But getting drunk and trying to win fame and fortune in a game of chance, so that he'd be worthy of her? Kidnapping her and stuffing her in the Millenium Falcon's hidden cargo sections? This is not the man who coolly answered "I know" to Leia's proclamation of love in ESB.
In CoPL, Han is overbearing, insecure, and unbelievably dense--a particularly heinous passage involves Han pulling a drunk whuffa worm out of a puddle, and believing this to be an impressive feat. His characterization is so far left-field that I'm actually surprised Leia marries him in the end.
8. Leia's Ambivalence and Fickleness
Of course, that's not perplexing when you look at all the uncharacteristic things that Leia does. Wolverton takes a strong, stable relationship between two equal partners, smashes it into the ground, and attempts to show them "falling back in love"...problem is, there's not much visible proof of their undying love to placate the reader.
I don't have too much of an issue with Leia considering the Hapan proposal: politically, it might be a good move to ally themselves with the Hapan Cluster. But she doesn't even discuss this with Han, and their relationship is just wrong. She's nasty and snappish with him, her interests constantly switching from one man to the other and back again. If the men in this novel--exemplified by Han--are idiots, the women are shrews, and Leia the queen of them all.
9. Han's Lack of Response to the Continued Existence of the Iron Fist
When the novel opens, Han is returning to Coruscant after destroying Zsinj's flagship, the SSD Iron Fist. However, when he encounters it again in the Dathomir system, there's not a hint of shock or outrage or anything. Han spent MONTHS hunting this man down, believed he had taken out his flagship, and when he encounters him again, he just shrugs it off and blows him up again. "Ho hum, another Imperial Warlord to destroy, just in a day's work," he seems to say. WHAT THE HELL, Wolverton, I can't even dlkfgjlgkfghddkhfl....
10. LUKE FREAKING SKYWALKER
Chronologically, CoPL comes before Timothy Zahn's Thrawn trilogy, where Luke behaves much as he did in the original trilogy--by which I mean that his Force powers are nothing too extravagant. He participates in lightsaber duels, glimpses the future, faces a Dark Jedi, and hones his instincts. You'd expect Luke to act much the same in this novel.
Nope. Instead, he seems to have sprung fully formed from the pages of the Jedi Academy trilogy; Luke performs daring feats years before he faced the reborn Emperor and proclaimed himself a Master. It doesn't fit into the Expanded Universe timeline.
Additionally, Luke acts like the most obnoxious kind of Jedi: the constantly proselytizing teacher. He even instructs Isolder (as non-Force sensitive as they come) in the ways of the Light Side. When captured by Teneniel, Luke calmly goes along with it and tries to explain that gosh, she really shouldn't rape him, it's not nice. He makes no moves to escape, and I don't buy it. To reference Zahn again: in Heir to the Empire, Luke didn't escape from Mara in the forests of Myrkr because the ysalamiri blocked the Force, and they both were in the same bad situation. Here, Luke can access the Force perfectly fine, so he has no reason to stick with Teneniel. (She wants you to be her sexy slave, Luke. Get out while you still can!)
And the climax of the story, where Luke faces down Gethzerion, ruptures all the blood vessels in his face, and yet still manages to heal himself and save the day....I can't even discuss it, I'll get too angry and degenerate into senseless typing again.
ETA: Plus it's always really, really, reeeeally annoyed me that Wolverton thought it would be okay for Luke to almost miss their wedding. Like he wouldn't be there BEFORE IT EVEN STARTED TO BEGIN WITH.
Ugh, why I did not mention that in my review? Horrible! Wolverton, he's Leia's twin brother--her only family still alive. He should be there at least three hours before the ceremony, probably being an usher and finding Mon Mothma a seat and everything. It is unacceptable for Luke to walk in at the last minute, like "Hey guys, sorry I'm late, you can continue."
CONCLUSION AND CLOSING THOUGHTS
The Courtship of Princess Leia introduced characters and cultures that played a large role in later SW books, especially the New Jedi Order series, the Dark Nest trilogy, and the Legacy of the Force series. Isolder and Teneniel Djo had a daughter (Tenel Ka), who eventually produced Han and Leia's only grandchild (Allana). Dathomiri witches joined Luke's Jedi Order, while Nightsisters became the Sith Ladies of Tomorrow. The Hapans are always willing to pop up and provide some naval help in times of trouble, and Ta'a Chume still tries to assassinate family members.
CoPL fills a crucial gap in the post-Return of the Jedi timeline. Unfortunately, it's just not very good.
NOT RECOMMENDED.
My YouTube review: https://youtu.be/9WVGS8otV-Y
SOURCES & ADDITIONAL READING
Wiki articles referenced:
Romance novel
Sexual objectification
The Courtship of Princess Leia
A brief definition of the old school romantic hero
Other CoPL reviews:
TV Tropes entry for CoPL
this review on GoodReads
Good romance recommendations:
Smart Bitches, Trashy Books
Dear Author
May 11, 2011
I've seen a lot of reviews comparing this book to fan fiction. I think that's really doing an injustice to authors of fan fiction.
June 8, 2007
This book hurts my brain. I don't buy Wolverton's characterization of Han and Leia for a second. Also, there are witches? A planet of Amazonian female witches? Seriously? The EU novels are basically published fan fiction and, honestly, I've read better on the internets.
July 24, 2010
"I'm supposed to be happy that we're going to crash into the planet instead of blow up in space?"
My quest to review all the previous Star Wars Expanded Universe books I read in my teenaged years continues!
Leia Organa has been campaigning to get the powerful Hapan Cluster to aid the New Republic in its fight against the Imperial Remnant led by Warlord Zsinj. Things somewhat backfire when the Queen agrees...under the condition that Leia marry the Queen's son and heir, Prince Isolder. Han, being outraged, captures Leia and takes her to a mysterious planet, Dathomir, where both meet up with Luke, who has been searching for missing Jedi.
I Liked:
Unlike about 90% of the other reviewers, I actually didn't mind Leia's turmoil over her feelings for Isolder and Han. I felt it was realistic. After all, it had been four years since Return of the Jedi, and I would have thought, had they loved each other so much, wouldn't they have found a chance to get married in that time? I know Leia is driven for the New Republic and all, but surely they would have found ten minutes to haul Admiral Ackbar over and have a quiet ceremony. But no. Instead, four years later, they are still unmarried and even separated for huge chunks of time, with Han fighting Zsinj and Leia campaigning with the Hapans. So, to think that Leia might have developed a crush on Isolder, who is very handsome, very charming, and very appreciative of her, isn't that too out of left field.
There are many moments in the story where Han and Leia's characterizations are spot on. The review title's quote, from Leia, is one perfect example. It's easy to believe that she would have snapped something like this to Han, just as she does in Courtship. And Han has quite a few good moments too, and some good smarmy lines.
Luke Skywalker adopts an interesting mission, to resurrect and investigate the Jedi. This is a good foreshadowing of later novels.
New characters that stand out are Prince Isolder and Teneniel Djo. Their chemistry is really nice and is well built. Besides, the two characters themselves are pretty interesting. Prince Isolder is a rich brat, but he still manages to be likeable. Teneniel also is well-written as a woman struggling with the use of the Force for good.
Also of note, the Hapan and Dathomiri cultures are founded in this book. These cultures (female centric, very interesting, if sometimes overboard) become quite prominent in later books, namely the New Jedi Order series and the Legacy of the Force series. Furthermore, this quote from Ta'a Chume is very interesting, in light of later books: "I won't have our descendants bowing to his, ruled by an oligarchy of spoon benders and readers of auras."
I Didn't Like:
If I were to read this novel now (and not listen), I can only imagine how many times this book would end up smacking against a wall!
Right from the beginning, Han Solo ogles over a "Gun of Command", which, when shot, will allow the "victim" to do whatever the shooter wanted (of course, this weapon comes from a stereotypically "technologically advanced" world in the Hapan cluster). When I heard this, I wanted to scream in terror. This is the most ludicrous Star Wars invention ever! It sounds almost as if someone had recently read The Hitchhiker's Guide to the Galaxy, didn't realize THAT book was satire, and took the concept from the Point of View gun! ACK! It doesn't work, and it's a lame plot device!
Then, when Han feels that he is losing Leia, what does he do? Does he take her aside, have a nice evening with her, tell her his concerns as you might think a four year boyfriend might? Of course, not! He instead sets his ship up for a loan and tries to make himself as wealthy as Isolder, because THAT is what Leia wants, royalty and money, not love for its own sake or the New Republic or anything else. Did Han disappear and get replaced by his evil and much stupider twin?? It seriously makes me wonder, since the actions of Han in this book do not remind me of Han Solo from the movies at all.
But the part I really disliked was when Han, and this is post-ROTJ Han, kidnaps Leia. This is from the man that was willing to let Leia have a chance with Luke in ROTJ, but now he is willing to commit a serious crime to get her to be with him? What happened to his being somewhat respectable? Any respect I had for Han was lost at this point.
Luke Skywalker, every chance he gets, tries to convert people to "Jedi-ism" or "Light-side-ism"--even when they aren't Force Sensitive! He tells Isolder at one point, the other man needs to "join the Light Side". And then Luke's Force teachings get muddied when he tells Tenenial Djo that it's not the spells but the meaning, the heart behind them that makes a person a Dark Sider/Nightsister. This goes against all the teachings of the Jedi up to this point. The Dark Side had been treated as a separate entity from the Light and it was with Jacen's time that the two were begun to be seen as an individual's choice and not two distinct factions. Then, I grew irritated when Luke would randomly kill individuals and then champion against killing in the next breath. Talk about hypocrisy!
While we are talking about Luke, I should mention how he comes off way too powerful. In the Thrawn Trilogy, Luke was a perfect balance of Jedi Knight/Master and naive idealist. Here, one year before Heir to the Empire, he is near omnipotent, able to appear dead, float down to Dathomir's surface, float Isolder and HIS ship down safely to the surface, and not break a sweat! That doesn't even get to the part where he flies the Falcon single-handedly (why can't Chewie or Leia or Isolder fly the ship?!) and is able to fire the weapons to perfection! Completely out of character, completely off the wall, completely TOO powerful!
The plot of the story is, in a nutshell, how Leia and Han fall in love and get married. Only, they had already fallen in love by ROTJ, so there really is no need for them to "fall in love" again. Particularly if it is done as poorly as Wolverton has, creating a conflict where one didn't need to be (even if I didn't mind Leia considering Isolder, I think the execution was poor). Why can't they just get married and have a nice adventure on Dathomir, searching for Jedi with Luke? But, no, that can't happen! We have to throw in some out of character moments for Han, make him unlikeable, and force a romantic obstacle so Han and Leia can "show" their love to each other. Oh brother! If we are going to do this, couldn't we get a REAL romance writer instead of a scifi/fantasy writer??
The latter half fares better as it deals more with the events on Dathomir than the forced conflicted with Han, Leia, and Isolder, but still there are absurdities that just won't go away, one of them being the two female-centered societies in one novel. What the...? I don't have a problem with them, but I found it oddly coincidental...and a little sexist. The female-centered societies seem more cruel, more "barbaric" than the male-centered socieities (i.e. the main character's). The Hapan females are personified as cruel, power-hungry, and insulting to men and the Dathomiri females capture men to be their slaves. What happened to Wolverton in his youth that made him want to portray women in such a distasteful limelight? Can't we have one female-centric society that doesn't oppress the people (and the males specifically) in such a blatantly hyperbolic way?
Speaking of which, if the Hapes Cluster is so powerful, why did the Emperor keep them around? Why didn't he ally with them or destroy them? Why did he leave the Nightsisters on Dathomir instead of recruiting them as his Dark Jedi (as he has done with his Inquisitors)? This makes absolutely no sense.
Lastly, the satellites blocking the sun's energies? Don't get me started...
Also, as is typical for an abridged audiobook, this was very choppy, very hard to follow, and sometimes confusing.
Dialogue/Sexual Situations/Violence:
A spattering of h*** and d***. Kinda shocked to see that in a Star Wars book.
Isolder is one hot babe and Han declares he and Leia are "lovers". Teneniel captures Isolder and Luke, hoping to have them bear her sons. Isolder wonders if his mother will sleep with Luke. For a Star Wars novel, it gets pretty sleazy.
Space battles, lightsaber duels, rancors, Imperials, Force-wielding Nightsisters...all come into play in this book. Not to mention beheadings, multiple broken bones, dis-arming (literally), and burst blood vessels. Joy of joys.
Overall:
Words aren't enough to describe how silly this book is. When I read it in my teens, my under-developed senses blazed past the crazy tactics Han employed to "woo" his woman, Luke's ham-handed Jedi preaching, and the bizarre female dominated societies (not one but two in a single book!). Now that I'm older, I can't help but want to bang my head into a wall.
Also, I have to send out an apology to Michael Reaves and Steve Perry. In a previous review of their co-authored book, Death Star, I criticized heavily their bad attempt at writing romance. Well, I now rescind those remarks. I've found an author who is even worse at writing a romance story (since the whole point of Courtship is to say how Han and Leia got married!) than they are.
The Courtship of Princess Leia is pivotal in establishing cultures and characters that will come into play in later books. But honestly, with as silly and embarrassing as the events in this book are, I would suggest skipping it and creating your own love story for Han and Leia. 2 stars.
June 14, 2024
3.5 Stars
Star Wars Reading Guide https://youtu.be/k8WtQMRgCjA
Yes this is an incredibly cheesy Star Wars novel, but I still really enjoyed it. I liked the humor and romance.
This was the first Star Wars novel I ever read, so it was nostalgic to reread it.
July 24, 2015
Dave Wolverton has the distinction of having written one of the cheesiest and worst Star Wars Expanded Universe novels that I have read so far. I'm probably being generous giving this a two-star rating.
"The Courtship of Princess Leia" is, as the title suggests, the story of how Han Solo eventually woos Leia's hand in marriage. Published in 1994, "TCOPL" takes place two years after the events of the film "Star Wars Episode VI: Return of the Jedi". Rumor has it that Wolverton intended it to be a trilogy. Based on the structure of the novel, that rumor makes sense. It seems rushed, and there are many disjointed elements within the story that may have been fixed if Wolverton had been given time to develop them in three separate novels.
The New Republic is gaining ground, building alliances with many new worlds that were oppressed by the Empire. Pockets of Imperial forces still survive throughout the known galaxies, so skirmishes still persist. Leia Organa, the President of the New Republic, is swamped with work. She doesn't have time for a relationship.
Han Solo, a general and a noted war hero now, is busy himself. He and Chewbacca are still leading squadrons into occasional battle. His only downtime are the occasional times he can get back to Coruscant to see Leia.
Unfortunately for Han, Prince Isolder of the Hapes consortium (a group of planetary systems controlled by a somewhat benevolent Queen) has made a proposition with Leia. He has asked for her hand in marriage, and in return, the New Republic will control the Hapes consortium. Leia, a born politician, sees the benefit of the proposition, and she is actually considering marrying Isolder.
Seeing red, Han does something drastic: he "kidnaps" Leia and flies her off to Dathomir, a planet that Han won in a card game. He hopes that he can convince Leia that he is the man for her. Hot on their trail, of course, is Isolder, with the help of Luke Skywalker.
Dathomir, it turns out, is home to powerful Force-sensitive witches. A war has been waging there for a long time, apparently, between good witches and evil ones, called Nightsisters. The planet is also guarded by Imperial troops, supposedly left there years ago by Emperor Palpatine, who was even afraid of the Force witches. The Nightsisters, however, basically control the Imperial troops. On the upside, the good witches are allied with rancor beasts. (Yes, the same creature that tried to eat Luke in "ROTJ".)
I'm not making any of this stuff up, by the way.
This book is pretty bad, mainly because Wolverton can't decide whether he's writing a fantasy adventure or a romance novel, because there are elements of both genres in the book, and neither one are approached very well.
As critic-proof as the Star Wars novels are, this one is pretty bad.
April 5, 2016
Although it was not the most well written of the Star Wars books I have read, it was what sucked me into reading them in the first place. I am a sucker for romance, and you just can't beat it between Han and Leia.
In this book, they have drifted apart though the business of their duties, but Han is forced to go to extreme measures when Leia is about to be married of to the Prince of the Happes Consortium. After a winning her a planet in a sabac game, he kidnapps her and takes her to it, which is when the real story begins, as they encounter "Force witches" and other problems.
Read
May 12, 2016
To be honest I barely remember the plot of this book, but it had Dark Side witches riding on Rancors, & what else do you want? There's not much else I want from the Star Wars EU than that. -MK.
October 9, 2010
If zero stars were an option that is what this book would warrant. Nigh on one hundred pages in, and I simply put could not suffer through anymore because I am a Star Wars fan and this book was doing as good a job as Lucas and his recent film outings to extinguish that love permanently.
I have never read any Dave Wolverton before, and given the poor quality of writing exhibited in this book he is an author I will stay away from in the future. Not only did I not care for him on a craft level as it pertained to style, but he also failed utterly in his portrayal of Han, Leia, Chewbacca, Luke, C-3PO (the only characters I encountered before throwing this book out) which astounded me. I mean did Wolverton watch the same Star Wars movies I did? Because if he did his book clearly does not show in his portrayal of the characters as they bare at the best of times only a passing resemblance to the characters you grew to love in the movies.
In glancing at the other reviews on here, I am shocked that this book has any ratings above one star, but often fans have blinders on.
Trying not be tangential, but what the hell is up with the cover art for this book (the quality is fine), but why does it feature Return of the Jedi imagery, I mean it has been four years since those events, and I for one would have enjoyed some sort of here they are now artwork versus what we have on display. The latter is especially true given the fact the artwork does a far better job of bringing that movie to life beyond the screen than Wolverton's uninspired writing could ever do.
January 15, 2016
Um, so the premise of this doesn't make sense. Leia gets an offer of marriage from this prince and, at first, it's played as if this is something she is considering for political reasons. Which would make sense and be a good conflict! But suddenly she starts to have feelings for him right away??? (He's already in love with after seeing her once or something.) I seriously thought there was some mind control going on here because I didn't buy it at all.
Meanwhile, everyone (including Leia!) acts as if Han is weird for having a problem with this whole deal.
So then Han kidnaps Leia.
Right.
And, of course, there's a lot about each man "stealing" Leia from the other.
I don't know. I'm on this run of books with poorly executed third party threats. FIND A NEW CONFLICT. (I don't think Han/Leia even needed a conflict. The movies were enough!)
There was also a lot of plotty stuff that was whatever. And way too much time spent in this prince's head. BTW, he quickly falls in love with someone else and marries her SO I GUESS EVERYONE IS HAPPY????
Siggggh. At least I'm good at forgetting books.
June 8, 2020
The first "Star Wars Extended Universe" book I ever read. I was surprised that I liked it, and it led to me reading more EU books. This one I had to reread largely for the Han Solo and C-3PO sections, which I found really funny. But Isolder is such an oaf!
April 27, 2023
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A Star Wars book so bad it makes all other Star Wars books look like Pulitzer nominees.
Dave Wolverton’s “The Courtship of Princess Leia” has a couple of things going for it that make it a beloved nostalgia read for many. At the time, back in May 1994, the number of adult Star Wars novels that had been published could be counted with the fingers of one hand plus a couple more. The Timothy Zahn trilogy had concluded just a year earlier, acting as the unofficial sequel to the OT and establishing Han and Leia as a married couple expecting their first children. This opened a pathway for innumerable stories to be told beyond Return of the Jedi. One of them was: how and when did Han and Leia tie the knot?
Unfortunately, the person chosen to answer that question was Dave Wolverton. But the thirst for more Star Wars content and the appeal of the plot made COPL into a must-read, and read it was. Many remember this book fondly as one of their first Star Wars reads, especially if they were young readers at the time. And who could fault them for that?
Well, *I* can, if in 2023 they look me in the eye and claim that it’s a great Star Wars book and the only Han/Leia wedding story we need.
THIS ISN'T THE PLOT YOU'RE LOOKING FOR
The plot is bad because it hinges on the premise that women are flighty, frivolous creatures who need a man to tell them what they really want and how they really feel.
Han and Leia have been in a relationship for several years at this point. There's nothing to indicate their relationship is in trouble, except they just spent five months apart while Han was on a mission for the New Republic. Suddenly, a "hot" rich prince appears asking for Leia's hand in marriage. Even though she literally gave up her planet for the rebellion, everybody in the New Republic is pressuring her to marry Isolder. And although the incentive is as big as several planets, and could give her diaspora a home and put an end to the war, Leia says she's not going to do it... and then she falls in love with him. After two days. So after acting like a giant asshole to Han, Leia finally decides to break things off with him. ✨ROMANCE✨
This drives Han insane with jealousy, so he uses a powerful mind-control gun to kidnap Leia and take her to a planet he won in a Sabacc game, which is not how things should work. On their way there, he gives her an ultimatum: she has to spend 7 days on Dathomir with him (plus 8 days of travel... also not how things should work), and if he makes her fall in love with him again, Leia has to marry Han. If she doesn't, Han will let her marry Isolder and go to jail for the kidnapping. ✨ROMANCE✨
Of course, by the end of the book, Leia realizes that Han was right to not give up on them, and she's so glad that he kidnapped her. She was never in love with Isolder! Gotcha! (She literally said she loved Isolder at one point, though...) ✨ROMANCE✨
So basically the foundation of the plot is abduction, kidnapping, gaslighting, ultimatums, all of which can be summed up as domestic abuse because it was done in the context of a relationship, and a lot of verbal abuse from Leia (no, that's not the same as their movie bickering).
Is this the great romantic story we want about how one of the most iconic couples of cinema decided to get married? Fuck no. What is wrong with all of you five and four star raters?
HOKEY RELIGIONS AND ANCIENT WEAPONS
Let's talk about all the other omgsoamazing plot threads that people praise about this book. They're bullshit, okay? Wolverton is a lot like George Lucas, but not in a good way. He had a lot of ideas he thought were cool, but no skill to make them make sense. Did you know that the X-Wing novels were written *after* COPL and they're largely responsible for making sense of the thrown to the wall spaghetti that was the Zsinj subplot?
And there is, of course, the witches of Dathomir. A cool concept, for sure... that was done in the most nonsensical, sexist way possible. Wolverton's idea of a matriarchal society is basically a pamphlet about "the dangers of feminism": men are treated as inferiors, they don't have a voice, they're enslaved for procreation. AKA, men fear what they do. This is also the case for the Hapan society, minus the slavery - but their own unsavory story involves eugenics. Yikes.
The explanations on how these witches came to be and what makes one a Nightsister are rambling, contradictory, confusing. And for all people praise the #girlpower of this book, these powerful man-hating witches who have been doing this for millennia or decades, depending (I don't think Wolverton even knew), end up taking the advice of... Luke. Who has been a Jedi for all of 3-4 years, depending (the timeline of this book was later changed). The white saviourism is strong with this one. And if that wasn't enough, the story is ripe with settler colonialism as well.
UNLEARN WHAT YOU HAVE LEARNED
Oh, you want to read this book to get another look at our beloved characters? You won't find them here.
Han is a sweaty dumb rude loser who can't possibly have anything to offer Leia, even though she literally took a break from her life mission to rescue him, he was made a General due to his competence, and has just come back from leading a 5-month mission. And is literally played by Harrison Fucking Ford in his prime. Somehow, he goes to Threepio for romantic advice instead of, I don't know, Chewie or Luke, his actual friends. And did I mention he gets into Leia's home, shoots a gun at her, and kidnaps her? Yeah, that's a big one.
Leia is a flighty airheaded bitch. Yes, she was made into a bitch, and this with the sole purpose of having a man be on the right. It took her over three years to admit her attraction to Han, and a near death experience to admit her love for him, but she falls for Isolder after a few meetings. All of her intelligence and skills are gone. She's belittled in public, and she takes it. Han's actions are unquestionably worse overall, but the reader is made to sympathize with him, the poor scorned lover, over Leia, who is just being unreasonable.
Luke is a powerful wizard who can pilot and shoot all by himself and come back from death with the power of the Force, which is accessed through lizard breath, apparently. He also can "smell" traces of people with the Force, and he goes around evangelizing folks and trying to get pupils, even if they're not Force-sensitive.
Threepio is annoying... but in the wrong ways!! How do you fuck up Threepio, you ask? Well, first off by having him be BFFs with Han. Then, by having him "discover" that Han is the "King of Corellia" and proceeding to have him refer to Han as "Your Majesty" at every turn. And making up a song about it.
Chewbacca could be painted background, for all his participation. So many things that Threepio said or was asked about should have been said by Chewie if authors weren't so afraid of translating what he's saying.
THAT'S NO WEDDING
I'm tired and this has gone on for too long already, so let's end with this: "COPL is the only book about Han and Leia's wedding we need!" Bold claim for something that takes up about two paragraphs. Oh, the section is maybe a full page and a half, told from Luke's POV, who is running very late, and he runs into Threepio, who has discovered Han is not, in fact, the King of Corellia, and wants to stop the wedding. But all we see of the wedding fits in two paragraphs. Han is mentioned once. All we get is a description of the room and that Luke thinks Leia is joyful and not mad at him for being an hour late. Woohoo.
This book is not a good Han/Leia book; it's not a romantic book; the plot isn't good; the characterization isn't good; the worldbuilding is barely held together with tape and only later built on by much more talented authors; the lore is based on sexist crap; the relationships and Luke's role as a Jedi are greatly influenced by Mormonism... IT'S JUST NOT GOOD, OKAY?
If you're truly looking for a book about Han and Leia's engagement, wedding and honeymoon, a book that has both romance and action, with coherent worldbuilding, and that doesn't ignore the existence of three movies... read The Princess and the Scoundrel.
The only thing I'm glad I read this book for is that now I can confidently tell people it sucks, because it's so much worse than I thought before.
March 2, 2023
Well, this one’s my third okay-to-decent Legends book in a row. Like the last few I’ve read, it’s got some good stuff for sure, but overall it’s just “eh.”
First of all, the OT characters are all done well here. Threepio was a particular highlight—he had a number of comical moments in this book. I also found the setup for this one pretty interesting. Given the title, it’s pretty obvious that a big part of this book is Leia and her choosing who to marry. She must make a choice between Han Solo and Isolder, a member of the Hapes royal family. While I didn’t initially find this setup interesting, I think the early chapters do a good job of making it engaging. The gang eventually ends up on Dathomir, which is another plus—seeing such a unique world and culture was really cool.
As for negatives, the main thing is the plot which I found fairly uninteresting. I really enjoyed the early parts and the general setup for the plot, but the rest just didn’t grab me much. I think part of that is because the story is suddenly taken to Dathomir, which was an interesting place to explore but felt very disconnected from what was already established in the early chapters. I also found a particular moment with Han to be really, really odd and borderline out of character. (SPOILER WARNING: This isn’t really a spoiler since it’s on the blurb of the book but just in case, here’s a warning.) Han basically kidnaps Leia because she’s seriously considering marrying Isolder, and to me that just feels way out of character. It really took me out of the story. Otherwise things are fine, but that one little thing just kept nagging at me the whole time.
Overall this was another decent EU book. I wouldn’t say there was anything I exactly loved (save for Threepio, maybe) but everything was mostly okay. Not a super engaging or noteworthy book in my opinion, but a decent one.
Rating: 6.5/10
January 16, 2018
It's been quite a few years since I've read this (and I'll probably go back and reread this), but this was the story that sold me on the Han x Leia relationship. I always shipped them in the movies and knew that they got together and had a family, but it was reading this book that made me ship them and be one of my favorite couples.
Also, I'm mad that the EU imploded so Disney didn't use this story for Eps 7, 8, and 9.
Recommended 13+ for romance (again, I don't remember anything besides the main story line)
April 5, 2017
Synopsis: After the death of Darth Vader and the Emperor, what is left of the Empire is still fighting against the weakened Alliance. Leia finds a cluster of planets known as the Hapes consortium that could give her aid, but, in order to seal the deal, she must marry the Queen Mother's son. None too happy about it, Han takes her to the planet of Dathomir, which appears beautiful, but has some dark secrets that will threaten not only the two of them, but also Luke.
My Review: This was relatively mediocre. Nothing spectacular, but, still a mildly entertaining Star Wars adventure. Though there was a lot of suspense--more than I was expecting, given the romantic nature of the title--it was a bit light on action, which may disappoint some fans.
Content Concerns:
Sex: Kissing at worst. 4.5/5
Nudity: None. 5/5
Language: The d-word and h-word are both used twice. 4/5
Violence: Action sequences are present, but there's nothing graphic. 3.5/5
Drugs: None that I recall. 5/5
Frightening/Intense Scenes: The end battle is a bit freaky. 4/5
Other: Some may object to some characters being known as "witches". 4/5
Score: 3.5/5
July 29, 2016
You couldn't set out to craft a book better designed to extinguish my Star Wars obsession than this particular offering. Blech.
First, Wolverton has no clear concept of who Leia is and what makes her tick. He tries to pretend that Leia could not love Han after the ending of Jedi, and even seriously consider marrying someone else. Hogwash.
Second, he spends more time in the heads of Han, Luke, and the would-be wooer (even C-3PO!) than he does in Leia's head, although given his already stated inadequate understanding of her character, it's just as well.
I finished it because I wanted to ensure that I would never be tempted to read it again. It sucked, and there is no other way to say it.
December 28, 2016
12-28-16: Orginally read ages ago, but reread upon the recent death of Carrie Fisher. While Fisher was and will always be an icon, (May she rest in peace!!)this book remains pretty terrible.
Anyone have any GOOD EU books (or comics) featuring Leia prominently?
September 18, 2011
Such a great book. It picks up right where "Return of the Jedi" leaves off, and it is such a fun read for fans of the films.
December 18, 2017
I just want everyone to know that I checked this book out of the library every other month and all I wanted from life was the wedding dress Leia is wearing on the cover.
June 7, 2021
this book had less Witch Content than I remembered. Needs more witches imo.
https://www.frowl.org/worstbestseller...
May 23, 2023
I originally had no intention of reading this book, but I ended up being pleasantly surprised by it. Sure, early Star Wars books are a bit weird nowadays, considering how much that changed with the whole Star Wars universe, but they can still be very entertaining.
3.75 stars
December 4, 2022
Don't let the title mislead you into thinking this is a romance novel, Star Wars style.
Summary:
The novel starts off on Coruscant, with Leia welcoming an entourage from Hapes. Hapes and its other worlds, have plenty to offer to the newly formed Republic, 4 years after ROTJ. One surprise, is Prince Isolder, who wants Leia as his wife, and eventually the queen mother of Hapes. She starts to fall for him, and this makes Han very jealous. He wins a planet in a sabacc game, called Dathomir. He kidnaps Leia, and takes her here to try to win her back.
This planet is orbited by Zsinj, a warlord from the remnants of the Empire. Han and Leia, along with Chewie and C-3PO crash land on the planet. They find that this planet has more than meets the eye. Luke comes searching for them, along with Isolder. The planet is full of surprises, including rancors, much larger than the one in ROTJ, that was in Jabba's palace. Even more dangerous are these witches, called the Nightsisters, who possess the Force, and use it for evil. Come to find out, the Emperor himself, was afraid of them. Leia and Han come in contact with a clan of good witches, called the Mountain Clan. This sets up a struggle between the two clans, with Leia, Han and Luke involved.
Likes: So, not much courtship going on in this novel. This novel has everything I like in a SW novel, interesting, forbidden planet, involving the characters as much as can be expected, and good vs. evil. The evil being pretty strong in this one and Luke struggling with the Nightsisters.
Dislikes: None.
Finally: Make sure you get this for your SW novel collection.
March 2, 2018
Some of the reviews I’ve read for this book show an absolute disdain for the story, characters, and Wolverton himself. I didn’t love this book but I don’t think I hated it as much as some did.
The characters in the film were always hollow and flimsy to say the least, and the books have always been a great opportunity for these undeveloped characters to evolve. Sadly, Wolverton didn’t take advantage of this opportunity. Han was just a tacky and foolish oaf, Luke was a weird introverted sorcerer, and Leia was… well….not even a factor. She’s supposedly the main character and her lines were so devoid of personality that it was tempting to just scan over them to get to the next part of the story.
Growing up, Han was my favorite character in the films. In this book he’s completely unlikeable. I actually found myself rooting against him in his quest to convince Leia to marry him.
The story itself was adequate and the writing style average. I never wanted to throw the book down in disgust, but a few times I did find myself saying, “Chewbacca would never do that,” or “Luke would never say that.”
Overall, it was okay. But just okay.
February 25, 2019
Is this the absolute best Star Wars book in existence? No, but it's pretty darn good. After reading all of the other EU and coming back to this for the first time in years, I suddenly realize Dave Wolverton was before his time--he created the fact of the Unifying Force that became such a prevelent ideaology in the NJO and beyond.
The Isolder/Han/Leia/Luke/Teneniel Djo love pentagon is both the stupidest and most amazing thing ever. No YA book has anything better than this. They have their love triangles, this has a mess, it works somehow? In its absolute ridiculousness, I guess?
A must-read for Star Wars EU fans, at least once (besides the rancors and witches are amazing, so you gotta read it for that).
August 19, 2020
This was a great ride, it's probably the best Star Wars book I've read yet! So I just grabbed it and didn't even read the blurb, it was just the next book in the reading order for me. Colour me surprised when I realized this book was about Hapes and Dathomir! I only really know about them from reading Wookipedia and what I'd read made me love them. I got to learn about both of the places I love and I got to experience one of them. I want to see more of Hapes and Dathomir. I hope we get to see the Hapes Cluster in future books.
January 27, 2016
What a hot space mess of a book.
The writing was straight-up weird, and everyone---with the possible exception of Luke, were hilariously out of character. I do see why Dathomir gets used in a lot of other Star Wars material, the world-building was the only good thing about this book.
Basically this book was on crack but I'm Star Wars trash so I had a good time reading it.
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Posts about The Courtship of Princess Leia written by Marshall
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the lady from planet x
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https://theladyfromplanetx.wordpress.com/tag/the-courtship-of-princess-leia/
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… Or why EU fans and Star Wars.com are equally annoying.
The sudden passing of Dave Wolverton on January 14, had many star warriors reminiscing about the first time they ever read his 1994 novel, The Courtship of Princess Leia. Around the same time Star Wars.com published an article called Star Wars Inside Intel: The Nightsisters. Written by Emily Shkoukani, a member of the Lucasfilm Story Group (whose job is to “know as much about a galaxy far, far away as possible”), the article committed this original sin:
“Making their canon debut in the Star Wars: The Clone Wars animated television series the Nightsisters were eccentric witches residing on the distant, rocky world of Dathomir. In the show’s episode aptly titled “Nightsisters,” fans first encountered the mystifying culture of these witches.”
This got many EU fans in a tizzy for ignoring the fact that Dave Wolverton created the Nightsisters and the planet Dathomir first and they expressed their grievances on Twitter, prompting the author to update her article and apologize for the error.
Predictably, this glaring error, also brought out the knives on Dave Filoni and the Clone Wars cartoon for “butchering” the EU.
Yes, it was stupid and lazy on Lucasfilm’s part to ignore the contributions Wolverton gave to Star Wars (and considering that the author lists her pronouns as they/she, this should come as no surprise) especially on the heels of his death. But does that give fans the right to bash Filoni at the same time for re-introducing the force-wielding witches to a wider audience? No. George Lucas created and produced Star Wars: The Clone Wars, he has the right to override the EU if he wants to, Clone Wars was around long before Disney got its mitts on the franchise and it was butchered by Disney just as much as the Expanded Universe was.
And in a twist of irony it gives Filoni too much credit when the person who wrote all the Nightsisters episodes was Katie Lucas, daughter of George. It’s no different from what StarWars.com did to Wolverton. Besides, in a 2014 interview for the 20th anniversary of TCOPL, Wolverton had this to say:
So it appears Wolverton was happy to see his creation on The Clone Wars and was looking forward to seeing more onscreen depictions of Nightsisters. Maybe if Lucas were still in charge, we would’ve eventually seen more of the Singing Mountain Clan in upcoming shows, video games and action figures.
Well, now that we got that out of the way, let’s take this hated, updated article and improve on it by rewriting it with EU and CW references. My “article” will mostly focus on standout moments and characters from the franchise. If you want a more detailed, in-depth article about the Nightsisters, head on over to Wookieepedia (and click on the Legends tab, if you so choose).
Star Wars Inside Intel: The Nightsisters
Meet the Witches of Dathomir
by The Lady From Planet X
Making their first appearance in the 1994 Legends novel The Courtship of Princess Leia by the late Dave Wolverton, the Nightsisters were force sensitive magick practicing witches (yes, according to George, the Force and magic exist in the same universe, which is why the jedi are not “space wizards”) hailing from the planet Dathomir. In chapter 2, page 19, Luke Skywalker discovers an old holo vid of a young Master Yoda describing the failed rescue of “Chu’unthor from Dathomir”:
“Artoo”, Luke said. “Run through your astrogation files and tell me if you find any reference to a place named Dathomir. It could be a star system, a single planet…” Maybe even a person, he thought with dismay.
Artoo took a moment, then whistled a negative. “I thought not,” Luke said. I’ve never heard of it, either.” During the Clone Wars, so many planets had been destroyed, made uninhabitable. Perhaps Dathomir was one of those, a world so ravaged that it had been forgotten.
Conveniently, Luke’s question would be answered when a lovesick Han Solo wins Dathomir in a card game and kidnaps Leia to the mysterious planet. There, Han and Leia encounter the Singing Mountain Clan, a tribe of force-sensitive Amazons (who more than likely represent the Light Side of the Force) and their enemies, The Nightsisters, who are, in Han’s words, “their sith”.
“The Nightsisters have come for General Solo and the other offworlders. We captured them first, and by all right they belong to us!”
“If you want to interrogate General Solo, then perhaps I can help you. General Solo, why did you come to Dathomir?” Augwynne’s eyes flashed to the pouch at Han’s belt and he took the cue.
“I own this planet and everything on it,” Han said. “I came to check out my real estate.”
As one of the Nightsisters began hissing, shaking their heads, and Baritha spat, “A man claims to own Dathomir?”
Han fumbled in his pouch for the deed, found the box and pressed its switch. The holo of Dathomir appeared in the air above his palm, his name clearly registered as owner.
“No!” Baritha shouted, waving her hand. The box flew from Han’s grip, tumbled to the floor.
“That’s right,” Han said, I own this world, and I want you and your Nightsisters off my planet!”
Baritha glared at him. “Gladly,” she said. “Provide us a ship, and we will leave.” – chapter 14, pg 179
Trailing Han and Leia to the planet, Luke and Leia’s suitor, Prince Isolder, are also captured by the Singing Mountain Clan and – long story short (seriously, just read the book, it’s really good) – together they battle the Nightsisters.
This novel introduced the Nightsister character of Gethzerion, who would later make an appearance in Star Wars Galaxies.
However, in the next year, all this would get retconned… sort of.
In 1995, Bantam Spectra, the same company that published TCOPL, published Kevin J. Anderson’s The Illustrated Star Wars Universe, a sort of textbook/travelogue “written” by historians and poets about the history and ecology of the planets of the Original Trilogy.
According to this source book, the witch Charal (played by Sian Phillips) from the 1985 TV movie, Ewoks: The Battle For Endor was the first introduction of a Nightsister. In the book, an Imperial sergeant by the name of Pfilbee Jhorn writes:
“Charal, is a female shape-shifter, a Force-wielding witch who apparently escaped from her exile on a planet called Dathomir.”
Nearly executed for stealing the Talisman of the Raven for its shapeshifting powers, Charal escaped from Dathomir and joined the Sanyassan Maurauders. She was made second-in-command to the warlord Terak and they ended up on Endor where they encountered Cindel Towani, Noa Briqualon and the Ewoks. In the end, she was turned into a raven permanently when Wicket destroyed the talisman.
It’s interesting to note that Dave Filoni was considering including Charal in the show, but for some reason, it didn’t happen. However, she’s mentioned Daniel Wallace’s Book of Sith: Secrets From the Dark Side (2012).
In the same year, Anderson wrote another book where Luke would confront another Nightsister again, this time to rescue his niece and nephew. Young Jedi Knights: Shadow Academy introduced readers to Tamith Kai, a Nightsister who teamed up with a fallen jedi named Brakiss to “recruit” force sensitive youths into the Shadow Academy to be “trained” into Dark Jedi. Tamith Kai is hilariously defeated when the practical Tenel Ka, daughter of Prince Isolder, responds to Kai’s Force powers with a swift kick to the knee.
By now you’ve noticed that the Nightsisters are depicted as human looking with a pale complexion. All that would change in the late ’90s and early ’00s.
The “Sith Witch”
During the making of The Phantom Menace, Lucas told concept artist Ian McCaig to design a person from “your worst nightmare”. One of the sketches would later become known as the “Sith Witch”, a woman dressed in red robes with a black and white type of “rorschach pattern” on her face.
This design was rejected by Lucas for the movie, but would later appear in The Dark Side Sourcebook of the 2001 Star Wars Roleplaying Game.
Another concept sketch that would be rejected and then recycled was Dermot Power’s “female apprentice to Count Dooku”.
But we’ll get to her in a minute.
On January 7, 2011, fans finally got to see the Nightsisters come to life in The Clone Wars season 3 episode titled, aptly, “Nightsisters”. It turns out that Asajj Ventress, who already made a name for herself in Dermot Power’s sketches, Clone Wars comics and books and Genndy Tartakovsky’s 2003 Clone Wars animated shorts, hailed from this eccentric coven – although her upbringing largely differed from her sisters.
Dathomir is depicted in The Clone Wars with sprawling rockscapes consisting of canyons, caves and cliffs (this is why when Prince Isolder saw Tenenial Djo nude for the first time, he noticed how muscular her back looked from lots of rock climbing). The flora and fauna aren’t too particularly friendly either. Fungus and fire lichen grow abundantly and native to the planet is the Rancor, used as mounts for the Nightsisters.
The Nightsisters’ magick was dark in nature, and Jedi that found themselves on their world often described feeling the presence of the dark side. Although their understanding of it was unique to their world and culture, the magick the sisters wielded was seemingly connected to the Force — just used in a vastly different way than the Jedi or the Sith. Where those groups followed strict dogmas and used the Force in (arguably) more simple ways such as pushing and pulling objects/beings or levitating, the Nightsisters used their magick to cast spells, perform rituals, and brew potions.
When Asajj Ventress returned to her home world seeking guidance, her sisters bathed her in the glowing-green Water of Life in a ritual inducting her into their clan. Later, Mother Talzin, the leader of the clan, brewed a potion that allowed Asajj and a few of her sisters to become transparent — almost invisible — in order to perform a stealth mission.
The Nightsisters also used another form of their magick in rituals conducted following the death of one of their own. When a Nightsister passed, her clan took great care of the body, wrapping it in cloth soaked in the planet’s magickal waters and reciting a spell of protection for their fallen sister. They were then placed in a burial pod that would be hung from a Grave Thorn, a warped and twisted, barbed tree native to the planet.
Though it appeared that the Witches of Dathomir ruled the planet, like most humanoid species, these women still needed males to reproduce. While The Singing Mountain Clan often captured men as mates, the Nightsisters had male counterparts in the form of the Nightbrothers, subservient to the witches. The two sects of natives lived and operated in separate areas of the planet, the Nightsisters calling on the brothers when needed. When Asajj’s original assassination plan failed with the use of the invisibility potion, Mother Talzin organized a competition amongst a selection of Nightbrothers. They fought in gladiatorial-style trials before one, Savage Opress, edged out the competition. He was then tasked to aid Asajj in her quest to exact revenge on her former teacher, Count Dooku. Whereas the Nightsisters wielded magick, the Nightbrothers were warriors. After Savage was selected to assist Asajj, Mother Talzin and the Nightsisters used their magicks to enhance Savage’s physical strength, putting him under a spell that forced him to obey their directions.
Mother Talzin was among the strongest witches in her clan, and served as their leader. She was a master at her arcane abilities, with the Nightsisters seeking her guidance. She was also responsible for handling any relations with the galaxy, such as when the malevolent Darth Sidious, an ally of Talzin’s, came to Dathomir and saw the potential in one of the young Nightbrothers. Talzin released the child to Sidious, who raised him as his Sith apprentice, and became known as Darth Maul (note: this happened in the James Luceno Legends novel, Darth Plagueis).
After the many attempts Asajj made to have her former master, Count Dooku, executed to get revenge against him for abandoning her, Dooku turned his attention to the Nightsisters. With the Separatist army at his disposal, Dooku ordered General Grievous and his battle droids to the twisted planet of Dathomir to eradicate the galaxy of Nightsisters. But the Nightsisters would not go down without a fight.
With the guidance of Mother Talzin and the power of their dark magicks, the Nightsisters retaliated against the Separatist droids. Talzin went so far as to raise the dead, awakening deceased Nightsisters from their long slumber to aid the living in their attempt to avoid extinction. But despite their power and abilities, Talzin’s Nightsister clan met its demise. All but a few were slain, but their legacy carried on in those that remained.
My final entry here is Dark Disciple, a 2015 novel penned by Christie Golden, that was originally going to be an eight-part story arc on The Clone Wars before cancellation. After the massacre of her sisters and her betrayal by Count Dooku, Asajj spends the rest of her days as a bounty hunter. With the Jedi Order more determined than ever to have Dooku killed, they turn to his former apprentice for help by teaming her up with Jedi Master Quinlan Vos on a mission to assassinate the sith lord. You can guess how well that turns out. Long story short (seriously, read the book, its really good. Its arguably the only good novel from the new Star Wars canon), Ventress is killed in the process. Vos and Obi-Wan Kenobi (who now views Ventress as an ally) lay Asajj’s body in a dark pool at an abandoned Nightsister village on Dathomir. To the awe of the two jedi, the pool turns green at the touch of her body and the voices of the deceased Nightsisters are heard, welcoming Ventress back.
So there you have it. A herstory of the Nightsisters. What are your favorite memories of these creepy cool gals? Did you ever cosplay as a Nightsister? Do you own a Mother Talzin action figure? Let me know in the comments.
For Dave Wolverton (1957-2022), the Original Nightbrother.
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Courtship of Princess Leia Review
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A juvenile setting that improved once the cast got to where they were going, but full of contrived circumstances and inconsistencies.
I can't believe that I once thought this book was terrific. After reading the "prequel" trilogy to this, namely the Hunt for Zsinj and culminating in Solo Command, I was expecting to fly into this and cruise through it without any problem. But I lost interest about two thirds of the way through, which is never a good sign, especially with a Star Wars book.
The first third of the book is actually the worst part of it. Han Solo returns from his hunt for Zsinj, fully satisfied that he has destroyed the Super Star Destroyer Iron Fist. But when he and Luke encounter the Iron Fist again at the very end of the book, Han doesn't even blink, but tries to destroy it a second time (and does this with way too much ease). Frankly, I liked Alston's version better. The Super Star Destroyer in for repairs would have been the Iron Fist, and Han should have been aghast at the sight.
The first cliché comes when Han encounters a fleet of Hapan battle dragons in orbit of Coruscant, and thinks they are under attack. With a fleet that size on the move in the middle of New Republic space, would it really be a surprise to Han? Everybody on Coruscant seemed to know about it, and Han walked into the ceremony just as it started. No way.
Worse is his reaction, and the reactions of everybody else when the Queen Mother of Hapes gives her son to Leia to marry. Leia is stunned, but everyone knows that she must accept, for they need the help of this political alliance. At one point later, however, Leia is almost assassinated. Because of Luke, we find out right in the last few pages of the book that the Queen Mother is responsible, but it feels tacked on.
In fact, the whole beginning, while slow, seemed also rushed! It felt like the author wanted to get to Dathomir so quickly, that he contrived circumstances to get us there. And once his creations were introduced, and their battle over, we got to return to the political arena, to tie us some loose ends, but it only took two or three pages to do so, as if he wasn't really interested in finishing the story now that we were back to something that he didn't invent. For there were several points that never got resolved. One was the Alderaanian council, and their ambassador. The question of whether they got a planet or not is unimportant, because it is continued in later storylines. But they were so set upon Leia marrying Isolder of Hapes that we deserved to see some reaction of her wedding to Han in the last page. Never mind that the man was a complete waste of time, a caricature, and dull, too! The wedding was essentially non-existent. Luke arrives late, and Leia smiles at him while saying her vows. I wonder, did Isolder ever figure out what their relationship was?
I don't really want to get into the details of how Han tries to compete with Isolder's love (or should I say lust?), because it is so juvenile that it is beneath the Han Solo that we know and love, and definitely not worthy of the man we saw fighting Zsinj in Solo Command. Suffice it to say that Han goes too far. Once he wins a planet in a desperate card game, Leia figures out that he was cheated, and it is not the planet that he thought it was. She sends him away with the equivalent of a pat on the head and intends to run back into Isolder's arms. The second cliché. Of course, the planet ends up being in Zsinj-held territory, where he has an orbital shipyard. How coincidental.
I think the worst characterization in the book came from C3P0. He was used for poor comic relief here, and he and Han seem to be best buddies. For some reason, C3P0 constantly wants to impress Han, finding out that Han is descended from the King of Corellia, singing stupid songs, trying to get Leia to fall in love with Han, and finally finding out that Han's relative was actually a pretender to the throne, which gets him thrown into a closet by Luke. I liked the nod in Union to C3P0 being locked in a closet, though I couldn't remember the reference. Here, it just makes C3P0 look worse, because it is written so poorly, and it is out of character for Luke, too. C3P0 has no chemistry whatsoever with R2D2, and that's too bad. One inconsistency in the book concerns the need for R2D2s sensors, which are not needed, because they find help from an outcast. They don't even bring R2 into the prison to look for the parts they said they needed him for!
The whole setup screamed "contrived" to me, loudly. And that's too bad, because once we got to Dathomir, the story improved dramatically. The Force has not been handled well by Star Wars authors, who seem to think that they must include a Force element, but don't know quite what to make of this mysterious energy field. This author seems to have the best grip on it, I think. Even though he is off track (by Phantom Menace standards), what he makes his characters do, how they react, and what they are capable of doing, seemed to really make sense, and was believable.
Dathomir is home to a race of humans strong in the Force -but only the women. Most are of the light side, but some have turned to the dark, and are called Nightsisters. Though I don't believe it, even the Emperor is said to have been afraid of this planet, and they apparently repulsed even Yoda and a group of Jedi trying to retrieve a starship Jedi academy. But it is also said that the Nightsisters have not been around for a long time -how could they have repulsed Yoda, as mentioned in the last few pages? The original Force-sensitive settler was an outcast Jedi, turned to the Dark Side. Why would all of her descendents be sworn to the Light, then, and be cast out when they use the Dark Side? And why do their faces burst a vessel when they use the Dark Side? Casting out a Dark Force user doesn't make sense. Can she not then do more evil, set up an empire of her own? Enslave people? Ah, well. Back to the story.
Because everybody is so afraid of the "witches", no ships are allowed to land, in case the witches take it over and are able to spread through the galaxy. So Han's ship is shot down, and he makes a crash landing using the hull of a destroyed frigate. When they are captured by the witches, Han is assumed to be Leia's slave. Luke and Isolder find their way to Dathomir using the Force (Isolder to kidnap Leia back from Han), and so arrive earlier than Isolder's fleet, which has to take the cautious round-about route. When they are shot down, Luke uses the Force to land their ships and passengers safely, and unpowered. Why he doesn't use this kind of power later, when they want to load and unload heavy generator coolant in barrels that then burst because they hit the ground, is beyond me.
Luke is a strange one. He easily defeats Tenenial Djo when she tries to capture him as her husband, but on her second try, he doesn't even sense that she will make the attempt. But after a day of trudging with hands bound, he shows her how easily he can escape. Later, when he encounters the leader of the Nightsisters, Gethzerion, he uses his blaster instead of his lightsaber, which would have surely killed her. Plot convenience, if I ever saw one.
Looking back at this review, I can't help thinking that the book wasn't really bad, even though most of my comments are negative ones. I really did enjoy the middle part, considerably. The walk through the prison was informative, especially in light of Luke's attitude towards avoiding conflict. After they retrieve the parts they need, from a conveniently operational freighter (operational for non-space use, that is), the Nightsisters attack. Teneniel Djo is wounded, but they make it out thanks to Luke's power with the Force, and Han igniting the thrusters to burn the witches just in time. They bail out into a lake (Zsinj's forces destroy all ships attempting to leave the planet, since they could harbour the witches), where C3P0, R2D2 and Chewie pick them up with their rancors. So Zsinj's forces think that they have killed Han Solo and destroyed his ship, but later Zsinj somehow thinks Han is alive. Inconsistent, and not the first time!
The trip back to the mountains is uneventful, except that the battle threatens to start before they get to their destination. Gethzerion attacks the clan, looking to capture the Millennium Falcon. The battle doesn't go well for our heroes, though they hold their own for a long time. Luke and the rancors take out several scout walkers, which was really neat, and buy the group more time to fix the Falcon. Just when they are close to doing that, the Nightsisters break into the makeshift garage. Once again, Han and Leia light up the thrusters and take off. For some reason, Isolder ran out of the Falcon instead of running into it, ensuring that he is nearly killed. And Teneniel tells the others that she feels useless with the Falcon repairs, where her Force skills could have been immensely useful simply in levitating the generators or filling the coolant.
As they take off, Zsinj deploys his Nightcloak, seeing that the planet has gotten way out of control. The surface will slowly freeze, and everybody and everything will die. He offers a trade to Gethzerion, though, in that she could exchange Han Solo for her life. So she sends Han a vision of her shooting all of the people at the prison, who are mostly political prisoners, enemies of the Emperor, and Han turns himself in. He threatens to blow her up, be she has dismantled his detonator with the Force well before he could use it. And the above scene is where the book started to go down in interest again.
Luke was nearly killed by Gethzerion, but he senses the life all around him, and takes what he needs to live. He then rests and eventually pilots the Falcon, using nothing but the Force to pull precision maneuvers and make precision shots at the enemy. He chases Gethzerion up into orbit, after she gets her hands on a shuttle (and kills poor General Melvar, who got much better treatment in Alston's X-Wing trilogy), until Zsinj's forces blow her up. Luke then destroys enough Nightcloak satellites until it short circuits (never mind the trite and inaccurate dialog telling us that "he said it's like a chain, so if we can break one link, it will fall apart").
As I mentioned earlier, Zsinj's ship (and Zsinj along with it) are destroyed in a completely unbelievable manner, the heroes are congratulated by the good witches, and Han and Leia get married. Luke also gets the records from the starship wreck that used to be an academy as a gift , and Isolder marries Teneniel Djo after finding out that his mother was responsible for murdering his true love and his brother, and attempting to murder Leia. But all of that felt tacked on.
I had a lot of mixed feelings, all the way through. The middle of the book rose occasionally above the meager story, and much of it was pure fun, the way a Star Wars story is supposed to be. But when this book came out, only three or four other Star Wars books existed from the new era, and I'm sure it was a refreshing tale. But with so much competition now, the story does not measure up to the other stories out there. I wish the author had cut out a lot of the beginning, and perhaps make Isolder the jealous one by having Leia go with Han willingly from the start, instead of kidnapping her with that Hapan "gun of command". If he had cut more from the beginning, we could have had a real conclusion.
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https://www.audible.com/pd/Star-Wars-The-Courtship-of-Princess-Leia-Audiobook/B002V0QNO4
|
en
|
Star Wars: The Courtship of Princess Leia
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] |
[] |
[] |
[
""
] | null |
[
"Dave Wolverton"
] |
2007-02-09T00:00:00
|
Star Wars: The Courtship of Princess Leia as it's meant to be heard, narrated by Anthony Heald. Discover the Abridged English Audiobook at Audible. Free trial available!
|
en
|
Audible.com
|
https://www.audible.com/pd/The-Courtship-of-Princess-Leia-Audiobook/B0CKS1XTRJ
|
Courtship Review
Above Average:
Written very well, encompases humor and action with a well thought through plot. Need to read/listen to this book in order to understand future Star Wars novels. A very small percentage of the book actually pertains to courting Leai.
Poor Abridgement
For the book being called the Courtship of Princess Leia, it was pretty sad how little it had to do with the romance of Han & Leia. The condensed version was also very confusing & hard to follow. I hope they release a full version of it, perhaps with a woman narrator, instead. Probably better to start with the actual book.
Not Your Typical Romance... Come on It's Star Wars
For those of you who saw the credits roll for Return of the Jedi and thought, "BUT are Han and Leia are going to get married?" well, this is the book for you. This isn't your typical Romance, largely because its Star Wars. But it is a blast. Those seeking romance and those seeking action can both be pleased here (perhaps akin to a Gerard Butler RomCom).
But let's talk about the true draw to this book (in my opinion). This is no longer canon, for those concerned, but this story had much to do with influencing current canon. The Nightsisters of Dathomir had a long run on The Clone Wars and Rebels, and this is where that all started. And they are the reason I keep coming back to this book. A primitive society of ladies who use the force and ride rancors. What more could you ask for?
The biggest disappointment is the abridged story. It's a nice length, but I've read the book and I wish I could've heard the whole thing. For those unfamiliar with this story, I think it will feel completed and conclusive.
Story Quality: One can find much to enjoy here. Admitedly, it can be cheesy at points, and yet much of the novelty and fun makes up for it.
Audio Quality.: Fantastic. You couldn't ask for better.
|
|||||
correct_publicationDate_00115
|
FactBench
|
1
| 20
|
https://www.target.com/p/the-courtship-of-princess-leia-star-wars-legends-star-wars-legends-by-dave-wolverton-paperback/-/A-92866065
|
en
|
Legends) By Dave Wolverton (paperback) : Target
|
https://target.scene7.com/is/image/Target/GUEST_b2e1243f-e976-477f-ae88-dfd9f773048e
|
https://target.scene7.com/is/image/Target/GUEST_b2e1243f-e976-477f-ae88-dfd9f773048e
|
[
"https://target.scene7.com/is/image/Target/GUEST_b2e1243f-e976-477f-ae88-dfd9f773048e?wid=800&hei=800&qlt=80&fmt=pjpeg"
] |
[] |
[] |
[
"The Courtship of Princess Leia - (Star Wars - Legends) by Dave Wolverton (Paperback)"
] | null |
[] | null |
Shop The Courtship of Princess Leia - (Star Wars - Legends) by Dave Wolverton (Paperback) at Target. Choose from Same Day Delivery, Drive Up or Order Pickup. Free standard shipping with $35 orders.
|
en
|
https://assets.targetimg1.com/static/images/favicon.ico
|
https://www.target.com/p/the-courtship-of-princess-leia-star-wars-legends-by-dave-wolverton-paperback/-/A-92866065
|
undefined out of 5 stars with 0 reviews
be the first!
|
|||
correct_publicationDate_00115
|
FactBench
|
3
| 39
|
https://www.wikiwand.com/en/The_Courtship_of_Princess_Leia
|
en
|
The Courtship of Princess Leia
|
[
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"https://upload.wikimedia.org/wikipedia/en/thumb/0/00/CourshipLeia.jpg/220px-CourshipLeia.jpg"
] |
[] |
[] |
[
""
] | null |
[] | null |
The Courtship of Princess Leia is a 1994 science fiction novel by American writer Dave Wolverton, part of the Star Wars franchise. It continued the streak of New York Times Bestsellers, which started with 1991's Heir to the Empire. The Courtship of Princess Leia is set in the Star Wars expanded universe, and deals with the downfall of Warlord Zsinj and the circumstances leading to the marriage of Han Solo and Princess Leia, characters that originated in the 1977 film Star Wars: A New Hope.
|
en
|
Wikiwand
|
https://www.wikiwand.com/en/The_Courtship_of_Princess_Leia
|
1994 novel by Dave Wolverton / From Wikipedia, the free encyclopedia
Dear Wikiwand AI, let's keep it short by simply answering these key questions:
Can you list the top facts and stats about The Courtship of Princess Leia?
Summarize this article for a 10 year old
SHOW ALL QUESTIONS
|
|||||
correct_publicationDate_00115
|
FactBench
|
0
| 83
|
https://www.readstarwars.com/book/the-courtship-of-princess-leia-star-wars-legends/
|
en
|
The Courtship of Princess Leia: Star Wars Legends – ReadStarWars
|
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[] |
[] |
[
""
] | null |
[] | null |
en
|
https://www.readstarwars.com/book/the-courtship-of-princess-leia-star-wars-legends/
|
May the Force be with your inbox
Sign me up for news from Star Wars Books.
By clicking Sign Up, I acknowledge that I have read and agree to Penguin Random House's Privacy Policy and Terms of Use and understand that Penguin Random House collects certain categories of personal information for the purposes listed in that policy, discloses, sells, or shares certain personal information and retains personal information in accordance with the policy. You can opt-out of the sale or sharing of personal information anytime.
May the Force be with your inbox
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By clicking Sign Up, I acknowledge that I have read and agree to Penguin Random House's Privacy Policy and Terms of Use and understand that Penguin Random House collects certain categories of personal information for the purposes listed in that policy, discloses, sells, or shares certain personal information and retains personal information in accordance with the policy. You can opt-out of the sale or sharing of personal information anytime.
|
|||||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 41
|
https://info.edgeinsights.in/company/Manhattan-Associates-India-Development-Centre-Pvt.-Ltd./51542
|
en
|
Manhattan Associates India Development Centre Pvt. Ltd. Company Profile Information
|
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[] |
[] |
[
"Manhattan Associates India Development Centre Pvt. Ltd. Company Profile Information Manhattan Associates India Development Centre Pvt. Ltd. corporate Details",
"Manhattan Associates India Development Centre Pvt. Ltd. Latest Business Research Reports",
"Company Financials & Director Information Companies"
] | null |
[] | null |
Manhattan Associates India Development Centre Pvt. Ltd. Company Profile Information Manhattan Associates India Development Centre Pvt. Ltd. corporate Details, Manhattan Associates India Development Centre Pvt. Ltd. Latest Business Research Reports, Company Financials & Director Information Companies. Find Director details of all companies at EdgeInsights.
|
Edge Insights
|
https://info.edgeinsights.in/company/Manhattan-Associates-India-Development-Centre-Pvt.-Ltd./51542
|
Basic Information
Manhattan Associates India Development Centre Pvt. Ltd. Company Profile Information is operating as a Private Company - Operating. It was officially incorporated on 03 June, 2002, making the company 34 years old. The company was founded in the year 1990. It is categorised as - classified as -. Its Listing Status is -. As per the official records of Ministry of Corporate Affairs (MCA), the Corporate Identification Number (CIN) of the company is U72200KA2002PTC030576 and Registration Number is -. Additionally, Manhattan Associates India Development Centre Pvt. Ltd. Company’s Scrip Code is . It has been duly registered at Registrar of Companies -.
Manhattan Associates India Development Centre Pvt. Ltd. company’s current MCA status is -. As per the official records, the company’s Authorised Capital is Rs. - and its Paid-up Capital is Rs. -. The last reported Annual General Meeting (ABM) of the company was held on - and the last Balance Sheet was filled on -. The list of current and past investors of the company with their respective Relationship Type, Stake Held and % Stake can be accessed here.
Manhattan Associates India Development Centre Pvt. Ltd. company’s registered address is -. The company’s registered Email ID is -. Manhattan Associates India Development Centre Pvt. Ltd. company’s website is http://www.manh.com.
The company is Doing Business As (DBA) Manhattan Associates Development Centre Pvt. Ltd.. It is operating in the Information Technology industry. As for the Business Description, Manhattan Associates India Development Centre Pvt. Ltd. is a software development company. It offers carrier management, distribution management, inventory optimization, mobile supply chain, order management, store inventory and fulfillment, planning,.
Manhattan Associates India Development Centre Pvt. Ltd. Company’s Board of Directors are of Manhattan Associates India Development Centre Pvt. Ltd. are Dennis Bomert Story, Linda Colder Pinne, Thirumala Srinivasa Ushasri The appointment date of each of the members from the Board of Directors can be accessed here.
The Key Business Developments and recent updates of Manhattan Associates India Development Centre Pvt. Ltd. corporate details can be accessed here.
As for the financial overview of the company, in the previous financial year 2021, its Net Sales was 3,966.00 and Total Revenue was 4,005.00. After factoring in the Total Expenditure of 3,215.00, Manhattan Associates India Development Centre Pvt. Ltd. Company’s EBITDA was 790.00 with an EBITDA margin of 19.73. The company’s EBIT and PAT stood at 508.00 and 323.00 respectively. The resulting PAT was 323.00 with a PAT Margin of 8.06%. The Company had a Debt-to-Equity ratio of 0.00 and Current Ratio of 6.89. Return on Capital Employed was 14.25. Access Manhattan Associates India Development Centre Pvt. Ltd. Company’s Latest Business Research Reports & prior years financial information here.
To get more information regarding the Charges of Manhattan Associates India Development Centre Pvt. Ltd., click here.
|
||||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
0
| 55
|
https://github.com/uwdb/quro/blob/master/quro_experiments/code/egen/flat_in/Company.txt
|
en
|
quro/quro_experiments/code/egen/flat_in/Company.txt at master · uwdb/quro
|
https://opengraph.githubassets.com/81227837bc38ef44ed1519a79b82284f545311ba700caf9b5df3c73f1bbede10/uwdb/quro
|
https://opengraph.githubassets.com/81227837bc38ef44ed1519a79b82284f545311ba700caf9b5df3c73f1bbede10/uwdb/quro
|
[] |
[] |
[] |
[
""
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Reordering queries to improve application performance - quro/quro_experiments/code/egen/flat_in/Company.txt at master · uwdb/quro
|
en
|
GitHub
|
https://github.com/uwdb/quro/blob/master/quro_experiments/code/egen/flat_in/Company.txt
|
Skip to content
Navigation Menu
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|||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 57
|
https://www.sonepar.com/en/newsroom/sonepar-selects-manhattan-active-warehouse-management-to-transform-and-harmonize-its-global-distribution-network-7954
|
en
|
Sonepar Selects Manhattan Active Warehouse Management to Transform and Harmonize Its Global Distribution Network
|
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[] |
[] |
[
""
] | null |
[] | null |
en
|
/resource/crblob/36562/c57efe320a9854907c0932d3be210ba0/apple-touch-icon-png-data.png
|
https://www.sonepar.com/en/newsroom/sonepar-selects-manhattan-active-warehouse-management-to-transform-and-harmonize-its-global-distribution-network-7954
|
In response to significant ecommerce growth and customer demand for a seamless digital and physical experience, Sonepar Group is investing in Manhattan’s industry-leading solutions to deliver the highest standard of service in a fast, reliable and more sustainable way.
Paris, June 21, 2022 - Sonepar, the world leader in electrical products, systems and services distribution, is expanding its current Manhattan Active Warehouse Management partnership to support its ongoing global omnichannel supply chain transformation.
In response to significant ecommerce growth and customer demand for a seamless digital and physical experience, Sonepar Group is investing in Manhattan’s industry-leading solutions to deliver the highest standard of service in a fast, reliable and more sustainable way.
The company has an ambitious supply chain and digital transformation agenda: its goal, to become the first global B2B electrical distributor to provide a fully digitized omnichannel experience to all its customers. Sonepar leverages its multichannel distribution and logistics network to optimize its supply chain, offer competitive prices and improve its customer relationships. Its products are available anywhere, anytime at the company’s branches, showrooms, online and on mobile devices.
With this rollout, Sonepar is building on its previous successes with Manhattan’s Warehouse Management solutions at its subsidiaries Technische Unie and Van Egmond Group in the Netherlands and Mayflex in the UK. Manhattan Active Warehouse Management will initially be rolled out at Sonepar’s Cebeo division in Belgium with other locations to follow.
Jo Verbeek, Chief Supply Chain Officer stated,“Manhattan’s cloud native supply chain solutions are innovative and run on a unique platform enabling us to drive the rapid rollout of state-of-the-art distribution facilities globally; underpinning the buying journey and offering our customers a seamless omnichannel experience."
“We believe expanding the global partnership with Manhattan will help Sonepar Group become the first global B2B electrical distributor capable of delivering a truly complete omnichannel experience to each and every one of our customers, in a more sustainable, cost-effective way. We look forward to working together with Manhattan’s team of experts in the coming years to realize this long-term, strategic goal,” Jo concluded.
Henri Seroux, Senior Vice President, EMEA at Manhattan Associates added, “At the core of Sonepar’s offering today is the need to respond to the unique and evolving requirements of every customer. By providing digitized and orchestrated omnichannel capabilities through Manhattan Active Warehouse Management and our other cloud native Manhattan Active Supply Chain solutions, Manhattan is demonstrably and actively contributing to Sonepar’s international business goals and long-term success as well.”
About Sonepar
Sonepar is an independent family-owned company with global market leadership in B-to-B distribution of electrical products, solutions and related services. Through a dense network of 100 brands spanning 40 countries, the Group has an ambitious transformation agenda to become the first global B-to-B electrical distributor to provide a fully digitalized and synchronized omnichannel experience to all customers. Drawing on the skill and passion of its 45,000 associates, Sonepar had sales of €26.4 billion in 2021. Sonepar makes its customers’ lives easier, over the counter, visiting customers, by phone or online, – however we’re needed. www.sonepar.com.
About Manhattan Associates
Manhattan Associates is a technology leader in supply chain and omnichannel commerce. We unite information across the enterprise, converging front-end sales with back-end supply chain execution. Our software, platform technology and unmatched experience help drive both top-line growth and bottom-line profitability for our customers.
|
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wrong_mix_range_subsidiary_00028
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FactBench
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2
| 60
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https://www.jlab.org/info_resources/faq
|
en
|
Frequently Asked Questions (FAQ)
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Thomas Jefferson National Accelerator Facility
|
https://www.jlab.org/info_resources/faq
|
Related to Library Services
How do I find a book?
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How can I download journal articles?
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How can I check my library account?
Why are my books routed to the library when I order them?
What is the ArXiv E-Print Archive?
What is IEEExplore?
What is OSTI?
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Related to JLab Publications
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Related to Your Records and Files
What is DocuShare?
My files drawers are running over. What do I do?
How do I retrieve stored records?
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The library's patron catalog is on a server at library.jlab.org (bookmark it). You can link to it quickly from the Information Resources -> Library Services web page as well. When searching the catalog the use of the "builder" search feature is recommended. "Builder' allows you to string together specific key words and search them as a phrase. This method significantly reduces false postings and provides a more relevant retrieval. See the online catalog instructions.
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If you wish to get a tech note number please call x7805 or email kindrew@jlab.org. Provide the title and authors of the tech note in your email, and you will receive a tech note number in response. When the tech note is completed, the author emails the document to kindrew@jlab.org, who will then place the document into the Tech Note collection in Docushare. The collection is restricted to JLAB access only.
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How can I submit my paper to the e-print archive (ArXiv)?
After submitting your paper to the JLab publications manager submit it to the ArXiv. The e-print archive is an automated archive for electronic communication of research information in many fields of physics, and some related and unrelated-disciplines. It is the largest and, increasingly, the most acclaimed resource of it's kind. Numerous world renown information resources derive or harvest data from this source including SLAC SPIRES. To submit your paper click here. If you need assistance in submitting your paper contact Kim Kindrew.
JLab Publications Database
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Docushare is the laboratory's electronic documents management system. It allows documents to be organized in centralized, structured system and provides shared access to these documents.� Docushare licenses and privileges are assigned.� To learn more about Docushare accounts contact Dana Cochran x7244 in MIS.� To access Docushare click here.
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The files and "records" created at Jefferson Lab are the property of the Lab and the Department of Energy. As such, they should not be discarded without proper authorization. See this link for details of how you should handle a files storage concern. Records Storage Procedure
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If you are a NEW PATRON, learn how to set up PrePRINT Alert to meet your needs.
|
|||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 94
|
https://www.businesswire.com/news/home/20200827005114/en/Metapack-and-Manhattan-Associates-Team-Up-to-Provide-Retailers-With-Frictionless-Access-to-a-Complete-Suite-of-Supply-Chain-and-Delivery-Solutions
|
en
|
Metapack and Manhattan Associates Team Up to Provide Retailers With Frictionless Access to a Complete Suite of Supply Chain and Delivery Solutions
|
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2020-08-27T12:30:00+00:00
|
Metapack and Manhattan Associates Team Up to Provide Retailers with Frictionless Access to a Complete Suite of Supply Chain and Delivery Solutions
|
en
|
https://www.businesswire.com/news/home/20200827005114/en/Metapack-and-Manhattan-Associates-Team-Up-to-Provide-Retailers-With-Frictionless-Access-to-a-Complete-Suite-of-Supply-Chain-and-Delivery-Solutions
|
LONDON & EL SEGUNDO, Calif.--(BUSINESS WIRE)--Metapack, the global leader in eCommerce delivery technology, today announced the launch of its direct External Parcel Integration (EPI) with Manhattan Associates, a leader in supply chain and omnichannel commerce technology. The EPI directly connects Manhattan Associates’ warehouse management system (WMS) and Metapack’s delivery management platform, providing retailers with seamless access to both Manhattan Associates’ market leading WMS solution and Metapack’s breadth of eCommerce services.
Rapid integration, implementation and configuration.
The EPI connector is purpose-built, performance engineered and proven to reduce integration time and costs for retailers, by seamlessly utilizing both Manhattan Associates WMS shipping capabilities and Metapack systems across global warehouse locations. The EPI enables rapid implementation of Metapack Delivery Manager alongside Manhattan’s WMS with minimal work for the customer. In just 2-4 weeks, customers are up and running. Both systems work out of the box.
“We’re thrilled to highlight the next stage in our partnership journey with Manhattan Associates and reveal our new EPI,” said Duncan Licence, VP Global Product at Metapack. “The world has changed over the past few months and retail has accelerated in its growth towards a digital-first ecosystem.”
“Retailers need to ensure they are investing in the right delivery management technology to meet new demands from consumers. At Metapack, we’re always listening to the needs of our customers and providing value – this joint EPI is a testament to that delivery promise,” finished Licence.
“Manhattan Associates has a longstanding partnership with Metapack and this integration between our two market leading solutions is the natural evolution of a shared vision of retailing. We’re excited to announce this integration and look forward to the continued benefits it will provide end-users all over the world,” said Eric Lamphier, Senior Director of Global Alliances at Manhattan Associates.
400+ carriers. 4,900+ shipping services. One integration.
With the Metapack EPI, Manhattan Associates’ customers now have a single point of integration with over 400 shipping carriers and 4,900 delivery services in over 220 countries and territories. Customers can add these carriers and services quickly and easily with a fully compliant label library using a universal label format. Metapack also allows for centralized monitoring of carriers at a parcel level.
Includes Metapack’s Award-winning Delivery Options
The new EPI gives Manhattan Associates’ customers access to all of Metapack’s powerful delivery options including “Click & Collect” and “Ship from Store” options. These options are designed to create amazing customer delivery experiences while driving conversion, increasing customer loyalty and reducing shopping cart abandonment. Metapack offers a wide range of convenient delivery options and far-reaching collection points including over 350,000 PUDO (Pick-Up/Drop-Off) locations.
Offers Metapack’s Post-Shipment Features including Delivery Tracker and Branded Returns Portal
Metapack’s Delivery Tracker builds trust with accurate end-to-end tracking while engaging customers and encouraging repeat business with branded experiences from order to delivery. For returns, Metapack brings the world’s easiest international returns process to Manhattan Associates’ customers with a self-service returns portal and customer communications available in 25+ languages. Customers can also access a network of local warehouses around the world to receive and process returns faster.
To find out more about the key benefits of the EPI integration between Metapack and Manhattan Associates, please visit: https://www.metapack.com/manhattan-integration/.
About Metapack
Founded in 1999, Metapack helps eCommerce and delivery professionals meet consumers’ growing expectations of delivery, while maintaining and optimizing operational efficiency. Metapack’s SaaS solution offers a wide range of personalized delivery services, from global order tracking to simplified return procedures, through a catalogue of 400+ carriers and 4,900+ services available that span every country in the world. Thanks to Metapack, more than 550 million packages are sent annually by any of the world’s leading eCommerce retailers. Metapack is a wholly-owned subsidiary of Stamps.com (Nasdaq: STMP): https://www.metapack.com/.
About Manhattan Associates
Manhattan Associates is a technology leader in supply chain and omnichannel commerce. We unite information across the enterprise, converging front-end sales with back-end supply chain execution. Our software, platform technology and unmatched experience help drive both top-line growth and bottom-line profitability for our customers.
|
||||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
1
| 54
|
https://www.cleverpodcast.com/blog/ana-arriola-kanada-ethical-ai
|
en
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Kanada’s Heroic Path to Ethical AI & Platform Whispering — Clever Podcast
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2023-12-12T00:01:00-05:00
|
Artificial Intelligence & Machine Learning Product Specialist, Ana Arriola-Kanada, grew up in ‘the valley’ just north of LA, watching Robotech and working in the family shop. She moved to Japan just after HS to work in Anime. An auto-didact driven by a powerful work-ethic and growth mindset.
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en
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https://images.squarespace-cdn.com/content/v1/6127b77880791144b0047798/4add7c5f-b2ca-4469-b97c-5f001210247f/favicon.ico?format=100w
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Clever with Amy Devers
|
https://www.cleverpodcast.com/blog/ana-arriola-kanada-ethical-ai
|
Amy Devers: Hi everyone, I’m Amy Devers and this is Clever. Today I’m talking to Ana Arriola-Kanada. Whether that name means anything to you or not, her work has definitely meant something to you. It’s impossible to gauge just how powerfully and ubiquitously Ana has impacted our lives and culture through her work, influence, and creativity. So buckle up - This one is a wild ride through the worlds of tech & design from the early early days of the internet through the advent of mobile computing to the forefront of Ethical AI - Ana has been there and been a key architect the whole way. Professionally-speaking Ana is an Artificial Intelligence and Machine Learning product specialist. Practically speaking, Ana is an auto-didact with a growth mindset that has propelled her through animation, graphic design, information & interaction design, hardware and product design, product management, entrepreneurship, UI/UX, research, strategy, leadership and advocacy. Ana’s career trajectory is absolutely bananas - From Adobe and creating the first emoji, to Apple where she was the Product Line Manager for design of the original iPhone, to the being the Head of hardware design at the now-infamous Theranos, (if you’ve read Bad Blood or seen the tv series the Dropout) you know that Ana famously called out Elizabeth Holmes on unethical activity and quit on the spot, taking her whole team with her…To innovative products, and Sony’s ubiquitous UX, to setting the tone and developing frameworks for the ethics around AI at the majors including Samsung, Meta Facebook, and Microsoft - where she also contributed meaningfully to the partnership on AI. And Now she’s a Managing Director at IDEO Tokyo. Ana is also a queer, latine, mother of 4, a fierce proponent of empathy-driven and human-centered design , a passionate advocate for diversity and inclusion in the tech industry AND for global intersectionality in the data sets that inform the AI and ML that will impact us all. Ana has been right there on the ground floor of the most critical technological flashpoints of modern culture. When we started this conversation she joked that she’s speaking to me from the future. At the time I thought she was referring to Tokyo’s time zone being 14 hours ahead of mine - but now I know it’s because Ana is always ahead of her time…. Here’s Ana…
Ana: Hi, I’m Ana, my pronouns are they/them/theirs and she/her/hers. I currently live in Tokyo where we just moved recently. Formerly a resident of Kyoto, Japan. And I’m currently the Managing Director of IDEO, Tokyo.
Amy: That’s what you currently are doing. But you have done so much before now. I can’t wait to hear all about it. (Laughs) But I always really like to go back to the very beginning, so can you talk to me about your childhood, your family dynamic, your hometown, things that made an impression on your young creative mind.
Ana: Oh, absolutely. I was born in Hollywood, California. Raised over the Hollywood Hills in the Valley, so a Valley girl in North Hollywood. I'm a child of first generation immigrants. I'm a second generation immigrant. My grandfather and grandmother, along with their children, undocumented, immigrated into America from Mexico and we settled in the Los Angeles area. Growing up in LA, as far back as I can remember, it's never been one set of a community that I found myself in. I found myself in pretty much not only the Latina community within the Mexican-American Chicana community of Los Angeles and particularly the San Fernando Valley, but also really mixed with huge swathes of Filipinos, with second, third, sometimes fourth generation Japanese-Americans during that period. Jewish-American, folks from the Middle East. The Valley is very diverse. The circle of which my friend and community was comprised of was also various different ethnicities and cultural backgrounds. I think one of the earliest memories of something that definitely pushed me towards this direction that I find myself in now working at the edge, in the future but grounded very presently in the impactful now, would have to go back to sixth grade. There was a television show. This episodic soap opera for kids and it was a cartoon. The name of it was called Robotech and every week the episode was different. It was very, like people died which was new for kids.
Amy: What? Yeah.
Ana: It's like, 'wow, our hero just got killed off.'
Amy: Oh my god. (Laughs)
Ana: And that really sparked my interest in mechanical engineering because they were showing things in that series that had never been done in the Western world. They were showing complex aviation, mechanical drawings [0.05.00] that were animated in explicit detail, unfolding and creating these robot forms.
Amy: Wow.
Ana: That later I would learn are called mecha and later I would know that that genre is called anime before the Western world even knew what anime was.
Amy: So for context, are we talking '70s, '80s?
Ana: This is 1984. So it had just come out in Japan on television and they had got the rights and they had released it in America. Seeing this was like, 'what is this genre? Who are these artists that are creating this amazing content?' Oh, by the way, as a kid it's like these toys. Interesting. So I did a lot of self-active digging and found out where I can really dig deep into this and that's where I ended up falling off the cliff in terms of discovery and understanding that there are so many interesting things that are not in the Western media or Western culture that are coming from Japan at this period. Movies and direct-to-video animations that really informed my aesthetic, really informed my fascination for the language and the culture. So later when I was in high school I did an internship at a studio called Film Roman and Film Roman was based in the Valley. They were the animation studio that won the contract away from Klasky-Csupo that was of Rugrats fame, that originally did the first season of the Simpsons. Later Film Roman took over the Simpsons and I was an intern on the Simpsons doing storyboards, cleaning up storyboards and doing production level work for seasons three and four.
Amy: Oh, that's fun. (Laughs)
Ana: Yeah, that was really neat. And that actually got me into the professional side of animation and sharing what I knew and what I had been learning, also to the animation community where a lot of friends at that time were working at Walt Disney Feature Animation. They secretively, I hate to say this, (laughs) but a lot of the people that were working on Beauty and the Beast, and Little Mermaid, my friend at that period had The Art of Miyazaki books on their desk. (Laughs)
Amy: Oh yeah.
Ana: So this is like 1988, 1989. No one is saying that Disney is copying Tezuka Osamu that did Kimba the White Lion (laughs) that turned into Lion King (laughs) but they were heavily influenced by it. Which is probably why later in our lives they ended up buying Miyazaki's studio here at Studio Ghibli to be part of the Disney family. But anyway, just before I was able to graduate from high school, I was also ahead in my educations because I had skipped a grade early on in elementary school. I knew that this was something I wanted to do, or at least try to do professionally and I thought that the animation industry in Japan would be as amazing and as awesome as it was in the Western world and still is in the Western world. So I ended up packing up my stuff by myself and moving out West to Japan. And that started a 35 year journey of going back and forth.
Amy: I do want to go back to your youthful years because you skipped a grade. It sounds like you were incredibly, let's say ambitious with learning from a very young age. Does that ring true?
Ana: I was ambitious with regards to the science. So from the liberal arts perspective back in elementary school I was struggling with things that later in life, after having my own children, that I realized that are now superpowers but were challenges for me. I have four kids, the oldest and my middle child were tested when they were in elementary school in San Francisco, and they were diagnosed with dyslexia and dysgraphia which is hereditary. That meant that I also struggled with dyslexia and dysgraphia way early on before it was ever diagnosable, before it probably even had a name for it. I found through life and pushing and perseverance that I was able to create coping mechanisms and solutions that would [0.10.00] help me solve some of the focus and some of the understanding and learning how to learn in different ways that fit my brain.
Amy: Wow.
Ana: So that's a little bit of a background that is relates to skipping that grade.
Amy: Yeah, well I think dyslexia and dysgraphia are superpowers, but then also the coping mechanisms and your ability to sort of adapt and find your way to learn in the way that you needed to learn also sounds like a superpower. And your home dynamic, are you getting support from your parents? And are they feeling the creativity of you becoming something that you might want to pursue?
Ana: My parents being immigrants, they were all in. Working and doing everything they could to provide for myself. I was an only child. I do have a step-sister but we're very far apart in age and I really consider myself still to be an only child. I remember that work ethic at a very early age rubbing off on me. Seeing my parents go to work before the sun came up, seeing them at dinner time. Then later when I was in elementary school my father and mother decided to go into a small business. And they went into becoming a purveyor of really high-end meats, like a high-end butchery and produce. A small little corner, it was like a high-end bodega but they really focused on the quality and the heritage of the meats in the local LA area. That unfortunately caused me to be dragged into the family business at a very early age.
Amy: Sure.
Ana: That's why I remember building that work ethic. Later in life I would have to go through many years of therapy to undo that work ethic, of working through holidays and working late into the night. But that definitely paid its dividends. It paid its way forward to get me to where I am today and that drive and the fire that now we call 'hustle' in an entrepreneurial context that really you just turn into a game. You find ways to not make it monotonous and not make it like a grind, but to game-ify it. That's one of the biggest takeaways. My parents were loving. They saw that I had curiosity and fascinations to things that they didn't understand. Like I talked about when I discovered that series, which is called Macross by the way, now known as Robotech in America. They took me to a conference. They had these pop-up conferences where they would show the movies and the videos in Japanese with no subtitles and the conference hall would sell stuff. I remember my father telling me later that he felt really weird taking me to this conference because it was unusual and unlike anything that he had ever been to. He had gone to some conferences, he was a coin collector and this and that, so he knew a little bit about subculture, nerd culture. Later in life my oldest was really into My Little Pony, and they wanted to go to a My Little Pony conference that was also aka pseudo sort of a furries gathering
Amy: (Laughs) Okay.
Ana: So when I took them to the conference I felt like my parents actually. I was like, 'whoa, this is how my parents must have felt (laughs) when they took me to my first Japanese animation conference.'
Amy: Wow.
Ana: 'I've got to be cool with this, I gotta be okay with it, I'm a mom, I'm supporting my child that loves this genre.' So yeah. (Laughs) It was a good childhood, I definitely was loved.
Amy: It sounds like it. It also sounds like you had some sort of variety of experiences, you had taken us through your interest in animation or anime and your move to Japan which... all right, where does the bravery come from?
Ana: When I was in high school, and again I was in anime, again people didn't know what it was and I would bring these magazines that were all in Japanese. People would try to pick on me, bully me, but I was able to defend myself, protect myself, and I think that from an early age my instinct was telling me if you loved something, go all in and follow it till you have a constant full stream of it that you can satiate yourself from. That might be a store where you know you can buy the stuff from, or finding out a particular artist that might have story-boarded or technically directed a thing, a TV show or a movie to learn about it. I think it was the deep diving which was also one of my coping mechanisms early on, if I wanted to learn or get proficient at a given subject I would have to go very, very deep. I would have to deep in a way where I just couldn't be book smart. I had to find my own means to figure out what was the topic, what was the subject that was being taught to me, how did I comprehend it in a way where I could do recall? Because otherwise I would just forget it. And I think that, combined with being part of the family business and learning about that side of entrepreneurship and what it means to always take care of the community that gives their time to be part of your business, to taking care of your loved ones. And being Mexican-American, my family had always had the saying 'blood is thicker than anything,' and being able to take care of your family and then later in life your chosen family, your friends and loves ones. Yeah, so that to me was part of the early, when the flame was lit for that.
Amy: Thank you for giving me so much detail around your childhood. It's always so helpful to help me understand all of the ways that you've evolved into being who you are now. So take us to Japan. What did you pivot to? And what survival skills were kicking in for you at that time?
Ana: During that period I had a friend of mine who was two years senior from high school that was also living in Japan, which was one of the strengths that gave me to at least know that I would probably be okay by moving here because I had a network. I ended up moving with him to the Japan seaside town known as Kanazawa, Ishikawa Prefecture, Kanazawa. And it's now known as the sister city of Kyoto. At that point when I moved there, there were only five foreigners that were living in the entire city.
Amy: What?
Ana: I was one of the five.
Amy: Whoa.
Ana: This is in 1990, there were not a lot of foreigners living in Japan per se. And he was a former aspiring Art Center high school grad that ended up also moving to Japan and just ended up starting his own design agency. I worked with him there to sort of get that off the ground, doing early on brand and visual graphic design that later in life I would pick up and move forward into a profession and discipline called Information Design that now pretty much we would say is Interaction Design. But that's how I made that pivot and I made the pivot because I knew that animation wasn't going to be sustaining [0.20.00] I did try one last time a little bit later. I ended up working for a Japanese animation company here called AnimeGO that was doing subtitles for legitimate animation distribution with acquired rights in the Western world. It was there that I came across an opportunity to go to work for Wired Magazine Japan. At this point we were using Macintosh's Quadra 850AVs to do a lot of the home brewed digital subtitling for the animation work and I learned a lot more about platform, especially the Apple platform and the software solutions that were available then. Even some basic hackery. That led me into getting a role into the development and design of modern software at Wired which was publishing a series of CD-ROM titles that they had acquired from the UK by an artist called Dorling Kindersley and these titles were being culturally localized. So I got to learn a lot about ethnography and cultural localization that we would call Design Anthropology these days, and understanding the means of how you can't just do literal translation, you have to adapt it and make it motivation for the individual, too. Especially trying to get people to consume Western culture because a lot of the titles were about the history of pirates, or the history about European engineering and steam engineering and stuff like that.
While I was doing that at Wired, we were launching the first few issues of Wired Japan before Condé Nast ever owned it and that got me connected in the industry as a whole and learning a lot more about how to go to press at scale with a lot of the publishing industry. It was through that experience and knowing that taking these CD-ROM titles and the interactivity, that there was a whole industry here and there was going to be a portfolio of software by big companies that were going to be building these experiences. That led me eventually to leaving Wired and going to work for Macromedia Japan as one of the founding members of Macromedia. For those who don't know who Macromedia is, Macromedia was an acquired company by Adobe but long before the acquisition took place, it was a company that really created interaction design. It created CD-ROMs, interactive DVDs, it created web medium that was called Director that eventually evolved into a product called Flash, that for many decades was a predominant animation interactive media choice for many on the internet.
Amy: Wow, so as the internet is growing up around you, you're right there building it.
Ana: Yeah. (Laughs) Being in the thick of it and seeing how creators here in Japan and big software companies like ourselves were able to build solutions and find solutions that never prior existed, and creating them and bringing them to the market with the partnership and help of the people we were building them for, it was really rewarding.
Amy: What was the reward for you? Was it satisfying your curiosity? Was is the people you were working with? Was it putting your problem solving skills to work? Or was it all of it?
Ana: The biggest satisfaction for me was in the development process which was truly a co-development process with the community, designing for people like myself, was seeing their reaction in real time. We would typically hold focus groups and when we would go to a focus group we would hear from them about their frustrations of existing defects, bugs that are in the software, or aspirations of future feature development and design asks. A lot of times we would have an engineer with us and we would be able to hack up a semi-functional version of what they had just said in a matter of minutes. I'd go, 'do you mean like this,' (laughs) and we'd turn the laptop around and show them. They would be like, 'yeah, that's amazing.' 'We'll put it in the next version.'
Amy: (Laughs) Yeah, that's so cool. From Macromedia, how long were you there?
Ana: I was at Macromedia for about two and a half, three years.
Amy: Okay, and then you go to MetaDesign Agency, are you still living fulltime in Japan? Are you coming back and forth?
Ana: Back and forth.
Ana: I went to work for Meta because I was inspired by Erik Spiekermann. At that time I had been a fan of Stop Stealing Sheep which a lot of us live by and I still highly recommend that book for anyone that is interested or fascinated by type or typography. I wanted to see what it was like on the agency side from the consulting side, and one of the things that I did miss that caused me to eventually leave and go back to one of the larger companies, was budget. It wasn't a life/work balance thing. It was more just being able to have budget to do things where you didn't feel like you needed to possibly red line your energy to get something out and done. A lot of people thrived off of that adrenaline as you probably have spoken to, like that work from the agency side. Life/work balance wasn't necessarily a thing in the industry back in that period.
Amy: (Laughs) No. No, it wasn't.
Ana: So I ended up deciding to leave Meta and going to work for Adobe. At this point Adobe had not acquired Macromedia yet. One of the last projects that I worked on at Macromedia was the creation of Dreamweaver 1.0. It was the first really rich, visual Wiziwig authoring tool for the web at that time. One of the aspirations for us as the product design team and designing that particular piece of software, was a German company by the name of GoLiveSystems and they had a product called CyberStudio that at the point Adobe had just acquired. They had come and they had asked me would I be interested in helping lead the future development of what Adobe would call [0.30.00] their first professional web authoring tool. They already had had PageMill and SiteMill which were early Wiziwig authoring tools, but this was the first competitor from an Adobe perspective to go and compete with the hand coders that were lovers and loyalists to Dreamweaver. I went into doing that at Adobe. Talking about that growth mindset and wanting to learn something new, at this point I went and moved from actually doing product design into product management. Learning about the business side, really grass-rooting my own first MBA of how do you build and research and understand the total adjustable market for the needs of a given multi-million-dollar investment and not knowing you're going to reap those rewards until you start selling it. So that was really fun, I didn't think that I would be so excited about business until I had moved to Adobe and moved into this new role.
Amy: What do you think did excite you? Was it a little bit like you were adding more parameters to your creative project?
Ana: At that time, I don't think we used this. We might have used this word, but it wasn't. It's definitely a buzzword these days. It was defining and understanding that there are metrics, these floating data points that are above everything in the world. That if you can quantify and classify and bring into visibility, you then can tie them to justification of why something should be funded or why something should be built, or why someone needs something that isn't in existence yet. And I think that part of the research and development, along with the stuff that I talked about during Macromedia which was the co-creation, the focus groups in building these experiences, I found so fascinating in that aspect of my time at Adobe.
Amy: Getting those data points, is that also an extension of design anthropology?
Ana: It is now. Yeah, absolutely.
Amy: Okay.
Ana: And I think that from an Adobe perspective they deeply cared about the markets that they were operating in and the languages that they had their software available. It wasn't just forcing a function of 'here's a Western feature set that happens to have a gooey string of German or Japanese.' It was more like, 'what specific versions or what specific features can we add that are unique to this market?' So German as an example, which is used in the software development world as a baseline string set for making sure when you do UI design for the interface, that you have long text fields that can be adaptable for very long German words. That's sort of one way you could approach accessible design, especially from a linguistic perspective. (Laughs) And then from a Japanese perspective which was an emerging market at that time, Adobe knew and the world was coming to know, that it wasn't necessarily about interactivity any more. It was about mobile computing. It was going to be about mobile experiences. So at that point Japan had the world's most technologically advanced telephony platform here in the country. They also had the most advanced phone so they were doing 3G video conferencing built into their phones. They had an interactive platform called i-mode that was based in Compact HTML and no one had a solution for authorings except for hand coding. It was one of my 'aha' moments. I was like, 'what if we built a gooey system for this?' Emoji came from i-mode by the way, we have emoji because of what Docomo did and how Docomo created the emoji which is what the word originated from, from i-mode platform.
Amy: Wow.
Ana: So I created the world's first professional emoji palette that allowed you to have a visual representation of all the available emoji at that time and you would be able to click it and insert the code, the syntax into your source code so when you're building a cHTML page, you would have a richer experience than just text and hyperlinks. This caught on in Europe, Nokia and Sony Ericsson were also full-on board with trying to bring cHTML over to Europe at that time. Apple started at that period also doing experience of doing research on what could a platform like at that point, Mac OS consumed through whatever browsers they were running in their operating system at that time, the cHTML source code because it was so desktop focused at that point in time. That led to the adoption of emoji in Europe and the evolution of the Nokia Series 60 platform of devices and Sony Ericsson platform [0.35.00] that became the predecessor to what eventually would become Mobile Compute and got Apple very interested in the space during that period.
Amy: And there is a transition to Apple. What made that happen for you?
Ana: So while at Adobe, I was part of a two group team that was looking into how can we strengthen and secure Adobe's position in the future of authoring, especially for pervasive computing and mobile. There were two camps, I was part of a camp that was focused on open-source because we believed that the open-source approach to co-development of features and road maps was better than a closed proprietary system. The other camp that was inside the MNA team was focused on acquiring Macromedia and acquiring Macromedia specifically for Flash. So we ended up losing out unfortunately at that period of time, but our gut instincts were spot on and many of us that were part of the M&A team focused to acquire a Swedish company named Ikivo that would have had scaleable vector graphics, authoring solution for open web for mobile in the particular. We ended up all leaving and eventually finding our way, most of us found our way back to Apple to work on various different components and aspects of the operating system or iPhone itself. So that's basically how I came to know one infinite loop in Cupertino, (laughs) or as I like to say, 'supertino' (laughter) where Apple is based and got to be part of the amazing multitude of projects and got to know some amazing, wonderfully beautiful, creative people. Some are still there. Some have gone off and done other things. Yeah, so that was my journey into Apple.
Amy: You had a smile on your face when you were talking about the wonderful people that you worked with at Apple. Was that a really good time in your life?
Ana: It was. It was also a very hard time. A lot of us worked really, really, probably some of the hardest that we've ever worked in our career because we were so passionate about what we were doing. We were also trying to please Steve and the other executives that were supporting us in our endeavor, but it was also a time of incredible growth. Learning about graphics compute technologies and hardware acceleration and bringing typography and smooth animations into the fold, which was the particular project that I was working on. It was a fusion of digital graphics animations with operating system development with tactile human interaction output. So the platform aspect of the iPhone that I helped create with my team was code named cassoulet and it was a combination of a technology we created called Core Animation combined with what you all know as Safari which is the web kit engine. That really brought UIkit into a modern context and UIkit is still used. A lot of those technologies of fluidity, high frame rate, very yummy in and out interaction snippets are still used today in the Apple Vision Pro. UIkit is living very strong inside of that.
Amy: I'm not in the tech world so you're speaking another language to me, but I find it so intoxicating. At the same time I'm really struck by just how much your work has filtered out into society and affected me, everyone, so fundamentally. That's pretty exciting. (Laughs)
Ana: Hindsight, right?
Amy: Yeah.
Ana: A couple of things that we worked on, we didn't know would have this level of a societal impact. A lot of [0.40.00] us have talked about this, that we're part of the old team, we never knew that our mobile phones would create autonomy and connectivity and opportunity in the ways that it has become. But at the same time it's also from an ethical perspective, one of our issues in our lives. The mobile phone has caused an attack on human cognition with notifications and now that's being addressed in a lot of the more modern instances of Android and iPhone, but we had no idea. All we were really striving for was 'I want to be able to pull my phone out,' and it's what we tested against. 'Can I read the New York Times in my pocket.
Amy: Wow. Were you still at apple when the first... I know you were on the original iPhone design team, but were you still there when it launched?
Ana: I had just left when it launched. I was in the crowd with my team at Moscone when Steve pulled it out of his pocket.
Amy: Wow.
Ana: So I got to celebrate with everyone. But I was on another endeavor.
Amy: Do you want to tell me about that?
Ana: (Laughs) Yeah. (Laughs) That person I worked with is now in jail. (Laughter) Some of you may have watched the Disney+ television series called The Dropout and I believe there's still a movie coming out soon from Apple's studios based on the book Bad Blood. But I was at Theranos and I left Apple just before the iPhone came out along with a handful of dear friends and colleagues to join a biotech start-up that was set to disrupt the clinical testing industry which was billions of dollars. It still is hundreds of billions of dollars. And at the same time build the path forward for what then was known as Medicine 2.0, the future of healthcare, especially personalized healthcare and private healthcare from the comfort of your own home. I had a fateful discussion with one of my friends who was on the board at Theranos, Avie Tevanian, and he had asked if it would be of interest for me to work on something where I could again grow, learn to lead industrial design, mechanical, electrical engineering, along with operating system experiences. I decided to learn a little bit more so I had a meeting with Elizabeth and that very first meeting we were at Palo Alto [0.45.00] and she's done a lot of harm to the world, but she's pretty genuine in terms of her energy. And that energy, the closest thing I could say, it's the reality distortion field that Steve created and I think a lot of entrepreneurs have to have. Having founded my own hardware start-ups, those that are entrepreneurial in nature have to create that field of energy. I won't call it a reality distortion field because that's bad. It can be bad. It could cause you to not see the truth. But you create this energy field around yourself that to a degree is your force field, it's your armor that allows you to take your vision and your drive forward and it protects you in that journey. Elizabeth had that energy, had that enthusiasm, had that drive. At that time the way she had described her own upbringing, having gone and lived in China to study Chinese, and learning about nanofluidics and the medical engineering sciences, I thought was super fascinating. I saw a lot of myself in her and the rest is history. We kind of know what happened and it's well documented in the New York Times bestselling book as well. It's on television, soon may be a movie as well.
Amy: Yes, okay. So we know what happened four months after starting there with your team. You realized that shady, unethical shit was going down and?
Ana: People were dying, yeah.
Amy: That's awful.
Ana: Like fourth stage oncology patients, University of Tennessee. Yeah, it was pretty gnarly.
Amy: Not many of us have been in that position. Can you describe for me what it felt like emotionally, physiologically, when you realize this whole endeavor is toxic and you need to do something?
Ana: When I first heard about this I was in a bit of disbelief. 'How could we? How could this possibly be happening.' It was brought to my attention by, now publicly acknowledged Adam Vollmer who was our mechanical engineering lead at the time for the Edison Device who had disclosed it to me and asked me if I could bring it to Elizabeth's attention and see why we're doing this and if I could get her to stop it. It was in that moment when hearing Elizabeth try to justify what was happening and saying that we were all going to become rich and we would all benefit from this and this is just a speed bump on the road of great discovery and development. I think if anyone is in a situation like that, and this was the first foray into setting my gut instinct, my baseline for unethical behavior, is that you know it's not right. I think we know this from just the way we're brought up by our parents and we know that it shouldn't be happening to the individuals that are being affected and impacted by this. You see the disgust and disdain from Edmond Ku in The Dropout on Disney+. He and I are friends and when we were commiserating about that many years later, it still brings back a very visceral feeling inside of us. And I think that if anyone experiences that, which I hope many of you do not, but it is a learning moment and I think you fundamentally are changed forever by going through something like that. While it is incredibly painful and will have a long lasting impact both on you psychologically and emotionally, I think you can turn that into a superpower. It's like Malcolm Gladwell talks about in his book Blink, about honing your gut instinct. It became an early warning system that later in life I also discovered throughout my journey.
Amy: And I know you're doing a lot of work now around AI and ethics involving AI. We'll talk more deeply about that, but it does seem like you've been able to convert this into a superpower and now you're applying that superpower.
Ana: It's the ethicality. It's the fear and the hope and the aspiration that I think is part of not only the work that is happening in AI right now, but it could be anything. It could be automotive design. Are you designing a future vehicle that may have a defect? And if that defect is overlooked and you still want to ship that platform, it will have impact on somebody. Aviation, same thing. Food industry, same thing. Ethics touches everything, especially AI. (Laughter)
Amy: Well yes, because then AI filters out and touches everything and sooner than we can even comprehend it will be being deployed in all of those industries you just mentioned and daily life. If it's not ethical in its essence then it's just going to compound and exponentially magnify the unethical part of it. Okay, but you're a techno optimist (laughs) so we're not going to be alarmist right now. So the Theranos experience, it's really powerful to see you dramatized in The Dropout and to make such a bad-assed statement in the moment and you end up on the right side of that history but I understand it's traumatic and you've been working through it ever since.
Ana: Thirteen years I was unable to talk about.
Amy: Oh my gosh.
Ana: Because were under NDA.
Amy: No, silencing somebody makes it so hard to process.
Ana: Just let that set in for a moment, 13 years until the first insider, what I call generation three at Theranos leaked out. Yeah, and then we were slowly feeling confident we could say and to talk about the experiences that we have lived.
Amy: Oh my gosh.
Ana: And still even up until the point when she was convicted, a lot of were in fear of what type of retribution would she have towards any of us that were now self-identifying in our own sharing of our lived experiences.
Amy: Wow. Well there's that bravery that kicked in, again. Along with your gut instincts and your ethics. I'm glad you're taking care of yourself. Thirteen years of silence though, is trauma in and of itself because it starts the processing. It does.I'm sorry for that.
Ana: (Laughs) It's all good. During that 13 year period. There were a few of us that would get together from the first and second generation during the point where we were all silenced and muzzled, and we would talk through stuff about what we're hearing and what's going on over there still. They would get together on El Camino. Across from Palo Alto High there was a restaurant there and we would have these meals and share updates with one another, so we at least were conducting individual therapy amongst ourselves.
Amy: Okay, good. I love a tight support network, (laughs) shared experience. So from there I'm just going to list it off. You go to Sony. Then you become a founder entrepreneur, zero360, Mono Ohm?
Ana: Yeah.
Amy: I think I handled an early prototype of the Runcible.
Ana: You might have. We received an award from Cool Hunting back when we were getting ready to ship it. It was amazing well received and that's an unfortunate story. So some former pre-Apple, Apple, post-Apple associates of mine, friends of mine, got together. We wanted to do another hardware start-up and the thinking was [0.55.00] how can we create something that allowed us to keep our heads up in the real world and stay attuned and intent to those that were having a meaningful relationship or conversation with. Versus the smartphones causing us to pull our heads down and go into the death scroll. We had some amazing backers for this particular piece of hardware and there's photos on my LinkedIn profile, but it was an heirloom electronic. It had natural material for the outer housing, we were using woods and metals and ceramic outer housing. It had a state-of-the-art Sony image sensor that was in the iPhone at the time, was inside the camera and had this delightful round user experience that you literally physically would rotate the device in a circular motion that would allow you to zoom in and zoom out on photographs and use the circular interaction to scroll throughout the operating system for the device.
Amy: Wow.
Ana: But unfortunately it was ahead of its time. We were ready to go to market with it. We had the backing and funding from KDDI AU here in Japan that was going to be part of their Design Series line of which they had worked previously with Mark Newson on the original Talby talk like and then Naoto Fukasawa on the Infobar and we were going to be the third phone in that platform and I was super honored that what we had created was going to be part of that portfolio.
Amy: Yes.
Ana: Especially being a fan of Japan. Google was in the midst of getting ready to release their original Wear OS for the Android platform and they were going to introduce a watch. They saw us releasing a phone with the round display and we had made a decision during the development process to move away because of a technical difficulty using Firefox operating system, to use Android open source which is Android core based but not the full Android stack that you would find in a Pixel that has access to the PlayStore because there's obligations you have to agree to use Maps and Play and all the other additional Android apps. We were going to build a lot of those applications ourselves and when Google found out about that, because they were getting ready to announce Wear, they asked us if we would switch to Wear versus Android open source. We were like, 'we don't want this to be a tethered accessory, we want this to be a full, independent mobile phone.'
Amy: Yeah.
Ana: We were going to release it to great fanfare in Europe and in Japan and they ended up coming in and strong arming our manufacturing partner, Kyocera at the time, that was going to produce the device for us. We didn't want them to lose their white label phone production for Google and so we ended up pulling out of developing the device and having to essentially bow to Google. Later they were brought before the Japanese Ministry of Information and Technology under unbecoming business practices that they also faced in Europe. So in a way karma was served in the end, but we ended up having to shut down the company. And still today when I put that prototype into someone's hand or I talk about it, I get the reaction you just had right now which is so meaningful to me and I want to say thank you.
Amy: I wish it existed.
Ana: Never say never, right? Never say never.
Amy: Right, okay. (Laughs) Just put it out into the universe. (Laughs)
Ana: Yeah.
Amy: From there you go to Samsung, Meta, Microsoft, and now you're at IDEO. Do you want to tell me about that arc?
Ana: At a high level, again following that theme of growth mindset, moving into Samsung I wanted to learn how do you build an amazing platform and experience that has never been done before in such a rapid amount of time. We created the frame television platform in six months. So seeing how you can go from silicon to a hardware platform based on a Seraph platform originally, to creating multiple version of what [1.00.00] possibly a frame might look like, translucent or not, that was amazing and growing right there. I learned and I cut my teeth early on with some basic AI work there with natural language and speech technology with the Bixby acquisition. So when I moved to Facebook I was able to further deepen that knowledge, working very closely with the Facebook AI research team now known at Meta AI and the applied machine learning team which was the AI surface development team that built AI across all of the products, Instagram, WhatsApp, Big Blue aka Facebook, the main app. And it was during my time at Facebook that Cambridge Analytica took place and the data breaches with the personal information that lead to the 2016 election fiasco. At that point I wanted to find a company in the world that was doing ethical, amazing work in AI, and that's what led me to Microsoft.
Honestly, my time at Microsoft and getting to see and understand how Satya works and the leadership team there, it was such a growing and amazing period of my experience. I recently gave a talk here with the president of Figma Japan, and one of the questions that was asked to me was if I could name the most favorite company I've ever worked for and why and I couldn't just name one. I named a couple and I put them in order, and I put Sony as being the first, before Microsoft actually. And Microsoft being number two, and Apple being three. The reason why I put Sony first is that they are truly craftspeople and they care about the design and execution. You can see that in the new Honda and Sony collaboration car. Microsoft would be number one because they do amazing work with surface and the operating system and everything that they do. But I put Microsoft number two which is a very low number one, because I really love the culture and I love the community and I love the ethicality of how everyone operates. They truly bring to heart the values that represent Microsoft and Satya asks everyone to espouse those particular values.
I honestly would still be at Microsoft if it wasn't for during Covid, moving to Japan, and then working kind of bonkers hours, 3:30 in the morning until 12 noon. And after having played a role in the birth of my son, my littlest son and coming back off of maternity leave, I was like, 'I maybe want to find something local.' That's why I find myself today at IDEO. And a little bit of a bittersweet story there, it's the right place at the wrong time per se. There was a global decision that was made to shut IDEO Tokyo which has a beautiful heritage all the way going back to Naoto Fukasawa who was the original creator of IDEO Tokyo. We're shutting down the studio here and we're moving a lot of that work over to North America, but that's also opened up the next chapter. 'What and how might I and the team that I'll be working with, find a way to uplift Japanese entrepreneurs and craftspeople and designers here, and help them become more known at a greater scale?' That's something definitely I'm very passionate about and I want to start doubling down into the upcoming year. Because a lot of the times, these individuals that are making these objects or the experiences, don't speak English and haven't had the ability to share their journey and to share their experiences with the Western world. That's something that I'm going to take a lot of heart in with the team that I am building what we'll come in 2024 with, and yeah, I'm looking forward to sharing that with the rest of the world.
Amy: So in terms of your creative process, I'll give you sort of a multiple choice and you can talk about which one you want to go into in detail. I know that you have said that you start your creative projects with a kind of ethnography or design anthropology and that all your work is grounded in humanity and empathy, and I love that. But what does that mean for you? Like what is the starting point for you?
Ana: Yeah, let's unpack that. Let me talk a little bit about why now is so important, especially in the age of AI. As we just discussed, before IDEO, while I was at Microsoft, I was shipping artificial intelligence and really working on building the future of computing as a service for Gen Z and the Alpha Generation. This is really critical because they are the future, you know. They are the ones that are going to take society and take our planet forward. And their demands and expectations are very different than ours. They believe in a world where experiences are literally going to be play, pause, and resume on a magnitude of surfaces. In some cases not even having a surface, it's ambient computing, it's spoken. Think the movie Her, right. Which is why I find what I will be doing in 2024 so exciting, it's like building upon that and having been hands on, working and leading. So often in my career from the edge for the past 29+ years, shipping experiences that are beloved around the world, it's being able to leverage and celebrate and talk to these individuals who are all around aspects of the country, aspects of the world, being able to talk to individuals with wide ranging backgrounds and disciplines. Whether it's machine learning and research, to chip design, to mechanical software and hardware engineering, to design anthropology, to product design, to industrial design and CMF, and pull that all together and be able to help consult with and help promote others that are doing this work in the form of almost a platform whisperer. I really, truly feel that that is a superpower of mine.
Amy: Yeah, that's a good word for it.
Ana: And that aspiration is to guide and explore and build and ship and measure these experiences and these products and future services that really fundamentally drive behavioral change throughout the world. And if I come back to my grounding principles, human, simple, and authentic, for me the humanity of what it is that we do and the first thoughts that we have towards creating a new endeavor or thinking about a new experience or a product, it's really distilling it down, being reductive, [1.10.00] breaking it down to the simplest forms, to even less than an MVP. And then figuring out is that just right. Does it feel innately human? And I always use the analogy of designing tableware, a spoon. A spoon is one of the simplest, most beautiful crafted objects in the world to me because it's incredibly intimate. It's something you sustain yourself with and you put it into your body and you feel safe as you eat with the spoon. Then from a simplistic perspective it's being reductive and getting it down to just what matters. You can always be additive to it, but that redaction is really critical. Then being authentic and having a unique point of view and being strong and convicted with that point of view, I think it's a superpower that many people need to learn. And it doesn't mean to say that every idea you have will be original..
Especially now with AI and Gen AI, everything is a remix, but it's your unique perspective, point of view, your lens, that makes it authentic and no one else in the world had that 'aha' moment or that aspect of it. So the human, simple, authentic aspect of the creation process really kind of brings everything full circle. In every aspect you're thinking about, sketching, ideating, getting feedback and testing it, and then throwing things out and putting things in, and doing the information loop over and over again, it's the traditional product development mindset, but you just have to truly make sure you do it. Because if you have a point of view on something that is in your heart, that means that you will have a unique point of view on someone else's thing and feedback is so important. The art of crit and being able to receive crit, but also to give constructive crit is so lacking in this industry today. And it's something, please make sure that the future talent that is coming out of RISD and other wonderful institutions, we need to make sure that authenticity, point of view, and the culture and science of crit is so important. So ethical AI is something that you talk a lot about and one of the frame works that I've heard you discuss that is an important way to look at how AI should be developed is global intersectionality. Can you unpack that a little bit? And in doing so, can you also help us understand why it is that you're a techno optimist?
Ana: First and foremost, intersectionality so often, especially in technology companies, they love to use the term and they love to talk about inclusivity or accessibility. In the aspects of doing so, we're doing such a disservice to so many other other populations and so many other people. Intersectionality for me is truly about building and co-creation or creation for the 3% that is often left out and often continues to be marginalized. If you design for that 3%, you have the [1.15.00] ability to truly ensure you're solvent for the 97%. Making sure you're addressing age, gender, race, class, sexual orientation, physical and cognitive ability, along with so many other variables that we need to consider when we say 'intersectional design, inclusive design.' Especially intersectional design as it relates to AI because so much of the training sets that have been created academically and institutionally in the current big companies, are based on models that are not inclusive, that are based on the past. That's why I love the work that Microsoft is doing along with OpenAI and some of the other companies. In particular, Partnership on AI has a great foundation where when they're thinking about building toward a future of AGI, artificial general intelligence, they're taking into consideration and making sure they're solving for the existing models and data sets that are there. That they truly are fair. That they are reliable. That they do take into consideration privacy and security, and intellectual property rights. That they are intersectional and inclusive, and ideally they are transparent. They're open and the data sets themselves can be reviewed and peer reviewed and provide feedback and be better for it.
And that at the end of the day there's also accountability for the data sets that are being used and that if someone should use something that may cause ill harm for a community or population, that quick accountability can be taken and it can be rendered in a way that it can be fixed very fast. So for me, the aspect of responsible and ethical AI is so important because it's not just about the hard technical aspects of these experiences and the technologies that are being built. It's also about a lot of the liberal arts and the sciences that have to be considered. Anyone that is working in AI today, whether you're an engineer, whether you're a product manager, whether you're a designer, you've got to know more than just about design or engineering or business. You have to think about psychology that is going into the platform you're building. You have to think about the various different modern technologies of computer science. You have to think about the physics and the engineering and the biology, and most important, the liberal arts aspect. The way you're going to interact with these future technologies is written now, spoken in the future, and how we write and how we speak and how we give our whole self into these machines is going to be what will come out as the byproduct of that. If you don't know liberal arts, if you don't know how to be a critical thinker, if you don't know how to speak well or write well in many languages, in many cultures, it could create an output that could be harmful toward a given said population. Then also as an engineer or a product manager or a designer, you have to also learn each other's disciplines. You don't have to be deep an expert into any one of those, but you have to be able to be that T shape, deep generalist. You can do deep in your core expertise, but you have to be able to go wide, talk intelligently, debate intellectually, and work collaboratively from the T shape perspective across data science and machine learning engineering and research science and design anthropology and creating writing and visual communication and human affordance and interaction and product design. And very soon true ambient design, spacial computing. We're so close with humane and the AI clip which is the first foray. Then as you probably have heard with the discussions last week with Sam Altman, one of the reasons that the board got upset at him is because he's in discussions with Johnny Ive to create some new future AI hardware (laughter) and they thought it was a disruption of his time and focus for OpenAI. I'm like, 'oh, there's going to be a lot more interesting hardware on the horizon,' so that's exciting for all of us. (Laughs) That's why I think intersectional design is so important right now in this era of artificial intelligence and artificial general intelligence.
Amy: How do we all demand that? As people who aren't in the tech sector, who aren't actually building these products?
Ana: Everything we just discussed, especially where we find ourselves today with AI and AGI, is that it's moving so fast that it's going to require a lot of heavy emotional lifting from all of us to continually stay up to date with the latest and question with what is coming out and work with one another to rally, to raise visibility towards things that we feel is not appropriate or safe for humanity as a whole. I use the word 'humanity,' but really we need to be thinking about greater than human centered design. We need to be thinking about planet centered design. We need to be thinking about what does habitat and the environment with our ecosystem of animals and how is that affected by AI. That's something that came out of the World Design Organization that I attended and spoke at recently here in Tokyo for the 33rd gathering, and that we need to move beyond human centered design to true understanding of how ecology and our planet is affected by AI. Not just from the carbon aspect but also what are the experiences that we're creating and how it will impact other environments.
Amy: Amen.
Ana: And in particular, AI. How AI is used to optimize fishing and the fisheries around the world, that's just one example. I know that there are some brilliant minds here in Japan that are thinking about that, how to do it sustainably, effectively, and also help promote the furthering of the fisheries that exist and making sure that populations don't dwindle. You could say that that could be applied for very many different species on our planet along with the climate conditions that we're facing right now.
Amy: That gets exciting. I can see your optimism there.
Ana: Yeah, a lot of work that has been happening.
Amy: Yeah. Man, thank you so much for this. I feel like completely [1.25.00] enriched and enlightened and I am so grateful for this conversation. It's been really, (laughs) really awesome. Thank you.
Ana: Likewise.
Amy: Write a compelling podcast intro for Clever, with guest Ana Arriola, in the style of Amy Devers. ChatGPT: Amy Devers: Hey there, clever minds! Welcome back to another exciting episode of Clever, where we dive deep into the world of design, creativity, and innovation. I'm your host, Amy Devers, and today we have a true trailblazer with us, someone whose creativity knows no bounds. [Transition sound effect] Amy Devers: Our guest today is none other than the extraordinary Ana Arriola. She's a visionary in the world of design and technology, and her impact can be felt across a myriad of industries. Ana's not just breaking glass ceilings; she's redesigning the entire blueprint. [Background music intensifies] Amy Devers: From her groundbreaking work in user experience at some of the biggest tech giants to her passion for empowering underrepresented voices in the design community, Ana Arriola is a force to be reckoned with. [Transition sound effect] Amy Devers: Today, we're going to uncover the secrets behind Ana's innovative approach to design, the stories that shaped her journey, and the wisdom she's gained along the way. So grab your sketchbooks, your favorite pen, and get ready to be inspired by the one and only Ana Arriola on Clever! [Upbeat music fades out]
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Privacy Policy
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https://www.endstate.io/privacy
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PRIVACY STATEMENT
Table of Contents of Privacy Statement
All images in this template are coming from Unsplash and Pexels. You are free to use them for personal & commercial use.
Scope
This Privacy Statement explains how we handle personally identifiable information you share with GHOSTWARP and other information we obtain from you through your access to and use of our Site.
Information Collection
You may use this Site to learn about our products and services without disclosing any personal information. We may at some points allow you to register with us by using other social networking sitesâ authentication options to create an account. We may also provide a more typical registration flow where you may be required to provide us with contact information, such as your first and last name, home, business and email addresses, telephone, mobile and facsimile numbers, type of business, and certain other information about you and your business.
On the Site, in addition to purchasing goods, you may be able to:
Participate in surveys, sweepstakes and other promotions (subject to relevant and applicable laws). If you choose to participate in these promotions, we may ask you for information such as your name, email address, postal address and telephone number.
Sign up to receive electronic newsletters and promotional emails from us and our Affiliates (as such term is defined below), including new ideas, special offers and event information. To sign up, we may ask you for information such as your name, email address, postal address, telephone number, age, gender, shopping preferences and email preferences.
Sign up to receive communications about our products and services through your mobile device by submitting your mobile telephone number or email address online or by texting us.
Submit employment information, such as a resume or curriculum vitae.
Submit comments and your name to blogs we may host on the Site.
Create an interactive account and connect to crypto wallets and similar utilities.
Create a wish list of products you want and share your list by email with friends and family. If you choose to share your list, we ask for your name and email address and the recipient's email address; this information is used only to email your list to your desired recipients.
If you communicate with us through the "Contact Us" link on the Site, we may ask you for information such as your name and your and/or your companyâs name, email address, zip code and telephone number.We and our third-party providers may also collect information by automated means, such as cookies, Web beacons and Web server logs through your interaction with and use of the Site and non-GHOSTWARP Web sites (âAutomated Interactionsâ), which usually does not reveal your specific identity or does not directly relate to an individual. Â Such information may include, but is not limited to, network routing information (where you came from), equipment information (browser type), your IP address (which may identify your general geographic location or company), and date and time, clickstream information (when each ENDSTATE Web page was visited and how much time was spent on the page), product use and application data, or general geo-location data. Â This information helps us estimate our audience size and usage patterns, store information about your preferences, speed up your searches and other functions, and recognize when you return to our Sites. Â
Although our and our third-party providersâ use of Automated Interactions may change over time as technology evolves, the descriptions set forth in our Cookie Notice are designed to provide you with additional detail about our current approach to information collected from Automated Interactions.
By accessing and using our Site, you consent to the storage of cookies, other local storage technologies, beacons and other information on your devices. You also consent to the access of such cookies, local storage technologies, beacons and information by us and by the third parties mentioned above and within the Cookie Notice and this Privacy Statement.
Icons
The icons in this template are from Remix Icons. You are free to use this font for personal & commercial use.
Other Ways We Collect Information
Wi-Fi Network Information: To connect your ENDSTATE product to our Sites, or to access your ENDSTATE product over the Internet from a computer, a smartphone or a tablet, you will need to connect it to your Wi-Fi network, and use a NFC chip to authenticate the goods, including on a mobile device. During setup, the ENDSTATE product will ask for your Wi-Fi network name (SSID) and password to connect to the Internet. It will save this information on the device, along with your IP address, so that you can access it and control it from your computer, smartphone or tablet, and so that it can communicate with our servers and download software updates. Once connected to your Wi-Fi network, your ENDSTATE product regularly sends the data described in this Privacy Statement (excluding your Wi-Fi password) to ENDSTATE to provide you with the applicable services.
Bluetooth data: Bluetooth-enabled ENDSTATE Products may broadcast an identifying signal wirelessly. This is used to connect with your Bluetooth-enabled devices (such as a smartphone or tablet) in order to deliver certain product features.
QR Codes: We may use QR codes in connection with certain products, promotions, contests and special events. If you scan our QR code, you may get an invitation on your mobile device to join our mailing list. To sign up, we ask you for information such as your name, mailing address, email address, telephone numbers, and age. We use the information to communicate with you about our products, services and promotions and as described in this Privacy Statement.
Publicly Available and Other Sources: We also may obtain information you have made publicly or lawfully available, such as, via social media posts, or information provided by third-party sources, such as marketing opt-in lists, data aggregators and our third-party providers. In addition, we may supplement information you give us via this Site with information from other sources, such as information validating your email address or other available information about you or your business. Â If we combine non-personally identifiable information with personal information, we will treat the combined information as personal information.
How We Use Information
GHOSTWARP uses the information we collect from you for the following purposes:
Provide products and services to you
Send you promotional materials and other communications
Communicate with you about, and administer your participation in, special events, contests, sweepstakes, programs, offers, surveys and market research
Provide advertisements to you about our products and services in accordance with this Privacy Statement
Tailor your use of the Site, marketing experience, and communications according to your preferences and our terms
Interact with you on third party social networks (ENDSTATEâs interactions with you on a third party social network would be subject to that network's privacy policies and terms of use)
Respond to your inquiries
To post testimonials
Create and manage your account
Communicate with our servers
Provide software updates
Operate, evaluate and improve our business (including developing new products and services; enhancing and improving our Site (for example, to facilitate navigation and the login process, avoid duplicate data entry, enhance security and keep track of shopping cart additions and information between sessions); managing our communications; analyzing our products and customer base; cross reference customer databases to identify common customers; performing data analytics; (including online advertising and e-mail marketing), and performing accounting, auditing and other internal functions)
Verify your identity
Contact or notify you if necessary
Protect the security or integrity of our Site and our business
Protect against, identify and prevent fraud and other unlawful activity, claims and other liabilities
In connection with a job application or inquiry, whether advertised on our Site or otherwise, you may provide us with information about yourself, such as a resume or curriculum vitae, and we may use such information for the purpose of employment consideration or to reply to your inquiry
Comply with and enforce applicable legal requirements, our Terms of Use, relevant industry standards, contractual obligations and our policies
We also may use the information in other ways for which we may provide specific notice at the time of collection.
In addition, we may use non-personally identifiable information we collect for any lawful purpose. If we are required to treat non-personally identifiable information as personal information under applicable law, then we will only use it in the same way that we are permitted to use and disclose personal information.
Information We Share
We do not sell or otherwise disclose personal information about you, except as described in the Privacy Statement. In addition, if you direct us to intentionally disclose your personal Information to a third-party, we may share information about you with such third-party(ies) for those partiesâ own purposes, such as to offer products or services that may interest you. For clarity, an âintentionalâ interaction occurs when you intend to interact with the third-party via one or more deliberate actions.
We also may share the information with our service providers who perform services on our behalf based on our instructions. These service providers are not authorized by us to use, retain or disclose the information except as necessary to perform services on our behalf or comply with legal requirements. Examples of these service providers include entities that verify information, fulfill orders, and provide web hosting, analytics, advertising and marketing services. These service providers may combine data we provide to them or allow them to collect from or about you with data they collect in connection with other websites, applications or services to measure the effectiveness of our advertising and determine how you use our Site and services.
We also may disclose information about you (i) if we are required to do so by law or legal process (such as a court order), (ii) in response to a request by law enforcement authorities, (iii) to enforce our Terms of Use or the terms of any of our statements or policies, or (iv) when we believe disclosure is necessary or appropriate to prevent physical harm or financial loss or in connection with an investigation of suspected or actual illegal activity. We also reserve the right to transfer personal information we have about you in the event we sell or transfer all or a portion of our business or assets (including in the event of a reorganization, dissolution or liquidation). Should such a sale or transfer occur, we will use reasonable efforts to direct the transferee to use personal information you have provided to us in a manner that is consistent with our then-current Privacy Statement. Following such a sale or transfer, you may contact the entity to which we transferred your personal information with any inquiries concerning the processing of that information.
We may also share, sell and transfer aggregated, anonymized information for any purpose, except where applicable law requires otherwise.
Your Rights and Choices
We offer you certain choices in connection with the personal information we collect about you, such as how we use the information and how we communicate with you. To update your preferences, ask us to remove your information from our mailing lists, exercise your rights or submit a request, please contact us as indicated in the âHow to Contact Usâ section of this Privacy Statement. You can also unsubscribe from our mailing lists by following the âUnsubscribeâ link in our emails. To the extent provided by law, you may request access to the personal information we maintain about you or request that we correct, amend, delete or block the information by contacting us as indicated in the âHow to Contact Usâ section of this Privacy Statement. Where provided by law, you may withdraw any consent you previously provided to us or object at any time on legitimate grounds to the processing of your personal information, and we will apply your verified preferences within a commercially reasonable thereafter going forward.
Widgets, Buttons, and Tools
Our Site may include widgets, buttons or tools which are interactive mini-programs that run on our Site to provide specific services from another company (e.g., links to bookmarked sites or allowing you to share a profile with your Facebook or Twitter account or the content of the Site to be commented upon and shared within a social media platform, or use a crypto wallet), along with buttons or other tools that link to other companies' services (e.g., a "Like" button or third-party map). The widget, button or tool may collect and automatically send personal information, such as your e-mail address, or other information (such as your browser information, or IP address), other payment information including crypto wallet information, to a third-party. Cookies may also be set or used by the widgets, buttons or tools to enable them to function properly or for other purposes, which may include advertising. Information collected or used by a widget, button or tool, including cookie settings and preferences, is governed by the privacy policy of the company that created it. We and all other members of the GHOSTWARP Parties have no responsibility or liability for the practices, policies and security measures implemented by such parties.
Information obtained by Google Analytics
This Site uses the Google Analytics web analysis service and enters into an agreement with Google as the data processor. Google Analytics stores a persistent cookie on your hard drive. The information in this cookie (including your IP address) is transmitted to Google and stored on Google servers. Google uses this information to anonymously analyze your use of the Site, compile reports on your Site activity for Site operators, and provide other services related to your Site activity and Internet usage. Google may transfer this information to third parties where required to do so by law or where those third parties process the information on Google's behalf. To our knowledge, Google will not associate your IP address with any other data held by Google.
By using this Site, you consent to Google's processing of data about you. For a review of Googleâs Privacy Policy please see https://policies.google.com/privacy. Â Please also see the section of our Cookie Notice which provides details and explains how to exercise certain of your choices.
Interest Based Advertising
We may collect information about your online activities on our Site to provide you with advertising about products and services tailored to your individual interests. We also may obtain information for this purpose from third-party websites on which our ads are served. Please see the section of our Cookie Notice which provides details and explains how to exercise certain of your choices.
Online Tracking and How We Respond to Do Not Track Signals
When you use our Site, both we and certain third parties (such as our advertising networks, digital advertising partners and social media platforms) may collect personal information about your online activities, over time and across third-party websites. Please see the section of our Cookie Notice which provides details and explains how our Site responds to DNT signals or similar mechanisms from browsers.
Newsletters
You may be able to sign up to receive newsletters about our products and services by submitting your e-mail address on this Site. If you use this feature, you provide your affirmative consent and agree to allow us to send you newsletters about our products, services and promotions to such e-mail address. You may, at any time, opt out of receiving these newsletters by contacting us as specified in the "How to Contact Us" section below.
Mobile Marketing
You may be able to sign up to receive communications about our products and services through your mobile device by submitting your mobile telephone number and/or mobile email address on this Site. If you use this feature, you provide your affirmative consent and agree to allow us to send you communications about our products, services and promotions to such email address and/or by text message and voice message. You may, at any time, opt out of receiving these communications by contacting us as specified in the "How to Contact Us" section below. Depending on the terms of your mobile phone contract, you may incur charges for receiving and sending email and text messages on your mobile device. ENDSTATE and all other members of the GHOSTWARP Parties are not responsible for these charges.
Services And Products On Other Websites
We may offer some of our products and services or authorized branding on or through other websites, apps and platforms. Information, including personally identifiable information, that you provide to those websites, apps and platforms may be sent to us in order to deliver our products and services or collected and used by us as described in this Privacy Statement. We process, use, share and secure such information under this Privacy Statement. The affiliated websites, apps and platforms through which our products and services and authorized branding are offered may have different privacy practices and we encourage you to read their privacy policies. We and all other members of the GHOSTWARP Parties have no responsibility or liability for the practices, policies and security measures implemented by third parties on their websites, apps and platforms.
Information Security
While we endeavor to protect the security and integrity of personal information collected via this Site, due to the inherent nature of the Internet as an open global communications vehicle, we cannot guarantee that any information, during transmission through the Internet or while stored on our or out third-party providersâ systems such as third-party hosted servers and vendor or sales platform application programing interfaces, or otherwise in our care, will be absolutely safe from intrusion by others, such as hackers. The safety and security of your personal data also depends on you. Where we have given you (or where you have chosen) a password for access to certain parts of our Site, you are responsible for keeping this password confidential. We ask you not to share your password with anyone. If you correspond with us by e-mail, text message, or using Web forms like a âcontact usâ feature on our Site, you should be aware that your transmission might not be secure. A third-party could view the information you send in transit by such means. We and all other members of the GHOSTWARP Parties will have no liability for disclosure or damage of your information due to errors or unauthorized acts of third parties. Â If we believe that the security of your personal information in our care may have been compromised, we may seek to notify you of that development. If a notification is appropriate, we will endeavor to notify you as promptly as possible under the circumstances. If we have your e-mail address, we may notify you by e-mail. You consent to our use of e-mail as a means of such notification. If you prefer for us to use the U.S. Postal Service to notify you in this situation, please e-mail us at legal@endstate.io.
Children
The Site is not directed to children under the age of thirteen and we do not knowingly collect personal information from children under the age of thirteen on the Site. If we become aware that we have inadvertently received personal information from a child under the age of thirteen on our Site, we will delete the information from our records; provided that such access is not unreasonably burdensome or expensive under the circumstances. We recommend that prospective users between the ages of 13 and 17 ask their parents or other legal guardians for permission before sending any information about themselves to anyone over the Internet. Â If a parent or guardian becomes aware that his or her child under the age of thirteen has provided us with information without their consent, he or she should contact us at legal@endstate.io. In addition, we reserve the right to limit participation in particular programs or promotions to visitors eighteen (18) years of age, twenty one (21) years of age, or older. Â
Data Integrity
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wrong_mix_range_subsidiary_00028
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FactBench
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2
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https://patents.google.com/patent/US6744436B1/en
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en
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US6744436B1 - Virtual reality warehouse management system complement - Google Patents
|
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1999-05-25T00:00:00
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An image generator system ( 5 ) with a warehouse database ( 3 ) that is integrated to an image generator system human interface (FIG. 6 ) (virtual reality) and integrated to a warehouse management system's (WMS) stock location system (FIG. 1 ). This software and hardware combination performs warehousing functions in a simple, visual, real time, non real time and three-dimensional environment. This computer combination is intended for organizations to more efficiently manage the warehousing processâespecially by locating key positions. World famine can be reduced with the capabilities of visualizing locations within any warehouse. All industries that use warehouses can ultimately use this virtual reality warehouse management system complement to augment their distribution process. The combination of two previous technologies: that of Virtual Reality (real time 3D graphics) and the field of warehousing and warehouse management systems.
|
en
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https://patents.google.com/patent/US6744436B1/en
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This application claims the benefit of Provisional Patent Application Ser. No. 60/086784, filed May 26, 1998 with the United States Patent and Trademark Office.
DESCRIPTION
1. Technical Field
This virtual reality warehouse management system complement (VR WMS complement) is an advance to the warehousing and logistics industry where image generating graphic board systems, visual computer generated warehouse databases, and other optional components of virtual reality (VR) are incorporated and integrated into the stock location systems of computerized warehouse management systems (WMSs) in order to manage warehouses better.
2. Background Art
1. Warehousing
Since people began the conglomeration of goods into buildings, they have relied on two major methods of warehousing, which had been in existence for thousands of years. The memory system and the stock location naming system and/or the combination of both. The memory system consists of having a person or group of people to keep a memory of location of stock and available spaces to place them. A stock location naming system identifies locations based on a system of symbols, numbers and letters. A notable example of early warehousing with a stock location system begins in Egypt when the Pharoah's servants kept track of stores of grains and wealth. However, both of these methods are complex, confusing and inefficient. Recently modern advances have greatly improved these ancient techniques. These include the incorporation of the stock location naming system by computer, and the use of audio technology and robot like automated warehousing systems. All these warehousing methods are discussed below.
a. Warehouse Manager(s) Without a Computerized WMS
Warehouse managers have difficulty relying solely on their own memory and/or a stock location system to keep track of stock keeping unit (SKU) locations and available space to place themâespecially in the high volume of stock in modern warehouses. Even with two dimensional maps of the warehouse, limited success is achieved due to the dynamic three dimensional nature of a warehouse. Excessive amounts of paperwork produced by inventory data can sometimes confuse workers, even though they are necessary for the management of warehousing.
Recently, with the industrial revolution, warehouses have expanded into square miles, and the copious quantities of goods that are processed today have become increasingly difficult to manage with human memory techniques and a stock location naming system. The human memory system, in both ancient and modern times, has relied on one person or a group of people who has been employed at a warehouse for a long period of time and has accumulated a wealth of knowledge of warehouse locations. Even the most skilled warehouse manager has difficulty in keeping track of locations of stock and available spaces. Psychology studies have proven that the human mind can only retain 5 to 7 items at one time. In order to reduce confusion and better address modern warehousing, companies have no other recourse but to turn to the fast stock location accessing capabilities of computers.
b. Computerized Warehouse Management Systems (WMS)
Computerized WMS presently do not provide any other way of visualizing a warehouse besides using naming methods based on stock location systems. The naming conventions used in these WMS make the entire WMS difficult to use, maintain, and fully understand. This difficulty also limits WMS users to use any WMS to its fullest capabilities. Which in turn also limits the WMS designer from conceiving of new capabilities.
A numbering system based on a naming convention consisting of warehouse areas and stock locations that are placed on several sheets of paper or monitor fails to quickly and effectively convey this three dimensional SKU location information to the human mind as is needed in the complex and dynamic three dimensional optimum real time environment of warehousing. When very large number of locations must be accounted for very quickly, this process becomes tedious, slow and confusing. The numbers and letters that describe a location of stock or an available space to place goods are difficult to quickly decipher by even the most skilled warehouse worker especially when it needs to be done accurately and efficiently each time. Tediousness and inaccuracy can become commonplace in large volume and or complex warehousing. The naming method based on a written stock location system is very time consuming, difficult, and costly to labor hours, costly to warehouse building space etc. Warehousing performed with the help of computerized WMSs have phenomenally advanced the warehousing process by placing, monitoring, selecting, and shipping SKUs. However, these software systems need to supply SKU data to people to effectively warehouse. These systems based on a stock location naming system, give people locations of SKUs in the form of numbers and letters, such as STE7362-38. All major warehousing processes involve the need to know the location of goods. These processes include planning and design, receipt and placement, monitoring of stock picking SKUs for orders, and shipping SKUs. The human mind takes longer time to read a name like this: YFI-3894-F, than to read and understand a picture. A number based on a stock location naming system fails to quickly and effectively convey this three dimensional SKU location information to the human mind as is needed in the complex and dynamic environment of warehousing.
Software companies have provided systems specifically for the warehousing industry that access locations with a stock location naming system. Numerous software programs that are sold today have been widely used first in the early 1980s. A few of these warehouse management systems include but are not limited to the following table 1 as found in Consumer Goods Manufacturer, September/October 1998, an Edgell Publication, Vol 7 NO 5:
TABLE 1 WMS
Company name WMS name Acacia Technologies Warehouse Boss 6.0 Adonix Transcomm Tolas WMS 3.1 AllPoints Systems. AllPoints V6.0 Inc. Ann Arbor Computer PC/Aim V.4.0 Applied Automation AutoTrak 6.0 Techniques Cambar Software Client Server Warehousing (CSW) v 1.10 Control II v 2.2 Cantoc CENSYS NT Catalyst Int'l, Inc Catalyst WMS 7.1 Celerity Solutions, Inc WMS 5.0 Daly & Wolcott A+, Version 3.02 Data Collection Wh. Advantage 4.2 Systems, Inc. DataWorks Corpor- Avante, Vantage ation DSA-Software Foxware Evcor Warehouse Brain Nautilus EXE Technologies Exceed Exeter/Kewill Commander 2000 Gateway Warehouse Control System Genco Distribution Doms v5.5 System Haushahn Systems and Viaware WMS 4.3.6 Engineers HK Systems Logistics Stockmaster 4.4 Software Interlink Technologies WHSE-Link JBA International System 21 V 3.5.2 JDA Software group, Wh. Control Center V 1.1 Inc. J.D. Edwards WMS/A8.1 or B73.3 Logility Warehouse PRO 3.0 Majure Data, Inc. RF Navigator 8.0 Malvern System, Inc. The Malvern W.M.S. Manhattan Associates, PkMS 18.2 Inc. McHugh Software DCSTRACS*, DMplus/TRACS* International Mincron Software MSS/WM V.1.4, MSS/WM V.3.2 System MK Group, an iBU of MK- Logistics/8.0 Computer Associates Intl. Montego System WinWhere V. 3.0 OMI International Triceps Optum, Inc. Response SCE Suite Move WMS QSSI PowerHouse Renaissance Software IWMS V. 3.1 Inc. Robocom Systems RIMS.2001 International RT Systems RT Locator/WMS ScanData Systems. 8.0 Inc. Sonica Software Sonictrak V.3.1 Summit Group Logistics Pro Tangible Vision Inc. Imprimis 2.02 Tecsys Elite Series 6.1 TRW-Logistics Execution System Uniteq WMS 21 4.2 Yantra Corporation WMS Yantra SAP SAP R/3 Logistics modules, Warehouse Management (WM) BDM - MARC Material and Resource Control System DCSI WMS EDMS WMS Royal 4 Systems R4-WMS OnTime Shareware WMS Scarlett Development WMS Radcliffe WMS Wireless Warehouse Red Brick Warehouse VPT Integrated Warehousing Solutions IRMS WMS ESKAY Corporation Warehouse Rx WMS Silver Creek Assoc. SCAN TRAC WMS. Eagle WMS Renaissance WMS Logistics Data Systems Peoplesoft Inc.. Peoplesoft Logistics. Materials Management. Red Pepper
These programs have greatly advanced the warehousing industry, modernizing it with available technology; however, these have been limited in delivering location information as a warehouseman must first read numbers and letters then interpret it into three dimensions. Hand Held Displays (HHDs) have been used with computerized WMS to augment the WMS's capabilities while a picker is at work on the floor of the warehouse. HHDs are lightweight systems with small screens that can be conveniently carried by hand. They have been used in warehousing to access and enter limited data into a computer via a âwindowsâ operating system that can be seen on the screen. Currently, only lists of names of the stock location system are presented to the user. These lists are still confusing even when a user is interpreting them at the stock site.
These WMSs have not fully addressed the needs of the warehousing and logistics industry. Even with the added benefits of two dimensional, readable query capability that is computerized many opportunities for error occur, costing the industry enormous amounts of money. The amount of labor time that is wasted, the misallocation of space, causing a new building to be constructed the needs of consumers are not met on time. With the aid of WMSs, response time to customers is faster, but it can be done even faster if goods are found immediately. There exists room for improvement in this industry to do things faster, cheaper and with less chaos.
c. Audio WMS Complements
Audio WMS complements interpret the written stock location system into audio that can be individually heard through headphones anywhere on the warehouse floor, on or off a forklift. These systems increase productivity by supplying this information while a warehouse worker is performing a tasks however, they only provide limited information within the time necessary to perform daily warehousing functions. In these audio systems, the current scene that the warehouseman is observing needs to be described in detail. This is an impossible task to do in words with the time given to perform daily warehousing. A common phrase describes this problem. It takes a thousand words to describe a picture.
d. Automatic WMS Complements
Automatic warehousing attempts to eliminate human functions on the floor of the warehouse. It attempts to eliminate all human errors and problems of human labor. These systems can work with a computerized WMS and some can work without one. These systems include, but are not limited to, Automatic Guided Vehicle Systems (AGVS) and Automatic Storage and Retrieval Systems (AS/RS). The AGVS is intended to effectively replace the warehouse material handling vehicle operator by automatically selecting specified stock. Some AGVS use optical systems to follow painted lines on the warehouse floor. AS/RS are incorporated into the warehouse shelving structure so that stock can be selected without human travel within aisles. Although labor has been reduced and efficient stacking methods have emerged, these advancements have come by an increase in cash requirements and a lack of dynamism. Technology that completely replaces a human is of a lessor form.
e. Non Real Time Warehouse Simulations
Warehouses have been visualized in a static non real time form providing an animated visual scene to promote conceptual thought on the design of a warehouse advancing the warehousing, logistics, distribution and supply chain industry. Non real time is defined as any graphics update rate below 1 HZ. It provides a computerized video of what a warehouse might look like. However, since these are animations, each picture needs a large amount of time to create. So within these visual scenes, one does not have the capability to choose what to see within the presented visual. Due to this limitation, the images are not capable of being instantaneously correlated with real warehouse events and truly be effective. These non real time warehouse simulations have not been integrated into warehouse management systems. Stock items cannot be individually selected from the mass of the warehouse and coordinate with the real events. Visual loading software assists in only a small limited aspect of warehousing. It's non real time form provides a limited amount of information, preventing it from performing other warehousing functions.
f. Additional Previous Warehouse Capability List
Even with these warehouse management techniques (among the most common being the combination of above sections a and b, less common the use of all above sections, a thru e), warehouse managers still have difficulty with and fail in:
a. Locating outdated and obsolete inventory. Locating current inventory without a problem of causing surplus stock production and wasteful redundant expenses.
b. Identifying available space within the warehouse and avoiding new warehouse construction. (Space is lost and wasted within partially empty bins that cannot be seen). Identifying space with accuracy according to precise three dimensional information as well as other parameters such as accessibility. Packing methods that optimally conserve available space.
c. Easily and quickly tracking stock movements that allow for faster delivery and an accurate system of handling customer returns.
d. Having the instant knowledge of the location of stock and its available space on a global basis.
e. Training warehouse workers in one language and in multiple languages in a short amount of time.
f. Control over manipulation of stock.
g. Informing various managers across the logistics infrastructure and departments of an organization of the instant and updated knowledge of locations of stock and available space for it in multiple warehouses in order to make general suggestions, plan future events and quickly respond to changes in a volatile market.
h. Providing workers the quick and accurate information to pick orders and place stock.
i. Providing workers information that will prevent them from getting lost in the warehouse and finding stock quickly by reducing travel time and once at the general location quickly selecting that stock.
j. Delegating tasks efficiently to workers due to not continually observing them.
k. Providing forklift and other material handling operators the ability to freely use their hands to safely operate their vehicles and locate stock at the same time. (When stock location system name printouts or computer screens are used operators are distracted from operation and must read the lists of stock locations).
l. Providing time to simply visually inspect the warehouse at frequent intervals to insure that proper protocols are met such as storage of items in certain places within given parameters. These parameters include hazardous materials and food stores, similarly requested items, security of materials, etc. The time taken to visually inspect the warehouse to ensure that SKUs are in the proper place by visually inspecting remote warehouses by organization leaders is extremely costly and time consuming).
m. Optimizing the use of trucking loads. Often trucks run empty due to non coordination of industryâwhen they could run full.
n. Superior coordination and communication between inter company units and between business to business organizations.
o. Superior understanding at all levels of the supply chain by everyone involved.
p. Verification of the WMS.
q. Planning and design of the most optimum warehouse design according to potential scenarios.
The previous capabilities of the warehousing industry and others are described in detail by James A. Tompkins and Dale Harmelink in their book, The Distribution Management Handbook, published by McGraw Hill in 1994.
2. Advanced Vehicle Systems and Simulation or Virtual Reality
Image generator systems (IGS), head up displays (HUD)s, head down displays (HDD). Head Mounted Displays (HMD)s and monitors have been used for military, aircraft, commercial aircraft flight system, commercial training, simulation, and other vehicle systems. Tank, automobile, aircraft and other vehicles have had simulators created for them with these components. Numerous articles have been written on this subject. One of them from Aviation Week and Space Technology, Simulators. Feb. 20, 1989 Pgs 57-70.
Recently, however, as U.S. military budget has decreased, aircraft flight system and training and simulation companies have searched other business ventures and this technology has been used for entertainment and games. This transfer of industry application has caused these technologies to be exposed to the media, which has named it âVirtual Realityâ. An article describing this technology in detail as âVirtual Realityâ outside of the aviation world was written by Ben Delaney, Virtual Reality lands the job. New Media, August 1994, pgs 40-48.
a. Monitors
Any device that can display or project information from a computer has been used in many applications of VR. These devices include but are not limited to flat panel displays, plasma displays. LEDs, matrix displays and many others. The monitor as well as other large screen projecting devices have been used in training to simulate real world views that would normally be seen from the cockpit or from an operator's station in any vehicle.
b. HDD (Head Down Displays)
In order to more easily control an aircraft or land vehicle, a pilot or other operator has had the use of HDD in the form of dials and cathode ray tubes (CRTs) that indicate speed, altitude and other important data. The HDD refers to any display device that is not mounted in a human operator's necessary field of view, but provides data for the human operator near a field of view. In FIG. 7, photo 20, photo 22, and photo 24 all show HDD within vehicles. Recently dials have been replaced with small monitors and other flat panel displays that indicate this same information and provide much more data to the operator. However, m an aircraft the pilot must move his head and eyes down from his flight path's field of view and refocus on the HDD within the vehicle. This process of refocusing on the HDD to obtain operating information of the outside world and then refocusing on flying the aircraft has been timed at nine seconds. Although less complex, land vehicle drivers have the same problem. In complex scenarios or at high speeds the HDD is not sufficient for safe operation.
To address this problem, audio systems have been used to direct the pilot of certain flight procedures. Among the most applicable is the use of audio systems by the ground crew to direct the pilot where the ground is during landing. However, for other flight operations, audio systems take too long to communicate vital data in time for the pilot to effectively respond. In order to communicate the data faster, a visual medium was needed. This was accomplished without solely relying on the HDD as well.
c. HMD and HUD
Both the HMD and the HUD provide a pilot the ability to visually interpret flight data from a large number of sources by providing in the pilot's field of view a display of information essential to control various systems. U.S. Pat. No. 4,961,626, Direct Incorporation of Night Vision in a HMD, describes a highly advanced helmet mounted display, HUD systems consist of a transparent screen that is presented between a human's field of view and the visual scene. On the screen are projected images that superimpose or project into infinity the computer generated visual image or other data. The screen is mounted in such a way that the human operator does not need to move his head down and refocus his eyes in order to receive information but needs to keep his head up for full visual input (hence a Head-Up Display) as well as data projected into infinity on the transparent screen. In FIG. 7, photo 20 shows a HUD not in use in the upper left hand corner. Photo 21 shows what looking through a HUD looks like while in use. The white lines and numbers provide flight data to the pilot directly in front of the pilot's field of view. Photo 22 shows a pilot looking through a different HUD. Diagram 23 and photo 24 show HUD technology used in car applications. Photo 24 shows how miles per hour and other driving data can be presented in HUD form for automobile drivers, effectively creating a safer method of driving. HMD systems however contain the visual screen directly in front of the eye by means of an attachment to the pilot's helmet. This optic component is transparent and called a combiner. The information usually displayed on the combiner pertain to piloting and weapons targeting and is projected and focused outward at infinity. This data is fed by the on board computer to a CRT image source. The CRT image is then projected through a series of optical components located in front of the pilot's eyes. Viewing through the combiner, the pilot sees a virtual image of the CRT image projected in his view of the exterior real world scene.
A HUD operates similarly except that the projected image is presented on a fixed transparent display mounted in the pilot's field of view. Many HMD systems exist today, among them include but are not limited to the list of HMDs presented in the following table 2:
TABLE 2 HMD
Company name HMD name CAE Electronics Fiber-Optic HMD Fakespace FS2. PUSH FORTE Technologies VFX1 HEADGEAR General Reality CyberEye CE-200N, CyberEye CE-200W Hughes Training CIV Kaiser Electro-Optics 1000 HRpv VIM, Color SIM EYE 60. Full Immersion HMD, Prsnl Ast. Hdst Kopin Innovision Vu-Port Monocular HMD Liguid Image MRG2, MRG3C, MRG4 n-Vision Full Color Datavisor, Datavisor 80. VR- Binocular OIP NV Delft Instruments HOPROS (CRT version) SEOS Displays Binocular Colour HMD Shimadzu Corporation STV-E Virtual i-O i-glasses! (PC & video) Virtual Reality High-Res. Color HMD 133 Virtual Research Systems VR4, VR4000, FS5 Virtuality Visette Pro Visionics Corporation Low Vision Enhancement System Vista Controls, Inc. See-thru-Armor. Vista Vision
In order for the HMD to be in sync with the correct three dimensional position of the real world it was superimposing, tracking systems needed to be connected to an image generator system host computer. In order to create these visual images, a special type of computer called an image generator is needed.
d. Other Visual Immersion Methods
Any number of projectors can create an scenic area where one is immersed in graphics imagery where the walls become the visual virtual environment. This is described by Ben Delaney in Virtual Reality gets the job in the August 1994 publication of New Media on page 42.
e. Image Generator Systems (IGS)
The IGS is any computer hardware/firmware integrated circuit assembly graphic board and software capable of producing real time images of a three dimensional database.
A three dimensional perspective view of the warehouse is computed from a viewpoint which include roll, pitch, yaw information in relation to an x, y, z, coordinate location in real time. When any viewpoint or location changes an entire new image must be calculated. The time it takes to create and show this new image is the time calculated or the update rate. Real time is defined within this patent as any graphics three dimensional perspective output update rate above one Hertz (HZ). For this patent, real time can be further be defined into three sub-definitions. Near real time is defined as any graphics update rate between 1 HZ and up to 12 HZ, Almost real time is defined as any graphics output update rate between 12 HZ and up to 60 HZ, Optimum real time is defined as any output update rate above 60 HZ. The faster the image is requested to be updated, then the less amount of data that can be processed. The more visual information that is allowed in the database, then the slower the update rate and the less the imagery will appear to be in real time. The user will define which speed is the most favorable. To have a completely flicker free image, 60 HZ is necessary.
In addition to aiding pilots during flight and other operators in the piloting of their vehicles, these computers have been used in simulators to provide the visual part of the simulation. In FIG. 7, screen shot 25 shows how real time graphics technology has been used for train automobile drivers. The white lines are the sides of a road that are accessible in real time. There exist many IGS including but not limited to the following:
TABLE 3 IGS
Company name IGS name(s) Evans and Sutherland Picture System II Liberty and ESIG-4500. Singer Link DIG Silicon Graphics Reality Engine II Lockheed Martin CompuScene SE 1000/2000/PLUS Compuscene VI Compusccne PT 3000/4000 and REAL3D Pro-1000 AAI Visual Systems G1000/CMX AND G2000/ETX CAE Electronics Maxvue Division Provision 10 VPX FlightSafety International Vital VIII Fujitsu Open System ACG600/AG1600 Hitachi Hivis IVEX Corporation VDS-2000 Loral Advanced Distributed Simulation GT200 Primary Image P10 Sogitec Apogee Tellurian Eagle Thomson Training and SPACE Classic Simulation XTAR Electronics SuperFalcon 6000 and SuperFalcon 7000.
In training usage, the IGS has been connected to an interface to a host simulator which is m turn connected to the host simulator system. The simulator system comprised of a mock cockpit, mock driver's seat, or the controls of any real aircraft, tanks, automobile or other vehicles that could be controlled in a simulated environment. Often the simulator had motion systems that would simulate the effect of small g forces on the pilot's body. The databases used by the IGS have historically been of large landscapes of the earth on which operators could train using their various machines. These databases were either created painstakingly by hand or with the aid of any Graphical User Interface (GUI) database generating building tools. These tools include three dimensional creating tool software systems and computer aided design/computer aided manufacturing (CAD/CAM) systems included but not limited to in the following table:
TABLE 4 GUI Database Generating Building Tools
Company Name Product Name Multigen Inc. Creator, GameGen Paradigm Vega Sense 8 WorldToolKit MicroSoft SoftImage Macromedia Extreme 3d Caligari TrueSpace 2 NewTek Lightwave 3d Kinetix 3d Studio MAX Fractal Design RayDream Studio Byte by Byte Soft F/X Visual Reality
The simulator would simulate all of the components of a real aircraft or vehicle in order to make the simulator more realistic, HMD HUD, and HDD with their appropriate visual components are all used in simulation. The pilots joystick or the drivers wheel aids the operator in moving throughout the virtual world.
DISCLOSURE OF THE INVENTION
This VR WMS complement will allow for the first time in the history of warehousing the ability to visually keep track of all SKUs and have knowledge of their location and all other locations in the warehouse in real or non real time without the need to refer to symbols, logs or lists of such data.
Millions of dollars in warehouse construction costs are eliminated because available space to put stock can be found quickly and easily. Time spent finding stock is reduced and the difficulty level previously necessary is eliminated, allowing for larger quantities of goods to be processed as needed by consumers.
The introduction of virtual reality, real time and non real time graphics technology in warehousing management systems (WMS) allows for many advances. These VR components briefly include, image generator systems. Helmet Mounted Display (HMD) systems to be used in conjunction with image generator systems.
Never before has anyone applied this real time graphics technology to the specific field of logistics and challenges of managing and controlling inventory by visually locating stock within the warehousing and distribution industry. The warehousing industry is part of a greater logistics and supply chain industry which is in great need of this virtual reality warehouse management system complement (VR WMS complement) and its associated elements to locate physical spaces within the warehouse, and to perform with greater efficiency.
A. Warehouse Manager(s) Without a Computerized WMS
With this VR WMS complement, warehouse managers will no longer need to rely on their own memory abilities and non-computerized stock location systems to keep track of SKU locations and the available space to place them. This VR WMS complement will keep visual real time records of the high volume of stock processed in modern warehouses. Two dimensional maps will become obsolete as the three dimensional world of the warehouse will now be accessible in all capacities. Excessive amounts of paperwork that were given to workers are now eliminated as all communication of warehouse information can be done through an IGS human interface (FIG. 3).
B. Computerized Warehouse Management Systems (WMS)
WMS software with a naming method based on a stock location system will now have the addition of this VR WMS complement. The numbers and letters that describe the location of stock or an available space to place stock will now be deciphered by the VR WMS complement for easy and quick communication to a worker instead of having a worker do the entire interpretation based on the results of the computerized WMS.
Tediousness and inaccuracy in large volume and or complex warehousing is eliminated. This naming method based on a stock location system of the WMS combined with the VR WMS complement allows for warehouse locations to be found with ease, simplicity, rapid and accurate use. The SKU names of the stock location system can be superimposed on the visual image of that SKU. Therefore the naming conventions of the stock location system of the existing computerized WMS can be used simultaneously with this VR WMS complement. The picture images of stock can have the SKU number/letter placed on top of it. The invention can also be arranged so that the SKU number/letter will move in real time or non real time with the rest of the visual scene.
The naming conventions used in these WMS combined with the VR WMS complement will allow for new warehousing methods yet to be discovered. Users of a WMS combined with this VR WMS complement will be able to use all of the capabilities of the WMS alone to its fullest capabilities. A creator of a WMS combined with this VR WMS complement will be able to create new capabilities for the WMS that would never have been imagined. The WMS performance can be verified and corrected. Thus the actual WMS can be improved with this VR WMS complement as well.
C. Audio WMS Complements
Audio WMS complements interpret the written stock location system into audio that can be individually heard through headphones on or off a forklift or anywhere on the warehouse floor. These systems will no longer have the burden of supplying the entire data of location but will supplement the VR WMS complement which will have the majority of this task. Instead of relying 100% on audio, updated real time visual information allows a large increase in information transfer, allowing for fast warehousing. The scene that the warehouseman is currently viewing will always be described in full visual detail with the visual image changing as the warehouseman moves his head. Since this image has the option of being in real time, the rapid information is provided to perform daily warehousing tasks.
D. Automatic WMS Complements
Automatic warehousing attempts to eliminate human functions on the floor of the warehouse. It attempts to eliminate all human errors and problems of human labor. However, with this VR WMS complement problems of human labor will be eliminated with the capability of scheduling workers effectively and by making their task easier. These systems include but are not limited to, Automatic Guided Vehicle Systems (AGVS) and Automatic Storage and Retrieval Systems (AS/RS). The AGVS is intended to effectively replace the material handling vehicle operator by automatically selecting specified stock. Some AGVS use optical systems to follow painted lines on the warehouse floor. AS/RS are incorporated into the shelving structure so that stock can be selected without a human traveling within aisles. When situations occur that require human judgement these automatic and robot like systems cause errors and inefficiencies to occur. Only humans with this VR WMS complement can make the proper judgements with reliability, resolution, flexibility and safety. Humans will be augmented with this technology instead of technology completely replacing a human. This invention is a cheaper more cost effective method over the price/performance ratio of a fully automated system. Fully automated systems are expensive to purchase and expensive to maintain. By retaining the human element and incorporating visual target requisition with VR technology a more improved overall technology is created. It remains difficult to replace the human brain in this industry.
E. Real Time Warehouse Simulations
Warehouses have been visualized in three dimensions in a static non real time form providing an animated visual scene to promote conceptual thought on the design of a warehouse. Non real time is defined as any graphics update rate below 1 HZ. The present invention provides instant three dimensional perspective visual comprehension based on the instant three dimensional viewpoint needs of the user. Real time imagery is much faster than non real time images. For example, one frame from the movie. Toy Story can take up to 5 hours to generate. There are one million {fraction (1/60)}th of a second units in 5 hours. Real time must be one million times faster than this type of animation. In real time one has the capability to choose what to see within the presented visual. In the present invention, images are capable of being instantaneously correlated with real warehouse events and truly be effective. Stock items can be individually selected from the mass of the warehouse and coordinate with the real events. The VR WMS complement assists in all aspects of warehousing. It provides a large amount of information, allowing it to perform multiple other warehousing functions.
F. Additional Capability List
In addition to all the above warehouse management techniques warehouse operators with this VR WMS complement will have the capabilities of:
a. Locating outdated and obsolete inventory. Locating current inventory eliminates the need for surplus stock production and wasteful redundant expenses.
b. Identifying available space within the warehouse and avoiding new warehouse construction. Space within partially empty bins can be visualized with various imaging techniques and all possible perspective views. Wire frame, translucent, transparent imaging options allow for a user to quickly identify lost space. Identifying space with accuracy according to precise three-dimensional information as well as other parameters such as accessibility can now be done. Packing methods that optimally conserve available space are performed with the aid of these imaging techniques.
c. Easily and quickly tracking stock movements allowing for fast delivery and an accurate system of handling customer returns, also called reverse logistics. Within reverse logistics, the precise location of defective items caused by manufacturing defects, sabotage and other reasons. Will now be easily and quickly found.
d. Having the instant knowledge of the location of stock and its available space on a global basis.
e. Training workers who only know one language in a short amount of time. The visual nature makes understanding and operation self-explanatory in all cultures and languages. The time taken to read a stock location system manual and fully understand it is eliminated.
f. Control over manipulation of stock is easy with full imagery of all possible warehouse viewpoints.
g. Informing various managers across the logistics infrastructure and departments of an organization of the instant and updated knowledge of location of stock and available space for it in multiple warehouses in order to make general suggestions, plan future events and quickly respond to changes in a volatile market.
h. Providing workers the quick and accurate visual real time information to pick orders and place stock. Visual imaging techniques can provide a yellow brick road in the most efficient route to the location of stock in order to fill a specific order. Providing workers visual information that will prevent them from getting lost in the warehouse and find stock quickly by reducing travel time. Material handling vehicle operators are prevented from creating traffic jams. Once at the general location real time visualization allows them to quickly select stock. These techniques include the use of superimposed color coding, wire frame and translucent images
i. Delegating tasks efficiently to workers are possible by continually observing representations of workers and their interactions with stock through visualizations. Manpower and material handling vehicle usage time and the amount of shifts necessary can easily be projected according to the projected future flow of the warehouse.
j. Providing forklift and other material handling operators the ability to freely use their hands to safely operate their vehicles and locate stock at the same time. With the aid of various IG human interface systems, including the use of the HMD and/or HUD, operators can simply look directly at stock and see the needed information in a transparent image projected onto the HMD visor or HUD shield.
k. Providing time to simply visually inspect the warehouse at often intervals to insure that proper protocols are met such as storage of items in certain places within given parameters. These parameters include hazardous materials and food stores, similarly requested items, security of materials, etc. The time taken to visually inspect the warehouse to ensure that SKUs are in the proper place can now be done from a central location or numerous other locations. For example, inspectors can ride a forklift fitted with this VR WMS complement or a component of it and perform inventory checking to detect âdifferencesâ. Differences is a term used in warehousing to describe stock that should be there when in reality it is not. The warehouse can be color coded to identify specific types, sections, and categories of stock within the warehouse.
l. Many planning and design functions can be provided using both real time and non real time capabilities. Viewing a warehouse database can be performed with an animation (non real time) and with real time, the database can be experienced with the freedom to move about anywhere in the warehouse, from any viewpoint in three dimensional space, at any time to see the visual information immediately. All information of the warehouse can be accessed visually and immediately.
m Optimizing the use of trucking loads. Often trucks run empty due to non coordination of industryâwhen they could run full.
n. Superior coordination and communication between inter company units and between business to business organizations.
o. Superior understanding at all levels of the supply chain by everyone involved.
p. Verification of the WMS.
q. Planning and design of the most optimum warehouse design according to potential scenarios.
With the real time capability, planning and design of a warehouse can be done quickly with the input of many people. Suggestions and comments with an immediate visual result of them can be possible in one meeting. Large amounts of warehouse information can be processed and displayed quickly.
Supervising a warehouse's operations can be performed by moving through a warehouse database that is a model of the real warehouse. Warehouse operations can be simulated in action. Within the real time capability, specific SKUs, stock movements, changes in the warehouse, and any other potentially visual information are all updated to the second or at 60 HZ or at any other rate and provide an opportunity for warehousemen to suggest immediate resolutions to immediate situations and visualize their own results. In a non real time mode, an animation of the warehouse can be made in greater detail in order to observe more specific visual data in the warehouse. This is due to the extra time that the computer has to draw a more complex scene. However, in the real time mode, warehousemen have the opportunity to move about within the model warehouse database however they desire. They are not restricted to movement within any one pre-chosen pathway but have that option as well. An operator can have a bird's eye view or even the view that a mouse would have of the warehouse.
The operator can visualize only one category of stock at a time and visually erase all other stock in order to manage one type of item at one time. This will eliminate the confusion that can be created of all stock movements within one warehouse.
In the real time mode, simulations of potential scenarios of everyday warehousing can be done immediately, preventing hazards and saving potentially wasteful warehousing operations. Warehouse operators can simulate their recommendations before implementation and observe effectiveness. Common simulations are: the determination of appropriate shelving systems, the operation of new material handling equipment, the operation of innovative warehouse designsâall operations that can now for the first time in warehousing be seriously considered for purchase due to the ability to examine all simulated results, without purchase, and the return on an investment that they would bring. Other simulations include projecting how the warehouse will function when a large order is delivered or projecting any other type of scenario in order to properly prepare for the future. A simulation of a future day's activities within a short amount of time can provide warehouse managers knowledge of what needs to be done to affectively accomodate the day.
If more time permits, the non real time capability would allow greater visual detail of the warehouse with an animation.
By observing the affects of a new warehouse design in both real time and non real time, potentially monumental savings in time and increases in stock volume processed can now be achieved. The simulation of complex warehousing techniques is now possible as there are numerous quantities of stock transfers that can be visualized and various viewpoints that can now be used to comprehend various warehouse operations. With the new full visual understanding provided, the configuration of dock bays can be designed with full optimization, as this VR WMS complement can display the large amount of inventory that moves in a dock bay. Another complex warehousing technique capability that eliminates the need to store SKUs by transferring stock directly from one docked transport to another is called crossdocking. The amount of visual information in crossdocking is processed fast enough to be effective in everyday warehousing.
Organization leaders can simply view any warehouse in the world and view any part of that warehouse from one central location. Even remote warehouses can easily be reviewed. The entire world can be viewed showing all warehouse locations and stock locations en route in shipping vehicles. The desired warehouse or vehicle can then be viewed by zooming the eye point to that location. This invention is not limited to conventional warehouse buildings but can be applied to all types of warehouses. Such examples are shipping vehicles with many items on board where transport time often is long. During this time, the unloading of stock from docks can be affectively planned. Another unconventional warehouse example is a library where books can be found much faster with the same methods described above.
DESCRIPTION OF THE INVENTION
With the visualization capabilities of the invention, multiple warehousing capabilities can be performed in ways never before imagined. This invention provides warehousing managers with real time and non-real time three dimensional SKU location information to use and augment all facets of the warehousing process. With real time SKU data, as opposed to non real time data, SKUs can be located faster and easier as a warehouse manager can move within the computer generated warehouse with an update rate of images that occur from 1 (one) HZ to 60HZ and faster. In non-real time a warehouse manager cannot move through the warehouse database at his own free will, but must either wait for the image to update, a slow process for the quick necessity of warehousing, or walk through an animation of the warehouse that has been prearranged and not useful for the dynamic needs of all warehousing processes but can be used for future planning requirements. Non real time is any graphics output rate below 1 (one) HZ.
FIG. 1 WMS
A brief list is provided in table 1. This includes any warehouse management system (WMS) software which uses a stock location system of naming SKUs. These systems usually use graphical user interfaces (GUI) in the form of windows that allow a warehouse manager to perform daily warehousing tasks by using knowledge of the location of SKU within a warehouse and within other stock items.
FIG. 2 Interface to the Host WMS
The interface to the host WMS (FIG. 2), consists of customized software along with hardware connections catering to a specific WMS stock location system that correlates, integrates, and translates the exact coordinates of the simulated warehouse database 3 on the IGS 5 with the coordinates used on the stock location system of any WMS (FIG. 1), so that as the conventional, stock location system of the WMS is used the correlating image of the SKU can be simultaneously viewed on any type of IGS human eye interface (FIG. 6). A map from the WMS stock location system has to be converted to a three dimensional data base. This interface to the host WMS parses data from the WMS to the formats of the database and the specific IGS chosen. A specific interface must be developed for each combination of IGS and WMS data formats. An interface control document will need to be created to accomplish the software necessary to handle these conversions. Hardware interfaces can range from connecting thru the internet, loppy disks. RS-232 interface or any other means by which data can be transferred from the WMS (FIG. 1) to the warehouse image system of FIG. 3.
FIG. 3 Warehouse Image System (WIS)
This provides the user with a real time three dimensional visual representation of the warehouse. Three dimensional SKU data is created in real time and optional non real time by first constructing a simulated warehouse database 3 in the IGS 5 through the IGS host computer 1. The simulated warehouse database 3 is created with any warehouse database generation system 4. The IGS 5 is connected to the IGS Host computer 1 via a standard PC connector. Connected to the IGS host computer 1 is any printer system 6.
Numeral 1 WIS: IGS Host Computer
This consists of any computer system or any computer system capable of interfacing with any IGS 5.
Numeral 2 WIS: IGS Host Computer Monitor
This consists of any monitor that can be connected to the IGS host computer 1.
Numeral 3 WIS: Simulated Warehouse Database
This represents the warehouse database that graphically represents the real physical structure of any warehouse and can show such details of a warehouse from a simple graphical cubical three dimensional representation to such an extent that such items as aisles. SKUs, shelves, pallet racks, forklifts, and unused portions can be graphically represented in three dimensional detail necessary to perform complex warehousing functions where it is inputted into the IGS 5. The physical coordinates used to create the simulated warehouse database are inputed using points, polygons, texture maps (including photographic), vectors or any other standard geometric and trigonometric mathematics. Standard geometry and trigonometric calculations shall be as defined in the textbook âComputer Graphics Principles and Practice. Second Editionâ James D. Foley, Andries van Dam, Steven K. Feiner, and John F. Hughes, Addison-Wesley Publishing Company, ISBN 0-201-12110-7, and all references that this book calls out. The three dimensional data base is designed to look like the real world within the constraints of the real time IGS 5.
Numeral 4 WIS: Warehouse Database Generation System
These consist of graphical user interfaces made for the purpose of creating visual databases. These include three dimensional creating tool software systems as listed but not limited to table 4.
Numeral 5 WIS: Image Generator System (IGS)
Listed in table 3, this consists of any hardware and software combination capable of creating real time or optional non real time warehousing imagery and other logistics scenes.
Numeral 6 WIS: Printer Systems
These consist of any device capable of providing a visual image on any medium such as paper, slides, viewgraphs, transparencies, etc. These devices include plotters.
FIG. 4: Tracking and Positioning Systems
Tracking and positioning systems 7 and 8 connected to the IGS host computer 1 keeps track of the location of the HMD within the warehouse. These systems correlate to the IGS Host computer the three dimensional eye point location of a user between the real physical warehouse and the virtual warehouse database. The tracking and positioning system communicates to the IGS the movements of the HMD mounted on the human head. Wherever the warehouse worker moves the warehouse image system will keep up the correct imagery to properly superimpose the real world. The HMD is in synchronization with the driver of the forklift and the forklift is in synchronization with the position of the warehouse.
FIG. 5 Pointing and Selecting Devices
These include any devices that help the human move through the virtual world. These devices include but are not limited to the following: mouse 9, joystick 10, hand held scanner 11 and glove system 12. The glove system can be used to select, pick up, move, etc. that would otherwise be difficult with other devices.
FIG. 6 Human Eye Interface (HEI)
This consists of any device where the information of the IGS and its warehouse database is communicated to the human eye. The Warehouse Image System (FIG. 3) is connected to any number(s) of human eye interfaces (FIG. 6) via any means to transmit an image to the device such as a video cable, tv signal, radio frequency, etc. The human eye interface (FIG. 6) consists of any device capable of transmitting or communicating the warehouse image system information to the human eye. With these human eye interfaces, the user can see the location of inventory that is targeted for selection in much the same way enemy targets are selected in the military as on the F-15E, F-16, AH-64 and other aircraft. A forklift operator can see the pathway to select inventory in a similar method that a pilot's HUD can visualize a pathway in the sky for flying. Instead of an exterior world of land, clouds and runways of the pilot, the exterior world (on which an image is superimposed upon) seen by a warehouse operator is the warehouse, its stock and all other components of the entire supply chain including trucks, trains, ships, planes, etc. The most common of these include a helmet mounted display (HMD), either non see through 13, or see through 14, a hand held display (HHD) 15, a head down display (HDD) 16, a head up display (HUD) 17, projection system 18, a monitor 19, or any other device that inputs the warehouse image system into the human brain via the human eye.
Numerals 13,14 HEI: Helmet Mounted Display (HMD)
A list of these are provided in table 2. Similar to the HUD but with an optic lens mounted on the helmet and positioned over the eye, the HMD projects imagery onto a see through visor. A human can see the projected translucent to transparent image of visual information of the warehouse database on the clear visor as well as the view beyond the visor. This see through visualization function allows for the projected visual imagery on the visor to superimpose objects that are seen beyond the HMD.
Numeral 15 HEI: Hand Held Displays (HHD)
HHDs 15 have small monitors that can be carried by hand and display visual information of the warehouse database from the IGS 5 to warehouse workers. As a warehouse worker moves within inventory, the HHD 15 will provide the visual information of the warehouse image system (FIG. 3).
With this VR WMS complement the HDD 16 will be used to aid material handling drivers in selecting inventory as they pause from observing their field of view and read the HDD 16 for visual location information
Numeral 16 Head Down Display (HDD)
The HDD 16 consists of any type of display, preferably a flat panel display that takes up a small amount of space, that can be located in the peripheral field of view of an material handling vehicle. Although the images are not superimposed, the visual image created in three dimensions by the image generator is similar to the corresponding real world view.
Numeral 17 HEI: Head Up Displays (HUD)
A Head Up Display (HUD) 17 is used to display the visual warehouse image system onto the display glass which is mounted in the field of view of operation of any material handling vehicle. The Warehouse Image System (FIG. 3) image is correlated and superimposed over the real world scene.
Numeral 18 HEI: Projection Systems
The visual warehouse database information is presented onto walls, domes, screens, etc. that would immerse the user in a virtual scene. Projector(s) display the corresponding imagery via various means such as lenses, beam splitters or any other means onto any number of surfaces.
Numeral 19 HEI: Monitors
The visual warehouse database information is presented on the screen where a human can look at and obtain visual information on a monitor. Computer monitors create a virtual image that is not superimposed on the warehouse. The image represents the warehouse.
BRIEF DESCRIPTION OF DRAWINGS
FIG. 1 represents a warehouse management system (WMS) capable of identifying locations of the warehouse according to a stock location naming system.
FIG. 2 represents the interface to the host WMS.
FIG. 3 is a representation of a Warehouse Image System. It consists of:
numeral 1: any image generator system host computer
numeral 2: image generator system host monitor
numeral 3: a simulated warehouse database
numeral 4: any warehouse database generation system (an optional component to the VR WMS complement),
numeral 5: any image generator system (IGS),
numeral 6: any printer system that creates a hard copy of the visual data,
FIG. 4 represents optional tracking and positioning systems consisting of:
numeral 7: vehicle tracker
numeral 8: head tracker
FIG. 5 represents pointing and selecting devices which consist of but are not limited to:
numeral 9: mouse
numeral 10: joystick
numeral 11: hand held scanner
numeral 12: glove
FIG. 6 represents any human eye interface which are not limited to the most common which are:
numeral 13: a non see through helmet mounted display (HMD)
numeral 14: a see through HMD
numeral 15: a hand held display
numeral 16: a head down display (HDD)
numeral 17: a head up display (HUD)
numeral 18: a projection system
numeral 19: a monitor
FIG. 7 shows various examples of head-up-display (HUD) and head-down-display (HDD) in a vehicle application;
FIG. 8 shows an example of a head-mounted-display (HMD) in a warehouse application, as viewed by a warehouse operator;
FIG. 9 is a detailed view of a portion of the warehouse operator's field-of-view as seen in FIG. 8, highlighting specific stock items;
FIG. 10 is a graphical computer representation corresponding to the view of FIG. 9;
FIG. 11 is an individual item-level detailed field-of-view of a portion of the warehouse operator's field-of-view; and
FIG. 12 is a graphical computer representation corresponding to the view of FIG.
MODES FOR CARRYING OUT THE INVENTION
The Base System of the Invention: 1st System Combination
The IGS host computer 1, any image generator system 5 (non real time and/or real time) and a monitor 19 can achieve spectacular advances in the field of warehousing. These components comprise the base system of the VR WMS complement.
1st System Combination With a Simulated Warehouse Database 3
This consists of all the abilities and components of the base plus the creation of the virtual, computer generated world. The simulated warehouse database 3 can be created with any warehouse database generation system 4. The abilities to the 1st System Combination with a Simulated Warehouse Database 3 include:
Viewing a warehouse database can be done in both non real time and real time. Real time meaning that the database can be experienced with the freedom to move about anywhere in the warehouse, at any tune to see the visual information immediately. Any data can be accessed in this visual method immediately. FIG. 10 is one such image that can be created. The numerals on the FIG. 10 are color coded to show stock that needs to be moved according to current needs. FIG. 12 is another such image zoomed in for detailed viewing.
Warehouse operations can be simulated in action. Specific stock movement planning, and any other potentially visual information are all updated to the second at 60 HZ or at any other rate to provide an opportunity for planners to suggest resolutions to immediate situations and visualize their own results. Non real time can be used for an animation of an extremely detailed warehouse in order to observe more specific visual data. However, in real time, one's eyepoint can be moved with the freedom to move anywhere within the model warehouse database. Movement is not restricted within any one pre-chosen pathway. One can view the IGS image from any viewpoint and location in three dimensional space.
The operator can visualize only one category of stock at a time and visually erase all other stock in order to manage planning of one type of item at one time; eliminating the confusion that can be created when all stock movements of one warehouse are displayed simultaneously. In addition many windows into the three dimensional world can provide various views simultaneously.
In the real time mode, simulations of potential scenarios of everyday warehousing can be done immediately, saving potential hazards from occurring and saving potentially wasteful warehousing operations. Warehouse operators can simulate their recommendations before implementation and observe effectiveness.
Simulations include: the determination of appropriate shelving systems, the operation of new material handling equipment the operation of innovative warehouse designsâall operations that can now for the first time in warehousing be seriously considered for purchase due to the ability to examine all simulated results, without purchase, and the return on an investment that they would bring.
Other simulations include projecting operations when a large order is delivered or projecting any other type of scenario in order to properly prepare for the future. A simulation of a fixture day's activities in a short amount of time can provide warehouse managers knowledge of how to affectively accomodate the day. If more time permits, the non real time capability allows for greater visual detail of the warehouse.
Ease of Communications
Various managers can easily be informed across the logistics infrastructure and even to broader departments the possibilities of potential warehouse designs and future material flows in what if scenarios in order to make general suggestions, and plan future events such as quickly responding to changes in a volatile market. A company's departments can be unified by communicating current operations to finance, sales, marketing, manufacturing and purchasing departments.
Planning and design of a warehouse can be done quickly with the input of many people. Suggestions and comments with corresponding immediate visual results can be possible in one meeting. Large amounts of warehouse data can be processed and displayed quickly.
Concepts can be communicated to various global business units without worrying about translation problems. The visual nature makes understanding of a manager's warehousing concepts self explanatory in all cultures and languages. The time taken to successfully interpret ideas to the languages spoken in multiple global business units is avoided. Future warehousing operations are not limited to a single language due to the difficulties of translation. New markets around the globe can now easily be planned. Warehouses can be strategically built in the right market location without pressure to build new inefficient warehouses in one part of the world due to an idea stopping language.
Planning and Design
The storage of items can be planned in specific places within given parameters. The flow and placement of hazardous materials and food stores, similarly requested items, security of materials, etc. can be planned. The future warehouse can be walked through as it operates. The simulation can be sped up or slowed down in order to gain a better perspective to optimize even component of a future warehouse. Color codes can be used to distinguish specific types, sections, and categories of stock as they are moved.
Costly new warehouse construction and/or expansion and future maintenance expenses are avoided. Construction is planned for only what is absolutely necessary. Space within partially empty bins can be visualized with the VR WMS complement's capability of various imaging techniques and all possible perspective views. A designer can visualize where materials have been placed Precise three-dimensional data allow for accessible planning of forklifts and people. Areas can be designed with sufficient space for repacking. The possibilities and shortcomings of automatic warehousing can be planned for. Errors of AGVS and AS/RS can be predicted and/or shown. Warehousing motions can be observed as they have been setup. It can be determined whether automatic systems are profitable or dangerous to a company's warehousing operation.
Personnel Planning
Workers' schedules with graphical representations can be planned. Future events can be brainstormed and played out in any viewpoint and in any amount of detail. As experimental warehousing methods are observed, some ideas will be noted to be impractical. As one aspect of any plan is modified changes can be observed in the way they affect the entire supply chain. Material handling operators are prevented from creating traffic jams. Tasks to workers are planned and the efficiency of methods tested by observing representations of workers and their interactions with stock. Manpower, vehicle usage time, and the number of shifts necessary can easily be projected according to the projected future flow of the warehouse.
Stock movements can be tracked in a simulation of what if scenarios and efficiency of such advanced warehousing techniques such as just-in-time (JIT) and reverse logistics can be observed. New warehousing techniques can be created and observed in order to create a higher level of efficiency. With easy visualization, customer service in fast delivery is achieved as are customer returns. Ideas of stock flows can be manipulated along with warehouse designs with full imagery of all possible warehouse viewpoints.
By observing the affects of a new warehouse design in both real time and non real time, monumental savings in time and higher stock levels processed is achieved. Various viewpoints can be used to comprehend various warehouse operations. With the new fill visual understanding provided, dock bay configuration can be designed with full optimization, as large stock amounts can be visualized. Any complex warehousing technique can be visualized including crossdocking.
The VR WMS complement is not limited to conventional warehouse buildings but to all types of storage facilities. This VR WMS complement can be used in hi volume shipping vehicles. Oceanic transport time often is long. During this time, the unloading of stock from docks can be affectively planned en route.
2nd System Combination
Consists of the 1st system combination which consists of the IGS host computer 1, any image generator system 5 (non real time and/or real time) and a monitor 19 plus the addition of Interface to host WMS FIG. 2 and Any WMS FIG. 1 where the Interface to Host WMS FIG. 2 integrates Any WMS FIG. 1 to the IGS Host 1.
Any WMS FIG. 1 data is transmitted to an Interface to host WMS of FIG. 2. This data is transferred via any known means including but not limited to direct cable connection rs-232, internet floppy disk, cd-rom, radio frequency, etc. The Interface to host WMS translates this data into a form that the IGS host computer 1 understands.
FIGS. 10 and 12 are images that can be presented in this system combination where color coded stock items are identified according to the WMS. Once accomplished, planning and design of warehouses can be done by predicting SKU flows by using the basic warehousing software functions of a conventionally independent WMS (FIG. 1) and visualizing the affects with assistance of the Warehouse Image System of FIG. 3 and the IGS human eye interface (FIG. 6). Receipt and placement of SKU can be done with the basic warehousing software functions of a conventionally independent WMS (FIG. 1) and visualizing them on the IGS human interface. For the first time, new methods of warehouse management will be introduced that could never have been done with previous WMS capabilities.
Still images of any perspective and any amount of detail can be produced as printouts or any other form. The IGS human interface will allow warehouse managers to develop new warehousing methods such as: visualy inspecting and perusing any warehouse and its elements in the world from one location. Visualization of all aspects of the warehousing process will affect vital management decisions and input choices made on the basic warehousing functions of the WMS.
The capacity for instant knowledge of the location of stock and available space with visual information is achieved. Space is found and stock is organized more efficiently to make more space with the visual 3-D abilities of the VR WMS complement. Various imaging techniques such as wire frame, translucent transparent imaging options and all possible perspective views can show space within partially empty bins.
Naming methods of the stock location system of the existing WMS software is used simultaneously with the VR WMS complement allowing for locations to be found easily, simply, rapidly and accurately. This naming method is deciphered for easy and quick communication instead of a worker performing the entire interpretation based on the results of a WMS working alone. The SKU number/letter can be placed on top of the picture images of stock so that it will move in real time or non real time with the rest of the visual scene.
Use of the WMS combined with the VR WMS complement allows the use of the WMS alone to its fullest potential functionality. WMS users will find more uses for the existing WMS. Existing WMS software can be verified and corrected, thus improving the existing WMS.
The dynamic versatility of the 3rd System Combination allows it to be used for both administrators and pickers. An administrator's station is placed in any office allowing for comprehensive and vast oversight of any type of warehousing operation. The pickers and packers station eases stock location methods as well as packing techniques. When the station is placed on the warehouse floor, pickers can access it for guidance before venturing into aisles. Pickers can use one placed nearby to aid in space conserving packing methods. Image printouts of both stations allow for a hardcopy to be taken to the site to be used as a quick visual guide.
Administrator's Station
Time spent finding stock is reduced and the difficulty level previously necessary is reduced, allowing larger stock quantities to be processed as needed by consumers. Locating inventory eliminates surplus stock production and wasteful redundant expenses. Stock movements are easily tracked, allowing for fast delivery and an accurate system of handling reverse logistics. The precise location of defective items caused by manufacturing errors, sabotage and other reasons will be easily and quickly found.
Warehouse inspections can be done at often intervals, saving time to insure that proper protocols are met such as storage of items in specific places within given parameters including hazardous materials, food stores, similarly requested items, security of materials, etc. Differences are detected in inventory checking tours from a central location or any other location. Color codes identify specific types, sections, and categories of stock. Collective suggestion making such as planning future events in order to quickly respond to changes in a volatile market can be performed. Stock manipulation and control is easy with full imagery of all possible warehouse viewpoints. Organization leaders can simply view any warehouse in the world and view any part of that warehouse from one central location. Even remote warehouses can easily be reviewed. During long transport times, SKUs can easily be rearranged on board high quantity stock shipping vehicles with real time visualization in anticipation of the next drop off or loading.
Any SKU can be visually located in any part of the world from one central location and lost, misplaced and stolen stock is avoided as are remanufacturing duplicate orders. Manufacturing costs are saved.
This capability eliminates confusion when all stock movements of one warehouse are displayed simultaneously.
Pickers and Packers Station
Packing methods that optimally conserve space are performed with the aid of imaging techniques. The visual nature makes understanding and operation self explanatory and fast in all cultures and languages. The time taken to read a stock location system manual and fully understand it as with an independent WMS is eliminated. Workers will have the quick and accurate visual real time data to pick and place stock as they travel to and from the floor based pickers and packers station. Workers will be prevented from getting lost and will find stock quickly by reducing travel time. Once at the general location, printouts of visual imaging techniques allow pickers to quickly select stock. Tasks are delegated efficiently by continually observing representations of workers and their interactions with stock through visualizations. Manpower, vehicle usage time and the amount of shifts necessary can easily be administered according to current operating needs.
The visual, instant knowledge of where to place inventory as it comes in and is shifted is instantly known, saving labor hours and wages, decreasing operating capital needs.
By observing warehousing methods in live operation, monumental savings in time and increases in stock volume processed can be achieved. The shortcomings of techniques can be observed, new ones can be implemented and space found. Complex warehousing techniques are possible as there are numerous quantities of stock transfers that can be seen and various viewpoints that can be used to comprehend various warehouse operations. Packing methods in dock bays use see through space finding abilities. Crossdocking is another easily viewed complex space-saving warehousing technique. The amount of visual information in cross docking and in dock bays is processed fast enough to be effective in everyday warehousing.
3rd System Combination
This consists of all the abilities and components of the 2nd system combination plus the addition of an HMD.
HMD Administrator's Station
In addition to the capabilities of the administrator's station, a manager will be able to look around and instead of seeing the confines of an office, he will see any section of the warehouse in operation. Using imaging techniques, he can see through storage units and pick out specific stock. While remaining in an office, a manager's sense of sight is immersed in the warehouse location by freeing his eyes from the limiting vision of a monitor. Thought is stimulated and decisions are made with more insight. Imagery such that of FIGS. 10 and 12 can be seen.
HMD Pickers and Packers Station
At a designated fixed location in the warehouse, color coded data allows warehouse scrutiny. One's vision of the warehouse, SKU, shelving, etc. is electronically augmented with live superimposed computer generated images. Wherever an individual chooses to turn his head expanded vision provides so much data so quickly and with full comprehension. This is the most effective and comprehensive way of communicating such a vast amount of data to the mind. The pickers and packers station without the HMD does not permit this speed. Looking around a warehouse with the unaided eye and looking around a live computer generated warehouse within the confines of a monitor are two separate functions that the human mind has difficulty integrating. The HMD achieves this. The HMD augments all of the capabilities of the 2nd System Combination.
4th System Combination
This consists of all the abilities and components of 3rd System Combination plus the addition of tracking and positioning systems of FIG. 4 to the HMD of FIG. 6. The abilities of the 4th System Combination include:
HMD With Tracking
With the HMD functions of the 3rd System Combination, the ability to move anywhere is added with the corresponding scene lining up with the superimposed computer generated image. Any part of the warehouse can be traveled to at will, while taking into account an operational warehouse with superimposed updated image information using any combination of selective visual methods.
As seen in FIG. 8, forklift operator 26 is fitted with the HMD with Tracking system. As the operator looks around the warehouse, translucent colors identify stock that needs to be selected. Color coded stock item 27 is one such item. As one task is completed, superimposed arrows 28 show where the operator needs to go next and pick the next superimposed color coded stock item 29. The warehouse information would come from the WMS and transmitted to the mobile forklift via a radio frequency. FIG. 9 shows with more detail what the forklift operator would see with the HMD. Color coded translucent imagery is labeled with even numerals 30 through 44. FIG. 10 shows the exact same scene in FIG. 9 but as it would be seen with 100% computer representation. FIG. 10 can be easily viewed with a monitor or a non see through HMD. A manager can view FIG. 10 in a remote office, but see the exact same image FIG. 9 that an operator is viewing. The translucent color coded stock item corresponds with color coded item 31. Similarly, item 32 corresponds with item 33, item 34 corresponds with item 35, item 36 corresponds with item 37, item 38 corresponds with item 39, item 40 corresponds with item 41, item 42 corresponds with item 43, and item 44 corresponds with item 45. As more specific stock quantities are selected, shown in FIGS. 11 and 12, the same color coding and translucent methods apply. Can 51 is translucently color coded so the operator knows what to pick. Can 53 as all other cans are not color coded. The corresponding visual image can be seen as well. Computer generated can 50 corresponds with the real translucently color coded can 51. Computer generated can 52 as all other cans are not color coded as they do not need to be selected.
Workers have quick and accurate visual real time data to pick orders and place stock faster and without error. The arrows provide the most efficient route to the location of stock in order to fill specific orders. As they move via a forklift, they will simply follow the automatically created path and select the automatically designated, color coded stock. Workers have more visual data that will prevent them from getting lost and find stock quickly by reducing travel time. Once at the general picking location, visual imaging techniques allow them to quickly select stock. These techniques include superimposed color coding, wire frame and translucent imagery. Worker confusion is eliminated in the everyday functions of warehousing.
Forklift and other material handling operators can freely use their hands to safely operate vehicles and locate stock simultaneously. Operators simply look directly at stock and see the needed data in front of their eyes. The HMD with the Tracker ability introduces extra safety to workers and more efficient warehousing techniques. Two dimensional maps and printouts will become obsolete as the three dimensional world of the warehouse is accessible in all capacities. Excessive paperwork previously given to workers is eliminated as all communication of warehouse data can be done through the VR WMS complement.
Audio WMS no longer have the burden of supplying all location data but will supplement the VR WMS complement which will have the majority of this task. Instead of relying 100% on audio, updated real time visual data allows large increases in data transfer, allowing for fast warehousing. Science has proven that over 90% of data received by humans is introduced into the brain through the eyes. The scene currently in view by the user will always be described in full visual detail, with the visual image changing as the operator moves his head. Since this image has the option of being in real time, rapid data permits daily warehousing.
Automation attempts to eliminate human error and labor problems. Reliance on AGVS and AS/RS and its inherent shortcomings is no longer necessary. When situations require human judgement these automatic and robot like systems are the cause of error and inefficiency. This VR WMS complement allows workers to closely and easily interface with automated procedures and use human judgement that cannot so easily be replaced. The difficulties of human labor working alone will be eliminated with the capability of electronic eye scheduling
The 4th System Combination combines the best of both worlds. Human judgement is combined with the powerful automating capabilities of the VR WMS complement. Only man with this invention can make the proper judgements with reliability, resolution, flexibility and safety concerning warehousing.
Never again will pickers need to refer back and forth from stacks to a 2-d map, a printed picture image or symbols, numbers and letters describing a stock location. Items now will be selected only by looking directly through superimposed picking data into the warehouse stacks of stock. The 4th System Combination can perform many new levels of functionality that can be added to existing warehouse management software.
All Other Combinations
Every other combination of any of the components can create this VR WMS complement.
INDUSTRIAL APPLICABILITY
The overall concept of any part of this VR WMS complement is the ability to transform the data of numbers and letters describing a location of a stock location system into data that is visualized three dimensions and in real time and is communicated quickly and easily into the human eye.
Since warehousing is highly dependent on the knowledge of warehouse locations, this VR WMS complement communicates all warehousing functions to the human eye in three dimensions allowing for multiple warehousing improvements.
This VR WMS complement will be very vital in the food distribution industry, where high costs of warehouse buildings and the need to avoid rot and spoilage are key factors. This VR WMS complement will be implemented globally and help eliminate world famine and increase food distribution efficiency.
Other industries that will use this VR WMS complement are those that have SKUs that are always in need and constantly moving in the logistics cycle. This VR WMS complement is not limited to conventional warehouses but used for any other type of storage. Any industry that ships goods can use this VR WMS complement. Logistics, distribution, supply chain, and warehouse organization leaders will find new uses and capabilities of this VR WMS complement as it is used.
|
||||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
1
| 42
|
https://msomn.org/contact-us/matching-donations/
|
en
|
Matching Donations – The Metropolitan Symphony Orchestra
|
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https://msomn.org/contact-us/matching-donations/
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Matching Donations
Please check with your employer or organization for the most up-to-date information on matching donations. Below is a partial list of organizations that match individual contributions. This list is subject to change. For more information please call us at 612-567-6724 or email the MSO Executive Director.
A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | X | Y | Z
0-9
3M
Abbot Laboratories Fund
Abbott Northwestern Center for Outpatient Surgery
ABN AMRO Bank
ACE INA Foundation
Acromental Companies Inc
Acxiom Corporation
ADC Telecommunications
Adeptec Inc
Adobe Systems Incorporated
ADP Foundation
AES Corporation
Aetna Life & Casualty
AGIA Inc
Agribank FCB
Agriliance
Air Products & Chemicals, Inc.
Alliance Capital Mgmt Corp
AllianceOne, Inc
Alliant Energy
Alliant Techsystems Inc.
Allianz Life Ins
Allstate Giving Campaign
Altria Group Inc
American Express Foundation
American International Companies (AIG)
Ameriprise Philanthropic Program
Ameritech Corporation
Amgen, Inc
Analysts International Corp, Minneapolis
Antioch Companies/Webway
Aon Foundation
Archdiocese of Saint Paul and Minneapolis
Archer-Daniels-Midland Co. (ADM)
Archie D. and Bertha H. Walker Foundation
ARCO Foundation
Arthur J. Gallagher Foundation
Aspect Global Systems Inc
Assurant Inc
AT&T Foundation
ATK Sporting Equipment
Avaya
Aventis Pharmaceuticals
AXA Foundation
BAE Systems
BankAmerica Corp
Banta Corporation Foundation Inc
Bayer CropScience
BCS Insurance Company
BD (Becton Dickinson & Company)
Bea Foundation
Bell Atlantic Corporation
Bemis Company Foundation
Ben & Jerry’s
Best Buy
Bestfoods
BF Goodrich Company
Bill & Melinda Gates Foundation
Blandin Foundation
Bloomingdale’s
Blount Foundation
BMC Industries
Boeing
Boston Scientific Corporation
BP Amoco
BP Foundation Inc
Braun Intertec
Bremer Bank (Brainerd)
Bromelkamp Company
Burlington Northern Santa Fe
Butler Manufacturing Company
C.R. Bard
Cadence Design Systems Inc
Calpine
Capital Group Companies Inc
Cardinal Health, Dublin, OH
Carlson Companies Inc
Carolyn Foundation
Case Corporation
Caterpillar Foundation
Centerpulse Spine-Tech Inc
Cephalon Inc
CertainTeed Corp.
Champion International Corp
Charles Schwab & Co. Inc
ChartHouse Learning
Chase Manhattan Corp.
ChevronTexaco
Chicago Title and Trust Company Foundation
Chubb & Son Inc
CIGNA Foundation
Cingular Wireless
Cisco Systems, Inc
Citigroup Foundation
Clariant Corp
Clorox Company Foundation
CMS Hartzell Manufacturing
CNA Foundation
CNA Surety Corp.
CNS
Coca-Cola Company, The
Coldwell Banker Burnet
Colgate-Palmolive Co.
Community First National Bank
Community Solutions Fund
Compaq Computer Corporation
Computer Associates International
Computer Network Technology Corporation
Conseco Finance Foundation
Cooper Industries Inc
Corning Inc Foundation
Costco
Countrywide
CPI Philanthropic Fund
Daiichi Sankyo, Inc.
Dalsin Industries Inc
Davidson & Associates Inc
DeKalb Genetics Corp
Deluxe Corporation Foundation
Design Guys Incorporated
Diageo North America
DL Ryan Company, LTD
Dorsey & Whitney, LLP
DOW Chemical Co
Dow Corning Corp
Eaton Corporation
Ecolab Foundtion
EFunds
Eli Lily and Company Foundation
EMBARQ
Emerson Electric Co
Enpath Medical, Inc.
Entegris Inc.
ExxonMobil
Fair, Isaac and Company Inc
Fannie Mae Foundation
Federated Department Stores, Inc.
Fergus Falls Medical Group, PA
Fingerhut Corp
First National Bank of Hudson
First National Banks (Sioux Falls), The
Fleet
FM Global
Follett Corp.
Ford Motor Company
FORTIS Insurance
Frey Foundation
Gannett Communities Fund
Gap Foundation
Gate City Bank
GE-General Electric
Genentech Empolyee Giving Program
General Mills Foundation
General Re Corporation
Georgia-Pacific Corporation
Gillette
GlaxoSmithKline Foundation
GMAC-RFC
Google
Guidant Foundation
H.B. Fuller Company Foundation
Halleland, Lewis, Nilan, Sipkins & Johnson, PA
Harcourt Inc
Harsco Corporation Fund
Hartford Steam Boiler Inspection & Insurance Compa
Henry A. Bromelkamp & Co.
Hewlett Packard
Hickory Tech Corporation Foundation
Highland Bank
HJ Heinz Company Foundation
Home Depot
Honeywell Inc
Houghton Mifflin Company
Household International
HSBC
IBM Corp
ING Foundation
Invensys Process Systems
Itasca Consulting Group, Inc
ITW – Illinois Tool Works
Javelin Solutions
John Hancock Mutual Life Insurance
John Wiley & Sons Inc
Johnson & Johnson Companies
Johnson Controls Inc
Johnstech International Corp
Josiah Macy, Jr. Foundation
Jostens Inc
JPMorgan Chace
JSJ Corporation
Kaplan Inc
Kato Engineering, Inc
Kimberly-Clark
Kmart Corp
Kraft Foods, Inc.
Land O’ Lakes Fuondation
Learning Strategies Corp
Leffert, Jay & Polglaze, PA
Leo Burnett Company
Lexis-Nexis
Lorton Data Inc
Lucent Technologies
M&I Bank
Macromedia
Macy’s Foundation
Mainstreet Bank
Manulife Financial
Maritz Inc
Marshall Bankfirst Corp
Massachusetts Mutual Life Insurance Company
MasterCard International
Maurices Inc
May Department Store Company, The
McDATA
McDonald’s Corp
McGraw-Hill Companies Inc, The
McKnight Foundation, The
McNeely Foundation, The
Medtronic Foundation
Merck Company Foundation
Meredith Corporation
Merill Lynch & Company Foundation Inc
Metris Companies Foundation
Michaud, Cooley & Erickson
Microsoft Corp
Mid-Continent Engineering Inc
Mobil Oil Corp
Money Gram International
Monsanto Company
MONY Life Insurance Company
Morgan Family Foundation
Motorola Foundation
MTS Systems Corp
Murphy Oil USA Inc
Nabisco Foods Group
Nalco Chemical Company
National Computer Systems
National Instruments Corporation
National Starch & Chemical Foundation
NCR Corporation
NCS Pearson
Neiman Marcus Group, The
New England Business
Newsweek
Norfolk Southern Foundation
Northern Trust Bank
Northern Trust Corporation
NorthStar Capital Markets Inc
Norton Company Foundation
Novartis US Foundation
NRG-Natural Resource Group
Omron Foundation Inc
Ondeo Nalco Company
Oracle Corporation
Osmonics Inc
Pearson Shared Services
Pella Windows and Doors
PepsiCo Foundation Inc
Peterson-Anthony Insuance Agency Inc
Petters Group Worldwide
Pfizer Inc
Philip Morris Companies Inc.
Pioneer Hi-Bred International Inc
Piper Jaffray & Co
Pitney Bowes Inc
Pizza Hut
PNC Bank Foundation
Pohlad Family Foundation
Potash Corporation of Saskatchewan Inc
PPG Industries
Progress Casting Group Inc
Progressive Insurance
Prudential Foundation
Public Strategies Group
Quad Graphics
Quaker Hill Foundation
Quaker Oats Foundation, The
Quest Diagnostics Incorporated
RadioShack
Rapid Packaging Inc
RBC Dain Rauscher
Reader’s Digest Foundation
Red Wing Shoe Company
REI (Recreational Equipment Inc)
Remmele Engineering Inc
Retek Inc
Reuters America Inc
Richardson, Richter & Associates
Richfield Bank & Trust Co.
Rockwell International Corporation
Ryan Companies
Saint Paul Foundation
Saint Paul Travelers Companies Inc
Sandoz Inc
Sanofi-Aventis
SAP
Sauer-Danfoss
SBC Foundation
Seagate Technology Inc
Securian Foundation
Sentry Foundation
Silicon Graphics
Sprint Foundation
SPX Foundation
Square D Foundation
St Paul Bank
St Paul Companies Foundation
Stanley Works, The
Starbucks
State Farm Insurance
Stellent Inc
Strong Financial Corporation
Sulzer Spine-Tech
Sun Microsystems Foundation Inc
Sundet Foundation
Super 8 Motel
Symantec
Tapemark
TCF Bank, fsb
Tektronix Inc.
Temple-Inland Foundation
Tennant Foundation
Texas Instruments Foundation
Textron Inc
Thomson Corporation, The
Thomson Legal & Regulatory
Thomson Tax & Accounting
Thomson West
Thrivent Financial for Lutherans
Tiffany & Co.
Time Warner Inc
Times Mirror
Toro Company
Travelers Companies Inc
Travelers Express Company
Travelers Foundation
Tyco
UBS Financial Services Inc
UFE Inc
Unilever United States Inc
Union Pacific Railroad
United States Trust Co, NA
United Technologies Corp
Universal Music Group
Uponor North America Inc
UPS Foundation, The
US Bancorp
USG Foundation Inc
Verizon Communications
Vivendi
W.W. Grainger Inc
Wachovia Foundation
Warner-Lambert Company
Watson Wyatt
West Group
Whirlpool Foundation
Wiley Rein & Fielding LLP
Williams Companies Inc
Words at Work Inc
Xcel Energy
XTRA Corporation
Zelle, Hoffmann, Voelbel & Gette LLP
Zero-Max Inc
Zinpro
|
|||||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 98
|
https://multichannelmerchant.com/news/prnewswire/skechers-quickens-pace-omnichannel-growth-manhattan-associates/
|
en
|
Skechers Quickens Pace of Omnichannel Growth with Manhattan Associates
|
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2016-02-18T17:06:16+00:00
|
Skechers has selection Manhattan Associates Inc. solutions to orchestrate the omnichannel fulfillment of customer orders from across Europe.
|
en
|
Multichannel Merchant
|
https://multichannelmerchant.com/news/prnewswire/skechers-quickens-pace-omnichannel-growth-manhattan-associates/
|
Having already deployed Manhattan’s warehouse management system (WMS) in all of its distribution centers worldwide, the footwear brand will extend its deployment of the Manhattan technology at its expanding European Distribution Center (EDC) in Liege, Belgium.
Skechers has generated phenomenal growth in recent years and in 2014 reported a 40% increase in volumes processed through its EDC. To manage future demand, Skechers is extending its EDC to create a total storage capacity of more than one million square feet.
Skechers sells its footwear through company-owned Skechers retail stores, online at skechers.com, in department, specialty and other independent retail stores, through wholesalers, and via pure-play online retail sites such as Amazon and Zalando. With orders from all of these channels fulfilled from the EDC in Liege, Skechers requires a fulfillment platform that profitably manages inventory and lifts customer service across its brand portfolio, diverse selling channels and multiple geographical markets. Manhattan’s WMS offers this flexibility and has become the backbone of Skechers’ European supply chain.
“Our main challenge is to effectively manage our business growth at the same time as ensuring orders are delivered to customers on a daily basis,” said Bart Geenen, operations director at Skechers. “In the coming years, we anticipate an expansion of our retail store footprint in Europe. We have 40 retail stores and 50 franchise stores and expect to open another 20 stores next year. The expanded store operation alongside a continuation of the huge growth in orders we’ve seen online will have a significant impact on our EDC operations. We will add another sorter and optimize our other fulfillment processes to make sure that we can handle the expected order volume growth. Over the years Manhattan Associates has proven to be an outstanding partner with the solutions to support our business growth so we are convinced we are well-equipped for the future.”
“Skechers is one of our long standing customers in the United States and Europe with an impressive track record in terms of growth,” said Pieter Van den Broecke, managing director Central Europe, at Manhattan Associates. “They are a great example of an organization that is continuously optimizing its operations worldwide. We are honored to be part of the global success of this leading brand.”
|
|||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 37
|
https://www.stocktitan.net/news/MANH/manhattan-associates-reports-record-revenue-and-fczlfjnb7hp3.html
|
en
|
Manhattan Associates Reports Record Revenue and Earnings
|
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2023-10-24T20:05:00+00:00
|
Manhattan Associates reports a 37% increase in RPO bookings compared to the prior year, leading to a raise in their 2023 full-year guidance. The company's Q3 2023 revenue was $238.4 million, with GAAP diluted earnings per share of $0.79. Non-GAAP adjusted diluted earnings per share for Q3 2023 was $1.05. The company's business fundamentals are strong, and they are optimistic about expanding market opportunities.
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|
10/24/2023 - 04:05 PM
RPO Bookings Increase 37% over Prior Year on Strong Demand
Company Raises 2023 Full Year Guidance
ATLANTA--(BUSINESS WIRE)-- Leading Supply Chain and Omnichannel Commerce Solutions provider Manhattan Associates Inc. (NASDAQ: MANH) today reported revenue of $238.4 million for the third quarter ended September 30, 2023. GAAP diluted earnings per share for Q3 2023 was $0.79 compared to $0.47 in Q3 2022. Non-GAAP adjusted diluted earnings per share for Q3 2023 was $1.05 compared to $0.66 in Q3 2022.
“We are pleased with our quarterly and year-to-date results. Solid demand for our industry leading cloud solutions and services drove record results on the top and bottom lines,” said Manhattan Associates president and CEO Eddie Capel.
“Manhattan’s business fundamentals are strong, and our commitment to delivering innovation to our customers across mission-critical commerce and supply chain systems remains resolute. While we remain appropriately cautious and anticipate continued volatility, we are very optimistic about our expanding market opportunities. We are raising our 2023 outlook across all metrics and are providing preliminary solid 2024 parameters,” Mr. Capel concluded.
THIRD QUARTER 2023 FINANCIAL SUMMARY:
Consolidated total revenue was $238.4 million for Q3 2023, compared to $198.1 million for Q3 2022.
Cloud subscription revenue was $65.0 million for Q3 2023, compared to $45.3 million for Q3 2022.
License revenue was $3.9 million for Q3 2023, compared to $6.4 million for Q3 2022.
Services revenue was $128.0 million for Q3 2023, compared to $103.4 million for Q3 2022.
GAAP diluted earnings per share was $0.79 for Q3 2023, compared to $0.47 for Q3 2022.
Adjusted diluted earnings per share, a non-GAAP measure, was $1.05 for Q3 2023, compared to $0.66 for Q3 2022.
GAAP operating income was $53.4 million for Q3 2023, compared to $36.8 million for Q3 2022.
Adjusted operating income, a non-GAAP measure, was $72.5 million for Q3 2023, compared to $51.3 million for Q3 2022.
Cash flow from operations was $58.6 million for Q3 2023, compared to $39.9 million for Q3 2022. Days Sales Outstanding was 71 days at September 30, 2023, compared to 70 days at June 30, 2023.
Cash totaled $182.3 million at September 30, 2023, compared to $153.3 million at June 30, 2023.
During the three months ended September 30, 2023, the Company repurchased 128,133 shares of Manhattan Associates common stock under the share repurchase program authorized by our Board of Directors for a total investment of $25.1 million. In October 2023, our Board of Directors approved replenishing our remaining share repurchase authority to an aggregate of $75.0 million of our common stock.
NINE MONTH 2023 FINANCIAL SUMMARY:
Consolidated total revenue for the nine months ended September 30, 2023, was $690.5 million, compared to $569.0 million for the nine months ended September 30, 2022.
Cloud subscription revenue was $183.2 million for the nine months ended September 30, 2023, compared to $124.8 million for the nine months ended September 30, 2022.
License revenue was $13.0 million for the nine months ended September 30, 2023, compared to $19.9 million for the nine months ended September 30, 2022.
Services revenue was $368.7 million for the nine months ended September 30, 2023, compared to $294.3 million for the nine months ended September 30, 2022.
GAAP diluted earnings per share for the nine months ended September 30, 2023, was $2.05, compared to $1.43 for the nine months ended September 30, 2022.
Adjusted diluted earnings per share, a non-GAAP measure, was $2.72 for the nine months ended September 30, 2023, compared to $1.95 for the nine months ended September 30, 2022.
GAAP operating income was $151.0 million for the nine months ended September 30, 2023, compared to $108.0 million for the nine months ended September 30, 2022.
Adjusted operating income, a non-GAAP measure, was $204.6 million for the nine months ended September 30, 2023, compared to $152.2 million for the nine months ended September 30, 2022.
Cash flow from operations was $157.9 million for the nine months ended September 30, 2023, compared to $124.4 million for the nine months ended September 30, 2022.
During the nine months ended September 30, 2023, the Company repurchased 1,024,328 shares of Manhattan Associates common stock under the share repurchase program authorized by our Board of Directors, for a total investment of $166.0 million.
2023 GUIDANCE
Manhattan Associates provides the following revenue, operating margin and diluted earnings per share guidance for the full year 2023:
Manhattan Associates currently intends to publish in each quarterly earnings release certain expectations with respect to future financial performance. Those statements, including the guidance provided above, are forward looking. Actual results may differ materially. See our cautionary note regarding “forward-looking statements” below.
Manhattan Associates will make this earnings release and published expectations available on the investor relations section of the Manhattan Associates website at ir.manh.com. Following publication of this earnings release, any expectations with respect to future financial performance contained in this release, including the guidance, should be considered historical only, and Manhattan Associates disclaims any obligation to update them.
CONFERENCE CALL
Manhattan Associates’ conference call regarding its third quarter 2023 financial results will be held today, October 24, 2023, at 4:30 p.m. Eastern Time. The Company will also discuss its business and expectations for the year and next quarter in additional detail during the call. We invite investors to a live webcast of the conference call through the Investor Relations section of the Manhattan Associates website at ir.manh.com. To listen to the live webcast, please go to the website at least 15 minutes before the call to download and install any necessary audio software. The Internet webcast will be available until Manhattan Associates’ fourth quarter 2023 earnings release.
GAAP VERSUS NON-GAAP PRESENTATION
Manhattan Associates provides adjusted operating income and margin, adjusted income tax provision, adjusted net income, and adjusted diluted earnings per share in this press release as additional information regarding the Company’s historical and projected operating results. These measures are not in accordance with, or alternatives to, GAAP, and may be different from similarly titled non-GAAP measures used by other companies. The Company believes the presentation of these non-GAAP financial measures facilitates investors’ ability to understand and compare the Company’s results and guidance, because the measures provide supplemental information in evaluating the operating results of its business, as distinct from results that include items not indicative of ongoing operating results, and because the Company believes its peers typically publish similar non-GAAP measures. This release should be read in conjunction with the Company’s Form 8-K earnings release filing for the three and nine months ended September 30, 2023.
Non-GAAP adjusted operating income and margin, adjusted income tax provision, adjusted net income and adjusted diluted earnings per share exclude the impact of equity-based compensation – net of income tax effects. They also exclude the tax benefits or deficiencies of vested stock awards caused by differences in the amount deductible for tax purposes from the compensation expense recorded for financial reporting purposes. We include reconciliations of the Company’s GAAP financial measures to non-GAAP adjustments in the supplemental information attached to this release.
ABOUT MANHATTAN ASSOCIATES
Manhattan Associates is a global technology leader in supply chain and omnichannel commerce. We unite information across the enterprise, converging front-end sales with back-end supply chain execution. Our software, platform technology and unmatched experience help drive both top-line growth and bottom-line profitability for our customers.
Manhattan Associates designs, builds and delivers leading edge cloud solutions so that across the store, through your network or from your fulfillment center, you are ready to reap the rewards of the omnichannel marketplace. For more information, please visit www.manh.com.
This press release contains “forward-looking statements” relating to Manhattan Associates, Inc. Forward-looking statements in this press release include, without limitation, the information set forth under “2023 Guidance,” statements we make about market adoption of our cloud-based solution and other statements identified by words such as “may,” “expect,” “forecast,” “anticipate,” “intend,” “plan,” “believe,” “could,” “seek,” “project,” “estimate” and similar expressions. Prospective investors are cautioned that any of those forward-looking statements are not guarantees of future performance and involve risks and uncertainties, and that actual results may differ materially from those contemplated by those forward-looking statements. Among the important factors that could cause actual results to differ materially from those indicated by those forward-looking statements are: economic conditions, including inflation; disruption in the retail sector; delays in product development; competitive and pricing pressures; software errors and information technology failures, disruption and security breaches; disruption in the retail sector; risks related to our products’ technology and customer implementations; global instability, including the wars in Ukraine and the Middle East; and the other risk factors set forth in Item 1A of the Company’s Annual Report on Form 10-K for the year ended December 31, 2022, and in Item 1A of Part II in subsequent Quarterly Reports on Form 10-Q. Manhattan Associates undertakes no obligation to update or revise forward-looking statements to reflect changed assumptions, the occurrence of unanticipated events or changes in future operating results.
Three Months Ended September 30,
Nine Months Ended September 30,
2023
2022
2023
2022
Cost of services
$7,643
$5,308
$21,337
$16,267
Research and development
4,141
3,126
11,711
9,740
Sales and marketing
1,878
1,508
5,333
4,460
General and administrative
5,368
4,591
15,217
13,742
Total equity-based compensation
$19,030
$14,533
$53,598
$44,209
View source version on businesswire.com: https://www.businesswire.com/news/home/20231024452925/en/
Michael Bauer
Senior Director,
Investor Relations
Manhattan Associates, Inc.
678-597-7538
mbauer@manh.com
Rick Fernandez
Director,
Corporate Communications
Manhattan Associates, Inc.
678-597-6988
rfernandez@manh.com
Source: Manhattan Associates Inc.
FAQ
What was Manhattan Associates' revenue for Q3 2023?
Manhattan Associates reported revenue of $238.4 million for Q3 2023.
What was the increase in RPO bookings compared to the prior year?
RPO bookings increased by 37% compared to the prior year.
What was the non-GAAP adjusted diluted earnings per share for Q3 2023?
The non-GAAP adjusted diluted earnings per share for Q3 2023 was $1.05.
What was the cash flow from operations for Q3 2023?
The cash flow from operations for Q3 2023 was $58.6 million.
Manhattan Associates, Inc.
NASDAQ:MANH
MANH Stock Data
Market Cap 14.89B
Float 61.57M
Insiders Ownership 1.2%
Institutions Ownership 99.34%
Short Percent 2.39%
Industry Software Publishers
Sector Information
Website Link
Country United States of America
City ATLANTA
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DRISCOLL STRAWBERRY ASSOCIATES INC
DRIVETIME AUTOMOTIVE GROUP INC
Drug Plastics and Glass Co., Inc.
DRUGSTORE.COM INC
DS SERVICES OF AMERICA INC
DST SYSTEMS INC
DSW INC
DUNKIN' BRANDS GROUP INC
DUNKIN' DONUTS
DUNLOP MOTORCYCLE TIRES
DURO-LAST ROOFING INC
DUTCH LLC
E. & J. GALLO WINERY
E. I. DU PONT DE NEMOURS AND COMPANY
E.D.SMITH FOODS LTD
EASTERN CO
EASTMAN CHEMICAL CO
EASTMAN KODAK CO
EASY COMFORTS
EAT SMART
EATON CORP PLC
ECBC INC
ECHO, dba E.O.P.E., INC.
ECO-BAT TECHNOLOGIES LTD
ECOLAB INC
ECONOLITE GROUP INC
EDDIE BAUER LLC
EDGEWELL PERSONAL CARE CO
EDUCATIONAL PRODUCTS INC
EDWARDS LIFESCIENCES CORP
Edwards Lifesciences Corporation
EILEEN FISHER INC
EISAI CO LTD
EJ GROUP INC
ELECTROLUX AB
ELECTRONIC THEATRE CONTROLS INC
Electronic Theatre Controls, Inc
Elementis Global LLC, Elementis US Holdings Inc. & Subsidiaries
ELI LILLY
ELITE SPICE
Elkay Manufacturing Company
ELKAY PLASTICS
ELMER'S PRODUCTS INC
EMACHINES INC
EMC CORP/MA
EMCORE CORP
EMD MILLIPORE CORP
EMD PERFORMANCE MATERIALS CORP
EMERALD PERFORMANCE MATERIALS
EMERSON ELECTRIC
Empire Today, LLC (and Empire Carpets California Limited Partnership)
ENCORE WIRE CORP
ENERGIZER HOLDINGS INC
ENFAMIL
ENI SPA
ENPHASE ENERGY INC
ENPRO INDUSTRIES INC
ENTEGRIS INC
ENTERPRISE PRODUCTS PARTNERS LP
Enthera Valley
ENVIRONMENTAL SOLUTIONS GROUP
EPC Industries Limited
ERGON INC
ESCALADE INC
ESCO TECHNOLOGIES INC
ESILICON CORP
ESSENTIA A/S
ESTEE LAUDER COMPANIES INC
ESTERLINE TECHNOLOGIES CORP
ETHAN ALLEN INTERIORS INC
ETRO SPA
ETSY
ETUDE WINES
Euromarket Designs, Inc. d/b/a Crate&Barrel and CB2
EVANS ADHESIVE CORP LTD
Evapco, Inc.
EVERETT CHARLES TECHNOLOGIES, LLC
EVERGREEN PACKAGING INC
Everris NA Inc.
GENENCOR INTERNATIONAL INC
EVONIK
EVOQUA WATER TECHNOLOGIES LLC
EXAR CORP
Excelligence Learning Corp., DBA Discount School Supply
EXELIS INC
Exemplis LLC, dba SitOnIt Seating, SitOnIt, Ideon
EXPOSURES
EXPRESS INC
WARRIOR SPORTS
EXTRON ELECTRONICS
F.Y.E.
FAF INC
FAIRCHILD SEMICONDUCTOR INTERNATIONAL INC
FAM LLC
FARIBAULT FOODS INC
FARO Technologies, Inc. d/b/a Florida Faro Technologies, Inc.
FARWEST STEEL CORP
FAST RETAILING
FEDERAL SIGNAL CORP
FEEDDEALER.COM
FEI CO
FENDER MUSICAL INSTRUMENTS CORP
FENDI
FERRELLGAS PARTNERS -LP
FERRO CORP
Fertilizer Company of Arizona, Inc.
FIAT CHRYSLER AUTOMOBILES NV
FIBERGRATE COMPOSITE STRUCTURES INC
Finelite, Inc.
FINGERHUT
FINISAR CORP
FINISH LINE INC
FIRMENICH SA
FIRST CHOICE COFFEE SERVICES
FIRST SOLAR INC
FISHER BARTON
FIVE GUYS ENTERPRISES LLC
FLEXCON
FLEXSTEEL INDUSTRIES INC
FLEXTRONICS INTERNATIONAL LTD
FLINT GROUP INCORPORATED
Flint Hills Resources, LP
FLIR SYSTEMS INC
FLOOR & DECOR HLDGS -REDH
FLOWERS FOODS INC
FLOWSERVE CORP
FLYERS ENERGY LLC
FMC CORP
FOLLETT CORP
KEYES MOTORS INC
Food 4 Less Supermarkets Inc
Food Pantry, Ltd., db in California as Lamonts, Accents, and The Palace Collection
FOOT LOCKER INC
Footwear Unlimited, Inc.
FORD METER BOX COMPANY INC
FORD MOTOR
FOREST RIVER INC
FOREVER 21
FORMFACTOR, INC.
FORT DEARBORN COMPANY
FORT WAYNE METALS RESEARCH PRODUCTS CORP
FORTINET INC
Fortune Brands Home & Security LLC
FOSSIL GROUP INC
PDF SOLUTIONS INC
LIMONEIRA COMPANY
MOBILEONE
FOSTER FARMS
DASAN ZHONE SOLUTIONS, INC.
VNUS MEDICAL TECHNOLOGIES, INC.
REAL GOODS SOLAR INC
MINDBODY, INC.
FOX FACTORY INC
SIGNATURE SYSTEMS GROUP
FOXCONN
FRANCESCAS HOLDINGS CORP
MERRIMACK PHARMACEUTICALS
Franklin Corporation
NEBRASKA BOOK HLDGS INC
AROTECH CORP
BALLANTYNE STRONG INC
MCRAE INDUSTRIES
INTEGRATED DRILLING EQPT HLD
MEDIA ARTS GROUP INC
FRANKLIN ELECTRIC CO INC
VOCERA COMMUNICATIONS, INC.
WESTELL TECH INC
PLX TECHNOLOGY INC
CAFEPRESS INC
PROJECTOR SUPERCENTER
FREDERICK'S OF HOLLYWOOD GROUP INC
RED TRAIL ENERGY LLC
OMNEON INC
ANIKA THERAPEUTICS INC
FREESCALE SEMICONDUCTOR LTD
FRES-CO SYSTEM USA INC
OAK TECHNOLOGY INC
PCTEL INC
GUIDANCE SOFTWARE, INC
Fresenius Kabi USA, LLC
VIOLIN MEMORY INC
COMMUNICATIONS SYSTEMS INC
FRESH CONNECTION (THE)
FRIEDMAN INDUSTRIES INC
VITESSE SEMICONDUCTOR CORP
DGSE COMPANIES INC
HARVARD BIOSCIENCE INC
NOVA LIFESTYLE, INC.
COMPX INTERNATIONAL INC
NL INDUSTRIES
INFINITY PHARMACEUTICALS INC
INTERVIDEO, INC.
Fresh Express Incorporated
FRESH MARKET INC (THE)
MAGNETEK INC
ACME UNITED CORP
SCIOS INC
FREUDENBERG NONWOVENS
APPLIANCE RECYCLING CTR AMER
FREUDENBERG PERFORMANCE MATERIALS
101 PIPE & CASING INC
3DROBOTICS
A & A READY MIXED CONCRETE INC
A & B HONGDA GROUP INC
ABBYSON LIVING CORP
ABCANA INDUSTRIES INC
ACI INTERNATIONAL
ACME FURNITURE INDUSTRY INC
AERO ELECTRIC CONNECTOR INC
AIR & WATER INC
AIRPORT APPLIANCE INC
AMAG TECHNOLOGY INC
AMERICAN ELECTRONIC RESOURCE
AMS FULFILLMENT INC
ANACAPA MICRO PRODUCTS INC
ANDERSONS SIERRA PIPE CO
APPLIED VOICE & SPEECH TECHNOLOGIES
FREUDENBERG SEALING TECHNOLOGIES
AQUA-FLO SUPPLY
ARMORCAST PRODUCTS CO INC
Art.com, Inc. (DBA Art.com)
ASA COMPUTERS INC
ASC PROCESS SYSTEMS INC
AV THOMAS PRODUCE
BATCHMASTER SOFTWARE INC
FRONTIER SPINNING MILLS
BEST DEAL FOOD CO INC
BEST EXPRESS FOODS INC
BEST FORMULATIONS
BI-RITE FOODSERVICE DISTRIBUTORS
BIONESS INC
BLUEARC CORP
BOOKS INC
BOSKOVICH FARMS INC
BRADSHAW INTERNATIONAL INC
BRAGG INVEST CO
BRIGHT MARKET LLC
BRS MEDIA INC
BUFFINGTON & ASSOCIATES INC
BUILDING MATERIAL DISTRIBUTORS INC
CAL-STATE AUTO PARTS INC
CAL-WEST RAIN INC
CALIFORNIA BOX CO
CALIFORNIA CEREAL PRODUCTS INC
CALIFORNIA CUSTOM FRUITS & FLAVORS
CALIFORNIA GIANT INC
CALPINE CONTAINERS INC
CALTRONICS BUSINESS SYSTEMS
CAMACHO AUTO SALES INC
CARL ZEISS VISION INC
CDS MOVING EQUIPMENT INC
CELLULAR 1 2 3
CENTRAL SANITARY SUPPLY
CHAMBERS & CHAMBERS INC
FRUIT GROWERS SUPPLY COMPANY
CLASSIC DISTRIBUTING & BEVERAGE GROUP
CLOUDERA INC
COMAIR HOLDINGS CORP
CONNELL NISSAN
COPYMAT
CRAIN WALNUT SHELLING INC
CRENSHAW LUMBER CO INC
D & D WHOLESALE DISTRIBUTORS INC
DAIRYAMERICA INC
DATADIRECT NETWORKS INC
DAWSON CO
DELICATO VINEYARDS
DESERT EUROPEAN MOTORCARS LTD
DMG CORP
DMS FACILITY SERVICES INC
DORSETT & JACKSON INC
FRUIT OF THE LOOM INC
ECS REFINING INC
EDWARDS THEATRES CIRCUIT INC
ENVIRO TECH CHEMICAL SERVICES INC
EVANS TIRE & SERVICE CENTER
EVENTBRITE INC
EVOLVE MEDIA LLC
EXPRESS MANUFACTURING
FAR WEST DISTRIBUTORS INC
FAST UNDERCAR INC
FASTRIP FOOD STORE
FLOOR STORE
FLOWMASTER INC
FLUID GAUGE CO INC
FLUIDMASTER INC
FOCUS INDUSTRIES INC
FRUITSMART INC
FRY'S ELECTRONICS INC
Fuchs Lubricants Co.
GEARY PACIFIC SUPPLY
GENERAL FINANCE CORPORATION
GENESIS MICROCHIP INC.
FUELCELL ENERGY INC
FUJIFILM HLDGS CORP
Fujitec America, Inc.
HAMPTON CREEK FOODS
HANNAM CHAIN USA INC
HIKAM AMERICA INC
FULLBEAUTY BRANDS LP
HOEHN MOTORS INC
HONEYBEE FOODS CORP
HORIBA INSTRUMENTS
HORIZON FOOD GROUP INC
HOUZZ INC
FULLER (H. B.) CO
HUB CONSTRUCTION SPECIALTIES INC
HYDRAULICS INTERNATIONAL INC
INDUSTRIAL CONTAINER SERVICES LLC
INDUSTRIAL VALCO INC
INLAND EMPIRE FOODS INC
INTERSTATE PLASTICS
INTEX RECREATION CORP
FURNITURELAND SOUTH
J SOSNICK & SON INC
JACK ENGLE & CO
JACMAR CO INC
JACOB STERN & SONS INC
JENSEN MEAT CO INC
JIM HICKS & CO INC
JIMS SUPPLY CO INC
FXI, Inc.
KAWAHARA NURSERY INC
KENNERLEY SPRATLING INC
KRACO ENTERPRISES LLC
KRETEK INTERNATIONAL INC
L & B PIPE SUPPLY CO INC
LABCON NORTH AMERICA INC
LABORATORY SPECIALTY GASES INC
LAHLOUH INC
LAZZARI FUEL CO LLC
LEO HOFFMAN CHEVROLET INC
LINCOLN EQUIPMENT INC
LION RAISINS
LIQUID INVESTMENTS INC
LITHOGRAPHIX INC
LIVING SPACES FURNITURE LLC
LN CURTIS & SONS
LOGOMARK INC
FYRQUEL
LUBRICATING SPECIALTIES CO
MACHINE ZONE INC
MAGNETIC DATA TECHNOLOGIES LLC
MICHAEL CADILLAC INC
MICROLAND ELECTRONICS CORP
MID VALLEY AGRICULTURAL SERVICES INC
MITCHELL INTERNATIONAL INC
MOC PRODUCTS CO INC
MOLDEX METRIC INC
MOONLIGHT PACKING CORP
MOPHIE INC
G-III APPAREL GROUP LTD
MOTIVE ENERGY TELECOMMUNICATIONS GROUP INC
MTC DISTRIBUTING
NAJARIAN FURNITURE CO INC
Galata Chemicals Holding Company, LLC
NEW PRIDE CORP
NEXSAN CORP
NOR CAL PRODUCE INC
NORTH AMERICAN PET PRODUCTS
NOTHING BUNDT CAKE
OBERTHUR CARD SYSTEMS CORP
OCEAN GARDEN PRODUCTS
OLAM TOMATO PROCESSORS INC
ORANGE LINE OIL CO INC
ORCO BLOCK CO INC
OREILLY MEDIA INC
ORLY INTERNATIONAL INC
OTIS MCALLISTER INC
P & R PAPER SUPPLY CO INC
PACIFIC ATLANTIC CROP EXCHANGE
PACIFIC COAST ENERGY CO LP
PACIFIC STEEL CASTING CO
PACO STEEL & ENGINEERING CORP
PALM SPRINGS OIL CO
PALOS VERDES BUILDING CORP
PARAGON BUILDING PRODUCTS INC
PAYLESS FOODS
PETRO-DIAMOND TERMINAL CO
PINNACLE PETROLEUM INC
PIONEER POS SOLUTIONS INC
PIONEER SPEAKERS INC
PIPEDREAM PRODUCTS INC
PLASTIKON INDUSTRIES INC
POTENTIAL DESIGN INC
POWERSTRIDE BATTERY CO INC
PREMIER DISPLAYS & EXHIBITS INC
PREMIER NUTRITION INC
PRODUCE INTERNATIONAL
PRODUCERS DAIRY FOODS INC
PROTEUS DIGITAL HEALTH INC
PROTEUS INDUSTRIES INC
PUBMATIC
PURCELL INTERNATIONAL INC
PURCELL-MURRAY CO INC
RAMOS OIL CO INC
RED CHAMBER CO
RGM PRODUCTS INC
RHINO LININGS CORP
RICHMOND WHOLESALE MEAT CO
RITE-WAY MEAT PACKERS INC
RIVER CITY BUILDING SUPPLY INC
ROBB ROSS FOODS INC
ROBERT V JENSEN INC
RUBENSTEIN SUPPLY CO
S & S SUPPLIES & SOLUTIONS
SAN DIEGO FAMILY HOUSING LLC
SAN MIGUEL PRODUCE INC
SANMAR SUPPLY CO
SATCO INC
SCHMID THERMAL SYSTEMS INC
GALILEO FOODS
SERVICE ROCK PRODUCTS CORP
SHASTA-SISKIYOU TRANSPORT
SHIHLIN ELECTRIC USA
SHOPNGO INC
SHULTZ STEEL CO
GALLS LLC
SIERRA PACIFIC TURF SUPPLY INC
SIGNAL HILL PETROLEUM INC
SILICON VALLEY MICROELECTRONICS INC
SIMS WELDING SUPPLY CO INC
GAMESTOP CORP
SMARDAN-HATCHER CO
SMILE BUSINESS PRODUCTS INC
SOLARMARKT US CORP
SONORA MILLS FOODS INC
SONSRAY MACHINERY LLC
SOUTHWEST BOULDER & STONE INC
SOUTHWEST OFFSET PRINTING CO
SOUTHWESTERN INDUSTRIES INC
SPATZ LABORATORIES
SQUARE H BRANDS INC
STOVER SEED CO
SUN PACIFIC PRODUCTS
SUNGEVITY INC
SUNSHINE MAKERS
GAP INC
TC CONSTRUCTION CO
TEMPER BENT GLASS LP
TESTCO
TESTEQUITY LLC
THERAPAK CORP
TRADITIONAL MEDICINALS INC
TRIANGLE DISTRIBUTING CO
TRIBEST CORP
TRION WORLDS INC
Gardner Denver
TUSTIN NISSAN BUICK & GMC
TUTTLE-CLICK AUTOMOTIVE GROUP
UNICAL AVIATION INC
UNION ASPHALT INC
UNION CENTER
Garland Industries, Inc.
VALLEY WHOLESALE DRUG CO INC
VENDAVO INC
VERENGO INC
VICENTE FOODS
VICTORY GROUND SUPPORT INC
VISTA METALS CORP
VOLKSWAGEN SANTA MONICA INC
WATERLINE TECHNOLOGIES INC
WESLEY B LASHER INVESTMENT CORP
WEST CENTRAL PRODUCE
WEST COAST TURF INC
WESTAK INC
WESTERN METHODS MACHINERY CORP
WESTSIDE BUILDING MATERIAL CORP
WHCI PLUMBING SUPPLY CO
WILBUR CURTIS CO INC
WINEDIRECT INC
WINNERAM INTERNATIONAL INC
WINTEC INDUSTRIES INC
ZNYX NETWORKS INC
ZODIAC SEAT SHELLS US LLC
GARMIN
AUDIENCE, INC.
GARMIN QATAR
TANDY BRANDS ACCESSORIES INC
LEGACY HOUSING
GATAN INC
NATURAL ALTERNATIVES INTERNATIONAL INC
FAMOUS DAVES OF AMERICA INC
FLUIDIGM CORPORATION
GATES CORP
GAYLORD INDUSTRIES
NORTECH SYSTEMS INC
GBP
CAPSTONE TURBINE CORP
HERON LAKE BIOENERGY LLC
CANDELA CORP
SABA SOFTWARE INC
GE Wind Energy LLC
IRIS INTERNATIONAL, INC.
LIFEWAY FOODS INC
COAST DISTRIBUTION SYSTEM INC
ARIAD PHARMACEUTICALS INC
SIFCO INDUSTRIES
GEAR FOR SPORTS
BEYOND COM CORP
GELSON'S MARKETS
Gene Holding LLC
GENENTECH INC
OBAGI MEDICAL PRODUCTS, INC.
REDENVELOPE, INC.
GENERAC HOLDINGS INC
HORTONWORKS, INC.
GENERAL CABLE CORP/DE
ASPEN AEROGELS INC
MFRI INC
EUROMOTORS INC
QRS CORP
General Dynamics Advanced Information Systems
ARMCO METALS HOLDINGS INC
ACACIA RESEARCH CORPORATION
EDELBROCK CORP
PRIMO WATER CORP
IEC ELECTRONICS CORP
NAPSTER, INC.
LOJACK CORP
GENERAL DYNAMICS BATH IRON WORKS
GENERAL DYNAMICS CORP
SEQUENOM INC
GENERAL DYNAMICS MISSION SYSTEMS
KEWAUNEE SCIENTIFIC CORP
GENERAL DYNAMICS ORDNANCE AND TACTICAL SYSTEMS
GENERAL ELECTRIC
FIVE9, INC.
GENERAL MILLS INC
BIONOVA HOLDING CORPORATION
GENERAL MOTORS COMPANY
GENESCO INC
ATRICURE INC
GENTEX CORP
GEORGIA-PACIFIC LLC
TRICOLOR AUTO
INTRALASE CORP.
GERBER PRODUCTS COMPANY
AGILE SOFTWARE CORP
CHINA SKY ONE MEDICAL, INC.
EXCELLIGENCE LEARNING CORPORATION
GHIRARDELLI
GIANT EAGLE
CHANNELL COMMERCIAL CORP
SEASPINE HOLDINGS CORPORATION
GILDAN ACTIVEWEAR INC
GILEAD SCIENCES INC
GILL CORP
ANADIGICS INC
ACTUATE CORP
RCI HOSPITALITY HLDGS INC
HALOZYME THERAPEUTICS, INC.
GRAHAM CORP
GOLDEN ENTERPRISES
GIVAUDAN S.A
CONTINENTAL MATERIALS CORP
GK Technologies, Incorporated
GLACIER WATER SERVICES INC
UFP TECHNOLOGIES INC
MAGMA DESIGN AUTOMATION, INC.
GKN PLC
GOLDEN LIVING
THE LAURIDSEN GROUP INC
GLATFELTER
CONCEPTUS INC
BARRA Inc
PACKSIZE INTERNATIONAL
GLAXOSMITHKLINE PLC
GLEN RAVEN INC
VERITY INC
KONA GRILL INC
UNIQUE FABRICATING INC
GLIDEWELL LABORATORIES
DSP GROUP INC
SUPERNUS PHARMACEUTICALS INC
GLOBAL AGRI-TRADE CORP
GLOBAL BRASS & COPPER HLDGS
CAMBIUM LEARNING GROUP INC
ALLEN EDMONDS
SYPRIS SOLUTIONS INC
OLIVET INTERNATIONAL INC
ATRION CORP
PARK ELECTROCHEMICAL CORP
ARK RESTAURANTS CORP
CRYOLIFE INC
GLOBALFOUNDRIES U.S. INC
AEMETIS INC
GMI Holdings, Inc. d/b/a The Genie Company
GN NETCOM
NATURAL WONDERS INC
JANUS INTERNATIONAL GROUP
GOBP Holdings, Inc. & Subsidiaries (Grocery Outlet Inc.)
GOJO Industries, Inc.
MONARCH CEMENT CO
GOLD CREEK FOODS LLC
SWEET PEOPLE APPAREL INC
Goldline, LLC
MOBILEIRON INC
GOODYEAR TIRE & RUBBER CO
SYMYX TECHNOLOGIES INC
GOODYEAR-DUNLOP TIRES NORTH AMERICA LTD
GRANITE CITY FOOD & BREWERY
UNITED ONLINE INC
MINDSPEED TECHNOLOGIES, INC.
GOOGLE
AEROHIVE NETWORKS, INC.
GOPRO INC
GORMAN-RUPP CO
GRACO INC
SUCAMPO PHARMACEUTICALS INC
ENDOLOGIX INC
GRAFTECH INTERNATIONAL LTD
GRAHAM PACKAGING COMPANY
Grain Craft DBA Pendleton Flour Mill
GRAPHIC MANAGEMENT SPECIALTY PRODUCTS
YOUNGEVITY INTERNATIONAL INC
GRAPHIC PACKAGING HOLDING CO
Graymont Western US Inc.
Great Northern Corporation
PMFG INC
INOGEN, INC.
GREATBATCH INC
ISTA PHARMACEUTICALS INC
PRIME MEDICAL SERVICES INC
Green Bay Packaging Inc.
GREENBRIER COMPANIES INC
JAMBA INC
GREG NORMAN ESTATES
GREIF INC
SPECTRUM PHARMACEUTICALS INC
TURTLE BEACH CORP
GRIFOLS SA
GROCERY OUTLET INC
CONTROL4 CORP
REALD INC
PHOTOMEDEX INC
GROUP 1 AUTOMOTIVE INC
BIG ASS FANS
TWIN DISC INC
SNAPAV
GAIAM INC
MUSCLEPHARM CORP
TWILIO INC.
Grove U.S. LLC
GSI GROUP INC
GUARDIAN INDUSTRIES CORP
GUERRERO
ORCHIDS PAPER PRODUCTS
ACCELRYS, INC.
GUITAR CENTER INC
GUITTARD CHOCOLATE CO
RUSSELL CELLULAR
GULF PACIFIC RICE CO
MRV COMMUNICATIONS INC
DIVERSIFIED RESTAURANT HLDGS
GYMBOREE CORP
NEWLINK GENETICS CORP
OPNET TECHNOLOGIES INC
YUME, INC.
PURE STORAGE INC -REDH
H Mart, Inc.
H. C. STARCK INC
AMAX GLOBAL SERVICES INC
AMERICAN PAPER & PLASTICS INC
AMERICAN TEX-CHEM CORP
ANDERSON AUDIO VISUAL INC
H.J. BAKER & BRO. INC
BIRKENSTOCK USA LP
BR PRINTERS INC
CALIFORNIA GLASS
CARPENTER GROUP
CBOL CORP
H&M
DANIELS WESTERN MEAT PACKERS
DON ROBERTO JEWELERS INC
DURAY INC
EIWA INTERNATIONAL INC
ELIXIR INDUSTRIES
EMMIS PUBLISHING LP
HA International
FLORY INDUSTRIES
HADDAD APPAREL GROUP LTD (THE)
HADDAD DODGE KIA
HAGGAR CLOTHING CO
HALREC INC
HARBOR RAIL SERVICES OF CALIFORNIA INC
HASSAN & SONS INC
INDUSTRIAL METAL SUPPLY CO
JACO OIL CO
HAIN CELESTIAL GROUP INC
KARL STORZ IMAGING INC
KELLEHER CORP
MARIANI NUT CO
NORTH STATE GROCERY INC
HALF PRICE BOOKS
HALLMARK CARDS INC
PENTAGON TECHNOLOGIES GROUP INC
PITE DUNCAN LLP
PORTEOUS FASTENER CO
REDWOOD OIL CO INC
SAN JOAQUIN REFINING CO INC
SANTA CRUZ BICYCLES
SANTA CRUZ NUTRITIONALS
HALOS
SOTO PROVISION INC
SQUIRES LUMBER CO INC
TAG INTERNATIONAL INC
TALLEY INC
TANIMURA & ANTLE INC
TCR INDUSTRIES INC
TEECO PRODUCTS INC
TELENAV, INC.
TITLE 9 SPORTS INC
TODD PIPE & SUPPLY LLC
TOYOTA CARLSBAD
TRUE ORGANIC PRODUCTS INC
UMC ACQUISITION CORP
VALLEY FINE FOODS CO INC
VORTEX INDUSTRIES INC
WESTERN HYDRO CORP
HALYARD HEALTH INC
WINE WAREHOUSE INC
SYNALLOY CORP
PERNIX THERAPEUTICS HOLDINGS
CONNETICS CORP
PROVIDE COMMERCE, INC.
CARDIOVASCULAR SYSTEMS INC
ECOST.COM, INC.
Hamilton Company
PLANAR SYSTEMS INC
HAMPSHIRE GROUP LTD
HANCOCK FABRICS INC
HANES BRANDS INC
Hansel Enterprises Inc. and subsidiaries
GLEASON CORP
HARBOR FREIGHT TOOLS USA INC
HARDINGE INC
MANNATECH INC
HARLEY-DAVIDSON INC
UNVL STAINLESS & ALLOY PRODS
HARMAN INTERNATIONAL INDS
FIBROGEN INC
HARMONIC INC. WHICH WILL DO BUSINESS IN CALIFORNIA AS DELAWARE HARMONIC INC.
HARRIS CORP
HARRIS FREEMAN
SERENA SOFTWARE INC
HARRIS RANCH BEEF COMPANY
AMPLIFY SNACK BRANDS
ELECTRO SCIENTIFIC INDS INC
RADISYS CORP
HARRY AND DAVID LLC
Harry Winston, Inc.
Hartz Mountain Corporation (The)
HATICON SOLAR
PENUMBRA, INC.
HAYNEEDLE INC
MIMEDX GROUP INC
NANOMETRICS INC
KID BRANDS INC
J. ALEXANDER'S HLDGS -REDH
AMFIL TECHNOLOGIES INC.
JOE'S JEANS INC
HD SUPPLY HOLDINGS INC
APPLIED OPTOELECTRONICS INC
HEATCRAFT REFRIGERATION PRODUCTS LLC
BURNHAM HOLDINGS INC
SHAKE SHACK INC
ACTEL CORPORATION
UNIVERSAL DISPLAY CORP
E.L.F. BEAUTY, INC.
ENTROPIC COMMUNICATIONS, INC.
Heil Co. (The) d/b/a Heil Environmental
HUNTWAY REFINING CO
DELTIC TIMBER CORP
3PAR INC.
Helzberg's Diamond Shops, Inc.
HEMLOCK SEMICONDUCTOR
HENKEL CORP
HENRY COMPANY LLC
JIVE SOFTWARE, INC.
MERIDIAN BIOSCIENCE INC
HERAEUS DEUTSCHLAND GMBH & CO
HERMÈS GROUP
A10 NETWORKS, INC.
CORE MOLDING TECHNOLOGIES
BROADWIND ENERGY INC
SL INDUSTRIES INC
SONICWALL INC
SUN HYDRAULICS CORP
HERRICK CORP
ASHWORTH INC
HERSHEY CO
DYNAMIC MATERIALS CORP
HEWLETT PACKARD ENTERPRISE COMPANY
DIGI INTERNATIONAL INC
CRAFT BREW ALLIANCE INC
HEWLETT-PACKARD COMPANY
OPLINK COMMUNICATIONS, INC.
SUMMER INFANT INC
LIFEVANTAGE CORP
MARINE PRODUCTS CORP
HEXION INC
AVANEX CORP
ZENDESK, INC.
MARKETO, INC.
MERITAGE HOSPITALITY GROUP
HGST INC
SYMMETRICOM INC
HIBBETT SPORTS INC
SKYLINE CORP
HICKMAN’S FAMILY FARMS INC
STAMPS.COM INC.
ISIS PHARMACEUTICALS INC
HIG Marine Holdings LLC and Subsidiaries
GENERAL PROCUREMENT INC
Hill Phoenix, Inc.
HILL-ROM HOLDINGS INC
HILLENBRAND INC
Hillshire Brands
SANTARUS, INC.
Hit Promotional Products, Inc.
Hitachi Chemical DuPont MicroSystems LLC
HURCO COMPANIES INC
HITACHI LTD
HM ELECTRONICS INC
HNI CORP
HOBBY LOBBY STORES
ION GEOPHYSICAL CORP
MCBC HOLDINGS INC
HOFFMASTER
K-SWISS INC
Hollander Sleep Products, LLC
CARDINAL ETHANOL LLC
PORTALPLAYER, INC.
APPLIED SIGNAL TECHNOLOGY INC
ZOE'S KITCHEN INC
HNC SOFTWARE INC
HOLLYFRONTIER REFINING & MARKETING LLC
HOME DEPOT
HOME MERIDIAN HOLDINGS INC
HOMEGOODS
PAR TECHNOLOGY CORP
ALTIRIS, INC.
HONDA MOTOR CO LTD
HABIT RESTAURANTS INC (THE)
NEKTAR THERAPEUTICS
GRANITE FALLS ENERGY LLC
HONEST CO (THE)
VISHAY PRECISION GROUP INC
HONEYVILLE INC
ALLIED MOTION TECHNOLOGIES
HONEYWELL INTERNATIONAL INC
HOOKER FURNITURE CORP
IMPERVA INC
PETMED EXPRESS INC
GEOSPACE TECHNOLOGIES CORP
HORIZON GLOBAL CORP
CHASE CORP
AMPCO-PITTSBURGH CORP
AEGERION PHARMACEUTICALS INC
CONEXANT SYSTEMS INC
VASCO DATA SEC INTL INC
EXACTECH INC
TRECORA RESOURCES
HORMEL FOODS CORP
HOSPIRA, INC.
HOT SPRING
HOWARD INDUSTRIES INC
HOYA FREE-FORM
HOYA OPTICS
HOYA SURGICAL OPTICS INC
STARRETT (L.S.) CO
HOYA VISION NORTH AMERICA
HOYA XPONENT
PACIRA PHARMACEUTICALS INC
HSNi, Inc.
HU-FRIEDY MFG. CO LLC
SILICON STORAGE TECHNOLOGY INC
HUTCHINSON TECHNOLOGY INC
MALIBU BOATS INC
HUBBELL INC
ELLIE MAE, INC.
MSC SOFTWARE CORP
HUBER ENGINEERED MATERIALS
HUDSON GROUP
ENOVATION CONTROLS INC -REDH
HUDSON'S BAY COMPANY
SILICON IMAGE INC
RAVEN INDUSTRIES INC
Hughson Nut, Inc.
INTERWOVEN INC
HUGO BOSS
HUHTAMAKI INC
CSW INDUSTRIALS INC -SPN
HUMANSCALE CORP
DEI HOLDINGS, INC.
HUNTER INDUSTRIES INC
FUEL SYSTEMS SOLUTIONS INC
CONRAD INDUSTRIES INC
HUNTINGTON INGALLS IND INC
HUNTSMAN CORP
PROTO LABS INC
HUSQVARNA GROUP
NATURAL HEALTH TRENDS CORP
HYDRITE CHEMICAL CO
HYDRONIX WATER TECHNOLOGY LLC
STANADYNE CORP
HYSTER-YALE MATERIALS HNDLNG
ROCKY BRANDS INC
HYUNDAI MOTOR
MURGADO AUTOMOTIVE GROUP
I FLOW CORP
IBM
ICL Performance Products LP
FOGO DE CHAO INC
A. H. BELO CORP
MEDIFAST INC
TESSERA TECHNOLOGIES, INC.
ICU MEDICAL INC
IDEAL INDUSTRIES INC
HEARTWARE INTERNATIONAL INC
IDEX CORP
IDEXX LABS INC
SUPREME INDUSTRIES INC
CARBO CERAMICS INC
TESCO CORP
IGLOO PRODUCTS CORP
INTERNATIONAL ALUMINUM CORPORATION
BEI TECHNOLOGIES INC
THERMON GROUP HOLDINGS INC
iHerb, Inc.
ILLINOIS TOOL WORKS
INVENTURE FOODS INC
ILLUMINA INC
BODY CENTRAL CORP
IONIS PHARMACEUTICALS, INC.
IMPAX LABORATORIES INC
IMPCO TECHNOLOGIES INC
IN-N-OUT BURGERS
INAMED CORPORATION
CHUY'S HOLDINGS INC
GENOMIC HEALTH INC
REMEDY CORP
PIXAR
INDEPENDENCE SALES & MARKETING LLC
AMERICAN VANGUARD CORP
BUY.COM INC.
INDITEX
INDIUM CORP
TILE SHOP HOLDINGS INC
LANTHEUS HOLDINGS INC
INEOS
INFICON, Inc.
RINGCENTRAL, INC.
RAMBUS INC
INFINEON TECHNOLOGIES AG
ARMORED AUTOGROUP INC
GRUMA CORP
FUTUREFUEL CORP
OPNEXT, INC.
INFINERA CORP
MAXLINEAR, INC.
Infineum USA L.P.
INFINITI OF RIVERSIDE
INFOBLOX INC
INGERSOLL-RAND PLC
BOX, INC.
SUNRUN INC
GULF ISLAND FABRICATION INC
BIOSITE INCORPORATED
MEDICINES CO
INGREDION INC
OCI PARTNERS LP
CULP INC
INNOPHOS HOLDINGS INC
INO Therapeutics LLC (aka Ikaria Holdings Inc. Subs)
AMBARELLA INC
INPHI CORPORATION
Instawares Holding Company, LLC
IXYS CORP
SAGENT PHARMACEUTICALS INC
Instrumentation Laboratory Company
WATER PIK TECHNOLOGIES INC
NEOGEN CORP
INSULET CORP
NIMBLE STORAGE, INC.
INTEGRATED DEVICE TECHNOLOGY INC
INTEGRATED SILICON SOLUTION INC
INTEL CORP
NATURES SUNSHINE PRODS INC
SUCCESSFACTORS, INC.
INTELLIGRATED SYSTEMS INC
ABIOMED INC
InterDesign, Inc.
WEBCO INDUSTRIES INC
INSYS THERAPEUTICS INC
DEL FRISCOS RESTURNT GRP INC
MONOLITHIC POWER SYSTEMS, INC.
FLOTEK INDUSTRIES INC
TRANS WORLD ENTMT CORP
PINNACLE SYSTEMS INC
ALPHA AND OMEGA SEMICONDUCTR
INTERMATIC INC
IOMEGA CORP
INTERMIX
INTERNATIONAL IMAGING MATERIALS INC
NAUTILUS INC
INTERNATIONAL PAPER
INTERSIL CORP
Interstate Auto Group, Inc. (CA) dba CarHop
CORNERSTONE ONDEMAND, INC.
INTL FLAVORS & FRAGRANCES
INTUITIVE SURGICAL INC
Invacare Corporation
INVISIBLE FENCE INC
INVISTA
INVUE SECURITY PRODUCTS
INX International Ink Co.
IPG PHOTONICS CORP
IPS CORP
ACTAGRO LLC
IROBOT CORP
ACTIVE INTEREST MEDIA INC
ADOLPH GASSER INC
AGILE SOURCING PARTNERS INC
ISOLA USA Corp
ALLIED REFRIGERATION INC
ANNAS LINEN CO INC
APPLIED MEDICAL RESOURCES CORP
APPLIED TECHNOLOGIES ASSOCIATES INC
ASI CORP
B & B SURPLUS INC
BAKERSFIELD PIPE & SUPPLY INC
ITRON INC
BERTOLINI CORP
BEVERLY FABRICS INC
BOBRICK WASHROOM EQUIPMENT INC
BURLINGAME INDUSTRIES INC
CALYPSO TECHNOLOGY INC
ITT CORP
CENTRAL VALLEY BUILDERS SUPPLY
COAST ALUMINUM & ARCHITECTURAL INC
COASTAL PACIFIC FOOD DISTRIBUTORS INC
DEARDENS
ITW Food Equipment Group LLC
EAGLE ENERGY INC
ITW GLOBAL FOOD EQUIPMENT SOLUTIONS
GC MICRO CORP
ITX USA, LLC (dba Zara)
HAWTHORNE MACHINERY CO
HENRY WINE GROUP
IVC US
HI TEMP INSULATION INC
HOLLIDAY ROCK CO INC
IXIA
IMPERIAL SPRINKLER SUPPLY INC
J. C. PENNEY COMPANY INC
JAMIESON-HILL A GENERAL PARTNERSHIP
JG BOSWELL CO
JORDANOS INC
JUST FABULOUS INC
J. Lohr Winery Corporation
J.CREW
KINKISHARYO INTERNATIONAL LLC
KOBELCO EDTI COMPRESSORS INC
LTI BOYD CORP
J.D. HEISKELL HOLDINGS LLC
MILES CHEMICAL CO INC
NICHOLS C B EGG RANCH
J.M. SMUCKER
PACIFIC PULMANARY SERVICES
PC SPECIALISTS INC
POOL WATER PRODUCTS INC
REGENCY ENTERPRISES INC
RF MACDONALD CO
SC FUELS INC
SHASTA PRODUCE
SHIEKH LLC
SHOE PALACE
SOCIAL STUDIES SCHOOL SERVICE
J+J FLOORING GROUP
JABIL CIRCUIT
Jaclyn, Inc.
STYLES FOR LESS INC
SUNRISE MEDICAL INC
JACOBSEN DIVISION OF TEXTRON
SYSTEM DISCOUNT CARPETS INC
JAGUAR MISSION VIEJO
JAGUAR NEWPORT BEACH
TRAINA FOODS
TROPICALE FOODS INC
UNISOURCE SOLUTIONS INC
JAKKS PACIFIC INC
VEND MART INC
VPS CO INC
WALKER & ZANGER INC
WHITTAKER CONTROLS INC
WORTMANN OIL CO INC
YUM YUM DONUT SHOPS INC
Jamco America, Inc.
JAMES PERSE ENTERPRISE INC
Janus Fire Systems
ANGIODYNAMICS INC
JAPAN PULP & PAPER (USA) CORP
JARDEN CONSUMER SOLUTIONS
EL POLLO LOCO HOLDINGS INC
JARDEN CORP
JASON INDUSTRIES INC
JAZZ PHARMACEUTICALS PLC
JAZZ TECHNOLOGIES, INC.
AAON INC
AFFYMETRIX INC
ABRAXIS BIOSCIENCE, INC.
OMEGA PROTEIN CORP
JC PENNY OPTICAL
SHORETEL, INC.
CPI INTERNATIONAL, INC.
WEBSENSE INC
JC WHITNEY
JERRY LEIGH
SYNUTRA INTERNATIONAL INC
Jill Acquisition LLC DBA J. Jill
JO-ANN STORES
COMPUTER NETWORK TECHNOLOGY CORP
JOE'S NEW BALANCE OUTLET
CECO ENVIRONMENTAL CORP
MOTORCAR PARTS OF AMERICA, INC.
ASPECT COMMUNICATIONS CORP
JOERNS HEALTHCARE LLC
JOHN BEAN TECHNOLOGIES
POTBELLY CORP
MENTOR CORPORATION
RUCKUS WIRELESS, INC.
RUTHS HOSPITALITY GROUP INC
JOHN ELWAY'S CROWN SCION
LMI AEROSPACE INC
JOHN MORRELL FOOD GROUP
NATUS MEDICAL INC
John Soules Foods, Inc.
JOHN VARVATOS ENTERPRISES INC
JOHNSON & JOHNSON
JOHNSON CONTROLS INC
JOHNSON MATTHEY
JOHNSON OUTDOORS INC
CTS CORP
JONATHAN LOUIS INTERNATIONAL LTD
JONS INTERNATIONAL MARKETPLACE
JOS. A. BANK CLOTHIERS INC
JOSEPH T. RYERSON & SON INC
JR SIMPLOT
MANITEX INTERNATIONAL INC
JUNIPER NETWORKS INC
Just Born, Inc.
JUSTFAB INC
POWER SOLUTIONS INTL INC
PGT INC
KADANT INC
JX NIPPON MINING & MINING USA INC
K & N ENGINEERING INC
K SWISS INC
K.V. MART CO
K&G FASHION SUPERSTORE
K2M GROUP HOLDINGS INC
KAISER ALUMINUM CORP
KAO CORP
ACCURAY INC
ACCURAY INCORPORATED
KAPSTONE PAPER & PACKAGING
SOLARCITY CORPORATION
KAREN KANE INC
DOUGLAS DYNAMICS INC
STRATTEC SECURITY CORP
KATE SPADE & CO
DEXCOM, INC.
ALBANY MOLECULAR RESH INC
LUBYS INC
KAVO DENTAL CORP
KAYDON CORP INC
NETLOGIC I LLC
KEARNY MESA TOYOTA
LATTICE SEMICONDUCTOR CORP
KELLOGG COMPANY
KELLY-MOORE PAINT CO INC
HAYNES INTERNATIONAL INC
KEMIN INDUSTRIES INC
KYPHON INC.
OCLARO, INC.
VEEVA SYSTEMS INC.
SCRAP METAL SERVICES
GEM SERVICES USA INC
COMTECH TELECOMMUN
KEN'S FOODS INC
Kenneth Cole Productions, Inc.
KENT NUTRITION GROUP INC
KEURIG GREEN MOUNTAIN INC
ADVANCED ENERGY INDS INC
HORSEHEAD HOLDING CORP
KEY TECHNOLOGY INC
KEYES AUDI
INVISION TECHNOLOGIES, INC.
KEYES HYUNDAI
CENTRUS ENERGY CORP
AMAG PHARMACEUTICALS INC
INVENSENSE, INC.
INSTEEL INDUSTRIES
M/A-COM TECHNOLOGY SOLUTIONS
ACTIVE NETWORK, INC., (THE)
SPARTON CORP
DIONEX CORP
CONTINENTAL BUILDING PRODS
FILENET CORP
SIMPSON INVESTMENT COMPANY INC
KEYES LEXUS
KEYES MISSION HILLS HYUNDAI
BRAVO BRIO RESTAURANT GP INC
GUIDEWIRE SOFTWARE, INC.
KEYES TOYOTA
KEYES WOODLAND HILLS HONDA
KEYES WOODLAND HILLS HYUNDAI
CHIPPAC INC
KEYSIGHT TECHNOLOGIES INC
KIK CUSTOM PRODUCTS INC
BASSETT FURNITURE INDS
KILZ CORP
CAMBREX CORP
KIMBERLY CLARK CORP
KIMRAY INC
REX AMERICAN RESOURCES CORP
ARDEN GROUP INC
Kind Inc.
PURE STORAGE, INC.
King Holding Corporation & Subsidiaries (including Fontana America, Inc/Acument Global Technologies, Inc/Sa
JOURNAL MEDIA GROUP INC
KING'S HAWAIIAN HOLDING CO INC
KINGSTON TECHNOLOGY CORP
POWERWAVE TECHNOLOGIES INCORPORATED
KIRIN HOLDINGS CO LTD
EMULEX CORP
KIRKLAND'S INC
KLA TENCOR CORP
Klaussner Furniture of California, Inc.
COGNEX CORP
KMC MUSIC INC
SEMINIS INC
NOODLES & CO
ENVIVA PARTNERS LP
KMG CHEMICALS INC
DOLBY LABORATORIES, INC.
DOLE FOOD COMPANY INC
NUTRISYSTEM INC
SILICONIX INC
KNAUF INSULATION LLC
INTER PARFUMS INC
KNIFE-XPRESS
THE REAGOR DYKES AUTO GROUP
ACORDA THERAPEUTICS INC
BOOKS-A-MILLION INC
MOLYCORP INC
KNOLL INC
QUANTUM CORPORATION
METALICO INC
VEECO INSTRUMENTS INC
KNOWLES CORP
KOCH INDUSTRIES INC
BLUE NILE INC
PHOTRONICS INC
OMNICELL, INC.
KEY TRONIC CORP
PDL BIOPHARMA INC
KODIAK GROUP HOLDINGS CO
KOHL'S CORP
Kolbe & Kolbe Millwork Co., Inc.
BOJANGLES' INC
KOMATSU LTD
Kongsberg Underwater Technology Inc.
BLYTH INC
KPGW Holding Company LLC
DENNYS CORP
IGNITE RESTAURANT GROUP INC
QUALITY SYSTEMS INC
KRAFT FOODS GROUP INC
PRO MACH
KRAFT HEINZ CO
BIO-TECHNE CORP
KRAFTMAID
KRATON PERFORMANCE POLYMERS
KRISPY KREME DOUGHNUTS INC
KROGER CO
KUNI CHEVROLET CADILLAC
SDL INC
AVID TECHNOLOGY INC
AMERICA'S CAR-MART INC
KUNI ENTERPRISES INC
ANALOGIC CORP
KVH INDUSTRIES INC
KW CONTAINER
KERING
KYOCERA CORP
L & M Footwear, Inc. DBA Robert Wayne Footwear DBA Shoeteria
ROFIN SINAR TECHNOLOGIES INC
L BRANDS INC
EMERGENT BIOSOLUTIONS INC
LYDALL INC
L-3 COMMUNICATIONS HLDGS INC
PMC SIERRA INC
L.B. Foster Company
TIVO CORP
EXTREME NETWORKS INC
L'AIR LIQUIDE SA
L'OREAL
ALARIS MEDICAL SYSTEMS, INC.
CALGON CARBON CORP
CEPHEID INC
LA BREA BAKERY
MILLER INDUSTRIES INC/TN
LANDEC CORP
LA MESA RV
PERFUMANIA HOLDINGS INC
LA-Z-BOY INC
FARMER BROS CO
GLOBUS MEDICAL INC
LACOSTE
LaCrosse Footwear, Inc.
YELP INC.
LAKE REGION MEDICAL
SPARTAN MOTORS INC
Lakeshore Equipment Company d/b/a Lakeshore Learning Materials
LAM RESEARCH CORP
STURM RUGER & CO INC
LAMPS PLUS INC
READY PAC FOODS INC
LANCASTER COLONY CORP
LAND O'FROST INC
LAND O'LAKES INC
LANDS' END INC
POWELL INDUSTRIES INC
LANNETT CO INC
BEL FUSE INC
ENNIS INC
BOOT BARN HOLDINGS INC
DAKTRONICS INC
LANXESS AG
CERADYNE INC
POTLATCH CORP
LAZY ACRES MARKET
GENESIS HEALTHCARE
LDR HOLDING CORP
DYNACAST INTERNATIONAL INC
CHECKPOINT SYSTEMS INC
LIFETIME BRANDS INC
LEAPFROG ENTERPRISES, INC.
LEAR CORP
MOVADO GROUP INC
RBC BEARINGS INC
COLUMBUS MCKINNON CORP
ADTRAN INC
KIMBALL INTERNATIONAL
MYERS INDUSTRIES INC
LEATHERMAN TOOL GROUP INC
Leggett & Platt, Incorporated
SONIC CORP
LEGO
LEGRAND SA
LEHIGH HANSON INC
SCHOOL SPECIALTY INC
INTERNATIONAL TEXTLE GRP INC
LENNOX INTERNATIONAL INC
MERCURY AIR GROUP INC
LRI HOLDINGS INC
LEE ENTERPRISES INC
LENOVO GROUP LTD
LENOX CORP
LensCrafters
FIREEYE INC.
LEPRINO FOODS
LeVecke Corporation
ARCTIC CAT INC
LEVI STRAUSS & CO
INTERNATIONAL WIRE GRP HLDGS
Leviton Manufacturing Company
LEXINGTON HOME BRANDS
STONERIDGE INC
LIBBEY INC
LIBERTY HARDWARE MFG CORP
HANDY & HARMAN LTD
SYBRON DENTAL SPECIALTIES INC
AMYLIN PHARMACEUTICALS INC
PERFORMANCE SPORTS GROUP LTD
CIRCOR INTL INC
GORDMANS STORES INC
LIDESTRI FOOD & BEVERAGE
EMERGE ENERGY SERVICES LP
LIFECELL CORP
LINCOLN ELECTRIC HLDGS INC
DUCOMMUN INC
Linde North America Inc
UBIQUITI NETWORKS, INC.
NN INC
SPLUNK INC.
VOXX INTERNATIONAL CORP
LINDSAY CORP
LINDT & SPRÜNGLI AG
ACCURIDE CORP
LINEAR TECHNOLOGY CORP
FIESTA RESTAURANT GROUP INC
LIQUIDITY SERVICES INC
LITEHOUSE INC
ASTRONICS CORP
EVINE LIVE INC
STRATASYS LTD
LITHIA MOTORS INC
LITTELFUSE INC
LITTON INDUSTRIES INC
LIVANOVA PLC
LOCKHEED MARTIN CORP
SMART MODULAR TECHNOLOGIES (WWH), INC.
NATIONAL BEVERAGE CORP
LOGITECH INTERNATIONAL SA
NATURAL GROCERS VITAMIN CTGE
Longview Fibre Paper and Packaging Inc. dba KapStone Paper & Packaging Corporation
LORD Corporation
LSB INDUSTRIES INC
CAVCO INDUSTRIES INC
FIRST CASH FINANCIAL SVCS
Lorillard Tobacco Company
KEYSTONE AUTOMOTIVE INDUSTRIES INC
LOST ARROW CORP
CONMED CORP
Love's Travel Stops & Country Stores, Inc.
SMITH & WESSON HOLDING CORP
TECUMSEH PRODUCTS CO
CRAY INC
LOWE'S COMPANIES INC
LSI INDUSTRIES INC
ARUBA NETWORKS, INC.
PHARMACYCLICS INC
SPORTSMANS WAREHOUSE HLDGS
KEMET CORP
PALM, INC.
LTD COMMODITIES
QUAKER CHEMICAL CORP
NETSUITE INC.
HOT TOPIC INC
LUBER-FINER
LUBRIZOL
LUCAS OIL PRODUCTS INC
LUCITE INTERNATIONAL
LUCKY BRAND DUNGAREES LLC
LULULEMON ATHLETICA INC
AL GILBERT CO INC
BLOOM ENERGY CORP
CALPLY INC
COLOR SPOT NURSERIES INC
COPPEL CORP
LUMBER LIQUIDATORS HLDGS INC
EGL HOLDCO INC
EPMAR CORP
FAIRN & SWANSON INC
J-M MANUFACTURING CO INC
LUMENTUM OPERATIONS LLC
LUMINEX CORP
MACPHERSON OIL CO
LUND BOATS
PITCO FOODS
R & F PRODUCTS INC
RICHARDS CHEVROLET-PONTIAC-BUICK-OLDSMOB
RIOT GAMES INC
RS HUGHES CO INC
SAND DOLLAR HOLDINGS INC
SHAKLEE CORP
SONOS INC
SOUTHWEST TRADERS INC
STRUCTURECAST
TAWA SUPERMARKET INC
TWINMED LLC
LUNDBERG FAMILY FARMS
VALLEY POWER SYSTEMS INC
LUTRON ELECTRONICS CO INC
Luvata Appleton, LLC
STANDEX INTERNATIONAL CORP
INCYTE CORP
MYRIAD GENETICS INC
OAKLEY INC
OLLIE'S BARGAIN OUTLET HLDGS
Luvata Kenosha, Inc.
LUXOTTICA GROUP SPA
SCHWEITZER-MAUDUIT INTL INC
LYONDELLBASELL INDUSTRIES NV
FREIGHTCAR AMERICA INC
SUNEDISON SEMICONDUCTOR LTD
M-D BUILDING PRODUCTS INC
MACROMEDIA INC
MACY'S INC
MADEWELL
Magnesita Refractories Company
MALLINCKRODT PLC
Manchester Tank & Equipment Co.
MANHATTAN BEACHWEAR INC
FAIRWAY GROUP HOLDINGS
MANITOWOC CO
MANSFIELD PLUMBING PRODUCTS LLC
GLOBE SPECIALTY METALS INC
Maple Leaf Bakeries Inc.
MARC FISHER FOOTWEAR
MARC JACOBS INTERNATIONAL LLC
HAVERTY FURNITURE
COMPASS DIVERSIFIED HOLDINGS
MARCOPOLO IMPORTS
MARIAN INC
MARIANI PACKING CO INC
MARIE JO
Mark Andy, Inc.
Marquez Brothers International, Inc.
MARS INC
COMMERCIAL VEHICLE GROUP INC
MARSHALLS
II-VI INC
BLOUNT INTL INC
MARY KAY INC
VISANT CORP
FIVE BELOW INC
MASCO CABINETRY LLC
MASCO CORP
OMNOVA SOLUTIONS INC
SUNCOKE ENERGY PARTNERS LP
KIMBALL ELECTRONICS INC
MERCURY INTERACTIVE LLC
MASECA
DRIL-QUIP INC
MASIMO CORP
MASONITE INTERNATIONAL CORP
Master Chemical Corporation
MasterBrand Cabinets, Inc. (MBCI)
MATERION CORP
GENTHERM INC
MATERNE NORTH AMERICA
MATHIS BROTHERS FURNITURE
MATTEL INC
CARROLS RESTAURANT GROUP INC
MATTRESS FIRM HOLDING CORP
BIGLARI HOLDINGS INC
MATTSON TECHNOLOGY INC
MAXIM INTEGRATED PRODUCTS INC
DAVE & BUSTER'S ENTMT INC
MAXWELL TECHNOLOGIES INC
KRATOS DEFENSE & SECURITY SOLUTIONS INC
MULTI-COLOR CORP
MC ASSEMBLY
MCCORMICK & COMPANY INC
ELECTRONICS FOR IMAGING INC
INTEGRA LIFESCIENCES HLDGS
McCormick Distilling Co., Inc.
MCDONALD'S CORP
MULTI PACKAGING SOLTNS-REDH
AMERICAN RAILCAR INDS INC
MCGARD LLC
MCKEE FOODS
MCKENNA CARS
TREDEGAR CORP
NACCO INDUSTRIES
McWane, Inc.
MEAD JOHNSON NUTRITION CO
MeadWestvaco Packaging Systems, LLC
MEASUREMENT SPECIALTIES INC
AZZ INC
MedImmune
MEDLINE INDUSTRIES
MEDTRONIC PLC
HAEMONETICS CORP
MEIJER INC
BJ'S RESTAURANTS INC
PATRICK INDUSTRIES INC
Melitta USA, Inc
ATHEROS COMMUNICATIONS, INC.
MENARD INC
MENS WEARHOUSE INC
KOMAG INC
YASHENG GROUP
RAYONIER ADVANCED MATERIALS
MARINEMAX INC
MENTHOLATUM COMPANY
MEDIVATION, INC.
AMERICAN WOODMARK CORP
MERCEDES-BENZ OF ESCONDIDO
SANFILIPPO JOHN B&SON
MERCK & CO
MERCURY MARINE
MERCURY SYSTEMS INC
ELIZABETH ARDEN INC
MERILLAT
MERISANT US INC
MERIT MEDICAL SYSTEMS INC
U S CONCRETE INC
HEADWATERS INC
WINNEBAGO INDUSTRIES
MERITOR INC
METAL EXCHANGE CORP
APOGEE ENTERPRISES INC
BIOSCRIP INC
METHODE ELECTRONICS INC
OXFORD INDUSTRIES INC
SHOE CARNIVAL INC
AKORN INC
METTLER-TOLEDO INTL INC
ALZA CORP
EZCORP INC
MEYER SOUND LABORATORIES, INCORPORATED
J & J SNACK FOODS CORP
MGC Pure Chemicals America, Inc.
MI PUEBLO FOOD CENTER
Mi-T-M Corporation
INTERFACE INC
WESTLAKE CHEMICAL PRTNRS LP
MIAS FASHION MANUFACTURING COMPANY INC
INNOSPEC INC
MICHAEL KORS HOLDINGS LTD
MICHAELS COS INC
Michelin North America, Inc.
HERBALIFE INTERNATIONAL INC
POWER ONE INC
Michelman
MICREL INC
MICROCHIP TECHNOLOGY INC
CASH AMERICA INTL INC
MICRON TECHNOLOGY INC
VERTEX PHARMACEUTICALS INC
MICROSOFT CORP
GIBRALTAR INDUSTRIES INC
INFORMATICA CORP
MIDAS INTERNATIONAL CORP
MILBANK MANUFACTURING CO
MCCLATCHY CO
MILES KIMBALL
OM GROUP INC
TIBCO SOFTWARE INC
FORUM ENERGY TECH INC
MILESTONE AV TECHNOLOGIES LLC
MILGARD MANUFACTURING INC
MILLER (HERMAN) INC
MILLERCOORS LLC
MINERALS TECHNOLOGIES INC
MINI OF CONCORD
RIVERBED TECHNOLOGY, INC.
CROCS INC
RUBY TUESDAY INC
OIL STATES INTL INC
GRIMMWAY ENTERPRISES INC
MISSION FOODSERVICE
MITSUBISHI CEMENT CORP
TIMKENSTEEL CORP
WILLIAM LYON HOMES
MATTHEWS INTL CORP
MITSUBISHI MOTORS
BREITBURN ENERGY PARTNERS L.P.
MITSUWA MARKETPLACE
SHILOH INDUSTRIES INC
MKS INSTRUMENTS INC
MODINE MANUFACTURING CO
Moen Incorporated
BRADY CORP
HC2 HOLDINGS INC
MSA SAFETY INC
MUELLER WATER PRODUCTS INC
MOHAWK INDUSTRIES INC
EAGLE MATERIALS INC
MOLECULAR DEVICES CORP
MOLEX INC
MOMENTIVE PERFORMANCE MATLS
SIRONA DENTAL SYSTEMS INC
CIRRUS LOGIC INC
Mondelez International, Inc. / Mondelez Global LLC
MONTRAIL
1-800-FLOWERS.COM
MILACRON HOLDINGS CORP
REMY INTERNATIONAL INC
MOOG INC
ASSOCIATED MATERIALS LLC
ABBOTT MEDICAL OPTICS INC.
MOR FURNITURE FOR LESS INC
MOREY'S SEAFOOD INTERNATIONAL LLC
MORNING STAR PACKING CO (THE)
MOTOR CITY
NEW MEDIA INVESTMENT GROUP
MOTOR CITY BUICK GMC
MOTOROLA SOLUTIONS INC
MOTTO WINES
MOUNT VERNON MILLS INC
MOUNTAIN HARDWEAR
FTD COMPANIES INC
NPC RESTAURANT HOLDINGS LLC
MTS SYSTEMS CORP
NORANDA ALUMINUM HOLDING CP
MTU ONSITE ENERGY SYSTEMS GMBH
MUELLER INDUSTRIES
MULBERRY GROUP PLC
MULE-HIDE PRODUCTS CO INC
MULLINIX PACKAGES INC
MULTI PLASTICS, INC.
RED ROBIN GOURMET BURGERS
MULTI-FINELINE ELECTRONIX INC
MUNDI WESTPORT GROUP
MURATA MANUFACTURING
SQUARE, INC.
MURPHY USA INC
MUSCLE MILK
MUSCO FAMILY OLIVE COMPANY
MUSICIAN'S FRIEND INC
NAKASH ENTERPRISES LLC
ADVANCED DRAINAGE SYSTEMS
NALCO CHAMPION
NASHVILLE WIRE PRODUCTS
NASSCO
National Diversified Sales, Inc.
NATIONAL INSTRUMENTS CORP
NATIONAL OILWELL VARCO INC
National Presto Industries, Inc., 006196174
National Railway Equipment Co.
BOB EVANS FARMS
NATIONAL SEMICONDUCTOR CORP
KRONOS WORLDWIDE INC
NATIONAL VISION INC
NOVELLUS SYSTEMS INC
SUNCOKE ENERGY INC
TITAN MACHINERY INC
NATURAL SELECTION FOODS LLC
NATURALLY FRESH
HEICO CORP
NAUTICA
NAVISTAR INTERNATIONAL CORP
NBTY INC
NCH CORP
RENEWABLE ENERGY GROUP INC
NEENAH PAPER INC
NEIMAN MARCUS GROUP INC
NEOPHOTONICS CORP
K2 INC.
TITAN INTERNATIONAL INC
ACTUANT CORP
NeoPhotonics Corporation
DREW INDUSTRIES INC
BWX TECHNOLOGIES INC
HOUGHTON MIFFLIN HARCOURT CO
NESTLE PURINA PETCARE COMPANY
NESTLE SA/AG
MADDEN STEVEN LTD
NESTLÉ WATERS NORTH AMERICA
Netafim Irrigation Inc.
NETAPP INC
NETGEAR INC
UNITED THERAPEUTICS CORP
NETSCOUT SYSTEMS INC
NEW BALANCE ATHLETICS INC
NEW CENTURY BMW
NEW ERA
NEW HAMPSHIRE BALL BEARINGS INC
New World Pasta Company
WESCO AIRCRAFT HOLDINGS, INC.
NEW YORK & CO INC
NEWEGG INC
NEWELL BRANDS
NEWELL RUBBERMAID INC
Newly Weds Foods, Inc.
NEWMANS OWN INC
VILLAGE SUPER MARKET
NEWMARKET CORP
NEWPORT CORP
VALHI INC
NIAGARA BOTTLING LLC
NIBCO INC.
HELEN OF TROY LTD
FUEL TECH INC
NIKE INC
NINE WEST
NISSIN FOODS
NORBORD INC
NORCAL KENWORTH
NEW YORK TIMES CO
JACK IN THE BOX INC
Nordic Naturals, Inc.
STAGE STORES INC
NORDSON CORP
CONN'S INC
CREE INC
NORDSTROM INC
BRUKER CORP
KOPPERS HOLDINGS INC
NORPAC FOODS INC
NORTEK INC
NORTH AMERICAN STAINLESS
NORTH FACE (THE )
MEREDITH CORP
MICROSEMI CORP
NORTHERN TIER ENERGY LP
NORTHGATE GONZÁLEZ MARKETS
PCM, INC.
NORTHROP GRUMMAN CORP
Northwest Pipe Company
SCHOLASTIC CORP
NOVATEL WIRELESS INC
NOVO NORDISK A/S
NCI BUILDING SYSTEMS INC
NUCOR CORP
CADENCE DESIGN SYSTEMS INC
TRIBUNE PUBLISHING CO
NUSIL TECHNOLOGY LLC
HARSCO CORP
NUTRACEUTICAL INTL CORP
NUTRAMAX LABORATORIES INC
CHEMTURA CORP
NUVASIVE INC
NXP SEMICONDUCTORS NV
NXSTAGE MEDICAL INC
BABCOCK & WILCOX ENTERPRISES
DELUXE CORP
O. C. TANNER CO
O'Reilly Auto Enterprises (formerly CSK Auto, Inc.) DBA O'Reilly Auto Parts
O'SULLIVAN FILMS INC
OCCIDENTAL PETROLEUM CORP
TEXAS ROADHOUSE INC
BARNES & NOBLE EDUCATION INC
OCZ TECHNOLOGY GROUP INC
Oerlikon Metco (US) Inc
TELEFLEX INC
OFFICE DEPOT INC
CARPENTER TECHNOLOGY CORP
OIL DRI CORP AMERICA
WILEY (JOHN) & SONS
MIDDLEBY CORP
OKI DATA AMERICAS INC
OKONITE
PLY GEM HOLDINGS INC
OLIN CORP
OMNIMOUNT
SYSTEMAX INC
FITBIT, INC.
HEXCEL CORP
OMNIVISION TECHNOLOGIES INC
WENDY'S CO
OMYA NORTH AMERICA
ON SEMICONDUCTOR CORP
ONE KINGS LANE INC
ONE WORKPLACE
ONYX PHARMACEUTICALS INC
ORACLE CORP
LOUISIANA-PACIFIC CORP
CHIRON CORP
ORASURE TECHNOLOGIES INC
ORBITAL ATK INC
ORCHARD SUPPLY HARDWARE STORES CORP
ORORA NORTH AMERICA
CENTURY ALUMINUM CO
TOWER INTERNATIONAL INC
GRIFFON CORP
HHGREGG INC
STAR GAS PARTNERS -LP
COOPER COMPANIES INC
ALLISON TRANSMISSION HLDGS
OSHKOSH B’GOSH
VERIFONE SYSTEMS, INC.
OSI GROUP
OSI SYSTEMS INC
Otter Products, LLC DBA Otterbox
OUTERWALL INC
Overhead Door Corporation
OVERHILL FARMS INC
OVERSTOCK.COM INC
WOODWARD INC
OWENS CORNING
OWENS-ILLINOIS INC
WATERS CORP
PACCAR INC
PACE PLC
MCAFEE, INC.
ALLIANCE ONE INTERNATIONAL
WAYNE FARMS INC -REDH
NUSTAR ENERGY LP
PACIFIC CHEESE CO INC
PACIFIC COAST PRODUCERS
UNITED REFINING CO
PACIFIC CREST MILLS
KENNAMETAL INC
HP HOOD
JMC STEEL
PACIFIC ETHANOL INC
GUESS INC
CHEESECAKE FACTORY INC
TRONOX LTD
PACIFIC FOODS OF OREGON INC
PACIFIC SALES
PACIFIC SUNWEAR OF CALIFORNIA INC
FREDS INC
ALON USA PARTNERS LP
PACKAGING CORP OF AMERICA
PAKLAB
PALM SPRINGS HYUNDAI
PALO ALTO NETWORKS INC
PAMPERED CHEF LTD (THE)
PANASONIC CORP
K-VA-T FOOD STORES
PANDA MANAGEMENT COMPANY INC
PANERA BREAD CO
PAPA JOHNS INTERNATIONAL INC
Paperweight Development Corp.
PAPYRUS INC
PAR PHARMACEUTCL HLDGS -REDH
DONALDSON CO INC
CONAIR
PARADIGM PRECISION
Paragon Films, Inc. DBA Paragon Packaging and Stretch Films, Inc.
|
||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
1
| 43
|
https://securereg3.prometric.com/siteselection.aspx
|
en
|
Prometric
|
[
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Prometric, the leading global provider of comprehensive testing and assessment services.
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en
| null |
Your session has expired. It is necessary for you to begin again.
Locate a Test Center in your area that offers appointment times for a specific program.
Schedule your appointment in real-time and receive immediate confirmation.
Reschedule or Cancel your current appointment.
Confirm your already scheduled appointment.
Perform more functions depending on your program.
Step 1: Select your program
Sort list by:
Information Technology (IT) Certification
Academic, Professional Licensure & Certification, Government, and Corporate Programs
Both
Step 2: Select your region
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wrong_mix_range_subsidiary_00028
|
FactBench
|
2
| 57
|
https://kith.com/pages/cookie-policy
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en
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Cookie Policy
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Effective: January 2022 By using this website owned by and/or operated on behalf of Kith Retail, LLC, Kith Treats LLC, and each of their affiliates (collectively, “KITH,” “we,” “us,” “our”) (the “Services”) with your browser set to accept cookies, you consent to our use of cookies and other technologies to provide the
|
en
|
//kith.com/cdn/shop/files/favicon3_32x32.png?v=1613503289
|
Kith
|
https://kith.com/pages/cookie-policy
|
Effective: January 2022
By using this website owned by and/or operated on behalf of Kith Retail, LLC, Kith Treats LLC, and each of their affiliates (collectively, “KITH,” “we,” “us,” “our”) (the “Services”) with your browser set to accept cookies, you consent to our use of cookies and other technologies to provide the Services to you as described in this notice and in our Privacy Statement. For more information about what cookies and pixel tags are, what they do, and how you can opt out of, manage, or delete them, please review this Cookie Policy.
What Are Cookies and Pixel Tags?
“Cookies” are small strings of text or computer code stored locally on your device that allow us and our service providers to identify your browser and/or device as you browse the Internet. Cookies can be placed, read, and/or written to by our Services, or other websites or services that recognize a particular cookie, which allows the website to “remember” or “recognize” a particular browser or device and, in some cases, store information about that browser or device.
Certain types of cookies or cookie-like functionality may be placed or activated through browser add-ons, including, but not limited to, Adobe Flash. While these cookies are stored differently, their functionality and purpose is generally similar to other cookies.
Cookies are often used in conjunction with “pixel tags” (also known as “web beacons” or “clear gifs”). Pixel tags are small images that we, our analytics providers, and other third parties can use to interact with cookies and other tracking technologies. For example, we use pixel tags to evaluate the effectiveness of our advertising and marketing campaigns by determining whether you open and interact with the content in our promotional emails.
How Long Are Cookies Stored On My System?
Session Cookies. “Session cookies” are stored for the duration of a browser session; when you close the browser, the cookie is deleted.
Persistent Cookies. “Persistent cookies” are stored for a preset amount of time (often between 90 days and two years, depending on the application) and are typically not deleted when a browser session is closed.
What Cookies Do We Use, and Why?
Essential Cookies. Some cookies are essential to allow you to browse the Services and access certain pages. Essential cookies are required for the Services (or certain functionality on the Services) to work properly, and to remember information that you have provided or choices you have made on the Services, such as saving your logged-in status, site preferences, or the contents of your shopping cart.
Disabling or removing these cookies may prevent the Services, or certain functionality(such as the shopping cart or store) on the Services, from working correctly or at all.
Analytics Cookies. We use performance and analytics cookies to collect information about how our users use and interact with the Services, such as what pages are visited most often, how the Services are used and function, or how users navigate the Services. We use this information to improve the Services and their content. Examples include:
Disabling or removing these cookies generally does not interfere with the functionality or performance of the Services.
Third-Party Functionality. We do not have access to or control over cookies or other features that third-party websites and services may use, and the information practices of those third-party website and services are not covered by our Privacy Statement or this Cookie Policy.
For example, we provide social media buttons on the Services that allow users to visit and share web pages through third-party social media platforms. We do not control how those platforms collect information about you, nor whether or how they may track you or may place and/or activate their own cookies and tracking technologies on your device.
For more information about how third parties collect and use information about your activities, please review their applicable terms of use and privacy policies.
How Do I Control or Make Choices About Cookies and Tracking Technologies?
Managing Cookies. Most browsers automatically accept cookies by default, but you can adjust your device and/or browser settings to delete and/or block some or all cookies, or provide notifications when you receive a new cookie. Consult the “Help,” “Tools,” or “Preferences” menus on your browser, or the documentation for your device, for more information about how to do this. Please note, however, that blocking or deleting certain cookies may negatively affect your user experience.
Additionally, you can generally disable or delete cookies placed and used by browser add-ons, such as Adobe Flash cookies, by changing the add-on settings or visiting the website of its provider. Information and controls that allow you to manage Adobe Flash cookies may be found on this page:
https://www.macromedia.com/support/documentation/en/flashplayer/help/settings_manager.html
|
||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
1
| 1
|
https://www.johnfouts.com/resume
|
en
|
Resume — John Fouts
|
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[] |
[] |
[] |
[
""
] | null |
[] | null |
en
|
https://images.squarespace-cdn.com/content/v1/58b4749d3e00be93576a70e8/1488242794448-G712FO17CZI0EHEIKLXB/favicon.ico
|
John Fouts
|
https://www.johnfouts.com/resume
|
Summary of Qualifications.
A seasoned observer and design advocate with extensive background in analysis, experience design, production and team management on large-scale engagements & enterprise applications. Extensive experience managing the creation of web based applications with an emphasis in User Experience and Information Architecture.
Specialties include: Creation of user centered design teams who build Information Architecture / User Experience documentation; Rich Internet Application and enterprise software; Expertise in managing large teams focused on User Experience and Business / Systems Analysis.
Honeywell Connected Enterprise
July 2019 - Present
Director Experience Design, Connected Aerospace
Build, manage and grow a global design team focused on creating consumer grade experiences for a Fortune 100 company with a long tradition in industrial hardware. Work closely with Honeywell Connected Enterprise (HCE) global design leaders to establish a data driven approach to user centered design. Lead the Product Design function for Business Aviation, Air Transport & Commercial Aviation as well as Defense products focused on bringing actionable data to daily users of HCE hardware and software.
Manhattan Associates
3/2017 - July 2019
Director of Product Design
Establish and enhance Product Design core team within Manhattan Associates. Manage day-to-day operations of full stack design team while participating in ongoing design tasks. Heavy involvement in product conceptualization and strategy with a focus on design and process reengineering. Lead Product and R&D teams to develop a user centric and data driven approach to innovation. Coaching, mentoring and leadership of a growing team of UX designers and researchers.
Asurion
3/2015 - 2017
Director of User Experience - Soluto
Manage day-to-day functions of the User Experience team and coordinate functional design across multiple development teams. Lead Product Development workshops and discovery sprints to re-imagine enterprise applications from a user centered point of view. Heavily involved in collaborative and data centric design processes for multiple enterprise platforms including CRM, Big Data, Knowledge Management and more.
TRADE NTE
4/2013 - 7/2014
Consultant
Management consulting and digital product development. Responsible for overseeing client work in the areas of application development for mobile, tablet, and full-screen design efforts.
Cbeyond
6/2010 - 4/2013
Director, User Experience; Business and Systems Analysis
Responsible to inspire, lead, and grow a talented team of interaction designers, visual designers, and analysts to deliver highly usable products and services for Cbeyond’s customers. Manage a team that creates the vision and standards for the user’s experience including the look, feel, and tone based on inspired design, conventions, trends, research, brand positioning, as well as measuring results. Additionally, I evangelize user-experience practices & principles throughout the company, fostering a culture of design thinking, innovation and collaboration.
Responsibilities Include:
Effectively communicate Cbeyond’s value through site interactions and designs.
Understand and advocate for the experience needs of small business customers, particularly the Cbeyond customer.
Oversee several simultaneous projects and strategies from inception to launch.
Manage the day-to-day operations of the UX team, including setting priorities, assigning resources, and ensuring goals are achieved
Work with technology leads to resolve functional issues related to business requirements and design input.
Consult with the organization at large, participate in and guide strategic design decisions.
Manage and mentor team: Provide clear direction to direct reports that fosters learning and independent decision-making.
Critical Mass
7/2009 - 1/2010
Senior Information Architect
Lead Information Architecture practice for IA team dedicated to AT&T Account Management project track. Responsible to be primary user advocate and provide strategic insight to aid in usability and utility as it relates to all areas of customer facing AT&T services. Understand business requirements and translate goals into design structure. Manage user testing protocols and prototype development across internal and external teams.
Responsibilities Include:
Translate business requirements into concrete design with an emphasis on user experience and efficiency.
Coordinate with other IA Leads to assure consistency in approach and design across all project tracks.
Develop site maps and wireframes as well as use case scenarios and user profiles.
Work closely with design team to assure that the user experience vision is carried through design process.
Work with technology leads to resolve functional issues related to business requirements and design input.
Kaneva
3/2008 – 6/2009
Director of Experience Design
Responsible for overseeing Experience Design Department which includes IA/UX, visual design, copy as well as 3D art direction and animation. Coordinate and manage department work streams and company wide strategy and implementation goals. Interface with other department leads to determine to assure timeliness and quality of all design assets and user interface deliverables.
Work closely with CEO and Product Management team to establish business requirements, user requirements, and develop strategies to create compelling user experiences both in the 3D world and on the web. Design and manage all user interfaces in the 3D experience while assuring efficiency and usability levels are maintained. Lead user research to review design prototypes and manage user centered design approach.
Responsibilities Include:
Directly manage 10+ resources dedicated to User Experience research and design as well as graphics and front-end application development.
Manage the user experience for a large variety of products including 3D virtual world, enterprise software platform, and web based social networking and entertainment portal.
Represent the User - translate customer requirements into defined specifications and inspire the Engineering team to develop the right products.
Significantly influence product strategy and direction.
Develop and maintain design mockups, usage scenarios, prototypes, specifications, navigation maps, and other design documents.
Develop expert-level knowledge of competitive and complementary products and bring new ideas to the team.
Define innovative user interfaces and interaction styles that result in improved user productivity.
Develop rapid prototypes in Flash for iterative user testing.
IQ Agency
1/2006 – 3/2008
Vice President, Operations / Lead Information Architect
Responsible for overseeing the operations and Project Management service line of the agency as well as directing production processes and procedures in support of all agency business and clients. Oversee the day-to-day management of projects in excess of $1mil/year as well as acting as department head for production management group that manages over $9mil/year. Major accounts include: UPS, Volkswagen, Celebrity Cruise Lines, Merrill Lynch, among others. Development of agency wide policies and procedures related to the operations and management of clients, revenue, systems, and personnel.
Work closely with clients to define business requirements and how they relate to features and function. Define content structure, navigation, and interaction design schemas in support of functional and aesthetic requirements. Develop user personas and use case scenarios to inform interaction and design architectures. Writing of functional specifications and page level technical requirements for development efforts.
Responsibilities Include:
Development of high level user experience site flows and detailed page level wireframes
Developed the “i5” methodology that serves as the agency’s core strategy and production guidelines.
Often serve in multiple roles as defined by client needs including: Information Architect and Strategist as well as Project Manager.
For all Information Architecture/Interaction Design projects responsibilities include:
Creation of creative and technical blueprints in support of application development and site design
Strategic analysis of client’s business goals, requirements and audience
Creation of user personas and segmentation models to support user experience design
Contribute and manage the conceptual framework of projects and strategic solution sets
Design on User Experience via Architecture and Interaction Design models
Work with IQ and client side Creative and Engineering teams to assure alignment with creative and technical feasibility
Project Highlights:
UPS.com – Lead experience designer for homepage redesign and redesign of UPS Business Solutions
VW GTI Configurator – Lead Information Architect for this cutting edge site. Award highlights include: Cannes Cyber Lion Grand Prix, Adobe Max Award for Best Marketing Site & Peoples Choice 2006
Celebritycruises.com –Lead Information Architect for this major re-branding effort for Celebrity Cruise Lines.
A full listing of URL’s and work samples are available upon request.
Freelance Consultant – User Experience Architect
5/2005 – 12/2005
Client - THINK Inc. – User Experience Architect
Work with team of designers, writers and strategists to produce Information Architecture documents for clients such as Alltel, Specialty Nutrition Group and TransitCenter.com among others.
Project Duties Include:
• Work closely with Clients and Account Services teams to define project needs and guidelines.
• Production of site maps and wireframes in MS Visio and maintenance of IA docs.
• Heuristic and usability analysis of client sites for redesign efforts.
• Provide user-centered design feedback and strategies for promotions, websites and banner ads.
• Design and develop Flash based media for promotions and web sites.
Thompson, Ventulett, Stainback & Associates (TVS&A)
3/2001 – 5/2005
Senior Associate – Manager of Information Design Studio
Led the formation of a business specializing in web development, multi-media design, and advanced visualization. Managed the design of projects that ranged from corporate websites to multimedia presentations to rich internet applications.
Responsibilities Include:
• Lead Information Architect for all projects within the studio.
• Team leader for web and multi-media development projects.
• Design and develop presentations and web sites that utilize Flash MX for major marketing efforts.
• Lead redesign effort for corporate website (www.tvsa.com) that resulted in a National Honor Award from the SMPS.
• Develop e-learning tools for corporate intranet and training videos.
• Help clients develop strategic media projects that support core business goals and help create new economic opportunities through interactive media.
Special Recognitions / Achievements:
• Recognized as a leader in the firm as part of the Leadership Class 2003 - promoted directly to Senior Associate.
Mothership
1998 – 2001
Founding Partner / COO
Co-founder of a successful web development firm. Led a group of 4 designers / developers to create innovative and strategic web sites with an emphasis on user experience and graphic impact. Managed all aspects of client relations and managed the day-to-day operations of the firm. Developed all proposals, contracts and managed projects to tight budget guidelines.
Sample Client List:
• e-invest - managed entire web design/development team for a $25 million start-up.
• Andersen Consulting / Accenture - designed cutting edge Flash presentations for Andersen consultants; trained Creative Services staff in graphics and multimedia development; helped build an interactive media department for the Atlanta Office of Andersen.
• FolioZ - worked closely with agency staff to prepare multimedia applications and video presentations for technology.
• Project 18 - worked with agency clients to develop numerous web and media projects.
Education
Georgia Institute of Technology
1992-1996
Bachelor's of Science in Architecture
Studio work includes: Freehand drawing, mechanical drawing, design theory, color rendering, model design, and construction science.
Awards and Publications:
Winner First Place 1995 Georgia Tech / Velux America Design Competition.
Works published on cover and interior of Georgia Institute of Technology College of Architecture Projects 1994-1995.
Work published on cover of Georgia Institute of Technology College of Architecture Newsletter.
Georgia Institute of Technology
1998- 2000
Masters of Science, Information Design and Technology - degree unfinished
Course work includes: HTML programming and JavaScript, multimedia design and programming, analog and digital video editing, video teleconferencing via internet, graphic design.
Software Knowledge / Skills
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Jorge Bertran - Retired Partner, PURCEN, Brands & Products, LLC
Jorge is an entrepreneurial-spirited professional with more than 30 years of proven business leadership, as both a consultant and an executive, with extensive international marketing experience throughout Europe, U.S., Latin America, New Zealand and Australia. He was born in Cuba, his parents, political exiles, moved to the USA in 1960. He grew up in Miami and Puerto Rico where his parents eventually settled. He attended College Preparatory Boarding School in Puerto Rico.
Jorge holds a Master of Science MSc - International Management degree from ISCTE Business School, University of Lisbon (Lisbon, Portugal) and a Bachelor of Science, Marketing Management degree from Whitman School of Management, Syracuse University, New York. He also completed the Consultant Development Program, from the Management Centre Europe (Brussels, Belgium) and the Advanced Executive Development Program, from the London Business School, London UK. He is the author of the book, “Competencies for International Managers”.
During his early career years, he progressed through positions of increased responsibility and scope with major consumer product companies, such as Director of New Products Latin America (Coca-Cola Corporate Marketing Division, Atlanta GA), General Manager (Kraft General Foods, Argentina and Chile), Marketing & Trade Director (Colgate-Palmolive Co., Argentina, New York & San Juan PR) and Senior Product Manager, Nestle-Libby’s Company responsible for the Puerto Rican and the USA Hispanic markets.
In 1996 Jorge returned to Europe to become Managing Director of Fonterra Dairy Group (Anchor Foods), the multinational dairy cooperative owned by New Zealand dairy farmers that account for 30% of world’s dairy exports. He was based in Lisbon, Portugal, where he established and directed business operations for all non-UK consumer-branded businesses throughout Spain, France, Italy, Belgium, and the rest of Europe. In 1999 he moved to Swindon, the UK as the European Category Director, New Zealand Dairy Board. Jorge was promoted to lead the complete startup and launch of a new product line throughout several European countries while retaining full responsibility for Portuguese operations.
In 2000 Jorge returned to Portugal as Consultant and Principal of Business and Marketing Consulting Group, a private consulting practice that provided business development and marketing strategies for venture capitalists and corporations throughout Portugal, Spain, and Latin America.
In 2001 Jorge was hired as a Partner by PURCEN, Brands & Products LLC, full-service sales, and marketing agency that provide end-to-end services for clients in the consumer packaged goods industry in the Iberian Peninsula. Clients included General Mills, Palmer’s, Rapid White, and private-label companies. In that position, he was part of the team that took the organization from the ground floor and made it into a thriving distribution and marketing company with 2011 annual sales of approximately €19 million (U$25 million).
In 2015 Jorge moved with his family back to the USA. He is married to Hye Yon Pak, originally from South Korea and they have a 10-year son, Lucas.
Since 2017, Jorge is a visiting lecturer at the ISCTE Business School Graduate School, International Management Program in Lisbon, Portugal. He lectures in Cross-Cultural Management and how culture affects ethics and Corporate Social Responsibility. In 2019 Jorge was the 2019 Keynote Speaker at the 31st Annual International Academy of Business Disciplines Annual Conference in Jacksonville.
Edward Cooper, Jr. - Former Chief Finance and Risk Officer, Pruksa Real Estate Company Ltd.
Ed Cooper is a retired Senior Executive with broad based experience in Corporate and Retail Banking, Corporate Finance, Risk Management, and M&A. His experiences are across multiple businesses, customer segments, industries, and countries. Director experience at listed (Hong Kong and Thailand) and non-listed companies in multiple countries.
In 2014 Ed retired from Pruksa Real Estate PCL, Bangkok, Thailand. During his four years there he was a Director and Chief Finance & Risk Officer. He was a member of the Executive, Risk Management and International Investment Committees. Pruksa is Thailand’s largest residential real estate developer and manufacturer with products including town houses, single houses, and condos.
Prior to Pruksa, Ed was President of AIG Consumer Finance Group, a wholly owned subsidiary of AIG. The Consumer Finance Group owned and operated banks and finance companies in Hong Kong, India, China, Taiwan, Thailand, the Philippines, Poland, Mexico and Argentina. The businesses were all sold or liquidated in 2009-10 to repay loans from the Federal Reserve.
Prior to AIG, Ed had a 30 year career at Chase Manhattan Bank, retiring in 2000 as Senior Vice President of Asia Retail Banking. Ed held numerous positions in retail and wholesale banking and lived in Bangkok, Hong Kong, Singapore and Tokyo for 16 years during his Chase career.
Nick Doyle - Area President, Gallagher Affinity
Nick started his career as a business consultant for IBM’s Hong Kong practice supporting website optimization, attribution modeling, marketing, web analytics, and e-commerce implementations. While with IBM, he was engaged in system integration testing, business user support, client education, and consulting on the IBM WebSphere Commerce and CoreMetrics platforms. Upon joining DTPH, Nick implemented modern web analytics and reporting, and enhanced technology usage across the insurance business lines. He was responsible for the consolidation and quantification of all future IT projects, including buy or build analysis, IT project management, social media management and ongoing optimization.
Nick moved into a managing director and COO role with DTPH in 2016. In this capacity, he managed the planning and build-out of DTPH’s proprietary IP, including solutions to enhance the Company’s InsurTech business. Nick was successful in improving the site-specific conversion rate from 7.67% to 14.53% (an 89% increase).
Since March 2018, as CEO and Chief Revenue Officer Nick has primary responsibility for revenue growth through 1) deeper penetration into DTPH’s current health and wellness classes; 2) the addition of multiple new classes with similar risk profiles and similar premium levels to its current program; and 3) expansion into new higher premium classes potentially including doctors of chiropractic leveraging DTPH’s 60-year old Chiropractic Economics franchise and other similar classes (e.g., podiatry, dentistry, audiology, etc.) utilizing a content and audience acquisition or joint venture strategy. Nick has overall responsibility for setting strategy for all marketing channels including SEO, PPC, social media, email, affinity / affiliate, ad specialty, etc.
Skip Frantz - Founder Triton Strategy Partners
After graduating with honors from Ohio State Law School, where he served on the Law Journal and was elected to the Order of the Coif, Skip started his career by joining a major law firm in Cleveland, Ohio. During the ensuing 12 years that he was affiliated with that firm, Skip specialized in mergers and acquisitions, corporate finance and securities, and business organization matters. He became a partner in 1986.
In 1990, Skip joined one of his clients, Alltel Corporation, in Little Rock, Arkansas, as general counsel. In the course of the ensuing 16 years, Skip took on a number of additional responsibilities at Alltel, including business development and mergers and acquisitions, wholesale revenue, government and regulatory affairs, corporate communications, human resources, and administrative services. He served on the board of USTelecom, a telecom trade association headquartered in Washington, DC, for a number of years and as its Chairman for two years.
In 2006, when Alltel spun off Windstream Corporation as a separate public company, Skip became Chairman of Windstream and served in that capacity until 2010. Thereafter, Skip continued to serve as a director of Windstream and as Chairman of its Audit Committee until 2014 when Skip became Chairman of Communications Sales and Leasing, Inc (NASDAQ: CSAL), a publicly-traded real estate investment trust headquartered in Little Rock, Arkansas, that Windstream spun off as a separate public company. Skip currently serves as Chairman of its Board, as Chairman of its Governance Committee, and as a member of its Audit Committee and Compensation Committee.
In 2007, Skip co-founded a community bank in Little Rock of which Skip served as Chairman from its inception until 2014 when he sold his interest in the bank. Skip and his wife moved to Ponte Vedra Beach from Little Rock in 2009. Since then, Skip has been involved as a board member of several companies and non-profit organizations in Northeast Florida. Skip has been married to his wife, Karen, since 1987. They have two adult children.
Pamela Grey, Ed.D., Branch Manager & Financial Advisor - Raymond James
Pamela Grey serves as Branch Manager for an independent financial practice for Raymond James in Jacksonville, FL. She has a well-established practice serving individual clients, service organizations and businesses in a region spanning 10 states. Her community experiences includes non-for-profit board membership, service on area committees and she has a passion for setting up Donor Advised Funds for charitable giving locally and globally.
Pamela has a B.S. in Mass Communications and English as well as her Masters in Human Resource Economics from the University of Utah. She earned her doctorate in higher education with an emphasis in public administration at North Carolina State University. She has served as a Dean for Information Technology, a Director for Distance Learning and had the honor of becoming an Assistant Scholar for Higher Education at the University of Florida. She currently serves as Branch Manager for a Raymond James office established in 2004, has 18 years of experience in the financial services industry and holds her Series 7, Series 9 & 10, Series 63 and 66.
Courtney Hughes-O'Connell - Vice President, HR, The Adecco Group
Courtney specializes in optimizing organizations by aligning human capital capabilities with organizational culture and strategy. She has proven success in partnering with leaders from various industries to quickly assess and execute on organizational change.
Courtney has been recognized as a leader who takes the time to understand her client’s needs and who possesses the courage and finesse to guide leaders and teams through transformational change. Her powerful intuition blended with her practical business experience creates a valuable partnership between herself and the client. Courtney is skilled at cutting to the heart of issues and using her experience, judgment and creativity to solve them.
Courtney’s passion is around global human capital needs and challenges. Her global perspective and nearly 20 years of progressive experience at several Fortune 500 corporations gives her the unique opportunity to apply proven human capital strategies to the everchanging landscape of the global workforce.
Courtney continues to be in demand for her expertise in: strategic workforce planning, organizational design for businesses at each stage of the business cycle, leader effectiveness, team building and conflict management, and building a company culture that attracts and retains the best talent.
And, best yet, Courtney brings high energy and an element of fun to all of her projects.
Business & Organizational Leadership Experience
Courtney currently serves as the Vice President, Human Resources Business Partner at The Adecco Group, the world’s largest temporary and permanent staffing organization headquartered in Zurich, Switzerland. In this role, Courtney heads up the Human Resources group for the $1B Modis brand. Her primary focus is on: organizational development, performance management, compensation design, executive development and change management.
Prior to this role, Courtney supported the IT division of Florida Blue, and spent 10-years as a Human Resources Executive with Bank of America where she formed strategic partnership with business leaders to create and enable business strategy through the most effective and efficient use of human capital. Earlier roles included HR for ADT’s customer service call center and collections group as well as a junior HR generalist at Decutsche Bank on Wall St., NYC, supporting sales and trading.
Courtney lives in Florida, USA, with her husband, two sons and their two (big!) dogs.
Michael Hume - President & Chief Executive Officer, W&O
Michael Hume is the President and Chief Executive Officer for W&O. Before this position at W&O he served as the Chief Operating Officer. Prior to this role, Mr. Hume served as the Vice President of Business Development, where he focused on acquisitions and expansion opportunities. Mr. Hume first came to W&O in 1992, serving as the branch manager in Long Beach, CA. He left in 2000 for 7 years to pursue other interests, but returned to W&O in December of 2007.
Mr. Hume began his career as a loan officer in the banking industry, working closely with privately held business owners. Through this direct experience, the opportunity to join W&O presented itself. Michael received his Bachelor's degree in Finance from Babson College and went on to earn his MBA in International Business.
Michael has been involved as a Big Brother and a Junior Achievement mentor. He also supports the Mary Knoll Mission and is involved with the local Ronald McDonald House and the ARC of Jacksonville. Michael and Sally, his wife of over 25 years, have 4 children and stay active with their busy lives and many extracurricular activities. Michael especially enjoys playing golf and tennis and rooting for his team from Boston.
Joey Janssen - Chief Employee Benefits Specialist, Benefit Advisors
"Benefit Advisors allows me to make an impact in my community. Day by day, business by business, we partner with our clients to build benefits, to engage our community, and to change lives."
Joey’s lifelong passion has been connecting people. His belief that collaboratively, our community can build something great have allowed him to flourish at Benefit Advisors. Connecting clients with the right support team is at the heart of all he does.
Born in Orlando, Joey is a rare native Floridian who may love the Red Sox, but would never trade in his flip-flops for snow boots. A graduate from the University of North Florida, Joey and his wife Adrienne live in Jacksonville while raising their two young daughters.
Dedicated to challenging the status quo, Joey can often be found on his computer scouring professional literature at all hours of the day to learn everything he can about his profession. Or he’s setting his fantasy football line-up. Sometimes it’s hard to tell.
Hugh H. Jones, Jr. - Retired Chairman & CEO, Barnett Bank of Jacksonville
Hugh Jones is the retired chairman and CEO of the former Barnett Bank of Jacksonville. Following his retirement from Barnett Bank in 1993, he then served as the president of the Baptist Health Systems Foundation for five years.
Mr. Jones began his banking career with Chemical Bank in New York and was promoted to leadership positions with Chemical Bank before joining Barnett Bank of Jacksonville.
Mr. Jones has a long history of active volunteerism in the community. Among his many activities, he founded the Korean Heart program which arranges and provides heart surgery for Korean children with congenital heart problems and the Korean Caring Foundation that helps organize fundraising efforts to support education and medical needs for Korean children. Other beneficiaries of his time and talent include the I.M. Sulzbacher Center, the Ronald McDonald House of Jacksonville, UNF Foundation and Wolfson Children’s Hospital Center for Pediatric Cardiology. Mr. Jones holds degrees from Lafayette College and New York University and is a graduate of the Stonier School of Banking at Rutgers University.
Jerry Macnamara - CEO, JerryMacnamara.com
For over twenty years, Jerry Macnamara has a proven track record of executing strategies that drive growth. His passion for understanding the business of business, adhering to a strong value system and living the social compact to serve the community are fundamental to fulfillment.
As Vice President of Operations at Soccer Post, a soccer specialty retailer, he helped grow the business from a local player with 1 location to a national scope with 35 stores in thirteen states. He wrote the 220 page Operations Manual, developed and conducted training programs and implemented systems to control the development when sales accelerated from $5.9MM to $15MM in 18 months. Entrepreneur magazine recognized the company as a Franchise 500.
As a Senior Sales and Marketing Consultant to an international apparel company, Jerry lived and worked abroad where he was certified as an expert in the US retail soccer market. During those two years, he expanded distribution and executed marketing programs to increase sales by 31%.
At the dawn of the Internet, Jerry developed a handful of custom sports uniform websites designed to penetrate niche markets. While operating at the edge of this new frontier, Jerry accrued a massive vault of dynamic information and processes to accelerate a website's success and utilize it as a tool to seamlessly transition companies from offline to online.
After selling his Internet business, he was recruited to NFFS General Contractors as CEO. NFFS is a leader in the distressed residential repair market servicing Banks, Asset Managers, Hedge Funds and Equity Funds. From this platform, the company quadrupled revenues in two years and was nationally recognized twice by Inc as one of the Fastest Growing Private companies.
Today, Jerry consults to businesses in need of culture, systems and structure. His mission is to help motivated people and businesses succeed.
Dan Martin, Senior Finance Executive - KPMG
Strategic and forward-thinking Senior Finance Executive with extensive experience leveraging advanced accounting acumen to enhance financial operations and drive business growth across a dynamic roster of client industries. Proven track record of evaluating and responding to rapidly changing financial and regulatory environments through work with SEC reporting and Sarbanes-Oxley compliance. Possesses diverse subject-matter expertise in all aspects of accounting and auditing services needed to achieve firm goals for financial reporting and auditing. Sterling history of achievement at two of the Big Four auditors, leading public-accounting projects that received optimal reviews from PCAOB. Noted leader adept at recruiting and mentoring cross-functional teams to ensure successful operations. Certified Public Accountant in the State of Florida with MBA from the University of North Florida.
Areas of Expertise
Strategic Planning – Executive Communications – Financial Modeling – Internal Controls – P&L -SEC Reporting - GAAP – GAAS Risk Management – Forecasting & Budgeting-Sarbanes-Oxley Internal Controls - Project Management - Audit Compliance Financial Reporting – Cash-Flow Analysis - Corporate Taxation – Team-Building & Leadership
PROFESSIONAL EXPERIENCE
SENIOR MANAGER – AUDIT & ASSURANCE
Recruited to direct audit engagements for dynamic roster of clients across multimillion-dollar enterprises. Collaborate with C-level executives to identify client needs in order to design and implement service offerings and solutions. Lead multiple audit teams in-parallel, ensuring accuracy and timeliness of client engagements. Generate detailed audit reports citing potential performance improvements, technical accounting solutions, internal controls, and operational challenges, presenting all findings to audit committees and external Boards of Directors. Recommend improvements to public-filings including 10K, 10Q, S-1, and S-8 in compliance with GAAP and SEC reporting standards. Counsel internal-audit directors in opportunities for improvement to risk-based audit plans, identifying service gaps and recommended changes to internal- control processes. Prepare accurate GAAP financial statements, including balance sheets, income statements, equity statements, cash-flow statements, and additional footnotes. Research and analyze complex accounting and auditing issues related to Sarbanes-Oxley compliance, IFRS standards, internal controls, stock-based compensation, equity transactions, revenue recognition, and inventory costing to determine resolutions that mitigate procedural problems.
Nominated and served over six years as team member of National Audit Quality Review Team which is part of KPMG National Office, rating peer KPMG audit engagements for quality and compliance with firm standards and best practices.
Spearheaded KPMG recruiting efforts as Recruiting Manager at the University of North Florida, interviewing students, delivering presentations, and serving as on-site representative for recruiting events.
Served as Audit Team Leader during PCAOB and KPMG peer reviews of client engagements, consistently resulting in no material findings and top-flight review scores from PCAOB and KPMG National Quality Review Teams.
Improved financial-statement audit results by designing internal process that tracked engagement progress against forecasted budgets and project pipelines.
Awarded Jacksonville office Community Service Award for two consecutive years.
Selected as KPMG National Educational Instructor, instructed courses for over four years as part of KPMG National Office.
Representative client list includes: Publix Supermarkets (fortune 100 Company), Fanatics, Fidelity National Financial, Citi Trends, Tree of Life, Winn-Dixie, Lender Processing Systems & Consolidated Tomoka.
MANAGER – AUDIT & ASSURANCE, SENIOR AUDITOR, SENIOR ASSISTANT
Engaged through a rapid series of promotions to manage audit and assurance engagements. Reviewed, researched, and generated narratives and resolutions for reporting and disclosure issues related to 10K and 10Q reports. Led presentations with C-level executives and Boards of Directors to communicate technical accounting and audit issues, as well as solutions needed to improve processes and mitigate further escalations. Supported SAS 70 internal-control review engagements focused on detailed documentation and recommendations for financial- and computer-control improvements. Orchestrated due diligence on several engagements, overseeing comprehensive acquisition activities and directing purchase-price reviews. Delivered performance reviews of audit staff, identifying professional-development needs and counseling career- development action plans.
Selected as Jacksonville Learning Advisory Coordinator for two consecutive years, leading national accounting and auditing training, as well as coordinating multiple learning seminars for internal staff.
Reduced volume of audit hours necessary per engagement by reprioritizing audit events to focus on key risk areas, dramatically improving overall efficiency.
Improved comprehensive audit activities by optimizing budget-forecast procedures, staff scheduling, and client relationships.
Representative client list includes: Rayonier, Handy Way & Lil’ Champ Food Stores, Ring Power Corporation, Ryan’s Steakhouses, Florida Rock and King & Prince Seafood.
George Morrison - Vice President Supply Chain Management, The Mosaic Company
George Morrison is a contemporary business transformation and information technology leader with expertise leading business teams in diverse industries such as consumer products, life sciences and performance materials to profitably grow their business. George’s career reflects a demonstrated track record leading large scale cross-functional transformations, improving integrated systems, capabilities of international supply chains, operations and logistics. He brings a deep understanding of technology, risk management, profitability levers and their impact on customer experience and growth. As a hands-on leader and change agent, he has led diverse teams to deliver double digit improvements in customer service, inventory turns and YOY cost reductions.
George has deep background and understanding of corporate governance through his roles at Mallinckrodt, IPS/PE and through experience as a voluntary board member of the St. Louis University Center for Supply Chain Excellence.
George was most recently a Senior Vice President, Global Supply Chain Planning and Logistics at Mattel, a fortune 500 global children’s entertainment company with over $4.5B in sales and over 50% of its business outside the US. He was accountable for all aspects of global demand and supply planning, sales and operations planning, customer service, distribution and logistics. George re-aligned the global organization, and significantly reduced logistics costs and improved customer service for all of Mattel customers’ globally, by leading cross-functional teams in a demand driven supply network and logistics transformation. Employee engagement scores also exceeded benchmarks as a result of this enterprise wide effort. He was a key member of Global Product Development and Supply, Sustainability and information Technology committees.
George was the Vice President Global Supply Chain and Centers of Excellence, at Mallinckrodt Pharmaceuticals LLC, a $3.5B global Generics and Specialty pharmaceutical Company. He was accountable for all core supply chain and logistics performance metrics. George led several enterprise-wide initiatives which transformed the complex international supply chains to increase agility and reduce costs delivering top quartile supply chain results on all key performance metrics. George was a member/participant of internal committee’s including the Operating Committee and the Digital Innovation Center of Excellence.
George’s career spans roles of increasing responsibility with Avery Dennison, Johnson & Johnson, Honeywell International and IPS Corporation where he served as Vice President Global Supply Chain and Information Technology, and participated regularly in board meetings.
George has received several awards during his career including standards of leadership for business results, supply chain innovation and business process improvement.
George received Master of Science degrees in Management & Public Policy, Civil Engineering from Carnegie Mellon University and a Bachelor of Science Degree in Civil Engineering from MIT, Cambridge, MA.
Dave Reed- Expert in Production and Hospitality
Dave Reed is an expert in high profile production and hospitality services. He has held top positions with A&M Records and The Jim Henson Company in Hollywood, as well as in a Los Angeles company startup with Kiefer Sutherland. His clients included artists such as Paul McCartney, Bon Jovi, the Eagles, Dr. Dre, and Mariah Carey. Dave has 11 Gold and Platinum album credits of his own for engineering with Bruce Springsteen, KISS, Michael Bolton, and Stone Temple Pilots among others.
Dave also worked with companies such as ESPN on major events including multiple Super Bowls, X Games, US Snowboarding Championships, and the US Pro Ski Tour. Most recently Dave started two businesses in his hometown of Jacksonville, Fla., with the first providing high resolution, large format printing services to regional and national clientele. His current project is a specialty firm for high-end, contemporary home renovations, showcasing his unique problem solving and creative design skills. In 2014, Dave was named to Northeast Florida’s Top 50 Business Influencers.
Dave received an MBA from the University of Florida, and the honor of speaking at commencement. His bachelor degrees are from North Carolina State University in Management and in Communication. He also holds Six Sigma and Manager of Quality/Organizational Excellence certifications from the American Society for Quality with whom he served in several leadership posts. Dave resides in Ponte Vedra Beach, Fla., where he enjoys surfing, volunteering in the community, and spreading his passion for World Class Excellence. He soon hopes to begin a PhD program in which to further his own research in leadership and integrity across individuals and organizations.
Sean Shapiro - CEO, Reliant Roofing
Sean grew up in South Florida and went to the University of Florida, where he majored in Real Estate. He’s honored to be a recent recipient of the Gator 100 Award, which honors UF Alumni’s fastest growing businesses. He has vast experience in real estate development and worked for one of the leading acquisition firms in Northeast Florida. Ever the entrepreneur, Sean’s first successful business was in residential renovations, and his business managed over 200 projects. Through this experience he met Cameron, and they decided it was time to fill a void in the roofing industry and begin a business that would provide premium quality and service.
It’s Sean’s goal to provide Reliant Roofing’s customers with the utmost in professionalism, from the first consultation all the way to the finished product. He strives daily to make Reliant Roofing the gold standard in the industry.
Sean and his wife Natalie, a teacher, live in Jacksonville Beach with their black lab. He enjoys spending time at the beach, boating and playing sports such as flag football, basketball and softball. He’s also a craft beer aficionado who can sometimes be found brewing his own batch.
Kelley Shaw - Client Executive, Hylant
INDUSTRY EXPERIENCE
A proven professional, Kelley delivers competitive and strategic employee benefit solutions for her clients. With 13 years in the healthcare and insurance industry, Kelley is recognized for her business acumen and industry knowledge. As a client executive, she provides personalized service that exceeds her clients’ expectations.
Prior to joining Hylant, Kelley represented St. Vincent’s HealthCare where she was responsible for employer relations including designing and implementing population health management programs to manage corporate health risks and healthcare costs. She also worked for Baptist Health System and Wolfson Children’s Hospital as the Regional Manager for Outreach and Development where she acquired the knowledge and skills needed to build enduring and effective partnerships in her current role with Hylant.
INDUSTRY ASSOCIATIONS
Kelley is a member of The Rotary Club of Jacksonville. Kelley is a member of the LifeWork Leadership 2017-2018 Class. She is the Programs Officer for the Board of Directors for the Jacksonville Chamber Health Council. Kelley was asked to serve on the 2017 Board of Governors for the Jacksonville Chamber of Commerce. She has also served on the Executive Board for the Women's Board of Wolfson Children's Hospital for the last six years.
EDUCATION
Kelley received her bachelor’s degree from Colorado State University in Fort Collins, Colorado.
She is a licensed Health and Life Agent.
Jim Simak, Harris Computer
As Senior Executive Vice President, Jim is responsible for Harris Computer’s Innovation Strategy and Organic Growth Initiatives. Jim works closely with over 40 business units to deliver new innovative products and services in diverse software markets.
Jim brings more than 25 years of experience in commercial software development, innovation, business development and strategy. He joined Harris Computer in 2008 as CEO of System Innovators Inc. Jim continued his leadership role as General Manager within the acquired System Innovators business unit. In 2011, he added responsibility for the Harris’ local government ERP and CAMA business lines. In 2014, Jim led M&A and growth for Harris’ public safety business portfolio as Senior Executive Vice President.
Jim earned a Bachelor’s degree in Electrical Engineering from the University of Pittsburgh and continued graduate studies in Artificial Intelligence at the University of Texas at Arlington. He earned his MBA from Jacksonville University in 2007 and his Doctorate in Business Administration in 2018 with concentrations in Economics and Entrepreneurship. Prior to joining Harris, he held leadership positions in several startups as well as Fortune 500 companies including IBM, Computer Science Corporation, ECI Telecom and General Dynamics.
Contact Jim. jsimak@harriscomputer.com
Rick Thomas - Senior Vice President, CEVA Logistics
Rick Thomas is Senior Vice President, Automotive Operations for CEVA Logistics and he is based in its Jacksonville, Florida office. CEVA is one of the world’s leading logistics companies, providing end-to-end design, implementation and operational capabilities in freight forwarding, contract logistics, transportation management and distribution management.
Mr. Thomas began his career with Customized Transportation, Inc., a CEVA predecessor, in 1993 as a dock supervisor in Memphis, Tennessee working with just-in-time transportation to all of General Motors North America assembly plants. He continued to take on growing responsibilities within the Company. Some of the many customers he has served include Verizon, Honda, Rolls Royce Aerospace, Andersen Windows, HP and Caterpillar.
Mr. Thomas grew up in Jacksonville, graduating from Terry Parker High School and graduated from Florida State University in 1993 with a Bachelor of Science degree in Management.
Kirk Williams - President & CEO, Proficient Auto Transport
Kirk Williams has worked in the transportation and logistics industry for 35 years. He was instrumental in putting together the acquisition of Proficient Auto Transport in 2004. The company has successfully grown nearly 700% during the past 10 years and is now one of the 15 largest auto haul trucking companies in America. Mr. Williams was the most recent Chairman of the Auto Haulers Association of America, and a Vice President of the Florida Trucking Association Representing the State of Florida at the national level of the American Trucking Association.
He has worked for and managed several of the largest logistics operations, engineering, and marketing departments for companies such as Carolina Freight Corp, now ABF Freight Systems, Exel Logistics, Burlington Northern Railroad, GATX and APL Logistics. He earned a B.S. in Transportation and Logistics Management from Kent State University, and served on advisory councils for Stanford and MIT. Kirk currently serves as a member of the selection committee for the Bank of America Charitable Foundation’s including its Student Leaders Program, and serves as a member of the Business Advisory Council for the Coggin College of Business.
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Manhattan Associates Reports Record Quarterly Revenue and Earnings
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2022-07-26T00:00:00
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RPO Bookings Increase 84% over Prior Year on Strong Demand Company Raises 2022 Full-Year Revenue and EPS Guidance ATLANTA, July 26, 2022 (GLOBE...
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https://www.globenewswire.com/news-release/2022/07/26/2486366/9255/en/Manhattan-Associates-Reports-Record-Quarterly-Revenue-and-Earnings.html
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RPO Bookings Increase 84% over Prior Year on Strong Demand
Company Raises 2022 Full-Year Revenue and EPS Guidance
ATLANTA, July 26, 2022 (GLOBE NEWSWIRE) -- Leading Supply Chain and Omnichannel Commerce Solutions provider Manhattan Associates Inc. (NASDAQ: MANH) today reported revenue of $191.9 million for the second quarter ended June 30, 2022. GAAP diluted earnings per share was $0.49 for Q2 2022 compared to $0.48 for Q2 2021. Non-GAAP adjusted diluted earnings per share for Q2 2022 was $0.69 compared to $0.61 in Q2 2021.
“Manhattan delivered a record second quarter and first half results. Our business momentum is strong, as Q2 cloud revenue growth of 48% and service revenue growth of 19% exceeded our expectations and drove excellent operating results,” said Manhattan Associates president and CEO Eddie Capel.
“While we continue to operate in a turbulent global macro environment, our teams are executing very well for our customers, and demand for our cloud-native solutions remains robust. With our business fundamentals strengthening and revenue visibility increasing, we are again raising our 2022 guidance,” Mr. Capel concluded.
SECOND QUARTER 2022 FINANCIAL SUMMARY:
Consolidated total revenue was $191.9 million for Q2 2022, compared to $166.1 million for Q2 2021.
Cloud subscription revenue was $42.2 million for Q2 2022, compared to $28.6 million for Q2 2021.
License revenue was $5.1 million for Q2 2022, compared to $8.8 million for Q2 2021.
Services revenue was $100.9 million for Q2 2022, compared to $84.7 million for Q2 2021.
GAAP diluted earnings per share was $0.49 for Q2 2022, compared to $0.48 for Q2 2021.
Adjusted diluted earnings per share, a non-GAAP measure, was $0.69 for Q2 2022, compared to $0.61 for Q2 2021.
GAAP operating income was $37.3 million for Q2 2022, compared to $39.4 million for Q2 2021.
Adjusted operating income, a non-GAAP measure, was $52.8 million for Q2 2022, compared to $50.2 million for Q2 2021.
Cash flow from operations was $52.7 million for Q2 2022, compared to $45.5 million for Q2 2021. Days Sales Outstanding was 63 days at June 30, 2022, compared to 66 days at March 31, 2022.
Cash totaled $213.8 million at June 30, 2022, compared to $216.3 million at March 31, 2022.
During the three months ended June 30, 2022, the Company repurchased 416,558 shares of Manhattan Associates common stock under the share repurchase program authorized by our Board of Directors for a total investment of $50.1 million. In July 2022, our Board of Directors approved raising the Company’s remaining share repurchase authority to an aggregate of $75.0 million of our common stock.
SIX MONTH 2022 FINANCIAL SUMMARY:
Consolidated total revenue for the six months ended June 30, 2022, was $370.9 million, compared to $323.0 million for the six months ended June 30, 2021.
Cloud subscription revenue was $79.5 million for the six months ended June 30, 2022, compared to $55.2 million for the six months ended June 30, 2021.
License revenue was $13.5 million for the six months ended June 30, 2022, compared to $16.7 million for the six months ended June 30, 2021.
Services revenue was $190.9 million for the six months ended June 30, 2022, compared to $165.1 million for the six months ended June 30, 2021.
GAAP diluted earnings per share for the six months ended June 30, 2022, was $0.97, compared to $0.83 for the six months ended June 30, 2021.
Adjusted diluted earnings per share, a non-GAAP measure, was $1.29 for the six months ended June 30, 2022, compared to $1.04 for the six months ended June 30, 2021.
GAAP operating income was $71.2 million for the six months ended June 30, 2022, compared to $64.8 million for the six months ended June 30, 2021.
Adjusted operating income, a non-GAAP measure, was $100.9 million for the six months ended June 30, 2022, compared to $85.8 million for the six months ended June 30, 2021.
Cash flow from operations was $84.5 million for the six months ended June 30, 2022, compared to $85.4 million for the six months ended June 30, 2021.
During the six months ended June 30, 2022, the Company repurchased 799,916 shares of Manhattan Associates common stock under the share repurchase program authorized by our Board of Directors, for a total investment of $100.1 million.
2022 GUIDANCE
Manhattan Associates provides the following revenue, operating margin and diluted earnings per share guidance for the full year 2022:
Guidance Range - 2022 Full Year($'s in millions, except operating margin and EPS)$ Range% Growth RangeTotal revenue$733$74110%12%Operating Margin:GAAP operating margin17.4%17.6%Equity-based compensation8.1%8.1%Adjusted operating margin(1)25.5%25.7%Diluted earnings per share (EPS):GAAP EPS$1.63$1.67-5%-3%Equity-based compensation, net of tax0.790.79Excess tax benefit on stock vesting (2)(0.07)(0.07)Adjusted EPS(1)$2.35$2.395%7%(1) Adjusted operating margin and adjusted EPS are non-GAAP measures that exclude the impact of equity-based compensation and acquisition-related costs, and the related income tax effects of these items if applicable. (2) Excess tax benefit on stock vesting expected to occur primarily in the first quarter of 2022.
Manhattan Associates currently intends to publish in each quarterly earnings release certain expectations with respect to future financial performance. Those statements, including the guidance provided above and guideposts in the supplemental information below, are forward looking. Actual results may differ materially. See our cautionary note regarding “forward-looking statements” below. We note in particular that the severity, duration and ultimate impact of the COVID-19 pandemic are difficult to predict at this time. In addition, those statements do not reflect the potential impact of mergers, acquisitions or other business combinations that may be completed after the date of the release.
Manhattan Associates will make this earnings release and published expectations available on the investor relations section of the Manhattan Associates website at ir.manh.com. Following publication of this earnings release, any expectations with respect to future financial performance contained in this release, including the guidance and guideposts, should be considered historical only, and Manhattan Associates disclaims any obligation to update them.
CONFERENCE CALL
Manhattan Associates’ conference call regarding its second quarter 2022 financial results will be held today, July 26, 2022, at 4:30 p.m. Eastern Time. The Company will also discuss its business and expectations for the year and next quarter in additional detail during the call. We invite investors to a live webcast of the conference call through the Investor Relations section of the Manhattan Associates website at ir.manh.com. To listen to the live webcast, please go to the website at least 15 minutes before the call to download and install any necessary audio software. The internet broadcast replay will be available until Manhattan Associates’ third quarter 2022 earnings release.
GAAP VERSUS NON-GAAP PRESENTATION
Manhattan Associates provides adjusted operating income and margin, adjusted income tax provision, adjusted net income and adjusted diluted earnings per share in this press release as additional information regarding the Company’s historical and projected operating results. These measures are not in accordance with, or alternatives to, GAAP, and may be different from similarly titled non-GAAP measures used by other companies. The Company believes the presentation of these non-GAAP financial measures facilitates investors’ ability to understand and compare the Company’s results and guidance, because the measures provide supplemental information in evaluating the operating results of its business, as distinct from results that include items not indicative of ongoing operating results, and because the Company believes its peers typically publish similar non-GAAP measures. This release should be read in conjunction with the Company’s Form 8-K earnings release filing for the three and six months ended June 30, 2022.
Non-GAAP adjusted operating income and margin, adjusted income tax provision, adjusted net income and adjusted diluted earnings per share exclude the impact of equity-based compensation, acquisition-related costs and the amortization of these costs, and (from time to time) restructuring charges – all net of income tax effects. We include reconciliations of the Company’s GAAP financial measures to non-GAAP adjustments in the supplemental information attached to this release.
ABOUT MANHATTAN ASSOCIATES
Manhattan Associates is a technology leader in supply chain and omnichannel commerce. We unite information across the enterprise, converging front-end sales with back-end supply chain execution. Our software, platform technology and unmatched experience help drive both top-line growth and bottom-line profitability for our customers.
Manhattan Associates designs, builds and delivers leading edge cloud solutions so that across the store, through your network or from your fulfillment center, you are ready to reap the rewards of the omnichannel marketplace. For more information, please visit www.manh.com.
This press release contains “forward-looking statements” relating to Manhattan Associates, Inc. Forward-looking statements in this press release include, without limitation, the information set forth under “2022 Guidance” and “Guideposts,” any statements about the future effect of the COVID-19 pandemic on our business, customers or the global economy, our business prospects following the pandemic, statements we make about market adoption of our cloud-based solution and other statements identified by words such as “may,” “expect,” “forecast,” “anticipate,” “intend,” “plan,” “believe,” “could,” “seek,” “project,” “estimate,” and similar expressions. Prospective investors are cautioned that any of those forward-looking statements are not guarantees of future performance and involve risks and uncertainties, and that actual results may differ materially from those contemplated by those forward-looking statements. Among the important factors that could cause actual results to differ materially from those indicated by those forward-looking statements are: the risk that the duration and severity of the COVID-19 pandemic, and its ultimate effects on the global economy, our customers and our business, may be worse than expected; economic conditions, including inflation; disruption in the retail sector; delays in product development; competitive and pricing pressures; software errors and information technology failures, system disruption and security breaches; disruption in the retail sector; risks related to our products’ technology and customer implementations; global instability, including the war in Ukraine; and the other risk factors set forth in Item 1A of the Company’s Annual Report on Form 10-K for the year ended December 31, 2021, and in Item 1A of Part II in subsequent Quarterly Reports on Form 10-Q. Manhattan Associates undertakes no obligation to update or revise forward-looking statements to reflect changed assumptions, the occurrence of unanticipated events or changes in future operating results.
MANHATTAN ASSOCIATES, INC. AND SUBSIDIARIES
Condensed Consolidated Statements of Income
(in thousands, except per share amounts)
Three Months Ended June 30,Six Months Ended June 30,2022202120222021(unaudited)(unaudited)(unaudited)(unaudited)Revenue:Cloud subscriptions$42,203$28,595$79,500$55,238Software license5,1258,82313,48316,661Maintenance35,99337,73271,29573,891Services100,94184,703190,859165,062Hardware7,6626,26115,74312,112Total revenue191,924166,114370,880322,964Costs and expenses:Cost of software license8805561,2821,112Cost of cloud subscriptions, maintenance and services87,76670,072170,791143,581Research and development27,92423,21355,37947,473Sales and marketing17,74913,75032,13927,146General and administrative18,60617,08236,57134,651Depreciation and amortization1,7462,0843,4934,219Total costs and expenses154,671126,757299,655258,182Operating income37,25339,35771,22564,782Other income, net2,2433062,98113Income before income taxes39,49639,66374,20664,795Income tax provision8,6719,07012,78911,559Net income$30,825$30,593$61,417$53,236Basic earnings per share$0.49$0.48$0.97$0.84Diluted earnings per share$0.49$0.48$0.97$0.83Weighted average number of shares:Basic62,95463,53763,08363,591Diluted63,41964,27663,64464,371
MANHATTAN ASSOCIATES, INC. AND SUBSIDIARIES
Reconciliation of GAAP to Non-GAAP Measures
(in thousands, except per share amounts)
Three Months Ended June 30,Six Months Ended June 30,2022202120222021Operating income$37,253$39,357$71,225$64,782Equity-based compensation (a)15,53810,70929,67620,760Purchase amortization (c)-107-214Adjusted operating income (Non-GAAP)$52,791$50,173$100,901$85,756Income tax provision$8,671$9,070$12,789$11,559Equity-based compensation (a)2,5661,4784,7482,896Tax benefit of stock awards vested (b)84024,3834,057Purchase amortization (c)-26-53Adjusted income tax provision (Non-GAAP)$11,245$10,976$21,920$18,565Net income$30,825$30,593$61,417$53,236Equity-based compensation (a)12,9729,23124,92817,864Tax benefit of stock awards vested (b)(8)(402)(4,383)(4,057)Purchase amortization (c)-81-161Adjusted net income (Non-GAAP)$43,789$39,503$81,962$67,204Diluted EPS$0.49$0.48$0.97$0.83Equity-based compensation (a)0.200.140.390.28Tax benefit of stock awards vested (b)-(0.01)(0.07)(0.06)Purchase amortization (c)----Adjusted diluted EPS (Non-GAAP)$0.69$0.61$1.29$1.04Fully diluted shares63,41964,27663,64464,371
(a)Adjusted results exclude all equity-based compensation to facilitate comparison with our peers and because it typically does not require cash settlement. As explained in our Current Report on Form 8-K filed today with the SEC, we do not include that expense when assessing our operating performance. We do not receive a GAAP tax benefit for a portion of our equity-based compensation, mainly due to Section 162(m) of the Internal Revenue Code, which limits tax deductions for compensation granted to certain executives. The Tax Cuts and Jobs Act further increased those limitations.
Three Months Ended June 30,Six Months Ended June 30,2022202120222021Cost of services$5,822$3,513$10,959$6,792Research and development3,4252,1166,6144,108Sales and marketing1,5461,1112,9522,125General and administrative4,7453,9699,1517,735Total equity-based compensation$15,538$10,709$29,676$20,760
(b)Adjustments represent the excess tax benefits and tax deficiencies of the equity awards vested during the period. Excess tax benefits (deficiencies) occur when the amount deductible on our tax return for an equity award is more (less) than the cumulative compensation cost recognized for financial reporting purposes. As discussed above, we exclude equity-based compensation from adjusted non-GAAP results to be consistent with other companies in the software industry and for the other reasons explained in our Current Report on Form 8-K filed with the SEC. Therefore, we also exclude the related tax benefit (expense) generated upon their vesting.(c) Adjustments represent purchased intangibles amortization from a prior acquisition. We exclude that amortization from adjusted results to facilitate comparison with our peers, to facilitate comparisons of the results of our core operations from period to period and for the other reasons explained in our Current Report on Form 8-K filed with the SEC.
MANHATTAN ASSOCIATES, INC. AND SUBSIDIARIES
Condensed Consolidated Balance Sheets
(in thousands, except share and per share data)
June 30, 2022December 31, 2021(unaudited)ASSETSCurrent assets:Cash and cash equivalents$213,771$263,706Accounts receivable, net of allowance of $3,046 and $2,419, at June 30, 2022 and December 31, 2021, respectively133,852124,420Prepaid expenses and other current assets26,92920,293Total current assets374,552$408,419Property and equipment, net12,34313,889Operating lease right-of-use assets23,19827,272Goodwill, net62,22762,239Deferred income taxes20,0937,650Other assets21,87620,239Total assets$514,289$539,708LIABILITIES AND SHAREHOLDERS' EQUITYCurrent liabilities:Accounts payable$25,154$19,625Accrued compensation and benefits45,59853,104Accrued and other liabilities22,38522,741Deferred revenue178,019153,196Income taxes payable70376Total current liabilities271,226249,042Operating lease liabilities, long-term18,93423,157Other non-current liabilities15,39416,865Shareholders' equity:Preferred stock, no par value; 20,000,000 shares authorized, no shares issued or outstanding in 2022 and 2021--Common stock, $0.01 par value; 200,000,000 shares authorized; 62,718,513 and 63,154,494 shares issued and outstanding at June 30, 2022 and December 31, 2021, respectively627631Retained earnings233,151269,841Accumulated other comprehensive loss(25,043)(19,828)Total shareholders' equity208,735250,644Total liabilities and shareholders' equity$514,289$539,708
MANHATTAN ASSOCIATES, INC. AND SUBSIDIARIES
Condensed Consolidated Statements of Cash Flows
(in thousands)
Six Months Ended June 30,20222021(unaudited)(unaudited)Operating activities:Net income$61,417$53,236Adjustments to reconcile net income to net cash provided by operating activities:Depreciation and amortization3,4934,219Equity-based compensation29,67620,760(Gain) loss on disposal of equipment(92)-Deferred income taxes(12,535)1,768Unrealized foreign currency gain(2,087)(1,029)Changes in operating assets and liabilities:Accounts receivable, net(11,703)(5,289)Other assets(6,697)(7,912)Accounts payable, accrued and other liabilities(587)9,592Income taxes(3,519)(1,952)Deferred revenue27,11612,002Net cash provided by operating activities84,48285,395Investing activities:Purchase of property and equipment(2,243)(1,171)Net cash used in investing activities(2,243)(1,171)Financing activities:Purchase of common stock(127,787)(79,486)Net cash used in financing activities(127,787)(79,486)Foreign currency impact on cash(4,387)(100)Net change in cash and cash equivalents(49,935)4,638Cash and cash equivalents at beginning of period263,706204,705Cash and cash equivalents at end of period$213,771$209,343
MANHATTAN ASSOCIATES, INC.
SUPPLEMENTAL INFORMATION
1. GAAP and adjusted earnings per share by quarter are as follows:
202120221st Qtr2nd Qtr3rd Qtr4th QtrFull Year1st Qtr2nd QtrYTDGAAP Diluted EPS$0.35$0.48$0.57$0.32$1.72$0.48$0.49$0.97Adjustments to GAAP:Equity-based compensation0.130.140.140.160.580.190.200.39Tax benefit of stock awards vested(0.06)(0.01)--(0.07)(0.07)-(0.07)Purchase amortization--------Adjusted Diluted EPS$0.43$0.61$0.71$0.48$2.23$0.60$0.69$1.29Fully Diluted Shares64,46664,27664,23864,22464,32363,87163,41963,644
2. Revenues and operating income by reportable segment are as follows (in thousands):
202120221st Qtr2nd Qtr3rd Qtr4th QtrFull Year1st Qtr2nd QtrYTDRevenue:Americas$122,813$132,308$135,233$135,861$526,215$139,540$151,996291,536EMEA28,43427,19027,40227,548110,57432,15131,61463,765APAC5,6036,6166,5508,08526,8547,2658,31415,579$156,850$166,114$169,185$171,494$663,643$178,956$191,924$370,880GAAP Operating Income:Americas$16,116$28,590$29,727$16,746$91,179$21,393$24,507$45,900EMEA8,3748,64310,4857,24534,74710,5179,42319,940APAC9352,1242,1963,1528,4072,0623,3235,385$25,425$39,357$42,408$27,143$134,333$33,972$37,253$71,225Adjustments (pre-tax):Americas:Equity-based compensation$10,051$10,709$10,573$11,926$43,259$14,138$15,538$29,676Purchase amortization10710750-264---$10,158$10,816$10,623$11,926$43,523$14,138$15,538$29,676Adjusted non-GAAP Operating Income:Americas$26,274$39,406$40,350$28,672$134,702$35,531$40,045$75,576EMEA8,3748,64310,4857,24534,74710,5179,42319,940APAC9352,1242,1963,1528,4072,0623,3235,385$35,583$50,173$53,031$39,069$177,856$48,110$52,791$100,901
3. Impact of Currency Fluctuation
The following table reflects the increases (decreases) in the results of operations for each period attributable to the change in foreign currency exchange rates from the prior period as well as foreign currency gains (losses) included in other income, net for each period (in thousands):
202120221st Qtr2nd Qtr3rd Qtr4th QtrFull Year1st Qtr2nd QtrYTDRevenue$2,932$3,209$823$(716)$6,248$(2,268)$(4,568)$(6,836)Costs and expenses2,0002,442551(887)4,106(2,043)(3,862)(5,905)Operating income9327672721712,142(225)(706)(931)Foreign currency (losses) gains in other income(287)315(30)(243)(245)7112,0562,767$645$1,082$242$(72)$1,897$486$1,350$1,836
Manhattan Associates has a large research and development center in Bangalore, India. The following table reflects the increases (decreases) in the financial results for each period attributable to changes in the Indian Rupee exchange rate (in thousands):
202120221st Qtr2nd Qtr3rd Qtr4th QtrFull Year1st Qtr2nd QtrYTDOperating income$79($294)($37)$281$29$470$710$1,180Foreign currency gains (losses) in other income315535 3(9)8448092,0852,894Total impact of changes in the Indian Rupee$394$241$(34)$272$873$1,279$2,795$4,074
4. Other income includes the following components (in thousands):
202120221st Qtr2nd Qtr3rd Qtr4th QtrFull Year1st Qtr2nd QtrYTDInterest income($15)($10)($9)$102$68$19$92$111Foreign currency gains (losses)(287)315(30)(243)(245)7112,0562,767Other non-operating
income (expense)91(3)(91)(84)895103Total other income (loss)$(293)$306$(42)$(232)$(261)$738$2,243$2,981
5. Capital expenditures are as follows (in thousands):
202120221st Qtr2nd Qtr3rd Qtr4th QtrFull Year1st Qtr2nd QtrYTDCapital expenditures$569$602$987$1,858$4,016$1,159$1,084$2,243
6. Stock Repurchase Activity (in thousands):
202120221st Qtr2nd Qtr3rd Qtr4th QtrFull Year1st Qtr2nd QtrYTDShares purchased under publicly announced buy-back program214244123128709383417800Shares withheld for taxes due upon vesting of restricted stock units1721511792034207Total shares purchased3862451281298885864211,007Total cash paid for shares purchased under publicly announced buy-back program$26,988$32,894$19,994$20,117$99,993$49,965$50,151$100,116Total cash paid for shares withheld for taxes due upon vesting of restricted stock units19,4141907625920,42527,14352827,671Total cash paid for shares repurchased$46,402$33,084$20,756$20,176$120,418$77,108$50,679$127,787
7. Remaining Performance Obligations
We disclose revenue we expect to recognize from our remaining performance obligations. Over 97% of our reported performance obligations represent cloud native subscriptions with a non-cancelable term greater than one year (including cloud-deferred revenue as well as amounts we will invoice and recognize as revenue from our performance of cloud services in future periods). Maintenance contracts are typically one year in duration and are not included in the remaining performance obligations. Below are our remaining performance obligations as of the end of each period (in thousands):
March 31,
2021June 30,
2021September 30,
2021December 31,
2021March 31,
2022June 30,
2022Remaining Performance Obligations$421,196$488,718$573,712$699,244$809,540$897,680
8. The 2017 U.S. Tax Cuts and Jobs Act eliminated the expensing of research and development costs as incurred for tax purposes beginning in 2022.
This law changes the timing of cash tax payments, increasing near-term taxable income and payments, but normalizing over time as these expenses are amortized. As such, our cash outlook for 2022 includes the negative impact of approximately $25 million to $30 million in additional income tax payments. While there is still a possibility that legislation will be enacted that defers or eliminates the requirement to capitalize these costs, our current outlook factors in higher cash taxes as we will be required to make these payments, unless the existing law is amended. This legislation does not impact earnings per share, does not create any incremental expense obligation, and does not impact our ability to operationally grow cash flow.
9.Guideposts
The following table shows (i) actual 2021 results for cloud revenue and remaining performance obligations (“RPO”), (ii) revised 2022 cloud revenue guidepost and (iii) guideposts published as of February 1, 2022, for cloud revenue for 2023 through 2024 and remaining performance obligations (“RPO”) for each year 2022 through 2024. We expect to exceed our 2022 RPO guidepost and plan to update all guideposts on our upcoming third quarter earnings release.
Current Guideposts($'s in millions)Cloud RevenueYearLowMidHigh% Growth(1)2021 (2)$122$122$12253%2022 (3)$170$171$17240%2023 (4)$220$230$24035%2024 (4)$310$328$34542%Remaining Performance ObligationsYearLowMidHigh% Growth(1)2021 (2)$699$699$699126%2022 (4)$950$1,000$1,05043%2023 (4)$1,250$1,325$1,40033%2024 (4)$1,600$1,700$1,80028%(1) Year-over-year percentage growth is calculated based on the actual or forecasted mid-points.
(2) 2021 represents the actual result.
(3) Amount reflects revised range as of July 26, 2022.
(4) Amounts remain unchanged from February 1, 2022. Will address in Q3 2022 Earnings call.
These guideposts are forward-looking statements and are subject to all the risks and uncertainties applicable to our shorter-term 2022 Guidance, as stated above. In addition, the further into the future we project our financial expectations, the greater the risk that actual results will differ materially; consequently, our longer-term guideposts may be inherently more uncertain than our shorter-term guidance.
Contact:Michael BauerRick FernandezSenior Director, Investor RelationsDirector, Corporate CommunicationsManhattan Associates, Inc.Manhattan Associates, Inc.678-597-7538678-597-6988mbauer@manh.comrfernandez@manh.com
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2020-06-08T18:20:58+00:00
|
en
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Foundry Events
|
https://events.foundryco.com/speaker-bios-do-not-delete/
|
Joanne Friedman is CEO and Principal, Smart Manufacturing at Connektedminds Inc. where she empowers executives to be digital —not do digital to succeed at Digital Transformation or Industry 4.0. An award-winning technology innovator and industry thought leader, Dr. Friedman is a former manufacturing industry CIO turned IT Industry Analyst (Gartner) with a history of delivering innovative technology solutions to global leaders in the pharmaceutical and electronics manufacturing sectors. A natural storyteller, Joanne is an effusive personality whose passion for human centered design and penchant for witticisms punctuate her keynotes on Industrial transformation, cyber-security in manufacturing, AI, and CIO leadership. Ranked among the top 100 Global Voices on Digital Ecosystems by Thinkers 360 (2022) and among the top 30 Voices on Industrial IoT by Onalytica (2020) Dr. Friedman was elected to serve on the America’s Board of MESA.org in 2023, and continues to participate in technical standards development within iNEMI, W3C, ISO, IEEE. A staunch advocate for women in STEM, Joanne is a regular contributor on RackN’s Cloud 2030 podcast and featured speaker on Coffee with Digital Trailblazers. Most recently Joanne was featured on Endeavour Media’s Executive Perspectives, Nomad Futurist, IT Visionaries and is regularly quoted in CIO and trade publications. The author of Business Bites Back, and Zen and the Art of E-business early in her career, she is currently at work on her next tome, “Digi-waaat?”
David Berkowits has amassed 30 years of experience in the med-tech industry, serving in various technical and leadership roles. He previously worked for Philips and acquired extensive experience in the Netherlands, the United States, and Canada. Additionally, he collaborated with the leadership team at Altapacs in the role of a technical architect. Throughout their 15-year partnership, EFW and Mayfair Diagnostics, two of Canada’s largest radiology practices, jointly owned an organization, enabling them to design, build, and develop numerous clinical systems. Particularly noteworthy was the project he designed and coded, which revolutionized the provision of teleradiology services to the NWT and Yukon communities.
David, alongside his business partner, Dr. Norman Silver, has consistently sought to identify gaps in healthcare and address them through innovative solutions. Notably, they were part of the team that founded the Minor Illness and Injury Clinic, the first urgent-care clinic outside a hospital in Manitoba, the Penicillin Allergy Clinic, and a COVID-19 testing site at Red River College Polytechnic, which became operational within 8 days.
In December 2020, they realized a significant gap in the healthcare system, prompting them to conceptualize and subsequently launch the idea of QDoc. QDoc is a web-based platform that facilitates real-time virtual appointments between patients and physicians, utilizing unique proprietary software. Around May 2021, they incorporated and launched QDoc, aiming to ensure equal access to quality medical care for all Canadians, regardless of their geographic location or socioeconomic status. David’s transformative leadership recently earned him The Globe and Mail’s Best Executive of the Year award for 2022.
Rex Lee, the Chief Information & Technology Officer (CITO) at Canadian Tire Corporation (CTC), takes accountability for all aspects of technology, including strategy, architecture, development, operations, and cybersecurity across the CTC family of companies.
Rex played an essential role in the technology transformation at CTC, collaborating across the organization and with global technology partners. Since joining in 2012, he has critically contributed to digital transformation, implementing Agile operating models, modernizing technology, formulating cloud strategy & operations, enhancing cybersecurity, designing enterprise architecture, and establishing technical platforms for advanced analytics & artificial intelligence.
He passionately strives to advance the value of technology continuously, and his innovative approaches have gained recognition in various publications, such as the Wall Street Journal, CIO Magazine, and the bestselling book Groundswell. He serves as a member of various advisory boards and chairs the Digital Committee of Canada’s largest national cancer charity, The Canadian Cancer Society (CCS), where he also holds a position on the board of directors. With over 25 years of technology experience, including holding senior technology roles in telecommunications and high-tech industries, Rex has consistently demonstrated his ability to unlock value through technology.
Rex Lee earned an MBA in Marketing and Technology Management from McMaster University, and he obtained his undergraduate degree from the University of Western Ontario. In 2022, Rex received the Private Sector CIO of the Year award on behalf of IT World Canada (ITWC), Canadian CIO, and the CIO Association of Canada (CIOCAN) for his crucial leadership in guiding CTC’s digital transformation.
Monique Holz currently holds the position of Manager of Strategic Portfolio Management within the Corporate Services department at the City of Vaughan. In this capacity, she shoulders the responsibility of providing adept leadership and guidance to the Corporate Services Portfolio, which encompasses Information Technology (IT), Human Resources (HR), and Finance. Her scope of work includes strategic and operational planning, staff engagement, change management, program management, and portfolio management. Monique brings to her role a wealth of experience, spanning over 15 years, during which she has successfully led expansive enterprise-wide business transformation initiatives, demonstrating an unwavering commitment to cultivating high-performance teams to steer organizational change.
Prior to her tenure with the City, Monique’s professional journey led her to the Ministry of the Solicitor General, formerly known as the Ministry of Community Safety and Correctional Services, where she dedicated 8 years of service. In this capacity, she oversaw the implementation of recommendations stemming from high-profile inquiries such as the Goudge and Cornwall Public Inquiries, in addition to providing project management leadership to significant initiatives such as the Strategy for a Safer Ontario and the Corrections Transformation Strategy.
Before embarking on her public service career, Monique Holz gained valuable experience in the private sector, primarily within the Project Management Office. Throughout her professional endeavors, she remains a staunch advocate for staff engagement and maintains a profound interest in matters related to Diversity, Equity, and Inclusion.
Keren Elazari is internationally recognized security analyst, author and researcher, with years of experience in the international cyber security industry. Since 2000, Keren has worked with leading Israeli security firms, government organizations, Big 4 firms, advised Fortune 500 and groundbreaking startup companies, helping global organizations navigate complex cyber security issues.
Elazari’s independent research work and writing about emerging security issues has been featured by Scientific American, WIRED, and she is a frequent speaker and commentator in international events and in the media. Ms. Elazari holds a CISSP certification, an MA in Security Studies from the prestigious Security & Technology workshop at Tel Aviv University – where she is a senior researcher with the Balvatnik Interdisciplinary Cyber Research Center, focusing on the complex relationships between hackers, industry and government. Elazari is also a Security Fellow and faculty member with Singularity University, a private future-forward think tank.
In 2014, Keren became the first Israeli woman to speak at the annual TED conference. Keren’s TED talk has been viewed by millions online, translated to 30 languages and selected for TED’s list of ‘Most Powerful Ideas’ and Inc.com’s list of ‘Top TED Talks of 2014’. Today, Keren’s TED talk is still one of TED’s most watched talks on the topic of security and hacking. Keren is also the founder of Israel’s largest security community event, BSidesTLV, part of the global SecurityBSides movement, and the Leading Cyber Ladies, global professional network for Women in Cyber Security.
Her collaborative book with 8 leading women, Women in Tech, was published by Penguin USA in March 2016 and became an Amazon bestseller. In July 2017, Keren was selected by Forbes as one of Israel’s “most influential women” and featured on the cover of Forbes Israel.
Robert Neel is a vice president for information security operations for The Allstate Corporation. He is responsible for the protection operations that keeps Allstate’s information secure from external and internal cybersecurity threats.
In addition, Neel is Chief Information Security Officer for Allstate Information Protection, a subsidiary of the Allstate corporation.
Neel works across the Allstate family of companies to ensure the protection of Allstate’s customer and corporate data through his accountability for the Global Security Fusion Center, incident response, and threat and vulnerability management.
In 2003, Neel joined Allstate and advanced through several management positions of increasing scope and responsibility. He was instrumental in establishing and expanding enterprise incident response, data loss prevention and threat detection capabilities. Under his leadership, Allstate matured an identify and access management program; leveraging technologies for authentication and authorization. He’s also been pivotal in the management and oversight of department finances and resource management.
Among his many certifications, Neel maintains his CFE, CISSP, GOSI, GSNA, GCTI, GSLC, GLEG, and GCIH. Neel holds both an MBA from University of Illinois and a master’s in clinical psychology from Sam Houston State University. In his time off he enjoys trips with his family and playing with technology.
With a focus on building our cybersecurity organization of the future, Neel is leading the way to strengthen our security across the entire enterprise.
Nicole Darden Ford is an IT strategic leader with 20-plus years of success spanning the federal government and corporate venues. Nicole has extensive knowledge and application experience in cybersecurity, cyber forensics and homeland security practices. In her current role as Vice President and Chief Information Security Officer for Carrier, she oversees global Information Security and Product (IoT) Cybersecurity. Prior to joining Carrier, Nicole was Vice President of Information Security and Chief Information Security Officer for Baxter International where she had global responsibility for Information Security, Information Governance and IT Quality Compliance. She was also Director of Information Security for Venable LLP, an AMLAW 100 law firm. She began her career in the U.S. military and federal government, including the Jt. Chiefs of Staff, where she handled security, network engineering and telecommunications. Nicole has a bachelor’s degree in Computer Information Systems from the University of Phoenix and a master’s degree in Management of Information Technology from the University of Virginia. She holds C|CISO, CISM, CEH and CISSP certifications. Nicole is an active corporate advocate for inclusion and diversity initiatives, women’s leadership and employee resource groups, including the Carrier Black Alliance. She currently serves on the boards of IT-ISAC, Tech Hub South Florida and the Lola Mercedes Parker Foundation. She is a past board member of H-ISAC, NTSC and Evanta. She is a charter member of the Stafford County Chapter of Top Ladies of Distinction, Inc.
Barak Eilam is the CEO of NICE, he leads the company’s vision, strategy, growth, and innovation with over 8,500 employees globally serving 25,000 organizations in more than 150 countries.
Since he became CEO in 2014, Eilam transformed NICE into a leader in cloud, analytics, digital and Artificial Intelligence (AI) through ground-breaking innovations and strategic acquisitions. Under his leadership, the company became the undisputed leader in all its domains, ranked #1 by all leading market analysts. In the last 9 years NICE revenue more than doubled, growth accelerated significantly and its profitability more than tripled, resulting in a seven-fold increase in market cap.
Eilam started his career as an engineer at NICE in 1999 and in his 24 years with the company held multiple senior leadership roles in R&D, product management and sales. Eilam established and led the company’s Analytics business, spearheading NICE’s transformation into an enterprise software company. Prior to becoming the CEO, Eilam served as the President of NICE Americas, significantly expanding NICE’s customer base, providing solutions to 85 of the Fortune 100 organizations.
Eilam’s passion for technology goes beyond his role as a CEO. He created a global initiative to promote equality, instilling the passion for technology in young girls. He is known for voicing his opinion publicly about the values of excellence, equality and transparency. He authored multiple patents and most recently has been named 2020 CEO of the Year by Calcalist, a leading financial newspaper in Israel.
Prior to joining NICE, Mr. Eilam was an officer in the Intelligence Corps of the Israeli army.
Mr. Eilam holds a B.Sc. in Electrical Engineering from Tel Aviv University. Eilam lives in New Jersey with his wife and two daughters.
Tera Ladner joined Aflac in 2015 as director of Information Governance at Aflac Incorporated to build a program to identify and classify all information to ensure proper protection and management. In 2019, she was promoted to her current role as vice president of Information Risk Management and Governance.
As a senior executive on Aflac’s Global Information Security leadership team, Ladner consistently applies defensible, risk-based approaches to assess vendors, evaluate emerging technologies, risks and information–handling methodologies. She and her team ensure Aflac can effectively and efficiently validate security posture, practices and evidence to external assessors.
Previously, she was group vice president of Information Governance at SunTrust Bank, now Truist, in Atlanta.
Ladner is a renowned thought leader in the cybersecurity industry. She actively participates in industry-aligned groups, such as the Evanta CISO community and the Executive Women’s Forum. She is a policy council member for the National Technology Security Council. Her dedication to sharing information about best practices, legal and regulatory impacts to programs, and cataloguing new and emerging threat–actor practices helps guide the industry to safer waters by helping others within the industry move in that same direction.
She has served in various leadership positions, including president for ARMA International, a global professional association for security, information governance and privacy professionals. She is a certified records manager, information governance professional and information security manager.
Ladner earned a Bachelor of Science degree from University of South Alabama and a Juris Doctorate degree from Georgia State University.
Mia Boom-Ibes is Vice President of Security Innovation, Strategy, Analytics and Governance, Risk and Compliance for Allstate Insurance Company. In this role, she is responsible for Allstate’s cybersecurity strategy and priorities. She manages relationships with key business and technology stakeholders to ensure alignment and enable consistency across the enterprise.
Mia’s leadership of the Governance, Risk and Compliance teams reduces corporate risk by strengthening the protection of Allstate’s most valuable assets, providing supplier security risk management and ensuring the organizations’ compliance with regulations.
In addition, Mia leads an Innovation and Analytics team to develop new capabilities and services in cybersecurity. Her team collaborates with research groups within Allstate as well as international academic groups and organizations to address global challenges such as digital identity, security and privacy in big data and security analytics.
Prior to becoming a vice president at Allstate in July of 2017, Mia was a director in Allstate Information Security with responsibility for setting the strategy and direction for information security governance, risk and compliance efforts across the corporation.
She spearheaded the creation of the company’s first Enterprise Information Security Policy and Information Security Risk Management program aligned with industry best practices and frameworks.In addition, Mia has designed and built security governance programs to obtain or retain PCI compliance status at multiple institutions.
Mia began her Allstate career in 2012 as an information security compliance and consulting manager, quickly progressing to roles of increasing leadership. She previously served in information security roles at John Deere Financial, PwC Consulting and Discover Financial Services.
In 2022, Mia joined the board of directors for Lumity, a non-profit organization that provides teenagers and young adults from under-resourced communities with transformational experiences that prepare them for lifelong STEM careers. As a director, Mia is responsible for strategic guidance and oversight at Lumity.
Mia holds CISSP and CISM certifications and bachelor’s degree from the College of Saint Benedict. As the proud mother of four sons, Mia leads an active lifestyle balancing her work responsibilities with learning new skills in mixed martial arts and enjoying time with her husband and children.
Bradley Cooper is an accomplished leader with a diverse and extensive professional background. He currently serves as the Associate Vice President of Technology at SASR Workforce Solutions, a prominent staffing company based in Cary, North Carolina. In this role, he leads the company’s technological initiatives, overseeing implementation, and maintenance of cutting-edge technology solutions that align with the company’s business objectives.
Before assuming his current position, he served as the Director of Information Technology at SASR Workforce Solutions, focusing on optimizing the company’s technology infrastructure and operations. He played an instrumental role in harnessing AI technology to streamline the staffing business, reducing time-to-hire and enhancing the candidate experience. With his background in technology and his strategic mindset, Bradley continues to be a driving force behind SASR’s innovative technology strategies, ensuring the company remains agile and competitive in the ever-evolving staffing industry.
Prior to his leadership roles at SASR, Bradley’s career journey included experiences across various industries. From his years in the U.S. Army, where he served in roles ranging from Medic to Healthcare Recruiter, to his time as the Assistant Director of Operations for the NC Dental Society Mission of Mercy, and even a Shipbuilder and Radio DJ, his career path exemplifies his adaptability, dedication to excellence, and commitment to continuous learning. His journey underscores his ability to lead and adapt in dynamic environments, making Bradley a driving force for the technological advancements and innovation within SASR Workforce Solutions and beyond.
Bradley is continuing his lifelong passion for volunteering as a mentor for military members, veterans, and their spouses through Veterati and as a member of the American Staffing Association’s Technology Taskforce.
Holly Ridgeway has extensive experience in providing visionary leadership and innovation while empowering the business strategy, balancing risk, privacy and compliance. For the past 20 years, Ridgeway has built enterprise security programs in both the commercial sector and the federal government.
Ridgeway served as FireEye/Mandiant’s Director, Information Security Programs, and led the Global Government and the Innovation Center. She spearheaded significant efforts to mature key services like the Security Program Assessment and developed new strategic offerings and partnerships in areas such as M&A and cyber insurance. Ridgeway either led or was instrumental in many of the largest and most strategically significant clients and engagements around the world.
Ridgeway has served as the Chief Information Security Officer for PNC Financial Services Group, and the Department of Justice. In these roles, she led the organization’s information security efforts with responsibility for leading all cyber program activities, including the creation of detection, monitoring, incident response, reporting and security services of the 24×7 PNC Fusion Center, and Department of Justice Security Operations Center. She is credited with developing and implementing a highly successful real-time situational awareness program and has successfully led many large incident response efforts, including Distributed Denial of Service attacks against the financial sector that occurred in 2012-13.
In 2013, Ridgeway was recognized by her peers and honored with the Global CISO Top Ten Breakaway Thought Leader Award.
Ridgeway serves as an Adjunct Professor at the University of Maryland, University College in the fields of Cybersecurity, Information Systems Management and Information Assurance. Ridgeway earned a Bachelor of Science degree in Information Systems Management and a Master of Science in Computer Systems Management with a specialty in Information Assurance.
Devon Bryan was appointed as the Global Chief Information Officer for Carnival Corporation effective December 14, 2022. He joined Carnival Corporation in October 2021 as the Global Chief Information Security Officer with responsibilities for conceiving, implementing, and leading technology solutions that assure compliance, protect personal data and corporate assets, increase organizational capability, and advance productivity within Carnival Corporation and its world-leading cruise line brands.
Prior to Carnival Corporation, Bryan was Managing Director, Chief Information Security Officer, MUFG Union Bank N.A where he was responsible for establishing and maintaining a comprehensive information security strategy and program to ensure that information assets and technologies were appropriately protected. He was also responsible for ensuring that information security risks were identified, evaluated, mitigated, and reported in a manner that meets compliance and regulatory requirements and aligned with the risk tolerance for MUFG in the Americas region.
Most recently, he served as the CISO for KPMG where he was charged with effectively designing and executing a best-in-class information and data security function with a proactive approach to enable business results.
Prior to KPMG, Bryan was the Executive Vice President and Chief Information Security Officer for the national IT organization of the U.S. Federal Reserve System. As the system-level CISO, he was responsible for ensuring the Fed’s information security policies, architecture, programs, and incident response team remain effective and efficient. Prior to the Fed, Bryan was the Global Chief Information Security Officer for the outsourced payroll and human resources provider ADP, where he led information security strategy, collaborating across the company’s geographically dispersed business operations to ensure coordination, consensus, and effective cybersecurity protections. Prior to joining ADP in 2011, he served as the Deputy Chief Information Security Officer for the Internal Revenue Service where he was appointed to the Senior Executive Services and directed the FISMA-compliant information security program and the cybersecurity incident response team. His information security career began in the U.S. Air Force, where he served as a captain and lead network security engineer working on systems and programs to protect the critical network and communications networks of the Air Force’s Air Combat Command.
Bryan is a co-founder of Cyversity, a nonprofit geared toward improving the representation of women and minorities in the field of cybersecurity through academic scholarships, certifications, mentoring, and networking opportunities.
Bryan received a Bachelor of Science, Applied Mathematics from South Dakota Technological University and a Master of Science, Computer Science from Colorado Technological University, graduating Summa Cum Laude. He holds multiple industry-recognized certifications, serves on several nonprofit boards, and participates in industry forums as a sought-after speaker and writer on emerging technology trends and issues.
Ben Miron has more than 20 years in the information and cybersecurity space and has held several roles in industry and consulting to build his expertise. At NextEra Energy, Miron’s responsibilities include developing the strategy and leading the team that operates and defends NextEra Energy’s technology systems to ensure power is safely generated and delivered to customers. This includes teams that run the data centers, network and computer operations, operational control technology, end user technology services and a full cybersecurity program including the Advanced Cyberdefense Center across NextEra Energy and its businesses.
Most recently, Miron worked for General Electric where he held several roles including Deputy CISO of GE Capital; CISO of GE Corporate and the Director of Application and Product Security. While at GE Capital, he was responsible for leading the cyber threat intelligence, incident detection and response, and insider threat functions. He was also responsible for the cybersecurity work stream with more than 40 divestitures occurring across the GE Capital business. Prior to joining General Electric, Miron was a manager at Ernst & Young in their Technology, Security and Risk Services practice where he led a team of security professionals to deliver advanced security assessments, compliance programs and strategic program management.
Miron sits on the State of Florida’s Cyber Security Task Force. He is a member of the CISO Board of Advisors for SYN Ventures and ClearSky Security venture funds and is involved in numerous industry and sector initiatives to improve energy and smart-grid cybersecurity.
Samantha Radocchia, or “Sam Rad,” is a futurist, best-selling author, multimedia storyteller, and frontier tech pioneer who combines the mindsets of an anthropologist and technologist.
Sam is the founder of Radical Next, a meta-media studio and strategic consultancy creating transformative stories, experiences, and media productions that shape the future. Her upcoming book by the same name, Radical Next: Thriving in Times of Radical Change explores how “radical next ideas” and technologies will transform societies in the decades to come.
A charismatic speaker and compelling storyteller, Sam delivers keynotes and creates experiences globally at industry events, Fortune 500 corporations, trade associations, national governments, international organizations, and NGOs — empowering individuals, leaders, and organizations not only to survive, but to thrive through radical and accelerating change.
Sam was trained in anthropology and symbolic systems, studying simulated and virtual realities, multiple dimensions, and metaverses — pushing the bounds of human consciousness and social organizations through her research. Her early work focused on virtual world economies, and she was amongst the first anthropologists to live in the virtual world “Second Life” in 2009.
As a futurist, this work has led Sam on a journey working with a range of frontier technologies, indigenous and emerging social structures, people, places, and practices. She refers to herself as an archaeologist of the future, as Fredric Jameson coined — applying a traditional anthropological ethnographic approach to envisioning and illustrating future possibilities.
A four-time entrepreneur, Sam holds several patents linking the physical and digital worlds, and has served across multiple founding executive roles across the C-Suite. An early blockchain and web 3 pioneer, she previously was co-founder of LOVE, a London-based Web 3 communication platform, and Chronicled, a San Francisco-based blockchain company bringing trust to global commerce and supply chains. Prior to Chronicled, Sam founded two companies leveraging AI to map personal taste.
Sam is the author of the #1 Best Seller, Bitcoin Pizza: The No Bullshit Guide to Blockchain, writes as a contributor to Forbes, and was named to the 2017 Forbes 30 Under 30 list. She’s deeply passionate about decentralization and believes technology is a tool to empower not entrench.
Sam is no stranger to risk and has accumulated over 700 jumps as a competitive skydiver.
Allie K. Miller is a top artificial intelligence leader, advisor, and investor who has led large global AI initiatives at two of the five largest cloud providers in the world. Allie was most recently the Global Head of Machine Learning for Startups & Venture Capital at Amazon Web Services (AWS).
Prior to that, Allie was the youngest-ever woman to build an artificial intelligence product at IBM—spearheading product development across computer vision, conversation, data, and regulation for thousands of companies.
Outside of work, Allie is changing the game of AI. Allie has spoken about AI around the world, advises on global AI public policy, and created eight guidebooks to educate businesses on how to build successful AI projects.
Allie was named as AIconic’s 2019 “AI Innovator of the Year”, LinkedIn Top Voice for Technology and AI 2019 & 2020 & 2021, Award Magazine’s Top 50 Women in Tech and Top 100 Global Thought Leaders, Chief in Tech’s Top 100 Women in Tech to Watch in 2022, ReadWrite’s Top 20 AI Speakers in the World, MKAI’s Top 20 AI Mavericks, Data Salon’s Top 25 Data Science influencers in the world, and Neptune’s Top 20 AI Influencers. Allie is also the co-founder of Girls of the Future, a national ambassador for the American Association for the Advancement of Science (AAAS), an ambassador for the 10,000-person organization Advancing Women in Product, an angel investor in machine learning startups, and has won the Grand Prize in three national innovation competitions.
Allie holds a double-major MBA from The Wharton School and a BA in Cognitive Science (coding a three-year ML study and studying Computer Science, Linguistics, Psychology) from Dartmouth College.
Christopher P. Boone, Ph.D. is an accomplished global executive, strategist, professor, social scientist, and data technologist with a passion for reinventing and transforming healthcare and life sciences companies utilizing enterprise data & analytics capabilities to drive value creation. Chris has a career-long history as a dynamic, innovative, and transformative data & analytics executive, thought leader, and a public voice on the power of real-world evidence, health informatics, and enterprise data & analytics and its ability to radically transform the global health care system into a learning health care system.
Chris served as the Vice President, Global Head of Health Economics and Outcomes Research at AbbVie. He is also an adjunct assistant professor of health administration at the New York University’s Robert F. Wagner Graduate School of Public Service, an active board member of several influential organizations, and a co-founder of a few start-up companies. Prior to AbbVie, he served in two different roles at Pfizer: (1) the Vice President and Head of Global Medical Epidemiology and Big Data Analysis, and (2) the Vice President and Global Head of Real-World Data and Analytics.
Chris has been recognized as an inducted member of the Executive Leadership Council (2023), Top 50 Leadership Excellence Award by the National Diversity and Leadership Council (2023, 2021), a Global Top 100 Innovator in Data & Analytics (2020, 2019), an Emerging Pharma Leader by Pharmaceutical Executive (2018), and a Top 40 Under 40 Leaders in Health (2017) by the National Minority Quality Forum.
Chris holds appointments to some of the most influential national committees focused on health data and patient centricity, including the Board of Governors for PCORI, the Board of Directors for Global Medical Response, the Board of Directors for Stewards of Change Institute, the Advisory Board of Mango Sciences, the Advisory Board of TrialBee, the American Heart Association’s Clinical Studies Expert Panel, the Global Liver Institute for Liver Health Equity Advisory Board, and the Strategic Advisory Committee for the Texas Biomedical Institute.
Cisco Sanchez serves as Senior Vice President and Chief Information Officer. In this role Sanchez leads the Qualcomm IT organization and works closely with the business partners to ensure the IT capabilities are available to help propel the Qualcomm company forward.
Sanchez brings more than 24 years of engineering and IT experience to the role.
Previously, he served as SVP & CIO for FedEx Ground company. In this role, Sanchez oversaw all IT services in the U.S. and Canada and lead a team of more than 2,300 employees and consultants who supported 600+ automated FedEx facilities and stations.
Cisco Sanchez joined FedEx in 1997 and during his tenure he gained expertise in architecture design, acquisition integration, enterprise IT systems. He is a proven leader in implementing customer-focused strategies, driving innovation, enabling efficiencies, working with global teams and setting out strategic direction. In addition to his technical leadership, Sanchez is passionate about culture and inclusion, and hosted the annual FedEx hackathon to drive new ideas and innovation.
Sanchez works closely with the For Inspiration and Recognition of Science and Technology (FIRST) organization with a heavy focus on ensuring to continue the excitement of STEM in our young adults.
Sanchez holds a bachelor’s degree in computer science from Colorado State University and a master’s degree in management information systems from Colorado Technical University.
Srini serves as the Chief Technology Officer at Rackspace Technology® and is responsible for corporate strategy, technology management, IT, and Enterprise Security. He also serves on Rackspace International GmBH, Platform9, and SustainableIT.org boards.
Before his position at Rackspace Technology, Srini was General Manager and Managing Partner for Hybrid Cloud Advisory Services at IBM Consulting. He worked closely with CIOs there, shaping their hybrid cloud strategies and fostering innovation. Earlier, he was the Chief Information Officer for Magellan Health, where he built an Exponential IT organization that helped the company double its revenue over four years. Srini was also President and CEO of NTT Innovation Institute Inc., a Silicon Valley-based start-up building multi-sided cloud platforms for digital businesses. His earlier career saw C-Level roles at HP, Nationwide Insurance, and IBM.
Throughout his career, Srini has received numerous accolades for his innovative thinking and dynamic leadership. He was inducted into the CIO Hall of Fame in 2023, has been named an IBM Distinguished Engineer title twice, and is a two-time inductee into the IBM Academy of Technology. Among his global recognitions, he received the Sustainable IT Social Impact award. He was named a Computerworld Premier 100 Leader, an Elite 8 CIO, and was listed as one of Infoworld’s Top 25 CTOs.
Srini is a lifelong learner with an MBA from The Ohio State University, an MS in Computer Science from the University of Mumbai, and several executive education programs in Systems Thinking, Design Thinking, and Clean Energy from MIT, Stanford, and Singularity University. He is a Distinguished Certified IT Architect Profession Leader with The Open Group and a certified AWS, Azure, and Google Cloud architect.
Srini lives with his wife and two daughters in Columbus, Ohio. When not working, he enjoys traveling the world with his wife and family and is currently learning to play the acoustic guitar.
Maya Georgieva is a leading voice in the fields of innovation, immersive storytelling, and frontier technologies. As the Senior Director of the Innovation Center and XR, AI, and Quantum Labs at The New School, she leads a team that drives innovation in spatial computing, AI, Quantum Computing, future interfaces, and design.
Georgieva is a sought-after speaker and has delivered on topics such as the Metaverse, AI, and Quantum at prestigious events such as SXSW and the MIT Media Lab. Notable publications like The Atlantic and The Economist have featured her work, and she has earned recognition as one of the 30 Higher Education Influencers to follow in 2022.
She designed the first-ever Quantum Computing Design Jam for creatives, served as the final judge for the MIT Reality Hackathon in 2023, and actively writes and speaks on digital transformation, immersive storytelling, and the future of learning, creativity, and work. Maya Georgieva also consults with organizations and startups in this space and serves as a judge and coach for several competitions and accelerator programs. Georgieva has worked with major tech companies such as IBM, Google, HP, Microsoft, and Meta. She has given talks at United Nations, UNESCO, and European Commission forums on the ethics of XR and AI, and education, policy, and corporate Innovation forums.
Tejal Raoof is an organizational leader within J&J’s Digital Supply Chain (SC) healthcare technology organization. Ever since joining J&J as an intern over 26 years ago, she has focused on technology product management and team leadership, enabling a better Digital Healthcare SC for our Customers and Patients. Furthermore, she has directly impacted J&J’s e-commerce global footprint, improving customer experience and driving patient outcomes through a better digital experience. This has created a more efficient and digitally enabled SC across the CPG, Med Tech and Pharma industries.
Tejal’s early years at J&J Consumer nurtured her passion for improved Customer experience through delivering digitally enabled solutions across RFID, ERP, EDI, b2b e-commerce. Later, she drove Global Standards across Deliver, Commercial and R&D in Enterprise Architecture. Moreover, Tejal worked with the regional teams to drive a b2b eCommerce site in over 115 J&J countries. After that, she transitioned to bring our CIO 100 Award winner, Advance Case Management (ACM) to life and scaled it from pilot to production.
The ACM team connected to over 100 EMR systems and improved knee and hip predications with AI-enabled solutions. This allowed for a future-centric experience with our orthopedic surgical customers. In 2021, ACM earned a World Economic Forum Lighthouse designation. Currently, she is the Sr. Tech. Product Mgr. for Safe Returns which is the digital foundation for Janssen’s Device Circularity program to accelerate Janssen’s sustainability goals. More recently, she moved to the J&J Janssen Advanced Therapies organization, focusing on scaling and digitizing cell and gene therapy supply chain capabilities.
Most importantly, Tejal is a mother of two boys, ages 10 and 13 and a wife of an Infectious Disease physician. She enjoys cooking/baking, snowboarding, photography, Eagles Football, Phillies baseball and travelling. Tejal Raoof is a Graduate of Rutgers University School of Business, Bachelor of Science in Mgmt Sciences and Information Systems (MSIS) & minor in Psychology. She also holds an Executive MBA from NYU Stern, Management.
Nicholas Coussoule joined BlueCross BlueShield of Tennessee in February 2008 as senior vice president and chief information officer. In this role, Nick is responsible for a broad range of strategic initiatives, technical and operational support functions. He leads more than 800 employees and oversees a $190 million budget for the company’s information services and business engineering divisions. He reports directly to BlueCross’ chief operating officer and serves on the company’s corporate leadership council.
Nick has more than 30 years of extensive experience in operations and technology consulting and IT management in the U.S. and internationally. He began his career in consulting with Keane Inc. serving as a project manager and account manager in the US and the Netherlands, before moving into senior management.
He has held senior IT leadership positions at Alumax Inc. as well as the chief information officer position at Pameco Corporation and Teltek Inc. Nick most recently served as the senior vice president and chief information officer at Crawford & Company, the world’s largest independent provider of claims management solutions.
At BlueCross BlueShield of Tennessee he has been instrumental in helping the company successfully implement the requirements of the Affordable Care Act allowing BlueCross to obtain dominant market share while meeting our customer obligations. His team developed a Member 360 dashboard providing significantly improved customer service efficiency and effectiveness. His team also partnered with BCBST strategic marketing team to implement significant digital capabilities including an award winning member portal and award winning mobile applications.
Prior key accomplishments for Nick include being part of a leadership team that developed and implemented a global order management and inventory system for a Fortune 500 chemical company. Nick also led the executive committee IT research, due diligence, synergy plan, acquisition and integration of a $200 million third-party administrator of custom claims and medical management solutions.
Nick is a graduate of Dartmouth College, where he obtained a degree with honors in economics and mathematics. He is a graduate of the 2015 Nashville Healthcare Council Fellows program. Nick is also a member of the National Committee on Vital and Health Statistics – the statutory public advisory body to the Secretary of Health and Human Services on health information policy.
Bianca Lochner, Ph.D., has over 20 years of experience in information technology and local government. Throughout her career, she led multiple digital transformations and innovations in education and the public sector, while modernizing legacy technology and positively impacting how citizens and businesses interact with the city government. As the Chief Information Officer for the City of Scottsdale, Arizona, she combines her passion for public service with technology’s power to transform how government delivers to the community it serves.
She previously served as the Assistant CIO for the City of Phoenix and as the CIO for two school districts, leading a broad portfolio of technology infrastructure and digital projects, developing Smart City strategies, creating a more transparent and open government, and fostering innovation and partnerships to improve efficiency and service delivery and enhance the citizen experience and well-being.
Bianca is the co-founder and co-chair of the Cybersecurity Council of Arizona, a nonprofit dedicated to expanding Arizona’s cybersecurity workforce. She is also a board member and advisor for the ArizonaCIO, Girls in Tech, the Arizona Technology Council, the Regional Wireless Consortium, Evanta, the Greater Phoenix Smart Region Consortium Connective, and the World Academy of Science, Engineering, and Technology.
She holds a Master’s Degree in Computer Science, a Master’s Degree in American Studies, a Ph.D. in Educational Technology, a Postdoctorate in Management of Information Systems, and an Executive MBA from ASU’s Thunderbird School of Global Management. Bianca Lochner received the 2022 GoldenGov City Executive of the Year award and Government Technology recognized her as one of the Top 25 Doers, Dreamers & Drivers of 2023.
Ron Culler is the Vice President, of Cyber Development Programs at CompTIA focused on Cybersecurity, be it the current or future threat landscape, certification, learning, or workforce development. His role is to be the voice of Cybersecurity for CompTIA across the organization.
Prior to Joining CompTIA Ron was the founder of Secure Designs Inc., and served as the CTO, technology architect, MSS visionary, and security evangelist for the company. Ron and his team built a successful MSSP managing over 10,000 firewalls globally until they were acquired in 2018. In addition, Ron is a US Navy veteran and was part of the Naval Security Group which he served for 10 years.
Ron is an out-of-the-box thinker actively engaged in expanding the understanding of Cybersecurity and technology for organizations of all sizes. Ron’s expertise as a Cybersecurity visionary and industry thought leader is in high demand, as a regular speaker and writer on Cybersecurity, technology legislation, cloud, and IoT/OT security. He has also been featured in numerous publications, including The Washington Post, The New York Times, Forbes, and even Billboard Magazine where he has shared his insights on the latest cybersecurity trends and best practices.
He has been involved in multiple industry advisory councils and boards and has served as the Chair of CompTIA’s IT Security Community, a Member of CompTIA’s Cybersecurity Advisory Council, and CompTIA ISAO SME Champions Council prior to joining CompTIA. In addition to the many industry councils and boards, he also provides mentorship to several entrepreneurial organizations.
Ron has won multiple industry awards and honors including the MSPmentor 250, ChannelPro 20/20 Visionaries, and the 2017 CompTIA Tech Champion award for leadership in the technology sector.
Dr. Sastry is President and CEO of Amesite. Dr. Sastry was previously President, CEO, Board Director and co-Founder of Sakti3, recognized as one of MIT’s 50 Smartest Companies (2015), and as a Crain’s Detroit Business Cool Places to Work winner (2017). Backed by a global team of venture capitalists, the company was acquired by Dyson in 2015 for $90M. Sastry was invited to the White House in 2015 to be recognized for her technology entrepreneurship and meet with President Barack Obama. Her technology and business work have been featured in the Wall Street Journal, Fortune, Forbes, the Economist, USA Today, the New York Times and on the cover of Inc.
Prior to starting her companies, she was Professor of Mechanical, Biomedical and Materials Science and Engineering at the University of Michigan, which is ranked among the top 5 public universities in the nation. She was named an Arthur F. Thurnau Professor (UM’s highest teaching honor) in 2008. Tenured and promoted early, Sastry was recognized with some of the highest honors in her scientific fields over her 17-year academic career, including the ASME Frank Kreith Energy Award (2011) and NSF’s Presidential Early Career Award for Scientists and Engineers (1997). She founded two academic research centers in intracellular signaling (Keck Foundation) and advanced automotive batteries (GM / Department of Energy), and a global graduate program in Energy Systems Engineering. She has co-authored over 100 publications and 100 patents and filings and has delivered over 100 invited lectures and seminars globally on a range of scientific and technology topics, spanning mathematics, physics, bioscience and battery technology.
Sastry is active in philanthropy and business mentorship, with a focus on education and poverty alleviation. She holds PhD and MS degrees from Cornell University, and a BS from the University of Delaware, all in mechanical engineering.
Jim Swanson is Executive Vice President, Chief Information Officer, and member of the Executive Committee for Johnson & Johnson. Based at Johnson & Johnson’s USA headquarters, Jim is responsible for accelerating Johnson & Johnson’s business outcomes and advancing human health with technology and digital innovation.
In his current role, Jim leads the Johnson & Johnson Technology organization. His team consists of more than 4,000 professionals across 50 countries. They are passionate about combining deep scientific expertise with the latest digital solutions. Their goal is to confront some of the most complex healthcare challenges of our time. Additionally, Jim and his team are responsible for powering the 144,000 colleagues across Johnson & Johnson. They also manage the digital ecosystem that connects the Company to patients and customers.
Jim Swanson has an overriding commitment to attracting and growing digital talent across the enterprise and forging external connections across industries and disciplines. He is known for saying that he has “the best job in the world” due to his ability to drive positive impact in the world using “tech for good”. Jim, along with the organizations he has led, has garnered industry accolades. These accolades recognize their contributions in leadership. Their successful application of technology to drive outcomes and deliver business value has also earned them acknowledgment. Furthermore, Jim’s leadership has earned them recognition as one of the best places to work in IT. Additionally, they have shown strong support for STEM (Science, Technology, Engineering, and Mathematics) initiatives aimed at nurturing emerging talent.
Jim rejoined Johnson & Johnson in 2019 from Bayer Crop Science, where he served as a member of the Executive Leadership Team, Chief Information Officer, and Head of Digital Transformation. Before Bayer acquired the company, he held the position of Chief Information Officer at Monsanto for five years. Prior to that role, Jim spent nine years working as Vice President and Chief Information Officer for Johnson & Johnson Pharmaceutical, where he advanced technology throughout the company’s Research & Development organization.
Earlier in his career, Jim led the Research & Development and Commercial IT organizations at Merck. Jim began as a bench scientist at SmithKline Beecham before transitioning to IT. Throughout his professional life, he has had extensive international experience, including living in the United Kingdom and Germany.
Jim holds a bachelor’s degree in Bioscience and Biotechnology and a master’s degree in
Computer Science, both from Drexel University.
Jim, the proud father of three daughters, is married and enjoys running, biking, skiing, scuba diving, and boating in his free time. Additionally, he volunteers with United Way Ready by 21 and the American Heart Association.
Daniel Saroff is Group Vice President of Consulting and Research at IDC, where he is a senior practitioner in the end-user consulting practice. This practice provides support to boards, business leaders, and technology executives in their efforts to architect, benchmark, and optimize their organization’s information technology. IDC’s end-user consulting practice utilizes our extensive international IT data library, robust research base, and tailored consulting solutions to deliver unique business value through IT acceleration, performance management, cost optimization, and contextualized benchmarking capabilities.
Mr. Saroff also leads the CIO/End-User Research Practice at IDC. This practice provides guidance to business and technology executives on how to leverage technology to achieve innovative and disruptive business outcomes. IDC’s research enables clients to create grounded business and technology strategies and empowers IT leaders to deliver services and innovation that drive business growth and success.
Daniel Saroff has over twenty years of experience in senior-level positions in both consulting organizations and delivering technology. Prior to joining IDC, he served as the CIO for a major Massachusetts state agency, where he led the agency through cloud migrations, digital transformation, technology modernization, enterprise platform reengineering, security in-depth and zero trust, and defense and response to a major cyber-attack. He also held consulting positions at both Forrester and Gartner and was a IT Director at a major aerospace and defense company. Before joining IDC, he owned a private IT management consultancy.
In addition to his work in technology and consulting, Mr. Saroff co-founded and managed a neuroscience research laboratory focused on Alzheimer’s Disease and published multiple peer-reviewed research articles.
Simona is a strategic leader with extensive knowledge of how technology enables the customer experience and facilitates growth of business value. Simona brings a wealth of expertise across the Information Management and Technology sector, and has a diverse background in both corporate and government settings across the Banking, Aviation, Energy and Local Government sectors.
Simona has 20 years of expertise of enabling strategic delivery across technology and business functions. She has a proven track record of driving the successful delivery of large scale transformation programs.
As the CIO at Sutherland Shire Council, enabling $2.7B of assets, Simona achieved a 2 year digital transformation program in a few weeks, as published in the media:
ICT Digital Transformation Program: Story in Technology Magazine
With specialties building and delivering Technology Strategies, Cyber Security, Portfolio Management Offices, Service Management, Portfolio Delivery, Digital Operating Models and bringing Agility to practice, Simona has lead the evolution of IT across top tier brands within the Finance, Aviation, Energy and Government industries.
A strategic thinker with a passion for what she does, leading from the front, engaging and energising strategic partners and stakeholders as well as the wider business in supporting high impact, dynamic solutions to deliver business value. Integral in aligning portfolios to the strategic objectives of the organisation, she has a passion for continuous improvement and empowering businesses to reach their full potential, encouraging innovative thinking enabling best practice through the use of technology.
A people leader, driving cultural change with a growth mindset, priding herself in providing a coaching approach to ensure the team and the individual achieve their full potential.
History. Legacy. Character. Great leadership. Brad Meltzer draws upon the themes of his best-selling books and television shows, challenging audiences to look at their lives, work and mission through legacy’s lens. Brad’s highly inspiring keynotes showcase the motivational stories of both everyday heroes and history-making leaders. His moving message: Every life makes history. Ordinary people can change the world. If you can impact just one person, you won’t just live a good life. You will live forever.
Named as both “America’s Historian” and one of “Hollywood’s 25 Most Powerful Authors,” Brad is the #1 New York Times bestselling author of The Lightning Rod and twelve other bestselling thrillers. He also writes non-fiction books like The First Conspiracy and The Lincoln Conspiracy, and the Ordinary People Change the World kids book series, which inspired the Emmy-nominated TV show on PBS KIDS, Xavier Riddle and the Secret Museum.
In addition to fiction, Brad is one of the only authors to ever have books on the bestseller list in non-fiction children’s books and even comic books, for which he won the prestigious Eisner Award. He also hosts of Brad Meltzer’s Lost History and Brad Meltzer’s Decoded on the History Channel, which he used to find the missing 9/11 flag that the firefighters raised at Ground Zero. He later unveiled it for display at the 9/11 Museum in New York. Brad was selected to join America250 to help commemorate America’s 250th anniversary in 2026. He will be serving on the Arts & Culture Advisory Council along with Debbie Allen, Cal Ripken and other leaders and luminaries.
An inspirational voice, Brad Meltzer has earned a reputation for working closely with clients, speaking authentically from the heart, and receiving both high praise and standing ovations from Fortune 500 companies. Infusing humor and insights into engaging, highly moving narratives, his thought-provoking talks truly connect with audiences. Brad inspires us to examine our lives, shape our legacies and discover the potential within all of us to change the world. As he says, “Stories aren’t the beauty of what did happen. They’re the beauty of what could happen.”
When it comes to quiz shows, no one has done it better than Ken Jennings. The former Utah software engineer rose to fame in 2004 when he spent six months as a contestant on Jeopardy! His 75-game streak and $2.52 million in winnings are still Jeopardy! records today. In 2020, he was named the show’s “Greatest of All Time” after winning a prime-time tournament against legendary champs James Holzhauer and Brad Rutter and earned an additional $1 million. In 2022, he signed on as permanent co-host for the show with Mayim Bialik.
Jennings’ success should come as no surprise. A native of Seattle, he spent 15 years in South Korea and Singapore. His father worked as an attorney there. The only lifeline to American pop culture at the time was the Armed Forces Network, where he watched Jeopardy! after school every afternoon. He dreamed of being on the show. But as life got busy, the fantasy faded away.
Ken Jennings returned to the U.S. and while at Brigham Young University, he captained the university’s successful quiz bowl team and began writing and editing questions for National Academic Quiz Tournaments. He noticed a lot of his friends and acquaintances from the world of quiz bowl appearing on games shows — allowing them to pay off student loans or buy cars with their winnings. His long-ago dream of competing on Jeopardy! was revived. And in 2004 that fantasy became a reality.
In the wake of Jennings’ life-changing Jeopardy! reign, he appeared on TV shows from The Tonight Show to The Simpsons to Sesame Street. Barbara Walters named him one of the 10 most interesting people of the year. Jennings is the author of 12 books, including New York Times bestsellers like Maphead, about geography obsessives, and Because I Said So, debunking parenting myths. He currently stars on ABC’s hit game show The Chase, as well as Master Minds on GSN, and co-hosts the twice-weekly podcast Omnibus.
Tom Koulopoulos is Chairman and founder of Delphi Group, a 30-year-old Boston-based think tank named one of the fastest growing private companies by Inc. Magazine, and the founding partner of Acrovantage Ventures, which invests in early-stage technology startups. He is also the author of 13 books, an inventor with several patents, an Inc.com columnist, the past Executive Director of the Babson College Center for Business Innovation, the past director of the Dell Innovation Lab, and a professor at Boston University.
His insights have received wide praise from luminaries such as the late Peter Drucker, the father of modern management; Dee Hock, founder of Visa International; and Tom Peters, who called his writing, “a brilliant vision of where we must take our enterprises to survive and thrive.” His Inc. column is read by over one million people yearly.
Mr. Koulopoulos’ thirteen books include his most recent, Reimagining Healthcare, The Bottomless Cloud, Revealing the Invisible, The Gen Z Effect, and Cloud Surfing. His upcoming book, Gigatrends, looks at the seven tech trends that are shaping the future of how we live, work, and play.
Tom’s keynotes blend humor, insight, and a cutting-edge view of the future in a way that’s customized to each audience. According to Tom’s mentor, Peter Drucker, Tom’s writing “makes you question not only the way you run your business but the way you run yourself.”
Amanda Edelman is Chief Operating Officer of Edelman’s Gen Z Lab, a dedicated offering that lends expertise to and counsels clients looking to effectively engage Gen Z. Within Edelman, the world’s largest independent communications agency, the Gen Z Lab draws upon a hub of data-driven insights and a roster of internal and external advisers to harness the generation’s perspective and ambitions to solve issues such as diversity and inclusion, sustainability, and climate change, and align with brands to become catalysts for change.
She also serves as Associate Director of the Brand practice and contributes to strategic initiatives inside of Edelman, such as Edelman’s climate working group. She has worked with organizations across corporate affairs; brand; purpose; and environmental, social, and governance sectors in London, New York City, and Washington, DC.
Her prior work includes Pursuit, a social enterprise focused on increasing inclusion within the tech sector; Grameen America, a microfinance nonprofit that provides small business loans to underserved women in the United States; and the Boston Consulting Group.
Amanda sits on Rockefeller Capital Management’s Next Generation Advisory Council, advising the organization on next generation cultural and financial trends, and serves as a member of Leadership Now, a community of business professionals dedicated to preserving the future of democracy in the United States. She is a 2022 Atlantic Council Millennium Leadership Fellow and graduated from Stanford University, where she was President of her class and Vice President of the student body, and Harvard Business School.
In her spare time, Amanda can be found exploring new cities, neighborhoods, and cultural venues and reading any book she can get her hands on.
Reshma Saujani is a leading activist and founder and CEO of Moms First. She is also the founder and former CEO of Girls Who Code. She has spent more than a decade building movements to fight for women and girls’ economic empowerment, working to close the gender gap in the tech sector, and most recently advocating for policies to support moms impacted by the pandemic. Reshma’s newest book Pay Up: The Future of Women and Work (and Why It’s Different Than You Think) presents a bold plan to address the burnout and inequity harming America’s working women today. She is also the author of the international bestseller Brave, Not Perfect, and her influential TED talk, “Teach girls, bravery not perfection,” has more than five million views globally.
Reshma began her career as an attorney and Democratic organizer. In 2010, she surged onto the political scene as the first Indian American woman to run for U.S. Congress. During the race, Reshma visited local schools and saw the gender gap in computing classes firsthand, which led her to start Girls Who Code. She also served as New York City’s Deputy Public Advocate, where she created innovative partnerships to support DREAMers and promote campaign finance reform, among other initiatives.
In her nine-year tenure as the CEO of Girls Who Code, Reshma grew the organization to one of the largest and most prestigious non-profits in the country. Today, Girls Who Code has taught 300,000 girls through direct in-person computer science education programming, and reached 500 million people worldwide through its New York Times-bestselling book series and award-winning campaigns. In 2019, Girls Who Code was awarded Most Innovative Non-Profit by Fast Company.
In response to the disproportionate impact of the COVID-19 pandemic on America’s moms, Reshma launched the Marshall Plan for Moms to advocate for policies that value women’s labor in and out of the home. Reshma has successfully worked with House and Senate leaders to introduce “Marshall Plan for Moms” legislation at the federal level and is continuing to act as an outside agitator to change culture through creative awareness campaigns. In 2023, Marshall Plan for Moms became Moms First, a reflection of the progress made in the last two years and a rallying cry to expand the movement we’re building together.
Reshma is a graduate of the University of Illinois, Harvard’s Kennedy School of Government, and Yale Law School. Her innovative approach to movement building has earned her broad recognition on lists including: Fortune World’s Greatest Leaders; Fortune 40 Under 40; WSJ Magazine Innovator of the Year; Forbes Most Powerful Women Changing the World; and Fast Company 100 Most Creative People, among others. She is the winner of the Harold W. McGraw, Jr. Prize in Education.
Reshma serves on the Board of Overseers for Harvard University and on the Board of Overseers for the International Rescue Committee, which provides aid to refugees and those impacted by humanitarian crises. In addition, she serves on the Board of Trustees of the Economic Club of New York, and as an ex-officio Trustee of the Museum of Modern Art (MoMA). Reshma lives in New York City with her husband, Nihal, their sons, Shaan and Sai, and their bulldog, Stanley.
Carolyn Levy is the President of Randstad Technologies Group for Randstad Canada, leading the strategic direction of the division, with a deep commitment to matching exceptional tech talent with leading organizations across the country. For over 12 years, she has held a series of positions within Randstad Canada, starting as a staffing consultant and quickly progressing to a leadership role within the organization.
An innovative leader with a passion for excellent execution, Carolyn has a proven track record for developing strong sales teams and leaders. With an eye for detail, she’s focused on creative problem solving that allows for efficient and consistent service delivery and turns company objectives into real-world results.
Throughout her career, Carolyn has been a passionate advocate for creating inclusive and collaborative workplaces. She takes an active role in Randstad Canada’s efforts to develop productive attitudes towards diversity and inclusion across all industries, working with key stakeholders to break down barriers and create pathways for people from all backgrounds to build meaningful careers. In her own team, promoting women is a key mandate. Since 2010, Randstad Technologies’ leadership team has increased from 26% women to 46%.
In 2019, Carolyn was named the Executive Ambassador of Diversity & Inclusion at Randstad Canada. To support that role, she regularly takes part in panels and conferences about D&I and is an Individual Practitioner with CCDI (Canadian Centre for Diversity and Inclusion). She’s also the Executive Ambassador of Randstad Canada’s Women Transforming The Workplace program.
Carolyn is a graduate of the University of Calgary. She’s continuously expanding her leadership skills through international programs, including INSEAD graduate business school in France and the London Business School in the United Kingdom. Carolyn also sits on the board of the NACCB, the National Association of Canadian Consulting Businesses, an association that represents Professional Staffing firms on Canadian public policy issues that impact the IT Services industry. She’s also currently attending courses at the University of British Columbia to further expand her knowledge in the D&I space. Carolyn lives in Calgary with her husband and their two daughters.
Ivelisse Torres is a leader in the information security sector with more than 15 years of experience. She is dedicated to ensuring risk is properly mitigated in order to create the most appropriate security posture for ABM Industries. Ivelisse has proven to be skilled in managing inevitable organizational change and has the ability communicate effectively at all levels within the organization. Her expertise in managing multiple projects simultaneously while meeting strict deadlines has been a key skill in her career advancement.
Currently, Ivelisse is a Director of Information Security at ABM, a leading provider of integrated facility services with annualized revenue exceeding $7 billion and more than 100,000 team members in 350+ offices throughout the United States, United Kingdom, and other international locations. As part of the Cyber and Information Security Office Ivelisse is working to actively improve the overall security posture at ABM by establishing foundational security programs in multiple security verticals.
Ivelisse attended the University of Houston-Downtown and received both her Bachelor of International Business and a Master of Security Management. Additionally, she is seeking her Doctoral Degree in Digital and Cyber Forensic Science.
She is also enthusiastic about mentorship opportunities both in and out of the workplace. She seeks to help in the career development and advancement of others. Ivelisse is also an avid believer in creating a diverse working environment where team members can openly contribute and celebrate the value they bring to the organization because of their different cultural backgrounds.
Patrick Antoine is a Senior Managing Director who leads the Globant Canada team. Patrick works with clients to define their digital agenda to fortify their position for today and for tomorrow. Patrick’s team is composed of talented individuals who are ‘bi-lingual’ in Business and IT, with the objective of innovating with clients to show them real value, from ‘concept to code’.
Key outcomes Patrick focuses on for clients include digitally reinventing themselves, enhancing enterprise agility, leading with user experience, driving business insight, increasing revenue, and optimizing their operations. His team applies exponential technologies to transform clients’ businesses at scale. Areas of focus include experience and design, software engineering, digital platform development and implementation.
Patrick has over 25 years of experience in businessand technology transformation. He has sold and delivered strategy and transformation engagements in a variety of industries (both private and public). Prior to his current role, Patrick worked at IBM for many years, in various leadership roles in Canada and the U.S., including Customer Transformation, Enterprise Strategy, Business Analytics and Cognitive Process Services. Patrick also played a role as the Chief Strategy Officer for IBM’s BPO business.
Originally from New York City and has a B.S. degree from Manhattan College in Electrical Engineering and an M.B.A from Pace University. He has also completed Advanced Business Strategy and Advanced Operations Strategy executive courses at Harvard Business School and IMD. Patrick is married with three children and currently lives in Oakville,Ontario. His interests include world music, word games, running, and island hopping.
Carlos Valencia was appointed Director of Global Data Platforms in July 2021.
Carlos started at McCain in October 2000 as a Software Engineer and has taken a multitude of roles during his 22-year career in the company. In his initial years he led software development teams building, implementing, and supporting global solutions for the finance, commercial, and manufacturing business units.
In 2010, Carlos moved to Argentina with his family to assume accountability for the LATAM IS/IT department, as well as being part of the Global IS and the Latin America business leadership teams. While in this role, he also led the regional deployment of the last phase of a major multi-year global technology transformation that ended in 2014.
Since his return to Canada in 2015, Carlos has been in the Data and Analytics space. He is now driving the modernization of the data platforms to enable new capabilities and technologies in support of the company’s digital transformation to become a data-led organization. Carlos is originally from Colombia where he studied Computing Science Engineering at Francisco De Paula Santander University and a Master in Computer Science at Los Andes university. He lives in Florenceville-Bristol, New Brunswick with his wife Sandra Castaneda and two boys David and Daniel.
Sandra is an experienced and dedicated healthcare professional and nursing educator who possesses a wealth of knowledge, holding many senior leadership roles managing projects, operations, and education. Her current role is with the Office of the Chief Coroner as a Provincial Nurse Manager, supporting a team of nurses (Coroner Investigators) and administrators (Regional Death Investigation Administrators).
Sandra has worked with multidisciplinary subject matter experts and stakeholders across the province as well as representatives from the Ministry of Health and Long-Term Care.
Sandra was instrumental in the development and implementation of large-scale organizational projects including QuinC: the electronic case management system at the Office of the Chief Coroner and the Ambulatory Referral Management System and was instrumental in the organization and delivery of the first National Paediatric Conference in Ontario. In addition, she has presented and produced publications that have been circulated nationally and internationally.
She holds a Master of Arts in Education from Central Michigan University in the US, a Project Management Certificate from Humber College, a Bachelor of Science in Nursing from Ryerson University, and a Diploma in Nursing from St. Clair College, in Ontario Canada.
She is active in her community, having served as a member of the Board of Directors for the Vaughan Community Heath Centre.
Gina is a senior leader with over 18 years of progressive leadership experience in strategic leadership, finance, accounting, business transformation, operations, and business improvement.
Her role at the Office of the Chief Coroner as an Executive Officer cultivated her passion for business improvement and modernization. Being no stranger to modernization, Gina also played a key role in the modernization of the tax administration process on Ontario with the implementation of a province wide electronic case management system known as OntTax. Both transformational projects are recognized nationwide as the benchmark in their respective areas.
Earlier in her career, Gina held several executive and senior management roles specifically spearheading the development of Beer and Wine tax audit in Ontario; led the audit for the 2015 Pan/Parapan American Games; Managing Land Transfer Tax, Gas and Fuel Tax, Beer and Wine Tax audit in Ontario.
Gina holds an undergraduate degree in Business Administration and Economics from Sir Wilfrid Laurier and a Certified Professional Accounting designation from CPA Canada.
Gina is the Executive Director of the Hellenic Canadian Board of Trade (HCBT) where she co-led a trade mission to Athens, Greece with Eurobank and Food Expo. She is an active member of the International Society of Female Professionals. She has also held leadership roles with the European Union Chamber of Commerce, Habitat for Humanity (New Orleans Re-Build Mission), the OPS United Way Campaign and the Greek Community of Durham Region as the Executive Board Secretary. She is committed to serving and giving back to her community. She is married and loves traveling and exploring the wonders of the world.
Deborah is a passionate Information Technology Executive whose career focus has been on the protection and privacy of information and information assets, as well as on technology innovation, education and awareness.
As the current Global Chief Information Security Officer for Delta Air Lines, Deborah brings more than 25 years of cyber security expertise, information technology risk management and data privacy experiences to the aviation sector. Deborah is a Board Director for the Aviation Information Sharing and Analysis Center and sits on A4A’s Cyber Security Council.
Deborah has applied her experience and skills in information technology risk management and cybersecurity in building security programs for PNC Bank, Fifth Third Bank, JPMorgan-Chase, Ally Financial, and Freddie Mac in addition to her work at Delta.
Deborah also serves as an independent Board Member for SERC Reliability Corporation; as a Board Trustee for Cristo Rey Atlanta Jesuit High School, and serves on the Customer Advisory Boards for Proofpoint, Sailpoint, Crowdstrike, and ForcePoint Software companies. Deborah was inducted into the 2022 CISO Hall of Fame, and has been recognized on the 2021 and 2022 Top 100 CISOs list by CISOs Connect, the 2020 Cyber Defense CISO 100 list, and was also recognized as the 2007 ISE CISO People’s Choice Award winner for CISO of the year.
Deborah holds a CISSP certification and is a graduate of the University of Colorado with a Bachelor of Science degree in Information Systems Management.
Deborah resides in Atlanta, Georgia with her husband and two of her four children. She enjoys the great outdoors and is an avid gardener and quilter in her spare time.
CIBC’s Architecture, Data, and Analytics (ADA) team is led by Brad Fedosoff. The ADA team provides services to the Enterprise that include Business Architecture, Technology Architecture, Data and Technology Governance, Data Engineering and Enablement, Advanced Analytics and Artificial Intelligence (AI). Brad and his team help enable CIBC business unit strategies by architecting the bank of the future, leveraging well managed high quality data and advanced tools and techniques to better understanding our clients and help make their ambitions a reality. The team also ensures that Data & Technology Risk are being managed in a balanced fashion ensuring our bank and customers are protected.
Brad has been with CIBC since 2007 and has held various roles within CIBC Technology including Global Systems Engineering and the Head of Technology Architecture. Prior to CIBC, Brad worked for Hewlett-Packard where he was a Chief Technologist across a number of Global accounts where he had both delivery oversight and Architecture teams reporting to him Globally. Brad has worked in the technology field for 20+ years and brings a unique multi-industry Global perspective to our people, processes, and technology. Brad is a Ryerson Polytechnic University graduate and a member of the Center for Information Systems Research at MIT. Children’s mental health is a very personal passion for Brad and his family, he’s currently Chair of the Board of Directors of the George Hull Centre for Children and Families, a leading children’s mental health research and treatment centre in Canada.
Stuart Kippelman is CIO of Parsons Corporation.
Prior to Parsons, Kippelman was the SVP and CIO for Platform Specialty Products, a global, diversified producer of high-tech specialty chemicals and provider of technical services. The business involves the formulation of a broad range of solutions-oriented specialty chemicals, which are sold into multiple industries, including agrochemical, animal health, electronics, graphic arts, plating, and offshore oil production and drilling.
Kippelman previously served as SVP and CIO for Covanta. He led all aspects of global IT, leveraging innovative technologies to transform the way the business runs and generates revenue. For his transformational work at Covanta, Stuart received numerous prestigious industry recognitions including Top 100 CIO’s in STEM 2015, Computerworld’s 2014 Premier IT Leader Award and the CIO.com Top 100 Award in 2012, 2013, and 2014.
Prior to joining Covanta, Kippelman held many leadership and technical roles of increasing responsibility at Johnson & Johnson. He was Corporate Director of Technology M&A and Emerging Market Growth, CIO/CTO of Health & Wellness, VP of Global Infrastructure Technology Engineering, and Development, as well as other roles in engineering, architecture, research, portfolio management, deployment, and operations.
Kippelman is a monthly guest columnist on WSJ, and is a featured blogger on Computerworld.com. He holds multiple patents in data mining, and Business Intelligence. As an accomplished speaker, he is a frequent presenter at many major industry conferences, delivering keynote presentations on a wide variety of topics ranging from Leadership, Innovation, Mobile Computing, Consumerization of IT, Cloud, and Cybersecurity.
He is actively engaged in helping guide and develop the next generation of IT leaders
Best known for founding Travelocity.com and serving as founding Chairman of Kayak.com, Terry Jones has become a powerful voice in the world of entrepreneurship through his numerous, customizable speaking engagements, both live and virtual, and the publication of his book, ON Innovation. His career path has established him as a thought leader on innovation in our increasingly digital world.
Terry Jones is a Digital Disruptor, an author and a venture capitalist with General Catalyst and Sierra Angels. A graduate of Denison University in Granville, Ohio, Jones, began his career as a travel agent, spent 24 years at American Airlines in marketing and information technology, capping his career as Chief Information Officer of its SABRE division. While at SABRE he led a team of six working on a project that became Travelocity.com. Jones served as CEO of Travelocity for seven years transforming it to a public company with three billion dollars in travel sales.
In his new book, Disruption OFF, Jones shares his thoughts on the new technologies and business models that startups and competitors are deploying to disrupt your company. More importantly he outlines the tools and techniques you must use to avoid disruption in this post COVID-19 world.
He left Travelocity when the company was taken private and became part of the founding team at Kayak.com, a company that yet again revolutionized how travel was purchased. He served as Chairman of the company from its founding until it was sold to Priceline for $1.8 billion dollars in 2013.
Today he is the managing principal of ON Inc, a consultancy he founded to help companies in their transition to the digital economy.
He serves on the boards of Boingo, Sonicwall, Kenzie Academy and Camping and Education Foundation. He has previously served on the boards of Smart Destinations, Cognite, Entrust, Overture, La Quinta Hotels, Luxury Link and EarthLink.
His career path has established him as a thought leader on innovation and disruption in our increasingly digital world. Terry has been helping companies use the tools and techniques he’s developed to keep up with this rapidly post COVID-19, changing world. His programs on innovation, disruption, marketing and AI are always thought provoking, entertaining and customized. Attendees walk away with inspired ideas and concrete action items to implement in their companies.
Dr. Mekala Krishnan is a partner at the McKinsey Global Institute (MGI), McKinsey’s business and economics research arm, based in Boston, MA.
Her research focuses on various topics related to inclusive growth and economic development, including climate risk, globalization, and gender economics. Her most recent research focuses on the near-term impact of the climate transition and of physical climate risk across sectors and geographies, including its implications for companies and countries. She is an author of the recent McKinsey Global Institute research Climate Risk and Response: Physical hazards and socioeconomic impacts. Her past research has focused on the risks facing global value chains and the future of globalization. Mekala is a frequent speaker on these topics at global conferences as well as with executives at Fortune 500 companies. She has authored numerous articles and her work has been cited in leading business publications, including The Financial Times, The Wall Street Journal, The Economist, and Harvard Business Review.
Mekala is a member of a task force at the Hutchins Center on Fiscal and Monetary Policy at Brookings focused on improving productivity measurement, serves on an advisory board for the Greater Boston Chamber of Commerce, serves on an advisory board for the Sibley School of Mechanical Engineering at Cornell University, and on the board of the Global Fund for Women, a leading public foundation dedicated to improving global gender equality.
Mekala received her Ph.D. and M.S. degrees in Mechanical Engineering from Cornell University in 2011. Prior to Cornell, she received a Bachelor of Technology degree in Mechanical Engineering in 2006 from the Indian Institute of Technology Delhi.
Claus is the Chief Innovation Officer for Teladoc Health. He oversees all technology, IT, product design and management, product engineering, data science and analytics plus clinical program design.
Claus also leads the healthcare innovation that will deliver a new category of care, providing health consumers with guided choice and the ability to interact with healthcare resources where, when and how they want it. He works closely with leaders across Teladoc Health to design, create and optimize solutions that benefit patients, clinicians and administrators.
Claus is a transformational change agent with a track record of driving multi-year transitional agendas in large organizations, bringing together ideas, people and technology.
His background before Teladoc Health spans 20 years of transformational leadership roles at Danske Bank, IBM, CVS Health/Aetna and the latest as Chief Digital Officer at Memorial Sloan Kettering Cancer Center. He is active in the community and has been a trusted advisor on business and IT transformation journeys for many Fortune 1000 organizations.
Claus enjoys learning about world history and spends his vacations exploring different parts of the United States with his wife and two daughters.
Claus has a PhD in Computer Science from Aarhus University, Denmark. He is a thought leader in business and IT integration, holds 17 patents and is a published author of six books and numerous articles.
MJ Petroni is a translator of trends, provocateur of new ways of thinking and guardian of values. He draws from his experience with startups and digital businesses, global travel, and research to create compelling narratives of our future which catalyze innovation for top teams at global companies, organizations and governments. MJ studies large shifts and finds the stories that validate them. Through curation of discoveries from around the world and his own publishing, he catalyzes conversation about the future and builds innovations needed today. MJ combines the passion of an entrepreneur, the informed optimism of a futurist and the can-do generalism of a digital native to produce results at the intersection of humans and technology.
A world traveler, MJ combines the rigor of traditional education with organic discovery, extensive practice and self-taught, just-in-time learning. Formally educated in Cyborg Anthropology (the study of humans and technology) at Lewis & Clark College, MJ went on to become a business innovator, producing results in the midst of recessionary forces pulling towards normalcy.
An experiential learner, MJ combines scrappy entrepreneurism and a respect for the power of institutions for an unusual blend of corporate scale and startup agility across continents. His focus on the technology, financial, social impact and diversity practices of world-class organizations made for several major leaps in reach, giving MJ access to learning from cutting-edge research and dialogues with top thought leaders to develop a grounded view of our possible futures.
The author of Causeit’s digitalfluency.guide, MJ’s work focuses on raising the lowest common denominator of Digital Fluency for individuals, teams, and entire organizations. Since founding Causeit, Inc. in 2006, MJ has shifted thinking for hundreds of global enterprises, including NTT, Accenture, Volkswagen, the Gates Foundation, SWIFT, and several major financial and media companies, raising Digital Fluency among hundreds of thousands of professionals.
MJ sits on the Accenture Tech Vision Advisory Board and is a faculty member at Singularity University.
Tim McKnight heads SAP’s Global Security unit in the Office of the CEO board area, reporting directly to Christian Klein, CEO and member of the executive board of SAP SE. He is responsible for SAP’s overall security strategy, ensuring that SAP and our customers have a consistent and convenient security experience, establishing SAP as a recognized and trusted leader in the industry.
In his role, Tim develops, implements, and manages SAP’s overall security policies, standards and guidelines in accordance with ongoing security initiatives and worldwide IT, physical and personnel security, cybersecurity activities, data protection and privacy laws. Before joining SAP in December 2018, Tim was chief information security officer for Thomson Reuters, responsible for all aspects of the company’s global information security risk management program.
Prior to that, he served as Chief Information & Product Security Officer for General Electric, executing its information security and IT risk strategy. Previously, Tim was executive vice president of Fidelity Investments’ Information Security and Technology Risk. He also served in various IT Security leadership roles at Northrop Grumman, BAE Systems and Cisco Systems. Tim began his career at the Federal Bureau of Investigation as lead investigator of National Infrastructure Protection Center matters, including high-tech crimes, corporate espionage, foreign counterintelligence and telecommunications fraud.
In addition to these roles, Tim has held the roles of chairman of the Internet Security Alliance
and taught undergraduate courses in digital forensics as an adjunct professor at Georgetown
University. He is also a member of the Board of Advisors for Google Cloud, Amazon Web
Services (AWS), ClearSky Security Fund and Tenable.
Vincent A. Marin is the Global Chief Information Officer at Sidley Austin LLP, one of the largest and most prestigious law firms in the world assisting clients in over 40 practice areas. In his role, Vince provides firmwide leadership for all technology services, business/digital transformation, and has had broad impact throughout his tenure. Vince has a very distinguished leadership background, including three years as CIO of Huron, a public company, 16 years at McKinsey & Company in five different roles with increasing responsibilities leading teams on five continents, each responsible for firmwide and client facing services.
Vince’s deep understanding of technology trends led him to transform IT services at McKinsey to fully support the evolving needs of the world’s leading strategy consulting firm to create new strategic capabilities and leverage the best in global services. He was also a key player in technology enabling the growth of the firm during this period, and established several IT enabled services for the benefit of the global firm and its clients. He has delivered similar impacts at Huron and Sidley.
Throughout his career, Vince has been recognized for his vision and strategy skills. His execution and service excellence coupled with his superb competency as a problem solver has positioned him as a change agent who delivers results and lasting impact for organizations. Vince’s core capabilities include identifying areas for change and opportunities to capitalize on with stakeholder engagement, consensus building, leading business transformation at multiple levels, enabling greater value realization from investments in technology, and inspirational people leadership that brings out the best in colleagues. He has leveraged these competencies extremely well for the benefit of the firms and their clients at McKinsey, Huron and Sidley. Vince is leading the technological transformation of the firm in multiple ways, including introducing many new capabilities such as enabling artificial intelligence tools in the practice of law.
A much sought-after people leader and developer, Vince was the recipient of McKinsey’s prestigious Marvin Bower Values award, which recognizes distinctive client service, fostering an inclusive, non-hierarchical work environment, and striving to improve the overall quality of the firm. Vince has a Master’s in Management Information Systems, a M.B.A. and bachelor’s in Finance. He is a passionate mentor to many and is very actively involved in several philanthropic causes in the U.S. and abroad.
Vince is a Chicago CIO of the Year, for achievement in leadership and management effectiveness, business value created by technology innovation, engagement in industry and community endeavors.
A member of the Wall Street Journal CIO Network – an invitation only membership exclusively for CIOs from the world’s largest and most influential companies, to identify key challenges in technology and new opportunities for innovation to unlock value to their organizations, and a member of CNBC Technology Executive Council – an invitation only membership for leaders transforming organizations by leveraging technological innovations and disruption. Vince has also been recognized as a Business Leader of Color for being a most influential, diverse, and inclusive leader in the Chicago community for providing shareholder value in the changing value of business and for inspiring others while continuing to build on success as a leader. Additionally, Vince is a Boardroom Certified Qualified Technology Expert (QTE).
Brian Kirkland is Chief Information Officer for Choice Hotels International, Inc. (NYSE: CHH), one of the world’s largest hotel companies. In this role, he oversees the company’s Information Technology organization, and is responsible for leading overall IT strategy, infrastructure, development, all aligning with Choice’s business objectives.
Mr. Kirkland joined Choice Hotels in 2015, where he led engineering development and operations at the company’s Phoenix-based technology headquarters. Mr. Kirkland notably guided Choice’s efforts to successfully design and launch the industry’s first new global reservation system in 30 years, choiceEDGE. Subsequently, he kicked off a multi-year cloud transformation and migration strategy for which Choice Hotels is the first major hotel company to commit to going all-in on the cloud with Amazon Web Services (AWS). Recently, leveraging cloud capabilities Mr. Kirkland is leading Choice’s innovation and modernization in technology.
Prior to joining Choice Hotels, Mr. Kirkland held key leadership positions at leading technology companies, GoDaddy and Media Temple (acquired by Go Daddy in 2013), most recently serving as vice president of engineering. There, Mr. Kirkland helped integrate the company’s IT structure as well as directed engineering. Earlier in his career, he held various software development positions at Hewlett-Packard and Intel.
Mr. Kirkland earned his bachelor’s degree in computer science and a master’s degree in business administration from Arizona State University. He is currently a member of Arizona’s Information Technology Authorization Committee (ITAC) and Arizona State University’s Executive Council for the Department of Information Systems. He also serves on the Board of Governors for Hospitality Technology Next Generation (HTNG).
David serves as Chief Information Officer at University of Miami Health System, Miami FL, where he is driving the value of IT through innovation, user experience, cost optimization and risk management. David is a leading health IT expert in the digitization of health care, platform technologies and tele-medicine. He is particularly focused on the intersection of EHRs, true interoperability and the consumerization of health care.
Prior to joining the University of Miami Health System, David was the CIO at Hackensack Meridian Health, a 17 hospital system in North New Jersey, and prior to that, CIO at Lahey Health, a 5 hospital system with more than 300 ambulatory locations. David started his healthcare IT career at Thomas Jefferson University and Hospitals where he held several IT leadership positions during his tenure. He has also held IT leadership positions in retail banking, public accounting and higher education.
David served eight years in the United States Marine Corps Infantry with a subspecialty in Arctic and Mountain Warfare. David earned a Bachelor’s degree in Organizational Management from Eastern University, a Master of Business Administration (e-Commerce) from Rosemont College, a Ph.D. in Information Systems from Nova Southeastern University (National Security Agency Center of Academic Excellence) and is a Kellogg School of Management at Northwestern University Executive Scholar in Innovation. David also holds a variety of IT security certifications and is an active member in a number of associations including the Kellogg Alumni, American Legion, ISACA, (ISC)2 and InfraGard (FBI Background Check Required). David is a frequent speaker and interviewee on health IT related topics and in the past has taught undergraduate and graduate courses at Rosemont College, Drexel University and Northeastern University.
Diego Souza, is currently the Cummins Inc. Global Chief Information Security Officer, he is strategic thought leader adept at safeguarding the confidentiality, integrity, and
availability of company data, information systems, and operational technology (OT). He also has a proven aptitude for aligning Cyber Security hardware, software, and policies with corporate strategy. Skilled at planning, delivering, and managing global information security initiatives designed to thwart internal and external threats, Diego is Collaborative team mentor with the ability to build the best talent and inspire people through his leadership.
Diego also served as United Airline’s Managing Director, responsible for United’s global core security technologies where he focused on developing world-class security strategies and standards across the technology and digital organization. Before that, he served as a Senior Director for GE Oil & Gas, where he was responsible for leading the global IT security team in charge of driving efforts to maintain security controls around global GE Oil & Gas sites while also looking to new technologies and opportunities to enhance the business’s security aspects.
While in Brazil Diego has served as the Brazilian IT manager for Dresser business, leading the IT department in South America, joining GE through an acquisition in 2011 and has subsequently held several strategic roles, including participation in the honored GE leadership and career acceleration program called Corporate Audit Staff (CAS). Diego started his career at Hitechno, a family-based company in Brazil as the network administrator; subsequently, in 2003, he joined INPE (Brazilian government department) working on network security and as an administrator, providing incident response and security management to that organization.
Diego is married with his wife Flavia and they have an adorable daughter, Lara, they are located in Houston, Texas.
Talal Butt is vice president, Information Technology (IT) Enterprise Transformation and Architecture. In this role Talal is accountable for three key areas. First, he is responsible for our IT transformation and the execution of our IT strategy, while working across our business units and functions. This includes the alignment of processes and technology efforts related to our enterprise digital transformation journey in support of our broader business strategy. Second, he drives our process and project service excellence across our IT organization and the governance of IT portfolio management, investment planning and prioritization. Third, he leads the structured process for aligning business strategy to systems architecture that leads to speed, agility and better decision making in support of ou
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https://www.cleverpodcast.com/blog/ana-arriola-kanada-ethical-ai
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en
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Kanada’s Heroic Path to Ethical AI & Platform Whispering — Clever Podcast
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2023-12-12T00:01:00-05:00
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Artificial Intelligence & Machine Learning Product Specialist, Ana Arriola-Kanada, grew up in ‘the valley’ just north of LA, watching Robotech and working in the family shop. She moved to Japan just after HS to work in Anime. An auto-didact driven by a powerful work-ethic and growth mindset.
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Clever with Amy Devers
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https://www.cleverpodcast.com/blog/ana-arriola-kanada-ethical-ai
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Amy Devers: Hi everyone, I’m Amy Devers and this is Clever. Today I’m talking to Ana Arriola-Kanada. Whether that name means anything to you or not, her work has definitely meant something to you. It’s impossible to gauge just how powerfully and ubiquitously Ana has impacted our lives and culture through her work, influence, and creativity. So buckle up - This one is a wild ride through the worlds of tech & design from the early early days of the internet through the advent of mobile computing to the forefront of Ethical AI - Ana has been there and been a key architect the whole way. Professionally-speaking Ana is an Artificial Intelligence and Machine Learning product specialist. Practically speaking, Ana is an auto-didact with a growth mindset that has propelled her through animation, graphic design, information & interaction design, hardware and product design, product management, entrepreneurship, UI/UX, research, strategy, leadership and advocacy. Ana’s career trajectory is absolutely bananas - From Adobe and creating the first emoji, to Apple where she was the Product Line Manager for design of the original iPhone, to the being the Head of hardware design at the now-infamous Theranos, (if you’ve read Bad Blood or seen the tv series the Dropout) you know that Ana famously called out Elizabeth Holmes on unethical activity and quit on the spot, taking her whole team with her…To innovative products, and Sony’s ubiquitous UX, to setting the tone and developing frameworks for the ethics around AI at the majors including Samsung, Meta Facebook, and Microsoft - where she also contributed meaningfully to the partnership on AI. And Now she’s a Managing Director at IDEO Tokyo. Ana is also a queer, latine, mother of 4, a fierce proponent of empathy-driven and human-centered design , a passionate advocate for diversity and inclusion in the tech industry AND for global intersectionality in the data sets that inform the AI and ML that will impact us all. Ana has been right there on the ground floor of the most critical technological flashpoints of modern culture. When we started this conversation she joked that she’s speaking to me from the future. At the time I thought she was referring to Tokyo’s time zone being 14 hours ahead of mine - but now I know it’s because Ana is always ahead of her time…. Here’s Ana…
Ana: Hi, I’m Ana, my pronouns are they/them/theirs and she/her/hers. I currently live in Tokyo where we just moved recently. Formerly a resident of Kyoto, Japan. And I’m currently the Managing Director of IDEO, Tokyo.
Amy: That’s what you currently are doing. But you have done so much before now. I can’t wait to hear all about it. (Laughs) But I always really like to go back to the very beginning, so can you talk to me about your childhood, your family dynamic, your hometown, things that made an impression on your young creative mind.
Ana: Oh, absolutely. I was born in Hollywood, California. Raised over the Hollywood Hills in the Valley, so a Valley girl in North Hollywood. I'm a child of first generation immigrants. I'm a second generation immigrant. My grandfather and grandmother, along with their children, undocumented, immigrated into America from Mexico and we settled in the Los Angeles area. Growing up in LA, as far back as I can remember, it's never been one set of a community that I found myself in. I found myself in pretty much not only the Latina community within the Mexican-American Chicana community of Los Angeles and particularly the San Fernando Valley, but also really mixed with huge swathes of Filipinos, with second, third, sometimes fourth generation Japanese-Americans during that period. Jewish-American, folks from the Middle East. The Valley is very diverse. The circle of which my friend and community was comprised of was also various different ethnicities and cultural backgrounds. I think one of the earliest memories of something that definitely pushed me towards this direction that I find myself in now working at the edge, in the future but grounded very presently in the impactful now, would have to go back to sixth grade. There was a television show. This episodic soap opera for kids and it was a cartoon. The name of it was called Robotech and every week the episode was different. It was very, like people died which was new for kids.
Amy: What? Yeah.
Ana: It's like, 'wow, our hero just got killed off.'
Amy: Oh my god. (Laughs)
Ana: And that really sparked my interest in mechanical engineering because they were showing things in that series that had never been done in the Western world. They were showing complex aviation, mechanical drawings [0.05.00] that were animated in explicit detail, unfolding and creating these robot forms.
Amy: Wow.
Ana: That later I would learn are called mecha and later I would know that that genre is called anime before the Western world even knew what anime was.
Amy: So for context, are we talking '70s, '80s?
Ana: This is 1984. So it had just come out in Japan on television and they had got the rights and they had released it in America. Seeing this was like, 'what is this genre? Who are these artists that are creating this amazing content?' Oh, by the way, as a kid it's like these toys. Interesting. So I did a lot of self-active digging and found out where I can really dig deep into this and that's where I ended up falling off the cliff in terms of discovery and understanding that there are so many interesting things that are not in the Western media or Western culture that are coming from Japan at this period. Movies and direct-to-video animations that really informed my aesthetic, really informed my fascination for the language and the culture. So later when I was in high school I did an internship at a studio called Film Roman and Film Roman was based in the Valley. They were the animation studio that won the contract away from Klasky-Csupo that was of Rugrats fame, that originally did the first season of the Simpsons. Later Film Roman took over the Simpsons and I was an intern on the Simpsons doing storyboards, cleaning up storyboards and doing production level work for seasons three and four.
Amy: Oh, that's fun. (Laughs)
Ana: Yeah, that was really neat. And that actually got me into the professional side of animation and sharing what I knew and what I had been learning, also to the animation community where a lot of friends at that time were working at Walt Disney Feature Animation. They secretively, I hate to say this, (laughs) but a lot of the people that were working on Beauty and the Beast, and Little Mermaid, my friend at that period had The Art of Miyazaki books on their desk. (Laughs)
Amy: Oh yeah.
Ana: So this is like 1988, 1989. No one is saying that Disney is copying Tezuka Osamu that did Kimba the White Lion (laughs) that turned into Lion King (laughs) but they were heavily influenced by it. Which is probably why later in our lives they ended up buying Miyazaki's studio here at Studio Ghibli to be part of the Disney family. But anyway, just before I was able to graduate from high school, I was also ahead in my educations because I had skipped a grade early on in elementary school. I knew that this was something I wanted to do, or at least try to do professionally and I thought that the animation industry in Japan would be as amazing and as awesome as it was in the Western world and still is in the Western world. So I ended up packing up my stuff by myself and moving out West to Japan. And that started a 35 year journey of going back and forth.
Amy: I do want to go back to your youthful years because you skipped a grade. It sounds like you were incredibly, let's say ambitious with learning from a very young age. Does that ring true?
Ana: I was ambitious with regards to the science. So from the liberal arts perspective back in elementary school I was struggling with things that later in life, after having my own children, that I realized that are now superpowers but were challenges for me. I have four kids, the oldest and my middle child were tested when they were in elementary school in San Francisco, and they were diagnosed with dyslexia and dysgraphia which is hereditary. That meant that I also struggled with dyslexia and dysgraphia way early on before it was ever diagnosable, before it probably even had a name for it. I found through life and pushing and perseverance that I was able to create coping mechanisms and solutions that would [0.10.00] help me solve some of the focus and some of the understanding and learning how to learn in different ways that fit my brain.
Amy: Wow.
Ana: So that's a little bit of a background that is relates to skipping that grade.
Amy: Yeah, well I think dyslexia and dysgraphia are superpowers, but then also the coping mechanisms and your ability to sort of adapt and find your way to learn in the way that you needed to learn also sounds like a superpower. And your home dynamic, are you getting support from your parents? And are they feeling the creativity of you becoming something that you might want to pursue?
Ana: My parents being immigrants, they were all in. Working and doing everything they could to provide for myself. I was an only child. I do have a step-sister but we're very far apart in age and I really consider myself still to be an only child. I remember that work ethic at a very early age rubbing off on me. Seeing my parents go to work before the sun came up, seeing them at dinner time. Then later when I was in elementary school my father and mother decided to go into a small business. And they went into becoming a purveyor of really high-end meats, like a high-end butchery and produce. A small little corner, it was like a high-end bodega but they really focused on the quality and the heritage of the meats in the local LA area. That unfortunately caused me to be dragged into the family business at a very early age.
Amy: Sure.
Ana: That's why I remember building that work ethic. Later in life I would have to go through many years of therapy to undo that work ethic, of working through holidays and working late into the night. But that definitely paid its dividends. It paid its way forward to get me to where I am today and that drive and the fire that now we call 'hustle' in an entrepreneurial context that really you just turn into a game. You find ways to not make it monotonous and not make it like a grind, but to game-ify it. That's one of the biggest takeaways. My parents were loving. They saw that I had curiosity and fascinations to things that they didn't understand. Like I talked about when I discovered that series, which is called Macross by the way, now known as Robotech in America. They took me to a conference. They had these pop-up conferences where they would show the movies and the videos in Japanese with no subtitles and the conference hall would sell stuff. I remember my father telling me later that he felt really weird taking me to this conference because it was unusual and unlike anything that he had ever been to. He had gone to some conferences, he was a coin collector and this and that, so he knew a little bit about subculture, nerd culture. Later in life my oldest was really into My Little Pony, and they wanted to go to a My Little Pony conference that was also aka pseudo sort of a furries gathering
Amy: (Laughs) Okay.
Ana: So when I took them to the conference I felt like my parents actually. I was like, 'whoa, this is how my parents must have felt (laughs) when they took me to my first Japanese animation conference.'
Amy: Wow.
Ana: 'I've got to be cool with this, I gotta be okay with it, I'm a mom, I'm supporting my child that loves this genre.' So yeah. (Laughs) It was a good childhood, I definitely was loved.
Amy: It sounds like it. It also sounds like you had some sort of variety of experiences, you had taken us through your interest in animation or anime and your move to Japan which... all right, where does the bravery come from?
Ana: When I was in high school, and again I was in anime, again people didn't know what it was and I would bring these magazines that were all in Japanese. People would try to pick on me, bully me, but I was able to defend myself, protect myself, and I think that from an early age my instinct was telling me if you loved something, go all in and follow it till you have a constant full stream of it that you can satiate yourself from. That might be a store where you know you can buy the stuff from, or finding out a particular artist that might have story-boarded or technically directed a thing, a TV show or a movie to learn about it. I think it was the deep diving which was also one of my coping mechanisms early on, if I wanted to learn or get proficient at a given subject I would have to go very, very deep. I would have to deep in a way where I just couldn't be book smart. I had to find my own means to figure out what was the topic, what was the subject that was being taught to me, how did I comprehend it in a way where I could do recall? Because otherwise I would just forget it. And I think that, combined with being part of the family business and learning about that side of entrepreneurship and what it means to always take care of the community that gives their time to be part of your business, to taking care of your loved ones. And being Mexican-American, my family had always had the saying 'blood is thicker than anything,' and being able to take care of your family and then later in life your chosen family, your friends and loves ones. Yeah, so that to me was part of the early, when the flame was lit for that.
Amy: Thank you for giving me so much detail around your childhood. It's always so helpful to help me understand all of the ways that you've evolved into being who you are now. So take us to Japan. What did you pivot to? And what survival skills were kicking in for you at that time?
Ana: During that period I had a friend of mine who was two years senior from high school that was also living in Japan, which was one of the strengths that gave me to at least know that I would probably be okay by moving here because I had a network. I ended up moving with him to the Japan seaside town known as Kanazawa, Ishikawa Prefecture, Kanazawa. And it's now known as the sister city of Kyoto. At that point when I moved there, there were only five foreigners that were living in the entire city.
Amy: What?
Ana: I was one of the five.
Amy: Whoa.
Ana: This is in 1990, there were not a lot of foreigners living in Japan per se. And he was a former aspiring Art Center high school grad that ended up also moving to Japan and just ended up starting his own design agency. I worked with him there to sort of get that off the ground, doing early on brand and visual graphic design that later in life I would pick up and move forward into a profession and discipline called Information Design that now pretty much we would say is Interaction Design. But that's how I made that pivot and I made the pivot because I knew that animation wasn't going to be sustaining [0.20.00] I did try one last time a little bit later. I ended up working for a Japanese animation company here called AnimeGO that was doing subtitles for legitimate animation distribution with acquired rights in the Western world. It was there that I came across an opportunity to go to work for Wired Magazine Japan. At this point we were using Macintosh's Quadra 850AVs to do a lot of the home brewed digital subtitling for the animation work and I learned a lot more about platform, especially the Apple platform and the software solutions that were available then. Even some basic hackery. That led me into getting a role into the development and design of modern software at Wired which was publishing a series of CD-ROM titles that they had acquired from the UK by an artist called Dorling Kindersley and these titles were being culturally localized. So I got to learn a lot about ethnography and cultural localization that we would call Design Anthropology these days, and understanding the means of how you can't just do literal translation, you have to adapt it and make it motivation for the individual, too. Especially trying to get people to consume Western culture because a lot of the titles were about the history of pirates, or the history about European engineering and steam engineering and stuff like that.
While I was doing that at Wired, we were launching the first few issues of Wired Japan before Condé Nast ever owned it and that got me connected in the industry as a whole and learning a lot more about how to go to press at scale with a lot of the publishing industry. It was through that experience and knowing that taking these CD-ROM titles and the interactivity, that there was a whole industry here and there was going to be a portfolio of software by big companies that were going to be building these experiences. That led me eventually to leaving Wired and going to work for Macromedia Japan as one of the founding members of Macromedia. For those who don't know who Macromedia is, Macromedia was an acquired company by Adobe but long before the acquisition took place, it was a company that really created interaction design. It created CD-ROMs, interactive DVDs, it created web medium that was called Director that eventually evolved into a product called Flash, that for many decades was a predominant animation interactive media choice for many on the internet.
Amy: Wow, so as the internet is growing up around you, you're right there building it.
Ana: Yeah. (Laughs) Being in the thick of it and seeing how creators here in Japan and big software companies like ourselves were able to build solutions and find solutions that never prior existed, and creating them and bringing them to the market with the partnership and help of the people we were building them for, it was really rewarding.
Amy: What was the reward for you? Was it satisfying your curiosity? Was is the people you were working with? Was it putting your problem solving skills to work? Or was it all of it?
Ana: The biggest satisfaction for me was in the development process which was truly a co-development process with the community, designing for people like myself, was seeing their reaction in real time. We would typically hold focus groups and when we would go to a focus group we would hear from them about their frustrations of existing defects, bugs that are in the software, or aspirations of future feature development and design asks. A lot of times we would have an engineer with us and we would be able to hack up a semi-functional version of what they had just said in a matter of minutes. I'd go, 'do you mean like this,' (laughs) and we'd turn the laptop around and show them. They would be like, 'yeah, that's amazing.' 'We'll put it in the next version.'
Amy: (Laughs) Yeah, that's so cool. From Macromedia, how long were you there?
Ana: I was at Macromedia for about two and a half, three years.
Amy: Okay, and then you go to MetaDesign Agency, are you still living fulltime in Japan? Are you coming back and forth?
Ana: Back and forth.
Ana: I went to work for Meta because I was inspired by Erik Spiekermann. At that time I had been a fan of Stop Stealing Sheep which a lot of us live by and I still highly recommend that book for anyone that is interested or fascinated by type or typography. I wanted to see what it was like on the agency side from the consulting side, and one of the things that I did miss that caused me to eventually leave and go back to one of the larger companies, was budget. It wasn't a life/work balance thing. It was more just being able to have budget to do things where you didn't feel like you needed to possibly red line your energy to get something out and done. A lot of people thrived off of that adrenaline as you probably have spoken to, like that work from the agency side. Life/work balance wasn't necessarily a thing in the industry back in that period.
Amy: (Laughs) No. No, it wasn't.
Ana: So I ended up deciding to leave Meta and going to work for Adobe. At this point Adobe had not acquired Macromedia yet. One of the last projects that I worked on at Macromedia was the creation of Dreamweaver 1.0. It was the first really rich, visual Wiziwig authoring tool for the web at that time. One of the aspirations for us as the product design team and designing that particular piece of software, was a German company by the name of GoLiveSystems and they had a product called CyberStudio that at the point Adobe had just acquired. They had come and they had asked me would I be interested in helping lead the future development of what Adobe would call [0.30.00] their first professional web authoring tool. They already had had PageMill and SiteMill which were early Wiziwig authoring tools, but this was the first competitor from an Adobe perspective to go and compete with the hand coders that were lovers and loyalists to Dreamweaver. I went into doing that at Adobe. Talking about that growth mindset and wanting to learn something new, at this point I went and moved from actually doing product design into product management. Learning about the business side, really grass-rooting my own first MBA of how do you build and research and understand the total adjustable market for the needs of a given multi-million-dollar investment and not knowing you're going to reap those rewards until you start selling it. So that was really fun, I didn't think that I would be so excited about business until I had moved to Adobe and moved into this new role.
Amy: What do you think did excite you? Was it a little bit like you were adding more parameters to your creative project?
Ana: At that time, I don't think we used this. We might have used this word, but it wasn't. It's definitely a buzzword these days. It was defining and understanding that there are metrics, these floating data points that are above everything in the world. That if you can quantify and classify and bring into visibility, you then can tie them to justification of why something should be funded or why something should be built, or why someone needs something that isn't in existence yet. And I think that part of the research and development, along with the stuff that I talked about during Macromedia which was the co-creation, the focus groups in building these experiences, I found so fascinating in that aspect of my time at Adobe.
Amy: Getting those data points, is that also an extension of design anthropology?
Ana: It is now. Yeah, absolutely.
Amy: Okay.
Ana: And I think that from an Adobe perspective they deeply cared about the markets that they were operating in and the languages that they had their software available. It wasn't just forcing a function of 'here's a Western feature set that happens to have a gooey string of German or Japanese.' It was more like, 'what specific versions or what specific features can we add that are unique to this market?' So German as an example, which is used in the software development world as a baseline string set for making sure when you do UI design for the interface, that you have long text fields that can be adaptable for very long German words. That's sort of one way you could approach accessible design, especially from a linguistic perspective. (Laughs) And then from a Japanese perspective which was an emerging market at that time, Adobe knew and the world was coming to know, that it wasn't necessarily about interactivity any more. It was about mobile computing. It was going to be about mobile experiences. So at that point Japan had the world's most technologically advanced telephony platform here in the country. They also had the most advanced phone so they were doing 3G video conferencing built into their phones. They had an interactive platform called i-mode that was based in Compact HTML and no one had a solution for authorings except for hand coding. It was one of my 'aha' moments. I was like, 'what if we built a gooey system for this?' Emoji came from i-mode by the way, we have emoji because of what Docomo did and how Docomo created the emoji which is what the word originated from, from i-mode platform.
Amy: Wow.
Ana: So I created the world's first professional emoji palette that allowed you to have a visual representation of all the available emoji at that time and you would be able to click it and insert the code, the syntax into your source code so when you're building a cHTML page, you would have a richer experience than just text and hyperlinks. This caught on in Europe, Nokia and Sony Ericsson were also full-on board with trying to bring cHTML over to Europe at that time. Apple started at that period also doing experience of doing research on what could a platform like at that point, Mac OS consumed through whatever browsers they were running in their operating system at that time, the cHTML source code because it was so desktop focused at that point in time. That led to the adoption of emoji in Europe and the evolution of the Nokia Series 60 platform of devices and Sony Ericsson platform [0.35.00] that became the predecessor to what eventually would become Mobile Compute and got Apple very interested in the space during that period.
Amy: And there is a transition to Apple. What made that happen for you?
Ana: So while at Adobe, I was part of a two group team that was looking into how can we strengthen and secure Adobe's position in the future of authoring, especially for pervasive computing and mobile. There were two camps, I was part of a camp that was focused on open-source because we believed that the open-source approach to co-development of features and road maps was better than a closed proprietary system. The other camp that was inside the MNA team was focused on acquiring Macromedia and acquiring Macromedia specifically for Flash. So we ended up losing out unfortunately at that period of time, but our gut instincts were spot on and many of us that were part of the M&A team focused to acquire a Swedish company named Ikivo that would have had scaleable vector graphics, authoring solution for open web for mobile in the particular. We ended up all leaving and eventually finding our way, most of us found our way back to Apple to work on various different components and aspects of the operating system or iPhone itself. So that's basically how I came to know one infinite loop in Cupertino, (laughs) or as I like to say, 'supertino' (laughter) where Apple is based and got to be part of the amazing multitude of projects and got to know some amazing, wonderfully beautiful, creative people. Some are still there. Some have gone off and done other things. Yeah, so that was my journey into Apple.
Amy: You had a smile on your face when you were talking about the wonderful people that you worked with at Apple. Was that a really good time in your life?
Ana: It was. It was also a very hard time. A lot of us worked really, really, probably some of the hardest that we've ever worked in our career because we were so passionate about what we were doing. We were also trying to please Steve and the other executives that were supporting us in our endeavor, but it was also a time of incredible growth. Learning about graphics compute technologies and hardware acceleration and bringing typography and smooth animations into the fold, which was the particular project that I was working on. It was a fusion of digital graphics animations with operating system development with tactile human interaction output. So the platform aspect of the iPhone that I helped create with my team was code named cassoulet and it was a combination of a technology we created called Core Animation combined with what you all know as Safari which is the web kit engine. That really brought UIkit into a modern context and UIkit is still used. A lot of those technologies of fluidity, high frame rate, very yummy in and out interaction snippets are still used today in the Apple Vision Pro. UIkit is living very strong inside of that.
Amy: I'm not in the tech world so you're speaking another language to me, but I find it so intoxicating. At the same time I'm really struck by just how much your work has filtered out into society and affected me, everyone, so fundamentally. That's pretty exciting. (Laughs)
Ana: Hindsight, right?
Amy: Yeah.
Ana: A couple of things that we worked on, we didn't know would have this level of a societal impact. A lot of [0.40.00] us have talked about this, that we're part of the old team, we never knew that our mobile phones would create autonomy and connectivity and opportunity in the ways that it has become. But at the same time it's also from an ethical perspective, one of our issues in our lives. The mobile phone has caused an attack on human cognition with notifications and now that's being addressed in a lot of the more modern instances of Android and iPhone, but we had no idea. All we were really striving for was 'I want to be able to pull my phone out,' and it's what we tested against. 'Can I read the New York Times in my pocket.
Amy: Wow. Were you still at apple when the first... I know you were on the original iPhone design team, but were you still there when it launched?
Ana: I had just left when it launched. I was in the crowd with my team at Moscone when Steve pulled it out of his pocket.
Amy: Wow.
Ana: So I got to celebrate with everyone. But I was on another endeavor.
Amy: Do you want to tell me about that?
Ana: (Laughs) Yeah. (Laughs) That person I worked with is now in jail. (Laughter) Some of you may have watched the Disney+ television series called The Dropout and I believe there's still a movie coming out soon from Apple's studios based on the book Bad Blood. But I was at Theranos and I left Apple just before the iPhone came out along with a handful of dear friends and colleagues to join a biotech start-up that was set to disrupt the clinical testing industry which was billions of dollars. It still is hundreds of billions of dollars. And at the same time build the path forward for what then was known as Medicine 2.0, the future of healthcare, especially personalized healthcare and private healthcare from the comfort of your own home. I had a fateful discussion with one of my friends who was on the board at Theranos, Avie Tevanian, and he had asked if it would be of interest for me to work on something where I could again grow, learn to lead industrial design, mechanical, electrical engineering, along with operating system experiences. I decided to learn a little bit more so I had a meeting with Elizabeth and that very first meeting we were at Palo Alto [0.45.00] and she's done a lot of harm to the world, but she's pretty genuine in terms of her energy. And that energy, the closest thing I could say, it's the reality distortion field that Steve created and I think a lot of entrepreneurs have to have. Having founded my own hardware start-ups, those that are entrepreneurial in nature have to create that field of energy. I won't call it a reality distortion field because that's bad. It can be bad. It could cause you to not see the truth. But you create this energy field around yourself that to a degree is your force field, it's your armor that allows you to take your vision and your drive forward and it protects you in that journey. Elizabeth had that energy, had that enthusiasm, had that drive. At that time the way she had described her own upbringing, having gone and lived in China to study Chinese, and learning about nanofluidics and the medical engineering sciences, I thought was super fascinating. I saw a lot of myself in her and the rest is history. We kind of know what happened and it's well documented in the New York Times bestselling book as well. It's on television, soon may be a movie as well.
Amy: Yes, okay. So we know what happened four months after starting there with your team. You realized that shady, unethical shit was going down and?
Ana: People were dying, yeah.
Amy: That's awful.
Ana: Like fourth stage oncology patients, University of Tennessee. Yeah, it was pretty gnarly.
Amy: Not many of us have been in that position. Can you describe for me what it felt like emotionally, physiologically, when you realize this whole endeavor is toxic and you need to do something?
Ana: When I first heard about this I was in a bit of disbelief. 'How could we? How could this possibly be happening.' It was brought to my attention by, now publicly acknowledged Adam Vollmer who was our mechanical engineering lead at the time for the Edison Device who had disclosed it to me and asked me if I could bring it to Elizabeth's attention and see why we're doing this and if I could get her to stop it. It was in that moment when hearing Elizabeth try to justify what was happening and saying that we were all going to become rich and we would all benefit from this and this is just a speed bump on the road of great discovery and development. I think if anyone is in a situation like that, and this was the first foray into setting my gut instinct, my baseline for unethical behavior, is that you know it's not right. I think we know this from just the way we're brought up by our parents and we know that it shouldn't be happening to the individuals that are being affected and impacted by this. You see the disgust and disdain from Edmond Ku in The Dropout on Disney+. He and I are friends and when we were commiserating about that many years later, it still brings back a very visceral feeling inside of us. And I think that if anyone experiences that, which I hope many of you do not, but it is a learning moment and I think you fundamentally are changed forever by going through something like that. While it is incredibly painful and will have a long lasting impact both on you psychologically and emotionally, I think you can turn that into a superpower. It's like Malcolm Gladwell talks about in his book Blink, about honing your gut instinct. It became an early warning system that later in life I also discovered throughout my journey.
Amy: And I know you're doing a lot of work now around AI and ethics involving AI. We'll talk more deeply about that, but it does seem like you've been able to convert this into a superpower and now you're applying that superpower.
Ana: It's the ethicality. It's the fear and the hope and the aspiration that I think is part of not only the work that is happening in AI right now, but it could be anything. It could be automotive design. Are you designing a future vehicle that may have a defect? And if that defect is overlooked and you still want to ship that platform, it will have impact on somebody. Aviation, same thing. Food industry, same thing. Ethics touches everything, especially AI. (Laughter)
Amy: Well yes, because then AI filters out and touches everything and sooner than we can even comprehend it will be being deployed in all of those industries you just mentioned and daily life. If it's not ethical in its essence then it's just going to compound and exponentially magnify the unethical part of it. Okay, but you're a techno optimist (laughs) so we're not going to be alarmist right now. So the Theranos experience, it's really powerful to see you dramatized in The Dropout and to make such a bad-assed statement in the moment and you end up on the right side of that history but I understand it's traumatic and you've been working through it ever since.
Ana: Thirteen years I was unable to talk about.
Amy: Oh my gosh.
Ana: Because were under NDA.
Amy: No, silencing somebody makes it so hard to process.
Ana: Just let that set in for a moment, 13 years until the first insider, what I call generation three at Theranos leaked out. Yeah, and then we were slowly feeling confident we could say and to talk about the experiences that we have lived.
Amy: Oh my gosh.
Ana: And still even up until the point when she was convicted, a lot of were in fear of what type of retribution would she have towards any of us that were now self-identifying in our own sharing of our lived experiences.
Amy: Wow. Well there's that bravery that kicked in, again. Along with your gut instincts and your ethics. I'm glad you're taking care of yourself. Thirteen years of silence though, is trauma in and of itself because it starts the processing. It does.I'm sorry for that.
Ana: (Laughs) It's all good. During that 13 year period. There were a few of us that would get together from the first and second generation during the point where we were all silenced and muzzled, and we would talk through stuff about what we're hearing and what's going on over there still. They would get together on El Camino. Across from Palo Alto High there was a restaurant there and we would have these meals and share updates with one another, so we at least were conducting individual therapy amongst ourselves.
Amy: Okay, good. I love a tight support network, (laughs) shared experience. So from there I'm just going to list it off. You go to Sony. Then you become a founder entrepreneur, zero360, Mono Ohm?
Ana: Yeah.
Amy: I think I handled an early prototype of the Runcible.
Ana: You might have. We received an award from Cool Hunting back when we were getting ready to ship it. It was amazing well received and that's an unfortunate story. So some former pre-Apple, Apple, post-Apple associates of mine, friends of mine, got together. We wanted to do another hardware start-up and the thinking was [0.55.00] how can we create something that allowed us to keep our heads up in the real world and stay attuned and intent to those that were having a meaningful relationship or conversation with. Versus the smartphones causing us to pull our heads down and go into the death scroll. We had some amazing backers for this particular piece of hardware and there's photos on my LinkedIn profile, but it was an heirloom electronic. It had natural material for the outer housing, we were using woods and metals and ceramic outer housing. It had a state-of-the-art Sony image sensor that was in the iPhone at the time, was inside the camera and had this delightful round user experience that you literally physically would rotate the device in a circular motion that would allow you to zoom in and zoom out on photographs and use the circular interaction to scroll throughout the operating system for the device.
Amy: Wow.
Ana: But unfortunately it was ahead of its time. We were ready to go to market with it. We had the backing and funding from KDDI AU here in Japan that was going to be part of their Design Series line of which they had worked previously with Mark Newson on the original Talby talk like and then Naoto Fukasawa on the Infobar and we were going to be the third phone in that platform and I was super honored that what we had created was going to be part of that portfolio.
Amy: Yes.
Ana: Especially being a fan of Japan. Google was in the midst of getting ready to release their original Wear OS for the Android platform and they were going to introduce a watch. They saw us releasing a phone with the round display and we had made a decision during the development process to move away because of a technical difficulty using Firefox operating system, to use Android open source which is Android core based but not the full Android stack that you would find in a Pixel that has access to the PlayStore because there's obligations you have to agree to use Maps and Play and all the other additional Android apps. We were going to build a lot of those applications ourselves and when Google found out about that, because they were getting ready to announce Wear, they asked us if we would switch to Wear versus Android open source. We were like, 'we don't want this to be a tethered accessory, we want this to be a full, independent mobile phone.'
Amy: Yeah.
Ana: We were going to release it to great fanfare in Europe and in Japan and they ended up coming in and strong arming our manufacturing partner, Kyocera at the time, that was going to produce the device for us. We didn't want them to lose their white label phone production for Google and so we ended up pulling out of developing the device and having to essentially bow to Google. Later they were brought before the Japanese Ministry of Information and Technology under unbecoming business practices that they also faced in Europe. So in a way karma was served in the end, but we ended up having to shut down the company. And still today when I put that prototype into someone's hand or I talk about it, I get the reaction you just had right now which is so meaningful to me and I want to say thank you.
Amy: I wish it existed.
Ana: Never say never, right? Never say never.
Amy: Right, okay. (Laughs) Just put it out into the universe. (Laughs)
Ana: Yeah.
Amy: From there you go to Samsung, Meta, Microsoft, and now you're at IDEO. Do you want to tell me about that arc?
Ana: At a high level, again following that theme of growth mindset, moving into Samsung I wanted to learn how do you build an amazing platform and experience that has never been done before in such a rapid amount of time. We created the frame television platform in six months. So seeing how you can go from silicon to a hardware platform based on a Seraph platform originally, to creating multiple version of what [1.00.00] possibly a frame might look like, translucent or not, that was amazing and growing right there. I learned and I cut my teeth early on with some basic AI work there with natural language and speech technology with the Bixby acquisition. So when I moved to Facebook I was able to further deepen that knowledge, working very closely with the Facebook AI research team now known at Meta AI and the applied machine learning team which was the AI surface development team that built AI across all of the products, Instagram, WhatsApp, Big Blue aka Facebook, the main app. And it was during my time at Facebook that Cambridge Analytica took place and the data breaches with the personal information that lead to the 2016 election fiasco. At that point I wanted to find a company in the world that was doing ethical, amazing work in AI, and that's what led me to Microsoft.
Honestly, my time at Microsoft and getting to see and understand how Satya works and the leadership team there, it was such a growing and amazing period of my experience. I recently gave a talk here with the president of Figma Japan, and one of the questions that was asked to me was if I could name the most favorite company I've ever worked for and why and I couldn't just name one. I named a couple and I put them in order, and I put Sony as being the first, before Microsoft actually. And Microsoft being number two, and Apple being three. The reason why I put Sony first is that they are truly craftspeople and they care about the design and execution. You can see that in the new Honda and Sony collaboration car. Microsoft would be number one because they do amazing work with surface and the operating system and everything that they do. But I put Microsoft number two which is a very low number one, because I really love the culture and I love the community and I love the ethicality of how everyone operates. They truly bring to heart the values that represent Microsoft and Satya asks everyone to espouse those particular values.
I honestly would still be at Microsoft if it wasn't for during Covid, moving to Japan, and then working kind of bonkers hours, 3:30 in the morning until 12 noon. And after having played a role in the birth of my son, my littlest son and coming back off of maternity leave, I was like, 'I maybe want to find something local.' That's why I find myself today at IDEO. And a little bit of a bittersweet story there, it's the right place at the wrong time per se. There was a global decision that was made to shut IDEO Tokyo which has a beautiful heritage all the way going back to Naoto Fukasawa who was the original creator of IDEO Tokyo. We're shutting down the studio here and we're moving a lot of that work over to North America, but that's also opened up the next chapter. 'What and how might I and the team that I'll be working with, find a way to uplift Japanese entrepreneurs and craftspeople and designers here, and help them become more known at a greater scale?' That's something definitely I'm very passionate about and I want to start doubling down into the upcoming year. Because a lot of the times, these individuals that are making these objects or the experiences, don't speak English and haven't had the ability to share their journey and to share their experiences with the Western world. That's something that I'm going to take a lot of heart in with the team that I am building what we'll come in 2024 with, and yeah, I'm looking forward to sharing that with the rest of the world.
Amy: So in terms of your creative process, I'll give you sort of a multiple choice and you can talk about which one you want to go into in detail. I know that you have said that you start your creative projects with a kind of ethnography or design anthropology and that all your work is grounded in humanity and empathy, and I love that. But what does that mean for you? Like what is the starting point for you?
Ana: Yeah, let's unpack that. Let me talk a little bit about why now is so important, especially in the age of AI. As we just discussed, before IDEO, while I was at Microsoft, I was shipping artificial intelligence and really working on building the future of computing as a service for Gen Z and the Alpha Generation. This is really critical because they are the future, you know. They are the ones that are going to take society and take our planet forward. And their demands and expectations are very different than ours. They believe in a world where experiences are literally going to be play, pause, and resume on a magnitude of surfaces. In some cases not even having a surface, it's ambient computing, it's spoken. Think the movie Her, right. Which is why I find what I will be doing in 2024 so exciting, it's like building upon that and having been hands on, working and leading. So often in my career from the edge for the past 29+ years, shipping experiences that are beloved around the world, it's being able to leverage and celebrate and talk to these individuals who are all around aspects of the country, aspects of the world, being able to talk to individuals with wide ranging backgrounds and disciplines. Whether it's machine learning and research, to chip design, to mechanical software and hardware engineering, to design anthropology, to product design, to industrial design and CMF, and pull that all together and be able to help consult with and help promote others that are doing this work in the form of almost a platform whisperer. I really, truly feel that that is a superpower of mine.
Amy: Yeah, that's a good word for it.
Ana: And that aspiration is to guide and explore and build and ship and measure these experiences and these products and future services that really fundamentally drive behavioral change throughout the world. And if I come back to my grounding principles, human, simple, and authentic, for me the humanity of what it is that we do and the first thoughts that we have towards creating a new endeavor or thinking about a new experience or a product, it's really distilling it down, being reductive, [1.10.00] breaking it down to the simplest forms, to even less than an MVP. And then figuring out is that just right. Does it feel innately human? And I always use the analogy of designing tableware, a spoon. A spoon is one of the simplest, most beautiful crafted objects in the world to me because it's incredibly intimate. It's something you sustain yourself with and you put it into your body and you feel safe as you eat with the spoon. Then from a simplistic perspective it's being reductive and getting it down to just what matters. You can always be additive to it, but that redaction is really critical. Then being authentic and having a unique point of view and being strong and convicted with that point of view, I think it's a superpower that many people need to learn. And it doesn't mean to say that every idea you have will be original..
Especially now with AI and Gen AI, everything is a remix, but it's your unique perspective, point of view, your lens, that makes it authentic and no one else in the world had that 'aha' moment or that aspect of it. So the human, simple, authentic aspect of the creation process really kind of brings everything full circle. In every aspect you're thinking about, sketching, ideating, getting feedback and testing it, and then throwing things out and putting things in, and doing the information loop over and over again, it's the traditional product development mindset, but you just have to truly make sure you do it. Because if you have a point of view on something that is in your heart, that means that you will have a unique point of view on someone else's thing and feedback is so important. The art of crit and being able to receive crit, but also to give constructive crit is so lacking in this industry today. And it's something, please make sure that the future talent that is coming out of RISD and other wonderful institutions, we need to make sure that authenticity, point of view, and the culture and science of crit is so important. So ethical AI is something that you talk a lot about and one of the frame works that I've heard you discuss that is an important way to look at how AI should be developed is global intersectionality. Can you unpack that a little bit? And in doing so, can you also help us understand why it is that you're a techno optimist?
Ana: First and foremost, intersectionality so often, especially in technology companies, they love to use the term and they love to talk about inclusivity or accessibility. In the aspects of doing so, we're doing such a disservice to so many other other populations and so many other people. Intersectionality for me is truly about building and co-creation or creation for the 3% that is often left out and often continues to be marginalized. If you design for that 3%, you have the [1.15.00] ability to truly ensure you're solvent for the 97%. Making sure you're addressing age, gender, race, class, sexual orientation, physical and cognitive ability, along with so many other variables that we need to consider when we say 'intersectional design, inclusive design.' Especially intersectional design as it relates to AI because so much of the training sets that have been created academically and institutionally in the current big companies, are based on models that are not inclusive, that are based on the past. That's why I love the work that Microsoft is doing along with OpenAI and some of the other companies. In particular, Partnership on AI has a great foundation where when they're thinking about building toward a future of AGI, artificial general intelligence, they're taking into consideration and making sure they're solving for the existing models and data sets that are there. That they truly are fair. That they are reliable. That they do take into consideration privacy and security, and intellectual property rights. That they are intersectional and inclusive, and ideally they are transparent. They're open and the data sets themselves can be reviewed and peer reviewed and provide feedback and be better for it.
And that at the end of the day there's also accountability for the data sets that are being used and that if someone should use something that may cause ill harm for a community or population, that quick accountability can be taken and it can be rendered in a way that it can be fixed very fast. So for me, the aspect of responsible and ethical AI is so important because it's not just about the hard technical aspects of these experiences and the technologies that are being built. It's also about a lot of the liberal arts and the sciences that have to be considered. Anyone that is working in AI today, whether you're an engineer, whether you're a product manager, whether you're a designer, you've got to know more than just about design or engineering or business. You have to think about psychology that is going into the platform you're building. You have to think about the various different modern technologies of computer science. You have to think about the physics and the engineering and the biology, and most important, the liberal arts aspect. The way you're going to interact with these future technologies is written now, spoken in the future, and how we write and how we speak and how we give our whole self into these machines is going to be what will come out as the byproduct of that. If you don't know liberal arts, if you don't know how to be a critical thinker, if you don't know how to speak well or write well in many languages, in many cultures, it could create an output that could be harmful toward a given said population. Then also as an engineer or a product manager or a designer, you have to also learn each other's disciplines. You don't have to be deep an expert into any one of those, but you have to be able to be that T shape, deep generalist. You can do deep in your core expertise, but you have to be able to go wide, talk intelligently, debate intellectually, and work collaboratively from the T shape perspective across data science and machine learning engineering and research science and design anthropology and creating writing and visual communication and human affordance and interaction and product design. And very soon true ambient design, spacial computing. We're so close with humane and the AI clip which is the first foray. Then as you probably have heard with the discussions last week with Sam Altman, one of the reasons that the board got upset at him is because he's in discussions with Johnny Ive to create some new future AI hardware (laughter) and they thought it was a disruption of his time and focus for OpenAI. I'm like, 'oh, there's going to be a lot more interesting hardware on the horizon,' so that's exciting for all of us. (Laughs) That's why I think intersectional design is so important right now in this era of artificial intelligence and artificial general intelligence.
Amy: How do we all demand that? As people who aren't in the tech sector, who aren't actually building these products?
Ana: Everything we just discussed, especially where we find ourselves today with AI and AGI, is that it's moving so fast that it's going to require a lot of heavy emotional lifting from all of us to continually stay up to date with the latest and question with what is coming out and work with one another to rally, to raise visibility towards things that we feel is not appropriate or safe for humanity as a whole. I use the word 'humanity,' but really we need to be thinking about greater than human centered design. We need to be thinking about planet centered design. We need to be thinking about what does habitat and the environment with our ecosystem of animals and how is that affected by AI. That's something that came out of the World Design Organization that I attended and spoke at recently here in Tokyo for the 33rd gathering, and that we need to move beyond human centered design to true understanding of how ecology and our planet is affected by AI. Not just from the carbon aspect but also what are the experiences that we're creating and how it will impact other environments.
Amy: Amen.
Ana: And in particular, AI. How AI is used to optimize fishing and the fisheries around the world, that's just one example. I know that there are some brilliant minds here in Japan that are thinking about that, how to do it sustainably, effectively, and also help promote the furthering of the fisheries that exist and making sure that populations don't dwindle. You could say that that could be applied for very many different species on our planet along with the climate conditions that we're facing right now.
Amy: That gets exciting. I can see your optimism there.
Ana: Yeah, a lot of work that has been happening.
Amy: Yeah. Man, thank you so much for this. I feel like completely [1.25.00] enriched and enlightened and I am so grateful for this conversation. It's been really, (laughs) really awesome. Thank you.
Ana: Likewise.
Amy: Write a compelling podcast intro for Clever, with guest Ana Arriola, in the style of Amy Devers. ChatGPT: Amy Devers: Hey there, clever minds! Welcome back to another exciting episode of Clever, where we dive deep into the world of design, creativity, and innovation. I'm your host, Amy Devers, and today we have a true trailblazer with us, someone whose creativity knows no bounds. [Transition sound effect] Amy Devers: Our guest today is none other than the extraordinary Ana Arriola. She's a visionary in the world of design and technology, and her impact can be felt across a myriad of industries. Ana's not just breaking glass ceilings; she's redesigning the entire blueprint. [Background music intensifies] Amy Devers: From her groundbreaking work in user experience at some of the biggest tech giants to her passion for empowering underrepresented voices in the design community, Ana Arriola is a force to be reckoned with. [Transition sound effect] Amy Devers: Today, we're going to uncover the secrets behind Ana's innovative approach to design, the stories that shaped her journey, and the wisdom she's gained along the way. So grab your sketchbooks, your favorite pen, and get ready to be inspired by the one and only Ana Arriola on Clever! [Upbeat music fades out]
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3Com Corporation
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A I G – American Int’l Group
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ACCO Brands Corporation
ACE Charitable Foundation
Act Now Productions
Acxiom Corporation
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Adelante Capital Management LLC
Adobe Systems Matching Gifts
Advanced Fibre Communications
Advent Employee Matching Gifts Fund
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AES Corporation
Aetna Foundation, Inc.
Agilent Technologies Foundation
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Air Products & Chemicals Inc.
Alaska Airlines
Alco Standard Foundation
Alex Brown & Sons, Inc.
Alexander & Baldwin, Inc.
Allendale Mutual Insurance Co.
Alliance Captial
Alliance Data
AllianceBernstein Capital Mgmt Corporation
Alliant Techsystems
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US Allied Corporation Foundation
Allied World
Assurance Company
Allstate Giving Campaign
Altera Corporation
Altria Group, Inc.
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AMD Foundation
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American Express
American Express Foundation
American International Group, Inc.
American President Companies
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Ameriprise Financial, Inc.
Ameritech
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Ampex Corporation
Analog Devices
Anchor Brewing Company
Andersen Tax
Andvari, Inc.
Andy Corporation
Annual Reviews
Aon Foundation
APL Limited Foundation
Apple, Inc.
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Applied Materials
Arch Insurance
Arch U.S. MI Svcs. Inc.
ARCO Foundation
Argo Group US
Arkwright Foundation, Inc.
Armco Foundation
Art.Com Inc.
Arthur J Gallagher Foundation
Artisan Partners
Aspect
Aspect Global Giving Program
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AT&T Foundation
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ATMI Matching Gifts Program
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Avaya Communication
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AXA Foundation
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Bank of America Charitable Foundation
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Bank of the West
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Barclays Educational Matching Gift Progr
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Barnes Group Foundation, Inc.
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Beckman Coulter
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Berry Appleman & Leiden LLP
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BlackRock Matching Gift Program
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Blue Shield of California
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Boeing Company
Boston Consulting Group, Inc.
Boston Scientific
BP America BP Foundation
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Brobeck Charitable Foundation
Brobeck, Phleger & Harrison
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Buck Institute for Education
Business Wire
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BZW
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CA Technologies Matching Gifts
Cadence Design Systems, Inc.
California Endowment
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Calpak
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Co Charitable Fndtn.
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Carillon Point Account
Carnegie Foundation
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Carolyn Foundation Carolyn Hammerberg
Carter-Hawley Hale Stores Caterpillar Foundation
CBIC Ins.
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Chubb & Son
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CIGNA Foundation
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Citibank/Citicorp Citigroup Foundation
Citrix Systems, Inc.
Clariant Corporation
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Cohen Financial
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Compaq Computer Corporation
Compton Foundation Inc
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Conestoga-Rovers & Associates
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Contel Corporation
Continental Can Company, Inc.
Continental Ins. Co.
Cooper Tire & Rubber Company
Corcoran Construction Consulting, Inc.
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Corning Glass Foundation Corning Incorporated Foundation
Costco Corporate Match Covidien
CPC International
Crane Professional Services
Cray Research Foundation
Creedon Keller and Partners, Inc.
Crum & Forster
Crump Insurance Services, Inc.
CSAA Insurance Group
CSC Index, Inc.
CTB MacMillan McGraw-Hill
Cultural Homestay International
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Danforth Foundation
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Davidson Companies
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Dell Employee Giving Campaign
Deloitte & Touche Delphix
Deluxe Check Printers
Deluxe Corporation Foundation
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Dey, L. P.
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Digital Realty Trust, LP
DIGITAS LBI
Discovery Communications
Disney Employee Matching Gifts
Doctors Management Company
Dodge & Cox
Dolby Laboratories Inc.
Dolby Match Program
Dolphin Corporation
Donaldson, Lufkin & Jenrette
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Dow Corning Corporation
Dow Jones and Company
DPIC Companies, Inc.
Driscoll Strawberry Associates, Inc
Dropbox
DST Systems, Inc.
Dun & Bradstreet Foundation
Duty Free Shoppers Group Ltd.
E & J Gallo Winery
E*Trade Financial Corporation
E. S. L. Inc.
Eaton Corporation
eBay Foundation
Ecliptek Corporation
Ecolab, Inc.
EFD – E Funds eFunds Matching Gift
Elaine Perachio Electronic Arts
Eli Lilly & Company Foundation, Inc.
Elsevier Foundation Embarq
EMD Serono, Inc.
Emerson Network Power
Emhart Corporation Engineering & Manuf.
ENGPAC
Epocrates Matching Gifts Epocrates, Inc.
Equilar, Inc.
Equinix, Inc.
Equitable Agribusiness
Equitable Foundation
Equitable Life
Equitable Life Assurance
Equitable Real Estate
Esurance Insurance Service Inc.
Esurance Insurance Service, Inc.
Everen Foundation Expedia, Inc.
Expedia, Inc. Matching Gift Program
Exxon Corporation
ExxonMobil Foundation F5 Networks, Inc
Fair, Isaac & Company Inc.
Fannie Mae Foundation
Farallon Capital Management, LLC
Farella Braun & Martel LLP
Federated Department Stores
Federated Home Enter. Elec.
Fidelity Investments
Financial Fitness Association
Fireman’s Fund Foundation
First Boston Corp.
First Data Corp.
First Interstate Bank
Fleet Laboratories
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Fluor Corporation
FM Global
Foundation Follett Corporation
Ford Foundation
Forest Laboratories, Inc. Formium
Fortinet
Fortune Real Property Management
Frankel Allen Charities
Franklin Templeton Investments
Freddie Mac Foundation
Freedom Forum
Freeport-McMoran Foundation
Fremont Group Foundation
Friedman and Associates
Frog Design’s Matching Contribution Prog
G3 Enterprises Gallo Salami, Inc.
Gannett Foundation
Gap Foundation / Be What’s Possible
Gartner Group Inc.
Gartner, Inc.
Gates Foundation
GATX Corporation
Gay & Lesbian Fund
Geisse Foundation
Gelfand Partners Architects, Inc.
Gemini Computers, Inc.
Genentech Employee Giving Program
General Electric Foundation
General Mills Foundation
General Re Corporation
Genstar Corporation
Genworth Foundation
Georgia-Pacific Corporation
Gerson Bakar Foundation
Gigamon Inc
Gillette Company
Ginger Labs, Inc.
GlaxoSmithKline Foundation
GMAC Commercial Mortage Corp.
Goldman Fund
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Goodrich Company
Google Matching Gift Program
GOPRO
Gordon and Betty Moore Foundation
Graham Holdings Grainger Inc.
Grantham, Mayo, Van Otterloo & Co.
Greater Bay Bancorp Foundation
Great-West Life & Annuity Insurance Company
GreenPoint Foundation
GTE Foundation
Guidant Foundation, Inc.
Guinness UDV North America
Gulf and Western Foundation
Gulf Oil Corporation
H.M. Gousca Company
Haas Jr Matching Gifts Fund
Hales & Company Inc.
Hambrecht & Quist Group
Hanson Bridgett Law Offices Harcourt Education
Harder + Company Community Research
Harris Bank
Harvey M. Rose Associates, LLC
HB Capital Resources, Ltd.
Hearthstone Advisors, Inc.
Hefferman Insurance
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Heller Financial
Henry J. Kaiser Family Foundation
Hewlett Foundation
Hewlett Packard Enterprise
Home Depot Foundation
Honeywell Foundation
Hopkins & Carley
Hospira Employee Giving Campaign
Houghton Mifflin Company
HP Inc
HSBC Matching Gift Program
Hulu, LLC
Humanity United
Hyperion
Hyperion Solutions
I N G Foundation
IAC Foundation, Inc.
IBJ Foundation, Inc.
IBM Corporation
IKON Office Solutions
Illinois Tool Works Foundation
ime Warner
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Indymac Bank
Integrated Circuit Systems, Inc.
Intel Corporation
INTEL FOUNDATION
Internal Drive DBA
ID Tech Camps
International Data Group
Internet Industry Publishing, inc.
InterPacific Group, Inc.
Intuit
Invest In Others Charitable Foundation
Involved Iparadigms LLC
Iris Environmental Irwin Home Equity
iStar Financial Inc.
ITG – Investment Technology Group, Inc
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Itron Community Investment
J P Morgan & Co. Incorporated
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JK Group Trustees
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Johnson & Johnson
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Johnson Controls Foundation
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Juniper Networks
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Kaiser Foundation
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Kaplan Educational Ctr.
Kaplan, Inc. Matching Gifts Program
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Kayser Family Foundation
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Kennedy/Jenks Consultants, Inc.
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KeyBank Foundation
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KMART Corporation
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Kraft Foods Foundation
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KT Foundation
L V M H – S D G Matching Gift Program
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Larkin Company
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Legacy Marketing Group
Lego Education
Lehman Brothers
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Lend Lease Real Estate Investments
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Levi Strauss Foundation
Lexis Nexis
Libbey, Inc.
Lincoln Financial Foundation
Linkedin
Liquid Air Corp.
Lithotype Company
LiveOps
Lockheed Martin Space Systems
Logistix
Logitech
Logitech, Inc.
Longview Foundation Lookout Inc
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LPL Financial
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MAC Publishing, LLC
MacArthur Foundation Matching Gift Program
Mack Trucks, Hayward
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Main Management Llc
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MAP Royalty, Inc.
Maple Hill Foundation
Marin Community Foundation
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Matching Gifts
Maritz Inc.
Marsh & McLennan Matching Gifts to Ed
Martin Marietta Corporation
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MasterCard International, Inc.
Matson Foundation
Matson Navigation Company
Matthews International Capital
Management Mayfield Fund LLC
McAfee, Inc.
McCormick & Company
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McKesson Foundation
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McQuaid Bedford and Van Zandt LLP
Medarex Matching Gifts Program
MedImmune LLC
Medtronic Foundation
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Merced Systems, Inc.
Merck Partnership for
Giving Merrill Lynch & Co. Foundation, Inc.
MFS Charitable Foundation
MicroEdge
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Microsoft Matching Gifts Program
Millipore Foundation
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MMM – Minnesota Mining & Mfg.
Mobil Corporation
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Monarch Match Co.
Monsanto
Montgomery Ward Foundation
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Morgan Stanley
Morgan Stanley Dean Witter
Morrison & Foerster Foundation
Morton Frozen Foods
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MRW & Associates, Inc.
MSCI, Inc. Matching Donations
MUFG Union Bank
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National City Corp.
National Semiconductor Corp.
National Semiconductor Corpora
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Nestle Foundation
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Netflix
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Neustar Matching Gifts Program
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New York Life
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Newhall Land & Farming Company
News Corp Giving
Newsweek Matching Gift Program
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Nikon Precision, Inc.
Nintendo of America Inc.
Nokia
Nokia Matching Gift Program
NORCAL
Nordson Corporation
Northern Trust Company
Norton Company
Novartis US Foundation
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NRG Global Giving
Nuveen Investments, LLC
NVIDIA
NVIDIA Corporation O’Donnell Associates
North, Inc.
OCLC Online Computer Library Center, Inc.
Odyssey America Reinsurance Company
Office Depot Matching Gifts
Olin Corp Charitable Trust
Olin Corporation
OPSWAT, Inc.
Oracle Corp Matching Gifts Program
Orion Capital Companies
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OTA Limited Partnership
Pacific Coast E&S Insurance Services
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Palm Foundation
Parkside Lending
Parnassus Investments
Partech International, Inc.
Passport Foundation
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Paypal Gives Employee Engagement Fund
PC World Pearson, Inc.
Pepsico Foundation
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Personal Products Co
Pfizer Foundation
PG&E Corporate Foundation
Pharmaceutical Lab
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Pik-Nic Company
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PiperJaffray Pitney Bowles
Platinum Technology
PNC Foundation
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PPG Industries Foundation
PQ Corporation
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Private Ocean LLC
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Quadrus
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Quest Diagnostics
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RLI Employee Matching Gift Program
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Roche
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Select Equity Group Foundation
Sempra Energy
Sentry Insurance Foundation
Sephora USA Inc.
Shaklee Corporation
Shasta Beverages
Shell Oil Company Foundation
Shilling Family Foundation
Shugart Associates
Siemens Info. and Communication
Sierra Electronic
Sierra Health Foundation
Silicon Graphics Computer Systems
Silicon Labs
Silicon Valley Bank
Silicon Valley Community Foundation
Silver Spring Networks
Simpson Manufacturing Co., Inc
Skjervem, Inc. Skoll Foundation
Skoll Global Threats Fund
Smart Modular Technologies, Inc.
Smithkline Beckman
Sobrato Development Companies
Sobrato Organization Sohio
Sony Electronics Inc.
Sony USA Foundation, Inc.
Southern Pacific Co.
S. West Foundation
Spansion Matching Gift Program
Specialized Bicycle Components
Spencer Foundation
Sprint Foundation
SPX Foundation
Squibb
St. Paul Companies Foundation
Standard Oil Company
Stanford Research Institute (SRI)
Stanley Works
Starbucks Foundation
Starr Companies
State Farm Insurance Companies
State Street Bank & Trust Company
Steelcase Foundation
Stocker Foundation
Stone Yamashita Partners
Street Family Gift Fund
Stuart Foundation
Sun Microsystems Foundation
Sunpower Corporation
SunTrust Foundation
Supercell
Susie Tompkins Buell Foundation
Susquehanna International Group, LLP
Sutro and Co.
Swanee Hunt Foundation
Symantec Giving Station
Symantec Global Impact
Synertek, Inc.
Synopsys Foundation
Syntex Corporation
Gary and Kathleen Rogers Supporting Family Foundation
Rowe Price Program for Charitable Giving
Tableau Software
Takeda Pharmaceuticals, Inc.
Tandy Corporation
Tauck Family Foundation
TE Connectivity
Teenage Research Unlimited, Inc.
Tektronix Foundation
Teledyne Technologies
Tellabs Giving Program
Temple Foundation
Temple-Inland Foundation
Tencue Productions Inc.
Tenet Healthcare Foundation
Teradata Cares
Tesoro
Tetra Tech EM Inc.
Texas Instruments Foundation
Texas Pacific Group Textron, Inc.
The Clorox Gift Campaign
The Clowes Fund, Inc.
The Code Works, Inc.
The Fort James Foundation
The Kuntz Foundation
The NCR Foundation
The Prudential Foundation
The St. Paul Companies, Inc.
Thermo Fisher Scientific
Thomas J. Lipton Foundation
Thomson Financial/United States Employee
Thomson North America Legal
Thomson Reuters
Thrivent Financial
Thrivent Financial For Lutherans Foundation
TIAA-CREF
Ticketfly, Inc.
Tiffany & Company
Time Warner Foundation
Time, Inc.
Times Mirror Foundation T-Mobile, USA
Toyota Info Technology Center USA Inc
TPG Capital, L.P.
Transamerica Corporation
Transmeta Corporation
Travelers Insurance
TRIPADVISOR Matching Gifts
TRW Foundation
Tucker Foundation
Turley Wine Cellars
Tyco International
U.S. Bancorp Foundation UBM, LLC
UBS Foundation
USA Unilever
United States Foundation, Inc.
Union Bank of California Foundation
Union Pacific Corporation
Union Texas Petroleum
Uniphase Corporation
Unisource Foundation
United Airlines Charitable Giving Program
United Business Media LLC
United Defense
United Technologies
Unity Software
Unum Charitable Fund
UPS Foundation
Urban Green Investments
Urban Policy Development LLC
US Air
US Bank Foundation
US Fidelity & Guaranty Corp.
US West
USG Foundation, Inc.
USA Corporation
Valent
Valero Refining Company
Valhalla Charitable Foundation
ValueAct Capital
Varian Medical Systems
Veeva Systems
Verisk Analytics
Veritas Software Foundation
Verizon Foundation
VF Foundation
Virgin Mobile USA, LLC
Visa GivingStation
VISA Matching Gift Program
Vivendi Universal
VMWare Foundation
VMWare Matching Gift Program
W. P. Carey Co., Inc.
W.W. Grainger Inc.
Wachovia Foundation
Walmart Foundation
Ware & Freidenrich
Washington Mutual Foundation
Waste Management
Waters Corporation
Wealth Management Advisors, Inc.
Webroot Software, Inc.
Weil Capital Managment
WellPoint Foundation
Wells Fargo Community Support Campaign
Wenilda Sligh
Westamerica Matching Gift Prog
Western Annuity Svs., Inc.
Western Athletic Clubs, Inc.
Western Digital
Western Payments Alliance
Western Union Foundation
Westinghouse Electric Corporation
Wetherby Asset Management
William and Flora Hewlett Foundation
William Blair & Co. Foundation
Williams Corporation
Williams-Sonoma Foundation
Willis Lease Finance Corporation
Wm .Wrigley Jr. Company Founda
WMX Technologies, Inc.
World Reach Inc Matching
xas Instruments Foundation
Xcel Energy Foundation
Xilinx Corporation
XiNET
XL America XL Catlin
XMR Corporation xtron
Yahoo Inc
Yahoo! Employee Charitable Giving Progra
yco
Yelp Foundation Yelp Inc
Young and Rubicam Foundation
Zephyr Real Estate
Zurich North America
Zynga Inc.
|
|||
wrong_mix_range_subsidiary_00028
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FactBench
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1
| 64
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https://www.ded.uscourts.gov/judges-info/opinions%3Ffield_judge_order%3DAll%26field_opinion_date_value%255Bvalue%255D%3D2014-02%26page%3D50
|
en
|
United States District Court
|
[
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https://www.ded.uscourts.gov/sites/all/themes/district/favicon.ico
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Information about the United States District Judges and Magistrate Judges for the District of Delaware, including general contact information for each Chamber. Chamber procedures for each Judge with the Court can be accessed through their individual links.
|
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wrong_mix_range_subsidiary_00028
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FactBench
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1
| 73
|
https://canineguardians.org/
|
en
|
Canine Guardians Assistance Dogs
|
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Specially trained service dogs who help PTSD Veterans and people with disabilities with their every day physical needs and emotional needs.
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|
Canine Guardians Assistance Dogs
|
https://canineguardians.org/
|
Canine Guardians Assistance Dogs - Transforming Lives
Our Mission:
At Canine Guardians Assistance Dogs, we raise, train, and place service dogs with veterans suffering from PTSD and individuals with disabilities, all at no cost. Our dogs bring healing and companionship, making a profound impact on their lives.
Comprehensive 2-Year Training
Our service dogs undergo a rigorous 2-year training program with dedicated Puppy Parent Trainers. They master over 90 commands, including:
Anxiety alerts
Light control
Door and drawer operations
Object retrieval
General protection
How Our Dogs Make a Difference
Facilitating re-integration and socialization
Recognizing signs of anxiety or distress
Interrupting nightmares for better sleep
Boosting confidence and abilities
Emotional Benefits of a Service Dog
Our service dogs provide exceptional emotional support:
Love and companionship
Comfort through obedience and presence
Joy and stress relief
Motivation for outdoor activities and socialization
Experience the Transformation
Discover how Canine Guardians Assistance Dogs can enhance emotional well-being and provide the companionship you need.
Canine Guardians Assistance Dogs Receives Grant from Community Fund to Support Canine Welfare Initiatives
Napa, CA – May 5, 2024 – Canine Guardians Assistance Dogs, a nonprofit dedicated to raising, training, and placing service dogs with PTSD veterans and their families, is thrilled to announce that it has been awarded a generous grant from The David and Jane Gotelli Family Fund through the Napa Valley Community Foundation.
The grant, which was awarded in March to Canine Guardians Assistance Dogs, will provide crucial support to raising and caring for service-dogs-in-training. Our service dogs are the cornerstone of the program, and their well-being is central to our mission
"We are incredibly grateful to The David and Jane Gotelli Family Fund for a generous grant through the Napa Valley Community Foundation,” said Emily Abramson, Board Member for Canine Guardians Assistance Dogs. “These funds will directly support the well-being and welfare of our service-dogs-in-training as they gain skills that will change the lives of their human companions. This grant will make a significant impact on our ability to serve our community, and we are excited to put these funds to work in support of our programs and initiatives."
Canine Guardians Assistance Dogs extends its heartfelt thanks to The David and Jane Gotelli Family Fund for their belief in our mission and commitment to making a positive difference in the lives of service dogs and veterans. Together, we can save lives.
Our Golf & Gala is October 2nd 2024 at Napa Golf Course at Kennedy Park. It is thanks to you, our donors, supporters, golfers, helpers, sponsors, and dinner attendees that make it an ALWAYS FUN EVENT!! Donations are coming in!!!!
Please thank our donors when you visit their establishment-
Merryvale Reserve Tasting for 6 + wine
Napa Golf Course
Trader Joes $50
Various Donors of SF Giants Bobbleheads
IF YOU WOULD LIKE TO MAKE A DONATION OR SPONSOR< PLEASE EMAIL US AT CGADogs@gmail.com. We will add you to the list. :)
Thank you ALL!
See if your company matches-
BAY AREA COMPANIES THAT MATCH EMPLOYEE DONATIONS*
To our knowledge, the following local companies offer a matching gift when their employees make a personal donation to a nonprofit organization. This means that your employer may be willing to match all or part of your donation amount with its own donation to Canine Guardians Assistance Dogs.
A “matching gift” is a donation made by a corporation or foundation (on behalf of an Employee) that matches that employee’s contribution to a nonprofit organization. This can double, triple, or even quadruple your contribution! Our partial list of Bay Area corporations and foundations with matching gift programs is below. Contact your Human Resources department for information about your company’s program. If you find that your unlisted employer does offer a matching gift program, please let us know so that we can add them to our list.
Thank you!
*Our list was compiled from other lists found online and may not be comprehensive or up to date, so please check with your employer. Your employer will provide you with all the information needed to process your matching gift.
3Com Corporation
3M Foundation
Abbott Laboratories Fund
AC Vroman Inc. Accenture
ACE INA Foundation Acrometal Companies Inc. Acuson Adaptec, Inc.
ADC Telecommunications Addison Wesley Longman Adobe Systems, Inc.
ADP Foundation
Advanced Fibre Communications Advanced Micro Devices (AMD) Advantis
AES Corporation
Aetna Foundation, Inc. AGIA, Inc.
Agilent Technologies
Agribank, FCB
Air Products & Chemicals Inc. Alex Brown & Sons, Inc. Alexander & Baldwin Foundation
Allendale Mutual Insurance Company
Alliance Capital Management Co. Alliant Techsystems Inc.
Allied Signal Inc.
Allstate Giving Campaign
Allstate Insurance Company
Altria
ALZA Corporation American Cynamid American Express
American Honda Motor Co.
American International Group (AIG) American Management Systems, Inc. Ameriprise Financial
Ameritech Corporation
Ameron Inc. Amgen
Anchor Brewing Company
Antioch Companies/Webway AOL Time Warner Foundation AON Foundation
Applera Corporation Applied Materials Aramark Corp.
Archer-Daniels-Midland Company Archie and Bertha Walker Foundation ARCO Foundation
Argonaut Insurance Group Arkwright Foundation, Inc. Arthur J. Gallagher Foundation Aspect
Communications Corp.
Aspect Global Giving Program
Aspect Telecommunications
AT&T Foundation
ATC
ATK Sporting Equipment
Autodesk, Inc.
Automatic Data Processing Aventis Pharmaceuticals Avery Dennison
Avon
Axa Foundation
Ayco
Barclays
Bemis Company Foundation
Berkeley Systems, Inc. Best Foods BFGoodrich Company
Birkenstock Footprint Sandals
Bixby Land Company Black and Decker Blandin Foundation
Blauvelt Demarest Foundation, Inc.
Bloomingdale's
Blount Foundation
Blue Shield of California BMC Industries Inc. BNSF
Boeing Company
Boeing
Boeing Gift Matching Program
Boole & Babbage, Inc. Booz Allen Hamilton Borden Foundation Boston Consulting Group
BP Amoco Corporation BP Foundation
Braun Intertec Co. Breslauer and Rutman, LLC Brobeck Charitable Foundation Broderbund
Foundation
BT Commercial/Deutsche Bank
BTD Manufacturing, Inc. BTW Consultants, Inc.
Burlington Northern Santa Fe Railway Co. Business Wire
Butler Manufacturing Company
Bakar, Gerson Foundation Bakers Square Restaurants Bank of America
Bank of California
Bank of the West
Bank One Corporation Bankers Trust Foundation Banta Corporation Barclays Global
Investors
Barnes Group Foundation, Inc. Baxter Allegiance Foundation Bay Networks
Bea Foundation BEA Systems Bearingpoint Bechtel Group
Becton Dickinson & Co.
Bell Atlantic Foundation
Bell-Carter Olive Company
C.B. Fleet
C.M. Capital Foundation Cadence Design System, Inc. California Community Foundation
California Endowment
California HealthCare Foundation California Institute of Technology California Wellness
Foundation Calpine Corporation
CAN Foundation
Candle Foundation Capital Group Companies Carnegie Foundation
Case Corporation Cashin Company Castlerock Technology Caterpillar Foundation
CBS Foundation, Inc. Celera
Celestica Corporation CertainTeed Co. Charitable Gift Fund
Champion International Corporation
Charles Schwab & Company Inc. ChartHouse International Charitable Gift Fund
Chase Manhattan Foundation
Chevron
Chicago Title and Trust Company Foundation
Chubb & Son, Inc. Ciena Corporation CIGNA Foundation Cingular Wireless Circuit
City Foundation Cisco Systems, Inc. Citigroup Foundation
2
Clariant Corporation Clorox Company CMP Media, Inc.
CMS Hartzell Inc.
CNA Insurance Company Foundation
CNA Surety Co.
Coca-Cola Foundation Colgate-Palmolive Company Color Print
Commerical
Community First National Bank Community Foundation Community Partners
Compaq (HP)
Compton Foundation
Computer Associates International. Inc. Computer City Supercenters
Computer Network Technology
Connecticut Mutual
Conrad N. Hilton Foundation
Consolidated Natural Gas Company Foundation
Cooper Tire& Rubber Company
Corbis
Computer Associates
Corning Inc. Foundation
Countrywide Financial International, Inc. Cowell Foundation
Cray Research Foundation
Crump Insurance Services, Inc. Cultural Homestay International Cytec & Affiliates
Danforth Foundation
Dataquest Inc
David & Lucille Packard Foundation
Del Monte Foods
Deloite & Touche
Delta Airlines Foundation Deluxe Corporation Foundation Deutsche Bank Americas Foundation
DFS Group Limited
Diageo North America
DisplaySales DocuSign Dodge & Cox
Dougherty Financial Group, LLC
Dougherty Summit Securities, LLC Dow AgroSciences LLC
Dow Corning Corporation
DST Systems, Inc.
Duty Free Shoppers Group Ltd.
East Bay Community Foundation
Eaton Corporation eBay, Inc.
Ecolab Foundation
Edelman Edison EFunds
Electronic Arts, Inc.
Elf Atochem North American
dEli Lilly & Company Foundation
ELuxury — LVMH — SDG Emerson Electric Company Energy for Ors
Equifax
Equitable Foundation
Ericsson
Ernst & Young Esurance, Inc. Everen Foundation
Exxon Mobil Foundation
Fair, Isaac and Company Inc. Family Financial Education
Federated Department Stores (Macy's) Fel-Pro
Fidelity Investments First Data Corporation First Quadrant
Fisherman Family Foundation Fleet Boston Financial Foundation Flora Family Foundation
FM Global Foundation
FMC
Fort James Foundation Fortis Companies Frankel Allen
Franklin Templeton Investments Freddie Mac Foundation Freedom Forum
Fremont Group
Fujitsu America Inc
Gallo Gannett Foundation
Gap Foundation Gartner Group, Inc. Genentech, Inc.
General Agents Acceptance Co.
General Electric
General Mills Foundation Georgia-Pacific Corporation Gillette Company
3
GlaxoSmithKline
Global Community Partnerships
GMAC Commercial Mortage Corporation
Goldman, Sachs & Company Goodrich Corporation Google
Gordon & Betty Moore Foundation
Grainger Greater Bay Bancorp
Greater Kansas City Community Foundation
GS&Co
GTE Foundation
Guidant Foundation, Inc.
H & R Block
Haas, Jr. Fund, Evelyn and Walter Halleland, Lewis, Nilan, Sipkins, & Johnson Hambrecht & Quist Group
Harcourt General Inc.
Harder & Company Harris Bank Foundation Harris Corp
Harsco Corporation Fund
Hartford Steam Boiler Inspection & Insurance
Henry A. Bromelkamp & Co.
Henry J. Kaiser Family Foundation
Heublein Foundation, Inc. Hewlett Packard
Hewlett, William and Flora Foundation
Hickory Tech Corporation Foundation
Hitachi Foundation
HJ Heinz Company Foundation
Hoffman-LaRoche Home Depot Honeywell Foundation Horizon Media Inc.
Houghton Mifflin Company
Household International
HSBC Philanthropic Programs
Hughes Aircraft Co.
Hyperion Solutions Corporation
IAC
IBJ Foundation, Inc. IBM Corporation
IDS Financial Services
IKON Office Solutions Foundation Illinois Tool Works (ITW) Independent Charities
ING Foundation
Ingram
Inktek Plastics, Inc
Integrated Circuit Systems
Intel
International Data Group InterPacific Group, Inc. Intuit
Involve
Irvine Foundation Irwin Home Equity ITG, Inc.
Itochu International
ITT Industries Inc.
ITW - Illinois Tool Works
J & H Marsh & McLennan
J. Paul Getty Trust
J. Walter Thompson Co. James Irvine Foundation Javelin Solutions
JDS Uniphase Corporation
Jewish Community Foundation
John Hancock Mutual Life Insurance Company
John Wiley & Sons, Inc. Johnson& Higgins
Johnson& Johnson Family of Companies
Johnson Controls Foundation Johnstech International Corporation Joseph E. Seagram & Sons,
Inc. Jostens Inc.
JPMorgan Chase Jump Associates, LLC Juniper Networks Company
K/P Corporation
Kaiser Family Foundation, The Henry J. Kaiser Permanente
Kaplan, Inc. Matching Gifts Program
Kellogg Foundation, W. K. Kemper Group Corporation Kennedy Jenks Consultants King
Controls
Kmart Co.
Knight Foundation, John S. & James L. Kochis Fitz
Komag, Inc.
KPMG, LLP
Kraft Foods, Inc.
Lam Research Corporation
Land O' Lakes Foundation
Larkin, Hoffman, Daly & Lindgren, Ltd. Lasecke Weil Wealth Advisory Group, LLC
4
Legacy Marketing Group
Lend Lease Real Estate Investments
Leo Burnett Company Fdn. Levi Strauss Foundation Lexis-Nexis
Lexmark International
Libbey, Inc. Lithotype Company
Lockheed Martin Corporation
Logistix
Los Angeles Times
Lotus Development Corporation
Lucent Technologies
LVMH Selective Distribution Group
Macromedia
Macy's
Mal Warwick & Associates, Inc. Manulife Financial
Marin Community Foundation
Maritz, Inc. Marquette Bank Marsh & McLennan
Massachusetts Financial Services Company
MasterCard International, Inc. Matson Navigation Company Mattel Children's Foundation
Maurices Inc.
Maxim Integrated Products May Foundation Company McAfee, Inc.
McCune Foundation McDonald’s McDonnell Douglas MCG/Healthcare
McGraw-Hill Companies Foundation, Inc.
McKesson Foundation McKnight Foundation McMaster Carr McNeely Foundation
MEDTOX Laboratories Inc.
Medtronic
Mellon Bank Corporation Mellon Financial Corporation MENSCO
Mentor Graphics
Mercantile Safe Deposit & Trust Merck Company Foundation Meredith Corporation
Merrill Lynch & Company Foundation, Inc.
Metris Companies Foundation
Metropolitan Life Insurance Co. MFS Investment Management Michaud, Cooley & Erickson
Micron Technology
Microsoft
Millipore Foundation
MindShare
Mineral Acquisition Partners, Inc. Mitsubishi Bank
MMI Companies, Inc. Mobil Foundation Inc. Mobil Oil Co.
MONY Life Insurance Company
Mony's
Moody’s Corporation Foundation
Morgan Chase
Morgan Stanley
Morrison & Foerster Foundation Morton International, Inc. Motorola Foundation
MRW & Associates, Inc. MTS Systems Co. Murphy Oil USA Inc. Mutual of New York
Nabisco Foods Group Nalco Chemical Company National Computer Systems National
Instruments Corporation National Medical Enterprises
National Semiconductor Corporation
National Starch & Chemical Foundation, Inc. NCR Foundation
Network Associates
New Century Financial Co. New Energy, Inc.
New York Life Insurance
Newsweek
Nike
Nikon Precision
Nissan North America, Inc. Nokia
Norcal Mutual Insurance Nordstrom Corporation Nortel
Northern Trust Company
Northrop Grumman Foundation Norton Company Foundation Norvartis US Foundation
Norvellus Systems
Novell
5
NRG-Natural Resource Group
Nursing Strikes
NVIDIA Corporation
O’Donnell Associates North, Inc. Object Technology, Inc.
Office Depot
Olin Corp. Charitable Trust
Olive Garden
Omron Foundation, Inc. Ondeo Nalco
Oracle Corporation
Osmonics Inc.
OTA Limited Partnership
Outreach
Owens Corning
Pacific Bell
Pacific Enterprises–Sempra Energy
Pacific Mutual Life Pacific Telesis Patagonia
Payden & Rygel
PBG Matching Gifts
PCW Communications, Inc. Peninsula Community Foundation PepsiCo Foundation Inc.
Pequot Capital Management
Pfizer Inc. PG&E
Phoenix Home Life
Pimco Foundation
Pioneer Hi Bred International
Piper Jaffray Pitney Bowes, Inc. Pizza Hut
PNC Bank Foundation Power Integrations, Inc PPG Industries Foundation PQ Corporation
Pricewaterhouse Coopers Provident Companies, Inc. Providian Financial Prudential Foundation
Public Strategies Group
Quad Graphics
Quaker Oats Foundation
Qualcomm Inc. Quantum Corporation Quentin Hancock Fund
Quest Diagnostics
R.R. Donnelley & Sons
Radio Shack Random House Raychem Corporation RBC Dain
Rauscher Foundation Reader's Digest Foundation REALTORS
Remmele Engineering Inc. Residential Funding Co. Resource Companies Retek, Inc.
Reuters
RJR Nabisco, Inc.
Robert Sharp Pacific Overtures
Roche Diagnostics Rockefeller Foundation Rockwell International Rosendin Electric
Royal & SunAlliance DPIC
Rustic Canyon Group
SAFECO Insurance Companies
Salesforce
Sallie Mae
Salomon Smith Barney Charitable Trust
San Francisco Chronicle
San Francisco Foundation
San Mateo County Association
SanDisk
SAP
Sara Lee Foundation Sauer-Sundstrand SBC Communications SBC Foundation
Schering-Plough
Schwab Corporate Foundation
SCICOM Data Services
Scitor Corp.
Scudder Kemper Investments, Inc. Seagate Technology, Inc. Securities Service Division
Sempra Energy
Sentry Insurance Foundation
Sephora
SH Cowell Foundation Shaklee Corporation Sheldahl
Shell Oil Company
6
Shoretel
Siemens Corp.
Sierra Pacific Resources
Silicon Graphics
Silicon Valley Community Foundation Simpson Manufacturing Company, Inc. Smart Modular
Technologies
Smith Barney Citigroup SmithKline Beecham Foundation Sonoma County Community Foundation Sony
Electronics, Inc.
Sony Pictures
Sony USA Foundation, Inc.
Sophie & Arthur Brody Foundation
Sourn California Gas Spencer Foundation Sprint Foundation SPX Corporation Square D
Foundation
St. Paul Companies, Inc.
Standard Brands Paints Stanley Works Starbucks
State Farm Insurance Co.
State Street Bank & Trust Company Stirtz, Bernards & Company, PA Stream International
Stuart Foundation
Sulzer
Spine-Tech
Sun Microsystems
Sun Microsystems Foundation Susquehanna Partners, G. P. Swordspoint Foundation, Inc.
Sylvan Learning Center Symantec Corporation Synopsys Technology
SYSCO Corp.
T.Rowe Price Group Tandy Corporation Tektronix Foundation Teledyne Technologies, Inc.
Telesis Foundation
Temple-Inland Foundation
Tenet Healthcare Tennant Foundation Tenneco Inc.
Texas Instruments
Textron Inc.
Thomas J. Lipton Foundation
Thomson Media
Thrivent Financial for Lurans
Tiffany & Co. Time Warner Inc.
Times Mirror Foundation Tompkins Corporation Toro Foundation
Toyota Motor Sales USA Transamerica Corporation Traveler's Foundation Tricon Foundation
TRW Foundation
Turner Construction Co. Tyco Thermal Controls
U. S. West Foundation UBS Realty Investors LLC UBS/PaineWebber
UFE Inc.
Unihealth Foundation Unilever United States, Inc. Union Bank of California Union Pacific Railroad
Union Texas Petroleum Uniphase Corporation Unisource Worldwide, Inc. United Airlines
United Business Media
United Defense
United Technologies Corporation Universal Hospital Services Universal Studios
Unocal Foundation
UPS Foundation
US Fidelity & Guaranty Corp. USA Interactive
USF & G
Valdero Corporation
Vanguard Charitable Endowment
Vanguard Group
Varian Medical
Veritas Software Corporation
Verizon
VISA International
VMware Inc.
Vulcan Materials Company
Wells Fargo & Company
West Group
Western Asset
7
8
Western Payments Alliance
Westinghouse Electric Corporation
Wiley & Sons, Inc.
William & Flora Hewlett Foundation
Williams Corporation
Willis Lease Finance Group WMX Technologies, Inc. Woodburn Group, Inc. Words At Work, Inc.
Working Assets Funding Service
World Reach, Inc.
W. P. Carey Company, Inc. W. W. Grainger, Inc. Wachovia
Warner Bros.
Washington Post
Waste Management Inc. Waters Corporation
Weil Capital Management, LLC Weisman Enterprises Inc. Wellpoint Foundation
.
Xcel Energy
Xerox Foundation Xilinx Corporation XiNET
Yahoo!
Young & Rubicam Inc. Yum
Zelle, Hoffmann, Voelbel & Gette LLP Zero-Max, Inc.
Ziff-Davis Inc
Can a simple donation really make a difference in a person’s life! You bet! Ask any of our grateful service dog recipients (See Testimonials), they will tell you it has been a LIFE CHANGER!
Here are 9 reasons why donating is good-
1. Experience More Pleasure
Donating money simply makes you feel better, which is something we can all benefit from.
2. Help Others in Need
When you donate your money, you help others who need it.
3. Get a Tax Deduction
If you give to an IRS-approved charity, you can write off donations on your tax return. Donating your cash is a great way to reduce the amount of money you send off to Uncle Sam, and for a good cause, to boot.
4. Bring More Meaning to Your Life
Any donation makes an impact! and can infuse your everyday life with more meaning. If you've been stuck in a rut, whether personally or professionally, sometimes the simple act of donating cash can do the trick and reinvigorate your life.
5. Promote Generosity in Your Children
When your kids see you donating money, they're much more likely to adopt a giving mindset as they grow up.
6. Motivate Friends and Family
By giving, you can stroke passions in the folks around you, which is a very positive and tangible effect of your own giving.
7. Realize that Every Little Bit Helps
Dollars add up and they all make a difference!
8. Improve Personal Money Management
If you set a scheduled $100 donation each month , that can motivate you to be more attentive to your own finances. AND, see next section below to see if your company will match your donation!
9. Give, If You Can't Volunteer
This might not necessarily be a positive effect of charitable giving, but if you're too busy to volunteer or can’t imagine being a puppy parent, then giving money is the perfect workaround. Writing out a check is a simple way to show you're willing to help others in any way you can.
|
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FactBench
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0
| 44
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https://wiregrasshabitat.org/matching-gift-program/
|
en
|
Matching Gift Program – Wiregrass Habitat for Humanity, located in Dothan AL
|
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https://wiregrasshabitat.org/matching-gift-program/
|
Matching Gift Program
The process is simple: ask if your company has a Matching Gift program. If so, obtain a matching gift form from your personnel office or matching gift coordinator, fill it out completely and send it along with your contribution to: Wiregrass Habitat for Humanity, P. O. Box 7002, Dothan, AL 36302. We will complete the form and submit it to your employer. It’s as easy as that!
Your gift and your company’s matching contribution will help Wiregrass Habitat for Humanity reach our goal of eliminating poverty housing. You can help make a difference–one house, one family at a time!
The following companies have agreed to match employee contributions to Habitat for Humanity. If your company is not listed below, ask your personnel office for more information about your company’s matching gift program.
Click on the first letter of your company’s name to see if they are listed:
20th Century Insurance Companies/Industries & Subsidiaries
3Com Corporation
3M Corporation – Volunteer Program
A & E Television Networks
A.O. Smith
AAA Laser Service & Supplies
AAL Aid Association for Lutherans
AARP
Abbott Laboratories
ABC/Capital Cities
Abell Foundation, Inc.
Abell-Hanger Foundation
Abemarle Corporation
Abercrombie & Kent
Abernathy/MacGregor Group
Aboda, Inc.
Access Group
Access Sciences Corporation
ACCO Brands, Inc.
ACCO USA Inc.
Ace Charitable Foundation
ACE INA Foundation
Actavis US
Acuity Brands, Inc.
Acumen International
Acuson Corp. Computed Sonography
Acxiom Corporation
Ada County Association of Realtors
ADA-ES, Inc.
Adaptec Inc.
ADC Foundation
ADC Telecommunications, Inc.
Adelante Capital Management, LLC
ADM Archer-Daniels Midland
Administaff, Inc.
Adobe Systems, Inc.
ADP Automatic Data Processing, Inc.
Advanced Cardiovascular Systems, Inc.
Advanced Fibre Communications
Advanced Micro Devices
Advanta Foundation
Advent Software
Advisor Technologies
AEGIS Insurance Services, Inc.
AEGON Transamerica Foundation
AES Beaver Valley, Inc.
AES Cilco Energy Delivery Unit
AES Corporation
AES Intricity, Inc.
AES Ironwood Foundation
AES New Energy
AES Pacific Inc.
AES Power Direct LLC
AES Thames, Inc.
AES/PALCO
Aetna Foundation, Inc.
Aetna Life and Casualty Foundation
Aetna, Inc. – Matching Grant – Personal Donations
AG Communication Systems
AgriBank, FCB
Agron Inc.
Aid Association for Lutherans
AIG American International Group, Inc.
Aileen S. Andrew Foundation
Air & Water Technologies
Air Liquide USA LLC
Air Products & Chemicals
AK Steel Holding Corporation
Akzo America
Akzo Nobel
Akzo Salt
Alan Lithograph
Alaska Air Group, Inc.
Albany International
Albemare
Albemarle Corporation
Albemarle Foundation
Alberta Energy Company LTD
Albertsons
Alcan Aluminum
Alco Standard
Alcoa
Alex Brown & Sons
Alexander & Baldwin
Alexander Hamilton Life
Allegheny Ludlum
Allegheny Technologies
Allegheny-Teledyne, Inc.
Allegro Micro Systems, Inc.
Allegro Microsystems Inc.
Allendale Insurance
Alliance Capital Management
Alliance Capital Management L.P.
Alliance Data
Alliance One International, Inc.
AllianceBernstein Holding L.P.
Alliant Energy Corporation
Alliant Energy Foundation
Alliant Techsystems
Allianz Global Risks US Insurance Company
Allianz Investment Corporation
Allied Irish Bank
Allied Signal
Allied Signal Foundation, Inc.
Allied World Assurance (U.S.) Inc
Allmerica Financial
Allstate
Allstate Giving Campaign
Allstate Giving Campaign
Allstate Insurance Company
Alltech Electric, Inc.
Alltrista
Ally (formerly known as GMAC Financial Services)
Alterra Capital Group Ltd.
Altran Corporation
Altria Group, Inc.
Altria Group, Inc.
Alyeska Pipeline Service Company
Alza
Ambac Financial Group, Inc.
Ambac Financial Group, Inc.
AMBAC Inc.
Amcast Industrial
AMD Advanced Micro Devices
American Academy of Dermatology
American Airlines
American Airlines Political Action Committee
American Appraisal Associates
American Brands
American Century Investments
American Cyanamid
American Eagle Outfitters
American Electric Power
American Electric Power System
American Express
American Express Company
American Express Financial Advisors, Inc.
American Express Foundation
American Express Minnesota
American Fidelity Assurance Corporation
American Fidelity Corporation
American General Finance
American Home Products
American Honda Motor
American Insurance Association
American International Group (AIG)
American International Group, Inc.
American Intl. Group
American National Bank & Trust
American National Bank Foundation
American Power Conversion Corporation, Inc.
American President Companies
American Ref-Fuel
American Refining Group, Inc.
American Skandia
American Society of Association Executives
American Standard
American States Foundation
American States Insurance
American Tower Corporation
American United Life Ins.
Americas Styrenics (Non-Profit Match)
Ameriprise Financial, Inc (for Employees and Employee Advisors (P1))
Amerisure Companies
Ameritech
Ameritech Michigan
Ameritech Ohio
Ames Planning Associates Inc.
Amgen Foundation
Amgen, Inc.
AMI
Amica Companies
Amoco
AMP
AmSouth Bancorporation Foundation
Amsted Industrial Foundation
Amsted Industries
AMSTED Industries Incorporated
Amtecha
Amvesters Financials Foundation
Amylin Pharmaceuticals, Inc.
Analog Devices
Analytics Operations Engineer
Anchor Brewing Co.
Anchor Brewing Company
Anchor Capital Advisors, LLC
Andersen Consulting
Anderson Greenwood
Andersons Management
Andersons, Inc.
Andrews & McMeel Foundation
Andrews McMeel Universal
Andrews McMeel Universal Foundation
Anheuser-Busch
Anheuser-Busch Companies
Annett Holdings, Inc./TMC Transportation
Antioch Company
ANZ Investment Bank NY
AOL Inc.
Aon
AON Companies
AON Corporation
Aon Foundation
Apache Canada Ltd.
Apache Corporation
Apache Corporation
Apex Foundation
APL Limited
APL Limited Foundation
Apogent Technologies
Apple Matching Gift Program
Apples Computer
Applied Materials
Applied Voice Technology
APS
Aptar Group Charit. Fdtn.
AptarGroup Charitable Foundation
Aptima
Aptima, Inc.
ARA Group
ARAMARK
ArcelorMittal
Arch Capital Services, Inc.(Directors Program)
Arch Chemicals Inc.
Arch Chemicals Inc.
Arch Insurance Group
Archer Daniels Midland Co.
Archer-Daniels Midland Company
Archer-Daniels-Midland
ARCI
ARCO
Arco Chemical
ARCO Corporation
Arcom Master Systems
Arete Associates
Argo Group US
Argonault Group Inc.
Argonaut Group
Arie and Ida Crown Memorial
Arizona Raft Adventures, Inc.
Arkwright Foundation
Arkwright Foundation Inc.
Arkwright-Boston Mutual Ins.
Armco
Armstrong
Armstrong Employee Choice Matching – Monetary
Arnall Golden & Gregory
Arnold & Porter
ARRIS Solutions, Inc.
Art Technology Group
Art Technology Group, Inc.
Arthrex Inc.
Arthur Andersen LLP
Arthur J. Gallagher & Co.
Arthur J. Gallagher Foundation
Asarco
Ashland
Aspect Software, Inc.
Aspect Telecommunications
Assent LLC
Associates Corp.
Associates First Capital Corporation
Associates III, Inc.
Association of American Medical Colleges
Assurant Employee Benefits
Assurant Health
Assurant, Inc.
Assurity Life Insurance Company
Astoria Federal Savings
Astra Merck
AT&T
ATAPCO
Athens Group Inc.
ATI Assessment Technologies Institute
ATK Alliant Techsystems Inc.
Atkins Nutritionals, Inc.
Atlantic Richfield
ATMI
Atochem
Attachmate
Attachmate Corporation
Attaway Investments
Augat
Auto Alliance
Auto Club Inter-Insurance Exchange
Auto Club of Missouri
Autodesk Inc
Autodesk, Inc.
Autoliv North America
Automatic Data Processing
Autonomy Corporation USA
Auto-Owners Insurance
AutoTrader.com, LLC.
AutoZone
AutoZone, Inc.
Avatar Holdings, Inc.
Aventis Pharmaceuticals
Avery Dennison
Avis Budget Group
Aviva USA
Avon Products
Avon Products Foundation Inc.
Avon Products, Inc
AXA Financial
AXA Foundation
Axel Johnson
AXIS Capital Holdings Limited
B&E Electroform Company of SC
B.F. Goodrich
Babson Capital Management LLC
BAE Systems
BAE Systems, E&IS, Network Systems
Bailey Foundation
Baker & McKenzie
Baker Fentress & Co.
Baker Hill
Baker Hughes Foundation
Baker Hughes, Inc.
Ball
Ball Corporation (Non-Profit Program)
Baltimore & Towson
Baltimore Gas & Electric
Baltimore Life Insurance Company
Banc One Wisconsin
Bandicott Corporation
Bank Julius Baer & Co.
Bank of America
Bank of America Corporation
Bank of America Foundation Matching Gifts
Bank of America Volunteer Grants
Bank of Boston
Bank of Hawaii
Bank of New York
Bank of the West
Bank of Tokyo-Mitsubishi Ltd
Bank of Tokyo-Mitsubishi UFJ, Ltd.
Bank One Dallas
BankAmerica
BankBoston
Bankers Square Restaurants
Bankers Trust
Bank-Fund Staff FCU
Banner Life Insurance Company
Banyan Institutes
Barber-Colman
Barclays Global Investors
Barnes & Associates Prof. Srvc.
Barnes & Roche
Barnes Group
Barnett Banks
Barnett, Dulaney, Perkins Eye Center
Baroid
Barriere Construction Co.,LLC
Barron Newburger & Sinsley, PLLC
BASF
Batterymarch Financial Management
Batterymarch Financial Management, Inc.
Batus, Inc.
Baupost Group
Baupost Group LLC
BAX Global
Baxter
Bay Networks Inc.
BayBanks
BCD Travel
BCS Financial Corporation
Bea Associates
Beam Global Spirits & Wine, Inc.
Beatrice
Bechtel
Beckman Instruments, Inc.
Becton Dickinson
Becton Dickinson and Company
BECU
Beecham SmithKline
Belden
Belden CDT, Inc.
Belden Wire & Cable Company
Bell & Howell
Bell Atlantic
Bell Industries
Bella Capelli Sanctuario
BellCore
Bellemeade Development Corporation
BellSouth
Bellwether Exploration Co.
Bemis
Bemis Associates, Inc.
Bemis Company Foundation
Bemis Company, Inc.
Ben & Jerrys
Beneficial Financial Group
Beneficial Management
Beneficial Management Corp.
Benefit Consultants Inc.
Benetemps, Inc.
Benjamin Moore & Co.
Benjamin Moore & Company
Bennett Bigelow & Leedom
Berkeley Systems Inc.
Berkley Mid-Atlantic Group
Berkshire Property Advisors LLC
Berlin Medical Associate
Berwind Corporation
Berwind Group
Best Buy Company, Inc.Tag Team (Volunteering)
Best Products
Bestfoods
Bethlehem Steel
BetzDearborn
Betzel & Kauffman Co., LPA
BF Goodrich
BG Americas & Global LNG
BGI Barclays Global Investors
BHP Billiton
BHP Billiton Marketing Inc.(Pittsburgh)
BHP Billiton Petroleum (Houston)
Bill & Melinda Gates Foundation
Bill & Melinda Gates Foundation
BIRD Companies Charitable Fdtn.
Birkenstock Footprint Sandals
Bison Gear and Engineering Corporation
Bituminous Casualty
Black & Decker
BlackRock, Inc.
Bloomingdales
Blount
Blount Foundation Inc.
Blount, Inc.
Blout Foundation, Inc.
Blue Bell Foundation
Blue Cross and Blue Shield of MN
Blue Cross and Blue Shield of Vermont
Blue Cross Blue Shield of Nebraska
Blue Shield of California
BlueLinx Holdings
Blueridge Technologies, Inc.
BMC Foundation
BMC Foundations
BNSF Burlington Northern Santa Fe Railway
BNY Bank of New York Company Mellon Corporation
BOC Group
Boeing
Boeing Company Cause-Related Walk/Run/Bike
Boeing Company Volunteer Program
Bogota Savings Bank
Bollinger Fowler Co.
Bon Marche
Bon Ton Department Stores
Bon Ton Stores
Bonneville International Corp.
Bonneville International Corporation
Bonneville Intl.
Boole & Babbage Inc.
Borden
Borden Foundation, Inc.
Borg-Warner
Boston Consulting Group, Inc.
Boston Edison
Boston Financial Data Services, Inc.
Boston Foundation/Polaroid Foundation
Boston Globe
Boston-Arkwright Mutual Insurance
Bowater
BP
BP America
BP Amoco
BP Exploration & 011, Inc.
BP Foundation
BP Oil
BP/Amoco Foundation
Brainerd Foundation
Braun Intertec Corp.
Brenco
Bridgestone/Firestone
Brinks Company
Brinks Incorporated
Brinson Partners
Bristol-Myers Squibb
Bristol-Myers Squibb Company
Brobeck, Phleger & Harrison Charit. Fdtn.
Brock Associates
Broderbund Foundation
Brookfield Asset Management Inc.
Brookfield Properties Corporation
Brothers Shearson Lehman
Brown Foundation, Inc., The
Brunswick
Brush Wellman,
BT
BT Americas
Bucyrus International Inc.
Bucyrus-Erie
Budget Rent-A-Car
Builders Mutual Insurance Company
Bullitt Foundation
Bullitt Foundation
Bundy Corporation
Bunge
Burdines
Burlington Northern
Burnham Foundation
Burroughs Wellcome
Business & Legal Reports, Inc.
Business News Publishing
Business Wire
Business Wire
Butler Manufacturing
ByMe4u
C & H Distributors Inc.
C&S Wholesale Grocers, Inc.(Volunteer Program)
C. R. Bard, Inc.
C.B. Fleet Co.
C.N.A.
C.R. Bard, Inc.
CA, Inc. (Computer Associates)
Cabot
Cabot Oil & Gas Corporation
Cadence Design Systems Inc.
Calex Manufacturing Company, Inc.
Calibre Systems, Inc.
Calibre Systems, Inc.
California Endowment
California HealthCare Fdtn.
California Healthcare Foundation
California Wellness Foundation
California Wellness Foundation
Callaway Bank
Callaway Golf Company
Callaway Golf Company
Campbells Soup
CAN
Candle
Canon Financial Services, Inc.
Cantor Fitzgerald
Capital Cities/ABC
Capital Group Associates
Capital Group Companies, The
Capital Markets Assurance Corp.
Captaris
Cardinal Health, Inc.
Cargill North American
Carl and Eloise Pohlad Family Foundation
Carl M Freeman Foundation
Carlson Family Foundation
Carlyle Group
CarMax Auto Superstore, Inc.
Carnegie Corporation of New York Foundation
Carolina Power & Light
Carolyn Foundation
Carondelet Emergency Medical Associates
Carpenter Technology
Carroll Financial Associates
Carson Products
Carter-Wallace, Inc.
Castle & Cooke
Castlerock Technology, Inc.
Catalina Marketing Corporation
Caterpillar
CBIC (Contractors Bonding Ins.)
CBIC Contractors Bonding Insurance Company
CBS Broadcasting
CBS Foundation, Inc
CBS Records
CBS/Westinghouse Fdtn.
CDW Computer Centers
CDW Computer Centers. Inc.
CDW Corporation
CEA Consumer Electronics Association
CEI Cupertino Electric, Inc.
Celanese
Celerity Consulting Group
Celestial Seasonings
Celestica Corporation
Celestica Inc.
Cengage Learning
Centerior Energy Community Program
Centerre Trust
Central Hudson Gas & Electric Corporation
Central Illinois Light Company
Central Realty
Central Realty LLC
Centre
Centura Bank
Centura Batiks, Inc.
CER Management, LLC
Certain Teed Foundation
CertainTeed
Certified CIO
CFX Corporation
Champion International Corporation
Champion Intl.
Charles & Helen Schwab Foundation
Charles Miller
Charles Mott Foundation
Charles Schwab
Charles Schwab & Co. Inc.
Charles Schwab & Co., Inc.
Charles Schwab Corporation Foundation
Charles Stewart Mott
Charles Stewart Mott Foundation
Chas Levy Company
Chase Manhattan
Cheeseborough-Ponds Foundation
Chemical Bank
Chemstar Products
CHEP
Cherne Contracting Corporation
Chesapeake
Chesebrough-Ponds USA
Chevron Corporation
Chevron USA
Chicago Title & Trust
Chicago Tribune
Chicago Tribune
Chicago Tribune Equifax
Chicago Tribune Foundation
Choice Hotels
Choice Hotels International
Choice Hotels International, Inc.
Christies Auction House
Chrysler
Chubb & Son, Inc.
Chubb Group/Chubb & Sons
Chubb-Federal Insurance Co.
Ciba Corning Diagnostics
Ciena Corporation
Ciena Corporation
Cigna
CILCO Sales and Marketing
Cimarex Energy Company
Cimarron Foundation
Cincinnati Bell
Cingular Wireless
Circuit City Foundation
Circuit City Stores
Cisco Foundation
Cisco Systems, Inc.
Cis-Us, Inc.
CIT Group
CITGO
Citgo Petroleum
Citgo Petroleum Corporation
Citicorp/Citibank N.A.
Citigroup Foundation
Citigroup Foundation (Citibank)
Citigroup Foundation Matching Gifts Program
Citizens Ban
Citizens Financial Group, Inc.(RBS Americas)
Citizens Insurance
Citizens State Bank
Citrix Systems Inc.
Citrix Systems, Inc.
City National Bank (Dollars for Doers)
CJT Enterprises
Claneil Enterprises Inc.
Clarcor
Clariant Corporation
Clariant FINOVA Group, Inc.
Clark Boardman Callaghan
Clark, Klein & Beaumont
Clarkston Consulting
Clarkston-Potomac, Inc.
Cleary, Gottlieb, Steen & Hamilton
Cleveland-Cliffs
Clickability, Inc.
Climax Portable Machine Tools, Inc.
Clorox
Clorox – The Gift Campaign
Clowes Fund, Inc.
CME Chicago Mercantile Exchange Holdings, Inc.
CMP Media Inc.
CMS Energy
CNA Financial Corporation
CNA Foundation
CNA Surety
Coach
Coach, Inc.
Coalition America, Inc.
Coca-Cola USA
Colfax Corporation
Colgate-Palmolive
Collaborative Fusion, Inc.
College Access Foundation
Collins & Aikman
Cologne Life Reinsurance
Colorado Health Foundation (Colorado only)
Colorado Trust
Coloran
Columbia Sportswear Company
Columbus Foundation
Comerica
Commonwealth Edison
Commonwealth Fund
Commonwealth Fund, Inc.
Commonwealth Land Title Ins. Co.
Communications Satellite Co.
Communications Systems, Inc.
Community Bank
Community First National Bank
Community Foundation
Community Foundation of Santa Clara County
Community Funds, Inc.
Community Research Associates
Compaq Computer Company
Compaq Matching Gifts Program
Computer Associates International Inc.
Computer Associates Intl.
Computer Consoles Co.
Computer Network Technology
Computerworld, Inc.
Congressional Information Services
Congressional Quarterly
Connaught Laboratories
Connecticut Light & Power
Connecticut Mutual Life
Conoco
ConocoPhillips
Conrad N. Hilton Foundation
Conseco Finance Foundation
CONSOL
Consolidated Edison Company of New York
Consolidated Freightways
Consolidated Funds
Consolidated Investment Group, LLC
Consolidated Natural Gas
Consolidated Papers
Consolidated Rail
Constangy Brooks
Constangy/Brooks & Smith
Constellation Energy Executive Matching Gifts Program
Constellation Energy Group, Inc.
Consumer Programs Inc.
Consumers Health Care
Consumers Power Co.
Container
Contel
Continental Airlines
Continental Bank
Continental Can Co.
Continental Corp. Insurance
Continental Illinois National Bank & Trust of Chicago
Convertabath, Inc.
Cooper Industrial
Cooper Industries
Cooper Industries, Ltd.
Cooper Tire & Rubber
Coopers & Lybrand
Corbett & Kane
Corbis
Corbis Corporation
Corestates Philadelphia National Bank
Corn Milling Dell
Corn Products International
Corn Products International, Inc.
Corning
Corporate Executive Board
Corporate Software & Tech Inc.
Cost Effective Maintenance Inc.
Costco Wholesale
Costco Wholesale Corporation Executive Match
Covidien
Covington & Burling
CPC International, Inc.
CPC Intl.
CPI, Inc.
Cravath, Swaine & Moore
Cray research
Creative Communications
Credit Agricole Corporate & Investment Bank
Credit Suisse
Credit Suisse Assett Mgmt.
Crestar Financial Corporation
Cripple Creek And Victor Gold Mining Company
Crisp Publications, Inc.
CrossComm National, LLC.
Crosstown Audio
Crowe Chizek
CRT Capital Group, LLC
CRT Properties, Inc.
Crum & Forster
Crump Insurance Services, Inc
CSC Index
CSG Systems Inc.
CSG Systems International, Inc.
CSX
CSX Corp. (Volunteer program) Dollars for Doers
Culver-Freeman Group Inc.
Cummings Foundation
Cummings Properties, LLC
Cummins Engine
CUNA Group
Customers Bank
Cymer, Inc.
Cyprus Amax Foundation
Cytec Industries
D & B Dun & Bradstreet Corporation
D. O. Tech
D.A. Davidson Companies
D.E. Shaw & Co.
D.R.A.
Daiichi-Sankyo, Inc.
Dain Bosworth/IFG
Dain Rauscher
Dana
Dana Corporation Foundation
Danforth Foundation Inc.
Daniel Island Company (Local to Charleston, SC Only)
Dannon Company
Darden Restaurants
Dart & Kraft
Dart Industries
Data Works Inc.
Datascope/Mindray DS USA, Inc.
DataSource of Loudoun, Inc.
Datatel
Davey Company Foundation
Davey Tree Expert Company
David & Lucile Packard Foundation
David and Lucile Packard Foundation
David J. Joseph Company, The
David L. Babson & Co., Inc.
Davidson & Associates, Inc.
Day-Timers, Inc.
Dayton Foundation
DDB Needham Worldwide
Dean Witter Reynolds
DEC
Deckers Outdoor Corporation
DeKalb Genetics
Del Monte Corporation
Delaware Otsego Corporation
Dell Corporation
Deloitte & Touche
Delta Airlines
Delta Consulting Group
Delta Dental
Delta Dental of RI
Delta Dental Plan of Illinois
Delta Envir. Consultants Inc.
Delta Faucet
Deluxe
Demag Delaval Turbomachinery
DEMCO, Inc.
Demont & Associates, Inc. (for ME, NH & VT only)
Denbury Resources Inc.
Densi Manufacturing of Michigan, Inc.
Denso Manufacturing Michigan
DENSO Manufacturing Michigan, Inc.(Battle Creek)
Denver Foundation
Design House Inc.
Design Materials
Destec Energy
Detroit Edison
Deutsche Bank Americas
Deutsche Bank Americas Fdtn.
Devon Energy Corporation Volunteering
Dexter
Dexter Apache Holdings, Inc.
DeYoung Communities
DFS Group Limited
DFS North America
Diageo North America, Inc.
Diamond Crystal
DiBianca-Berkman Group Inc.
Dictaphone Corporation
Digital Communications
Digital Equipment Corp.
Dillingham Constructors
Dime Bancorp Inc.
Direct Selling Association
DIRECTV Group, Inc.
Divine Inc.
DMB Technologies, Inc.
Documentation, Inc.
Dodge & Cox
Dodge Foundation Inc.
Dole Food
Dollar Bank
Dominion Resources
Dominion Resources, Inc.
Domino Sugar
Donaldson
Donnelley Foundation
Donovan, Leisure, Newton & Irvine
Doris Duke Charitable Foundation
Dorsey & Whitney
Dorsey & Whitney LLP
Dougherty Financial Group
Dow AgroSciences LLC
Dow Chemical USA
Dow Corning
Dow Jones & Company, Publishers
DowElanco
DPIC Companies Inc.
DPL, Inc.
Dr. Allen Moorhead Jr.
Dress Barn, Inc.
Dresser
Drug Information Association
DSM Chemicals
DSM Desotech Inc.
DSP
DST Systems Inc.
DST Systems, Inc.
Duke Energy Corporation
Duke Power
Duke Realty
Dun & Bradstreet
Duracell
Duracell Intl.
E. F. Houghton
E.A. Sween Company
E.P. Reid Inc.
E.Q. Services
Ease Software, Inc.
East Kentucky Power Cooperative
Eastern Bank
Eastern Bank and Trust Company
Eastern Bank Charitable Foundation
Eastern Enterprises
Eastern Insurance Holdings, Inc.
Eastern Mountain Sports
Eaton
Eaton Center
Eaton Vance Management
eBay
Echo
Eckerd
Ecolab
Economist Group
Eddie Bauer
Edison International
EDSA, Inc.
Education Dynamics
EducationQuest Foundation, Inc.
Edyth Bush Charitable Foundation, Inc.
eFunds
Egghead Discount Software
eHealthDirect
Eileen Fisher, Inc.
Eisai, Inc.
El Paso Corporation
El Pomar Foundation
Elangy Corporation
Electronic Arts, Inc.
ELF Atochem N.A.
Eli Lilly
Ellis, Naeyaert, Genheimer Assoc.
Elsevier Foundation
Embrace Home Loans
EMD Serono, Inc. – USA
Emerson Electric
Emhart
Emigrant Savings Bank
Endo Pharmaceuticals
Endo Pharmaceuticals, Inc.
Endres Mfg. Co.
Energen
EnerNOC, Inc.
Engelhard
Engineering Design & Test Corp.
EnPro Industries
Enron
Enron-Omaha
Enserch
Ensign-Bickford
Entegris, Inc.
Entergy Operations
Enterprise Oil
Enterprise Products Partners L.P.
Enterprise Rent-A-Car
Environmental Management Associates (EMA)
EnviroSource Inc.
EOG Resources, Inc.
EOG Resources, Inc.
EOTT Energy
Epocrates, Inc.
EQ Services Inc.
EQT Corporation
Equal Sweetener Foundation
Equifax
Equifax, Inc. (HQ)
Equistar Chemicals
Equitable Agri-Business Inc.
Equitable Agriculture Business Co.
Equitable Corporation
Equitable Insurance
Equitable Life Assurance Society
Equitable Life Insurance
Equitable Real Estate
Equitable Real Estate Mgmt.
Equiva Services
Ericsson
Ericsson,Inc.
Ernst & Young
ESB Financial Corporation
Esi Foundation
Esmark
ESOP Services
Essex Group
Esurance
Ethyl
Evelyn & Walter Haas Jr. Fund
Everen Securities Inc.
Ewing Marion Kaffman Foundation
Ewing Marion Kauffman
Ewing Marion Kauffman Foundation
Expedia, Inc.
Experian
Extended Systems, Inc.
Exxon
Exxon Mobil Foundation
ExxonMobil Foundation, Inc. (retirees)
ExxonMobil Volunteer Involvement Program (VIP)
F. B. Heron Foundation
FaciliCorp
Factory Mutual Engineering
FactSet Research Systems
Fair Issac Corporation
Fannie Mae
Fannie Mae Company
Fast Enterprises Llc
Fast-Pak Supply Corp.
FBD Consulting
Federal Home Loan Bank of Boston
Federal Home Loan Bank of Des Moines
Federal Insurance
Federal National Mortgage Assn.
Federal-Mogul
Federated Department Stores
Fel-Pro Mecklenburger Foundation
Fel-pro/Mecklenburger
Ferro
FHLBanks Office of Finance
Fidelity Investments
Fidelity Investments Gift Fund
Fiduciary Trust
Fiduciary Trust Company (Boston)
Fieldstone Homes, Inc.
Fifth Third Bank
Fina
Financial Security Assurance, Inc.
Fingerhut
Finisterre Design & Development
Finit Solutions
Finova Group Inc.
Firemans Fund Insurance
Firestone/Bridgestone
First Bank System
First Boston Trust
First Data
First Data Corporation (Regular Program)
First Data Resources
First Deposit
First Fidelity Bancorp
First Horizon National Corporation
First Interstate Bancorp
First Interstate BancSystem
First Interstate Bank
First Interstate Bank
First Interstate Bank of CA
First Interstate Bank of California
First Interstate Bank of Oregon, N.A.
First Maryland
First Michigan Bank
First Midwest Bancorp
First National Bank of Chicago
First Options
First Potomac Realty Trust
First Quadrant Corporation
First State Bank
First Tennessee Bank
First Union
First Weber Group
Fischer Francis Trees & Watts, Inc.
Fischer Francis Trees & Watts, Inc.
Fischer On Finance
Fischer Scientific Intl. Inc.
Fish & Neave
Fitch Ratings Inc.
Fleet Matching Gifts Program
Fleet National Bank
Fleet/Boston Financial Foundation
FleetBoston Financial
Fleischmanns Yeast
Flora Family Foundation
Florida Power & Light
Fluke Networks, Inc.
Fluor FMC
FM Global
FM Global Foundation
FMC Technologies, Inc.
Foley & Lardner
Foley, Hoag & Eliot
Follett Corporation
Follett Corporation
Foothill
Ford Foundation
Ford Foundation
Ford Motor Co.
Forest Laboratories, Inc.
Forest Phamaceuticals, Inc.
Fort James Foundation
Fortis
Fortis Benefits Inc. Co.
Fortune Brands Inc.
Fortune Brands, Inc.
Fosters Wine Estates Americas
Foundation Advisers Inc.
Fox
Fox Chase Bank
FPL Group
Frank Visceglia Foundation
Frankel & Company
Franklin Covey Co.
Franklin Quest
Franklin Resources, Inc.
Fred S. James/Crupp
Freddie Mac
Freddie Mac Foundation
Freddie Mae
Frederic W. Cook
Frederic W. Cook & Co., Inc.
Frederic W. Cook & Company, Inc.
Frederick S. Upton
Freedom Forum
Freeport-McMoran
Freeport-McMoRan Copper & Gold, Inc.
Fremont Group
Freudenberg Nonwovens/Spunweb
Frey
Friedman, Billings, and Ramsey Charitable Foundation
Friendship Foundation, Inc.
Frigoscandia
Frigoscandia Food Process Sys. Inc.
Frontier Capital Mgmt. Co.
Frontier Geosciences, Inc.
Fuji Bank
Fuji Film USA
Fuji Photo Film, U.S.A., Inc.
Fujitsu Network Communications
Fujitsu Network Communications, Inc.
Fuller Ford Inc.
Fulton Federal
Fund American Ent. Holdings
Funeral Directors Life Insurance Co.
FX Concepts, Inc.
G.D. Searle
G.T.E.
G2 Architecture LLC
Gallagher & Kennedy
Gannett
Gannett Co., Inc.
Gannett Match
GAP Foundation Gift Match Project
Gap Money for Time/Field Team Grant
Gap, Inc.
Gap, The
Gardner Denver
Gartner Group
Gartner Group Charitable Fund
Gartner Group, Inc.
Gary-Williams Energy Corporation
Gary-Williams Energy Corporation
Gast Manufacturing
Gateway Foundation
GATX
GATX Corporation
Gaylord Container of Delaware
GE Foundation
GE General Electric Foundation
Geico
GEICO Corporation
Geico General Insurance
Geico Philantropic Foundation
Geller & Associates
Gemini Computer
GenCorp
Genentech, Inc.
General Atlantic Partners
General Cinema
General Dynamics
General Electric
General Electric Mortgage Ins.
General Funding
General Mills
General Motors
General Physics Corporation
General Physics Corporation (HQ)
General Public Utilities
General Re Corporation
General Re Gift Program
General Real Estate Services
General Reinsurance Corporation (HQ)
General ReServices Corp.
General Signal
General Telephone and Electric
General Wholesale Electrical
General-Pacific Corporation
Genesco, Inc.
Genesee & Wyoming Inc.
Genetech, Inc.
Gensler & Associates Architects
Genzyme (Volunteer Program ONLY)
Genzyme Surgical Products
Geomatrix Consultants Inc.
Geon
George Rothert & Associates, Inc.
George W. Codrington Charitable Foundation
Georgia Gulf
Georgia Pork Products
Georgia Society of CPAs
Georgia-Pacific
Gerber Companies
Gerber Foundation
Gerber Foundation (for Retirees of Gerber Products)
Gerson Bakar Foundation
Gerstein Fisher & Associates, Inc.
Getty Images, Inc.
Gibson, Dunn &Crutcher
Giddings & Lewis
Giffels-Webster Engineers, Inc.
Gill Foundation
Gillette
Gilman Paper
Gilman Paper Co. Foundation, Inc.
Givaudan-Roure
Gladys & Roland Harriman Fdtn.
Glaxo Wellcome, Inc.
Glaxo, Inc.
GlaxoSmithKline Foundation
Glaxo-Wellcome
Gleason Memorial Fund
Glenmede Corporation
Glenmede Corporation
Glenmede Trust Company
Global One
Global Payments, Inc.
GlobalSantaFe Corporation
Glosten Associates
GMAC-RFC (Investments)
Goldberg, Kohn, Bell, Black, Rosenbloom & Moritz, Ltd.
Goldman Sachs
Goldman Sachs Group, Inc.
Goldman, Sachs & Company
Goldsmiths
Goodrich Corporation
Goodrich Petroleum Corporation
Goodyear
Goodyear Tire & Rubber
Google, Inc.
Gordon & Betty Moore Foundation
Gould, Inc. Foundation
Goulston & Storrs
Goulston Technologies, Inc.
Grace
Gradison
Grainger
GrandMet USA
Grantham, Mayo, Van Otterloo & Co.
Graphic Controls Corporation
Gray, Cary, Ware & Freidenrich
Graybar
GrayCo, Inc.
Grayson Homes
Great Northern Nekoosa
Great West Insurance
Greater Tacoma Community
Great-West Life & Annuity Insurance Company
Green Hasson & Janks LLP
Green Mountain Coffee Roasters, Inc.
Green Tree Financial foundation
Greenpoint Bank
Greif, Inc.
Grenzebach Glier & Associates
Grinnell Corporation
Grocers Insurance Group
Grumman
GSK GlaxoSmithKline (GIVE – Volunteer Program)
GSK GlaxoSmithKline plc (Cash Match)
GTE
GTE Federal Credit Union
Guaranty
Guaranty National
Guard Insurance Companies
GUARD Insurance Group
Guardian Life Insurance
Guideposts Associates, Inc.
Guinness UDV North America
Gulf Oil
Gulf+Western
GV Financial Advisors
H&R Block
H.D. Smith
H.J. Heinz
H.O. West
Hachette Book Group USA
Haemonetics Corporation
Haemonetics Corporation
Hafner Development, LLC
Hagberg Consulting Group Inc.
Halliburton
Halliburton Energy Services
Hallmark
Hambrecht & Quist Group
Hambro America Private Equity
Hamilton Sundstrand
Hancock Timber Resource Group
Handleman Company
Handyman Matters (North St. Louis)
Hanford Environmental Health
Hanna Andersson
Harcourt General
Harder + Company Comm Research
Harlan Sprague Dawley, Inc.
Harold K.L. Castle Foundation
Harold Simmons
HarperCollins Publishers
Harris Bank
Harris Bankcorp, Inc.(BMO parent)
Harris Corp.
Harris Corporation (Community Gift Matching)
Harris Foundation
Harris Holdings, Inc.
Harry Frank Guggenheim Fdtn.
Hartford Insurance Group
Hartford Steam
Hasbro Industries
Hassan Reardon & Horgan
Hatfield Quality Meats, Inc.
Hatfield, Inc.
Hawaii Telcom Communications, Inc.
Haworth
HBO
Health Care & Retirement
Heath Consultants
Hecla Mining Company-Greens Creek
Heffernan Group
HEI Hawaiian Electric Industries
Heidrick & Struggles
Heineken USA (Volunteer Program) HQ
Heinz
Helene Curtis
Helene Curtis Industries, Inc.
Heller Consulting
Heller Financial
Help Services
Hemmings Motor News
Henry Crown and Company
Henry J. Kaiser Family Fdtn.
Henry Luce Foundation
Henry Luce Foundation
HEP Development Services
Herbert H. and Grace A. Dow Foundation
Herberts-OBrien Inc.
Hercules
Hero Arts Rubber Stamps
Hershey Foods
Heublein
Heublein Foundation, Inc.
Hewitt Associates LLC
Hewlett Foundation
Hewlett-Packard
Hickory Tech Corporation Fdtn.
HickoryTech Corporation
Highland Telephone Corporative, Inc.
Highmark
Hillman Company
Hillman Company
Hitachi Credit America Corporation
HLW International LLP
Hobson Associates
Hoechst Celanese
Hoechst Marion Roussel
Hoffmann-La Roche
Holyoke Mutual Insur. Co.
Home Box Office
Home Depot
Home Depot
Home Life Insurance Company
Honda Motors, American
Honeywell
Honeywell International
Honeywell International Foundation, Inc.
Honeywell International, Inc.Volunteer Program
Honigman, Miller, Schwartz & Cohn
Honolulu Star-Bulletin
Hooper Foundation
Hooper Holmes, Inc.
Hormel Foods Corporation
Host Marriott
Houghton Chemical Corporation
Houghton Mifflin Harcourt Company
Houghton-Mifflin
Household International
Household Intl.
Howard
Howard Scripps
Howmet
HP Hewlett Packard U.S. Employee Product Giving Program
HP Hewlett-Packard Company
HSBC – North America, Inc.
Hudson-Webber
Hueblein Foundation, Inc.
Hugessen Consulting
Hughes Aircraft
Hughes Electronics
Humana, Inc.
Hungry Minds
Hunter Douglas, Inc.
HVB Group (Unicredit Group)
Hyperion Capital Management Inc.
Hyperion Solutions Corporation
I.M. Systems
IAC Interactive Corp.
IBJ Foundation, Inc.
IBM
IBM Matching Gifts Program
ICI Americas
ICI Polyurethanes Group
Icicle Seafoods, Inc.
IDS Financial Corporation
IDS Financial Services
IDT Corporation
IFF International Flavors and Fragrances Inc.
IHC Hospitals, Inc.
IHG Intercontinental Hotels Group
IKOS Systems
IL Instrumentation Laboratory Company
Illinois Tool Works
IMC Global
ImmixGroup, Inc.
Inco United States
Independence Investment Assoc.
Independence Mining Company
Indiana Michigan Power
Indianapolis Water
Indus Capital Partners, LLC.
Industrial Dev. Intl., Inc.
Industrial Indemnity
Industrial Risk Insurers
Industrial Risk Insurers Insurance Company
InfoSpace Foundation
Infospace, Inc.
Infotech
ING
ING (US) Financial Services
ING Capital Holdings
ING Foundation
Ingersoll-Rand
Ingram Micro
Ingram Micro, Inc.
Injured Workers Insurance Fund
Inland Container Corporation
Institutional Investor, Inc.
Instron Corporation
Insurance Services Office, Inc.
Integral Systems, Inc.
Integrated Systems Consulting Group, Inc.
Integrated Systems Consulting Grp.
Integrity Applications Corporation
Intel
Intellicure, Inc.
Interlake
Intermountain Gas Company
Intermountain Industries Petroglyph Energy Foundation
International Data Corporation
International Data Group, Inc.
International Monetary Fund
International Textile Workshop
Inter-Regional Financial Group, Inc.
Intertec Exhibitions
Intl. Business Machines
Intl. Data Group
Intl. Mineral
Intl. Paper
Intl. Thomson Publishing
Intl.Minerals & Chemical Corp.
Intuit
Intuit, Inc.
Investors Fiduciary Trust
Investors Fiduciary Trust Co. (IFTC)
ION Geophysical Corp.
Iowa-Illinois Gas & Electric
IPL Indianapolis Power & Light Company
IRIS Associates
Iris Graphics, Inc.
Irvine Company
Irving S. Gilmore Foundation
ISK Biosciences
ISO Insurance Services Office
ITG Inc. (Invest. Tech. Group)
ITT Industries
ITW
ITW (Illinois Toolworks) Foundation
ITW Illinois Tool Works Foundation
Ivy Laboratories, Inc.
iXP
J&L Specialty Products
J. B. Lippincott
J. C. Bradford & Co.
J. C. Penney
J. C. Seacrest Trust
J. E. Seagram
J. J. Keller Foundation, Inc.
J. M. Huber
J. M. Smith Foundation
J. P. Morgan
J. P. Morgan Chase & Company – Cash Matching
J. P. Morgan Chase Foundation
J. Paul Getty Trust
J. Paul Getty Trust
J. Walter Thompson
Jack Eckerd
Jackson Hewitt
James River
James Wolfensohn Inc.
Janus Capital Group, Inc.
Jbyrons, Inc.
JC Penneys (Volunteer Only)
JCF Communications
JDS Uniphase
Jefferies & Co.
Jefferies & Co., Inc.
Jefferies & Company, Inc.
Jefferies Group, Inc.
Jefferson Pilot
Jefferson Pilot Financial
Jefferson-Pilot Foundation
JK Group Inc.
Jockey International, Inc.
John A. Hartford Foundation
John D. and Catherine T. MacArthur Foundation
John E. Fetzer Institute, Inc.
John Hancock Financial Services
John Hancock Matching Gifts Program
John Hancock Mutual Life Insur.
John Hancock Mutual Life Insurance
John Labatt Foundation
John Nuveen & Co.
John S. & James L. Knight
John Wiley & Sons
Johnson & Higgins
Johnson & Higgins of Missouri, Inc.
Johnson & Higgins of Tennessee, Inc.
Johnson & Johnson
Johnson & Johnson
Johnson & Johnson Family of Companies
Johnson and Higgins
Johnson Company, Inc.
Johnson Controls
Johnson Wax
Johnston McLamb
Joiner Associates Inc. Foundation
Jones Lang LaSalle
Jones Lang LaSalle
Joseph E. Seagram & Sons
Josiah Macy Jr. Foundation
Jostens Our Town Foundation
Jostens, Inc.
Journal of Bone/Joint Surgery
Joyce Foundation, The
JP Morgan Chase
JP Morgan Chase Foundation Team Volunteer Grants
JP Morgan Chase Individual Volunteer Matching
JSJ
Juniper Networks
K/P Corporation
Kaiser Permanente (Denver/Boulder)
Kal Kan
Kalsec, Inc.
Kansas City Southern
Kansas City Southern Ind.
Kansas City Southern Industries
Kaplan
Kaplan
Karl Storz Endovision Inc.
Karl Storz Imaging, Inc.
Kawasaki Motors Corp. U.S.A.
Kawasaki Motors Corp. USA
Kawasaki Motors Corporation USA
KBC BANK USA
KBR, Inc.
Keck, Mahin & Cate
Keebler
Keebler Company Foundation
Kelloggs Food Corp.
Kelly Consulting & Design, Ltd.
Kemper Financial Services, Inc.
Kemper Insurance Companies
Kemper National Insurance
Kemper National Services, Inc.
Kemper Securities Group
Kemper Securities Inc.
Kempner Fund
Kennametal
Kennecott Corporation
Kennecott Utah Copper
Kennedy/Jenks Consultants
Kennedy/Jenks Consultants, Inc.
Kerr-McGee
Key Foundation
Key Knife Inc.
KeyBank
KeyCorp
Keyspan Energy
Keystone Associates, Inc.
Keystone International, Inc.
Kids II, Inc.
Kimberly-Clark
Kimberly-Clark Corporation
Kinder Morgan, Inc.
Kindred Healthcare, Inc.
Kings Point Richmond Foundation
Kirby Corporation
Kirkland & Ellis
Kirkland & Ellis LLP
KLA-Tencor Corporation
KLM Promotions
K-Mart
Knight Foundation
Knight-Ridder
Kobra Design
Koch Development Co.
Koch Industries, Inc.
Kohl Marketing, Inc.
Komag Inc.
Koppers
KPMG Peat Marwick
KPRC-TV2
Kraft
Kraft Foods, Inc.
Kresge
Kroger
Kronos
KRON-TV
KVO Public Relations
Kysor Industrial
L.S.I.
La Roche-Hoffmann
Laclede Gas
Ladd Furniture
Laing Properties
Laird Norton Trust
Lake Partners Strategy Consultants
Lam Research Corporation
Lam Research Corporation
Lammico
Lamson & Sessions Company
Lamson and Sessions
Land America
Landis & Gyr
Landmark Graphics
Lane Industries, Inc.
LaSalle National Bank
LaSalle Partners
LaSalle Partners, LTD
Lavell Armstrong Painting, Inc.
Law Companies Group
Law School Admission Council
Law School Admission Services
Lawyers Title Insurance
Lawyers Title Insurance Corp.
Lazarus
LBX Company, LLC
LCG Systems
Lease Insurance Agency Services
Lee Technologies Group, Inc.
Leffert Jay & Polglaze, P.A.
Legal & General America, Inc.
Legerity MGP
Lehman
Lehman Brothers
Lend Lease Real Estate Investment
Lennox International, Inc.
Lenovo
Leo Burnett
Leo Burnett Company, Inc.
Leo Burnett Company, Inc.
LeTourneau
Lever Brothers
Levi Home Entertainment
Levi Strauss
Levi Strauss & Co.
Levi Strauss & Company Leadership Contribution Program (LCP)
Lewis Lease Crutcher
Lexis-Nexis
Lexmark Intl.
Libbey-Owens-Ford
Liberty Auto City
Liggett-Stashower, Inc.
Lilly Endowment
Lilly Endowment, Inc.
Lincoln Financial Group
Lincoln national
Link-Belt Construction
Liptons Litton Industries
Liquidnet, Inc.
Live Oak Community of Christ
LiveOps Inc.
Liz Claiborne
Liz Claiborne Foundation
Llubrizol Foundation
LM Construction
LNK Partners
Lockheed Martin
Loeb & Loeb
Loews
Loews Corporation
Logitech, Inc.
Lojack Corporation
Lone Pine Capital
Loomis, Sayles & Company L.P.
LoopNet, Inc.
Lord & Taylor
Lord Abbett & Co.
Lord, Abbett & Co., LLC
LOreal USA Inc.
Lorton Data
Los Angeles Times
Los Angeles Times
Lost Arrow Corporation
Lotus Development Corp.
Lotus Development Corporation
Lotus Philanthropy Program
Louis & Helen Padnos
Louisiana Land & Exploration
Loutit
Lower Colorado River Authority -LCRA
LPL Financial Advisors
LSI
Lubrizol
Lubrizol Corporation
Lucent Technologies
Lukens
Lumina Foundation For Education
Lutheran Brotherhood
LVMH Louis Vuitton North America
LVMH-Sdg
Lyondell Petrochemical Co.
M.A. Hanna
M.A. Hanna Company Foundation
M.D.C. Holdings, Inc.
M.J. Murdock Charitable Trust
M.W. Kellogg Engineering
MacArthur
MacKay & Somps
Maclean-Fogg Company
Macon Kraft
MacPublishing, LLC
Macquarie Group Ltd
Macromedia
Macworld Communications, Inc.
Macys
Macys Department Store
Magid Glove & Safety Manufacturing Co LLC
Magna Carta Companies
Mai-Alper Inc.
Main Street America USA
Mal Warwick & Associates, Inc.
Mallinckrodt Inc.
Mallinckrodt Medical
Mallinckrodt Veterinary
Manufacturers Hanover Trust
Mapco
Marathon Oil
Marathon Petroleum Company (Volunteer Program)
Marin Software
Marion Merrell Dow
Maritz
Markel Corporation
Markem Corporation
Markem Imaje
Marks Family Foundation
Marmon Group, LLC
Marquette Bancshares Inc.
Marquette Exploration, LLC
Marsh & McLennan Companies
Marshall OToole Gerstein Murray & Borun
Marshall Wace North America L.P.
Martin Marietta
Martin-Lockheed
Marubeni America Corporation
Masco Corporation
Masco Corporation
Masco Tech
Mass Mutual
Mass Mutual Financial Group
Mass. Financial Services Co.
Mass. Mutual Life Insurance
Massachusetts Development Finance Agency
Massachusetts Financial Services, Inc.
Massachusetts Mutual
Massachusetts Port Authority
MAST General Store
Master Builders Inc.
MasterBrand Cabinets, Inc.
Mastercard International
MasterCard International, Inc.
MasterCard Intl.
Matrix
MATRIX Resources, Inc.
Mattel Childrens Foundation
Mattel, Inc.
Matthew Bender & Co.
Matthew G. Norton Co.
Maurices Incorporated
Maverick Capital,Ltd
Maxus Energy
May Department Stores
May Foundation
Mayer, Brown & Platt
Mayer, Brown, and Platt
Maytag
Maytag Corporation Foundation
Mazda (North America) Inc.
Mazda North America, Inc.
Mazomanie Animal Hospital, LLC
MBIA Insurance Corporation
MBIA, Inc.
MBNA
MBNA America Bank
McAfee, Inc.
McClatchy Newspapers, Inc.
McCormick & Co.
McCormick Company, Inc.
McDonalds Corporation
McDonalds Corporation
McDonalds McDonnell Douglas
McDonnell Douglas
MCG Northwest
McGee Inc.
McGraw-Hill Companies
McKenna & Cuneo
McKesson
McKesson Corporation
McKesson-HBOC Foundation
McKinney
McKinsey & Company, Inc.
McKnight Foundation
McMaster-Carr Supply
McMaster-Carr Supply Company
McMurtrie Farms
MCN Computer Services
McStain Enterprises Inc.
Mead
Mead Corporation Foundation
Mead Witter Foundation Inc.
Mead Witter Foundation, Inc.
Meadows Foundation
Mecklenburger/Fel-Pro
Medco Health Solutions, Inc.
Media Two Interactive, LLC
MedImmune, Inc.
Medtronic
Medtronic Mission in Motion – Time-n-Talent
Meiser & Earl Inc.
Mellon Bank Foundation
Mellon Bank, N.A.
Melsa Foundation
Menasha
Mentor Graphics Corporation
Mentor Graphics Foundation
Mercantile Bancorp
Mercedes-Benz of North America
Mercedes-Benz U.S. International, Inc.
Merck
Merck & Co., Inc.
Meredith Corporation
Meredith Corporation
Meredith Corporation Foundation
Merit Gasoline Foundation
Merit Oil
Merrill Lynch
Mesquite Bank
Metavante Corporation
Metro Atlanta Comm. Fund
Metropolitan Financial Corp.
Metropolitan Life
Meyer Memorial Trust
MFS Massachusetts Financial Services Investment Management
Michcon
Michigan Consolidated Gas
Michigan Gas Utilities
MICOA
Microsoft
Microsoft Corporation
Microsoft Matching Gift Corporation
MidAmerica Energy Foundation
MidAmerican Energy Holdings Company
MidCon
Midcontinent Media Foundation
Midland Mutual Life Insurance
Midland National Life Insurance Company
MidOcean US Advisor, LP
Mifflin-Houghton
Milgard Manufacturing Incorporated
Millennium Pharmaceuticals
Miller Brewing Co. Matching Gift Program
Miller Freeman Inc.
Miller, Canfield, Paddock & Stone
Millers Outpost
Millipore
Millipore Foundation
Millward Brown Group
Minerals Technologies
Minerals Technologies, Inc.
Minnesota Mining & Manufacturing
Minute Maid
Mirage Licensing, Inc.
Mission Increase Foundation
Mitre
Mitsubishi Capital Inc.
Mitsubishi Electric and Electronics U.S.
Mitsubishi International Corporation
Mitsubishi Intl.
Mitsui USA
Mitsuishi Trust & Banking Corp.
Mizuho USA, Inc.
MJ Insurance, Inc.
MKL Markel Corporation
MMI Companies, Inc.
Mobil
Mobil Foundation, Inc.
Mobil Oil Corporation
Mobil Retiree Program
Modern Women
Modus Media International
Moen Inc.
Money Store, L P
Monroe Auto Equipment
Monsanto
Monsanto Company
Montell USA Inc.
Montgomery Ward
MONY Financial Services & Insurance
MONY Foundation
MONY Mutual of New York
Moodys Corporation
Moodys Corporation
Morgan Guaranty
Morgan Stanley
Morgan Stanley & Co., Inc.
Morgan Stanley Dean Witter
Morgan Stanley Foundation
Morgan Stanley VIP Program (Volunteer Program only)
Morgan, Lewis & Bockius
Morrison & Foerster
Morrison & Foerster LLP
Morton Intl.
Mosaic Company
Motorola
Motorola Inc.
MRW & Associates
MRW and Associates
MSB Mascoma Savings Bank
MSI Mitsui Steel, Inc.
MSNBC.COM
MTI (Minerals Technologies Inc.)
MTS Systems
Mueller Company
Mueller Water Products, Inc.
Multiplan, Inc.
Municipal Bond Investors Assurance Corp.
Murphy Oil
Murphy Oil Corporation
Mutual Insurance Co. of America
Mutual of America
Mutual of America Life
Mutual of America Life Insurance Company
Mutual of New York Insurance & Financial Services
Mutual of Omaha Insurance
MVT Mitchell, Vaught & Taylor, Inc.
MySmart Benefits
N&D Norfolk & Dedham Group
N2 Consulting, LLC
Nabisco
NAC Re Corporation
Nalco Chemical
National Bureau of Property Administration
National City Bank
National Computer Systems
National Exchange Carrier Assoc.
National Fuel Gas Company
National Grange Mutual Ins. Co.
National Grid USA
National Grid USA Service Co.
National Instruments Corp.
National Processing Center
National Reinsurance Corp.
National Semiconductor
National Semiconductor (Charitable)
National Service
National Starch & Chemical
National Steel
National Textiles LLC
National Westminster Bancorp
National Westminster Bank USA
Nations Bank of Texas, N.A.
NationsBank
NationsCredit Corporation
Nationwide Insurance
Natisco
Natixis Global Associates
Navigators Insurance
NBD Bankcorp, Inc.
NCCI
NCCI Holdings, Inc.
NCMIC Group, Inc.
NCR
NEBS
NEC Electronics America, Inc.
Neighbors of Woodcraft
Neiman Marcus
Neiman Marcus Group, Inc.
Neiman Marcus Group, Inc.
Neiman-Marcus Group
Nellcor
Nelnet, Inc.
Network General Corp.
New Balance Athletic Shoe, Inc.
New England Business Service
New England Electric System
New England Power Service
New York Community Trust
New York Life Insurance
New York Marine & General Insurance
New York Marine Insurance Co.
New York Times
New York/New England eXchange
New Yorker Magazine
Newedge, USA LLC
Newfield Exploration
Newman Financial Services Inc.
Newmont Mining Corporation
Newmont Mining Corporation
Newpark Resources
Newsweek
Newsweek, Inc.
Nexen, Inc.
NFL National Football League
NI National Instruments Corporation
Nicor Gas
NICOR, Inc.
Nike
Nike, Inc.
Nims Associates, Inc.
Nintendo of America Inc.
Nintendo of America Inc.
Nippondenso Manufacturing
Nissan Motor Corp. In U.S.A.
Nissan Motor USA
Nissan North America
Nissan North America, Inc.
Noble Corporation
Noel-Levitz
Nokia
Nokia
NORCAL Mutual Insurance Company
Nord Family Foundation
Nordson
Nordson Corporation
Norfolk & Dedham Group
Norfolk Southern
North American Philips
Northeast Utilities Service
Northern Illinois Gas
Northern Telecom
Northern Trust
Northern Trust Company
Northland Company
Northrop Grumman Earthquake Relief in Haiti
Northwest Building Foundation
Northwest Industries
Northwest Insurance Network
Northwestern Mutual Life Insurance
Northwestern National Life
Norton
Norton Company Foundation
Norvatis US Foundation
Norwest
Norwest Housing Foundation
Novar Controls Corporation
Novus International, Inc
Novus International, Inc.
NRG Energy
NRG Energy, Inc.
NSK
NSTAR
Nuclear Electric Insurance
Nucraft Furniture Co.
Nuevo Energy Company
Nuf Said Advertising
Nutra Sweet
Nuveen & Co., Inc.
Nuveen Investments, Inc.
NVIDIA Corporation
NYNEX
NYSE New York Stock Exchange
Oak Associates, Ltd.
Occidental Petroleum
OCE North America
Oce-USA
ODS Companies
Odyssey Partners, L.P.
Odyssey Re Holdings Corp.
Odyssey Reinsurance Corporation
Office Depot Grants for Volunteers
Office Depot, Inc. Matching Gifts for Volunteer Leaders
Ogden CAP Properties, LLC
Ohio Hospital Insurance Co.
Ohio Insurance Company
Ohio National Life Insurance
OLeary, OLeary, Jacobs, Mattson & Perry, P.C.
Olin
Olive Bridge Fund
Olympus Corporation of the Americas
Omega Healthcare Investors, Inc.
OMelveny & Myers
Omgeo LLC
Omron Electronics, LLC
Omron Foundation Inc.
On Your Mark
One Technology Way
ONEOK, Inc.
Onheuser-Busch Companies, Inc.
Oppenheimer Funds
OppenheimerFunds
Opus-ISM, LLC
Oracle Corporation
Oread Laboratories
Organizational Psychologists, LLC
Orix USA Corporation
Orlando Sentinel
Orlando Sentinel Communications
OSIsoft, LLC
Osmonics Inc.
Ospraie Management L.P.
OSR Open Systems Resources Inc.
Osram Sylvania
OTA Limited Partnership
Otter Tail Power Co. Volunteer Program (Non-Educational)
Outboard Marine
Outrigger Enterprises, Inc.
Owen Healthcare
Owens Corning Foundation
Owens-Corning
Owens-Illinois
Owens-Illinois Fund of Charities Foundation
Owens-Illinois, Inc.
Oxford Industries, Inc.
Pacific Enterprises
Pacific Mutual
Pacific Telesis
PacifiCorp
Pactiv Corporation
Paine Webber Group, Inc.
Palm, Inc.
Palmolive-Colgate
Palomar Ventures
Panduit Sales Corporation
Panhandle Eastern
Panhandle Eastern Matching Gifts
Parametric Technology Corporation
Paramount Communications
Paramount Communications Fdtn.
Parisian
Park Avenue Bank
Parker Hannifin Corporation
Parker-Hannifin
Participant Media
Partners In Change, Inc.
Pasta Cafe
Patagonia
Patriot Coal Corporation
Patrons Mutual Ins. Co.
Patty Buddocks Hair Designs
Paul Federal Bank
Paulson Training Programs Inc.
Pave Tech Inc.
PBC Pepsi Beverages Company
PBG Foundation
PBM Nutritionals, LLC
PCS Inc.
Peabody Energy Corporation
Pearce, Brinkley, Cease & Lee P.A.
Pearson, Inc.
Peat Marwick KPMG
PEI Playboy Enterprises, Inc.
Pella Corporation
Pella Rolscreen Foundation
Penguin Group (USA) Inc.
Penguin Putnam Inc.
Penn Mutual Life Insurance
Penn Virginia Corporation
Penn Virginia Corporation
Pennsylvania Power & Light
Pennwalt
Pennzoil
Penton Media Inc.
Peoples Bank
Peoples Bank (Massachusetts)
Peoples Gas and North Shore Gas
Peoples Natural Gas
PepsiCo
PepsiCo, Inc.
Pepsi-Cola
Pequot Capital Management Inc.
Performance Food Group Llc Matching Gift for Disaster Relief
Perin Central Corporation
Perkin-Elmer
Perry Capital LLC
Perry Capital, LLC
Perry Drug Stores
Perry State Bank Char. Fdtn.
Pet Inc.
Peterson
Petters Group Worldwide, LLC
Pew Charitable Trust
Pew Charitable Trusts
Pfizer
Pfizer, Inc
PGA TOUR
PGE Portland General Electric Corporation
Pharmacia & Upjohn
Pharmacia Lkb Biotechnology
Phelps Dodge
PHH Foundation
Philadelphia Cheesesteak Company, Inc.
Philanthropic Services
Philip Electronics N.A.
Philip Morris Companies
Phillips Petroleum
Phoenix Companies
Phoenix Mutual Life insurance
Piedmont Natural Gas, Inc.
Piggly Wiggly Carolina Company, Inc.
Pillsbury, Madison & Sutro
PIMCO Foundation
Pimco Foundation
Pinecrest Printing
Pioneer Group
Pioneer Hi-Bred International
Pioneer Hi-Bred Intl. Inc.
Piranha Hose Products
Pitney Bowes
Pitney Bowes, Inc.
Pittston
Pittway
PJC Piper Jaffray Companies, Inc.
PJM Interconnection LLC
PJM Interconnection LLC
Plainfield Asset Management LLC
Plante & Moran Certified Public Accountants
Playboy Enterprises
Plum Creek Timber Company Inc.
Plymouth Rock Foundation
PMI Food Equipment Group
PNC Bank Foundation
PNC Bank Kentucky
PNC Financial Services Group
PNM Resources, Inc.
Polariod Foundation
Polaroid
Polk Brothers Foundation
PolyOne Corporation
Portfolio Recovery Associates, Inc.
Post Newsweek Station
Post-Newsweek Stations, Inc.
PotashCorp (Northbrook, IL and CA)
Power and Telephone Supply Co
Poynter Institute
PPA Public Policy Associates Incorporated
PPG GIVE (Grant Incentives for Volunteerism)
PPG Industries
PQ
Preferred Personnel Solutions
Preformed Line Products
Premark International
Premark Intl.
Price Waterhouse
Prince Foundation
Principal
Printronix
Pritzker Foundation
Pro Quest Company
Procter & Gamble
Progressive Corporation
Promus Companies
Promus Hotel Corporation
Propel Insurance
ProQuest LLC
Prospect Hill Foundation
Provident Companies Inc.
Provident Life and Accident Matching
Provident Mutual
Provident-Unum Life Insurance
Providian
Prudential Financial
Prudential Foundation
Prudential Insurance
PSC Inc.
PSCU Financial Services, Inc.
PT Consultants, Inc.
Public Interest Communications
Public Service Elec. & Gas
Public Strategies Group
Publix
Puget Sound Energy
Puget Sound Power & Light
Purina Ralston
Putnam, LLC
PXRE Corporation
QAD
Quad/Graphics
Quad/Graphics, Inc
Quaker Chemical
Quaker Chemical Corporation
Quaker Oats
Quaker State
Qualcomm Inc.
QUALCOMM, Inc.
Quanex Corporation
Quantum Corporation
Quidel Corporation
Quintiles Transnational Corporation
QuoteWizard
QWest Communications International, Inc. Volunteer Program Only
R.C. Baker Foundation
R.H. Macy
R.J. Reynolds
R.J. Reynolds Tobacco Company
R.R. Donnelley & Sons
R.U.S.A. Rolex
Raccoon Valley Bank
Radian Group, Inc.
Radian Guaranty Inc.
Radian International LLC
Radian Intl. LLC
Radio City Productions
Ragan MacKenzie, Inc.
Rail Pac
Rainier Industries, Ltd.
Raleigh, Schwarz & Powell, Inc.
Rally Electric Inc.
Ralph Wilson Plastics
Ralston Purina
Rambus, Inc.
Random House, Inc.
Rauscher Pierce Refsnes
Raychem Corporation
Raymond James Financial, Inc.
Rayonier
Raytheon
RBC Capital Markets Corporation
RBC Centura Banks, Inc.
RBC Wealth Management
Readers Digest Association, Inc.
Readers Digest Foundation
RealNetworks
RealNetworks, Inc.
Recom Technologies, Inc.
Red Wing Shoe Company Inc.
Reebok
Reebok International
Reed Consulting Group
Regence Group (BlueCross BlueShield)
Regency Realty Corporation
Reilly-Whiteman
Relaince Electric
Reliable Life Insurance Company
Reliance Insurance Companies
Relocation Assistance, Inc.
Rembco Engineering Corporation
Remmele Engineering
Remmele Engineering Inc.
Renaissance Technologies Corporation
Republic National Bank of NY
Research Affiliates
Retirement Research Foundation
Reuters
Rexham
Rexnord
Rexnord Industries, LLC
Reynolds Metals
Rhone-Poulenc USA
Richs
Rick Steves Europe
Ricola USA, Inc.
Ridgewood Savings Bank
Rigel Capital LLC
RightNow Technologies
Rio Tinto Minerals
Rio Tinto Services, Inc.
Rippinger Financial Group
RiskMetrics Group, Inc.
RiverStone Resources LLC
RJR Nabisco
RLI Insurance Co.
RLI Insurance Company
RMIC
Robert R. McCormick Foundation
Robert R. McCormick Tribune Fdtn.
Robert W. Baird & Co. Foundation
Robert Wood Johnson
Robert Wood Johnson Foundation
Roberts Rents Inc.
Roche Diagnostics Corporation, U.S.
Rockefeller Bros. Fund Inc.
Rockefeller Brothers Fund, Inc.
Rockefeller family & Assocs.
Rockefeller Family Fund
Rockefeller Financial Services
Rockefeller Foundation
Rockefeller Group
Rockefeller Group International, Inc.
Rockstar Recruiters
Rockwell Intl.
Rogers Casey & Assoc., Inc.
Rogers Corporation
Rohm & Haas
Rolex Watch U.S.A., Inc.
Roll International Corporation
Rosewood Foundation
Ross Bros. Recycling
Roughead Company LLC
Royal & Sunalliance
Royal Bank of Scotland
Royal Bank of Scotland Plc (US)
Royal Insurance
Royal Maccabees Life Ins.
Royal Maccabees Life Insurance Company
RPh on the Go USA, Inc.
Rreef Outreach
Rubbermaid
Ruby Tuesday Hawaii (Windward Mall Location)
Russell & Eleanor Horn Foundation
Russell Corporation
Russell Corporation
Russell Investment Group
Russell Sage Foundation
Rust Intl.
Rust-Oleum Corporation
Ryan Associates
Ryan Companies US, Inc.
Ryan Foundation
Ryco Division
Ryder System
S. S. Papadopulos & Associates
S. W. Loudoun, Inc.
S.C. Johnson & Son
S.E. Johnson
S.H. Cowell Foundation
S.H. Cowell Foundation
Sabre Inc.
Saco & Biddeford Savings Institution
Safeco
Safeco Insurance
Safeco Insursurance Company
Safeco Properties, Inc.
Safeguard
Sage Publications, Inc.
Sage Publications, Inc.
Saint Jude Medical
Saint Paul Companies Insurance
Saint Paul Federal Bank
Saint-Gobain Corporation
Salesforce Foundation
Salesforce.com
Sallie Mae
Sallie Mae Dollars for Doers
Sallie Mae Student Loan Marketing Assn.
Salomon
Salomon Brothers
Samuel Goldwyn Foundation
Samuel Stroum Enterprises
San Antonio Foundation
San Diego Gas & Electric
San Francisco Foundation
SanDisk Corporation
Sandmeyer Steel Company
Sandoz Crop Protection Corp.
Saner Sundstrand Company
SanMar
Santa Fe Pacific
SAP America, Inc.
Sapient Corporation
Sapient, Inc.
Sara Lee
Sara Lee Corporation
Sauer-Danfoss
Sauer-Sunstrand
SBC
SBM-IMODCO, Inc.
SBS Technologies, Inc.
SC Johnson Tomorrows Legacy Today – Giving Back (Dollars for Doers)
Schering-Plough
Schiff, Hardin & Waite Foundation
Schiff, Harding & Waite
Schlumberger
Schlumberger Austin Prod. Ctr.
Schneider Electric Company
Schuller
Science Applications Intl.
Scientific Brake & Equip.
Scientific-Atlantic, Inc.
Scitor
Scitor Corporation
Scotsman Industrial Fdtn.
Scott Paper
Scottrade, Inc.
Scripps
Scripps Howard Foundation
Scudder Kemper Investments Inc.
Seaboard Corporation
Seanscandles Inc.
Searle
Searle Charitable Trust
Security Life of Denver
Sedgwick, Inc.
Select Equity Group, Inc.
SemGroup, L.P.
Senior Aerospace Jet Products Corp.
Sentry Self Storage
Servus Financial Corporation
SGI Syngora Guarantee, Inc.
SGS-Thompson Microelectronics
Shaker and Associates, Inc.
Shaklee
Shawmut National
Shearson Lehman brothers
Shearson Lehman Hutton, Inc.
Shell Oil USA
Sherwin-Williams
Sherwin-Williams Company Volunteer Leaders
ShieldMark, Inc.
Shoretel, Inc.
Showa Denko Carbon, Inc.
Shurgard
SIA Subaru of Indiana Automotive Foundation, Inc.
Sidley & Austin
Siemens Automotive
Siemens Energy and Automation, Inc.
Siemons Rolm Communications
Sierra Health Foundation
Sierra Health Foundation
SIFCO
SIFCO Industries, Inc.
SIG Susquehanna International Group, LLP
Signet Bank
Silicon Graphics
Silicon Laboratories Inc.
Silicon Laboratories, Inc.
Silpro Corporation
Simons Foundation
Simpson Industries
Simpson Manufacturing Co.
Simpson Strong-Tie Co., Inc
Sit Investment Associates
Skadden, Arps, Slate, Meagher & Flom
Skillman
Skillman Foundation, The
Skinner Foundation
Skystone Ryan
SM Energy Company (Formerly known as St. Mary Land & Exploration)
SMBC Sumitomo Mitsui Banking Corporation
Smith Foundation
Smith International, Inc.
SmithKline Beecham
Society Management
SOHIO
Solar Optical
Solix, Inc
Soltex Polymer
Sonat
Sonnenschein, Nath & Rosenthal
Sony Corporation of America
Sony Electronics of America/Sony USA
Sony Electronics, Inc.
Sony Music Entertainment, Inc.
Sony Pictures Entertainment
Soros Fund Management, LLC
Sorus Fund Charitable Foundation
South Central Bell
South Trust
Southern California Edison
Southern California Gas Company
Southern Company Services
Southern New England Telephone
Southern Pacific Transportation
Southern Progress Corporation
Southern Star Central Gas Pipeline, Inc.
Southland
Southwestern Bell
Spa Royale
Spear, Leeds & Kellogg
Speer, Leeds & Kellogg
Splash Technology, Inc.
Sprague Technologies, Inc.
Springleaf Financial Services
Sprint
SPX Corporation
SPX Foundation
Square D Foundation
Squibb Bristol-Myers
St. Ambrose Episcopal Church
St. Andrews Society of Detroit
St. Francis Bank Foundation
St. Jude Medical
St. Paul Bank
St. Paul Companies Insurance
St. Paul Federal Bank
Standard Products
Standex International Corporation
Stanley Black & Decker, Inc.
Stanley Works
Star Enterprise
Star Tribune Foundation
Starbucks Corporation – Partner Match – Financial
Starbucks Corporation – Partner Match – Time
Starcom
Stassen North America
State Auto Insurance Companies
State Farm Companies
State Farm Company Foundation
State Farm Good Neighbor Grant Program
State Street
State Street Bank and Trust Company
State Street Research
Statprobe
Steelcase
Stein Foundation, Jules & Doris
Sterling Drug
Sterling Winthrop, Inc.
Sterns Stone & Webster
STG, Inc.
Stilwell Financial, Inc.
STMicroelectronics
Stockamp & Associates
Stockamp & Associates, Inc.
Stocker Foundation
Stokes-Merrill
Stone Energy Corporation
Stone Energy Corporation
Stonewood-Novi
Storage Tek
Strategos
Strawbridge & Clothier
Stream Corporation
Stride Rite Foundation
Strong Capital Management, Inc.
Strong Financial Corporation
Structural Integrity Associates, Inc.
Struever Brothers, Eccles and Rouse, Inc.
Stuart Management Corporation
Student Loan Funding Resources
Style 2000 Incorporated
Suandoz Chemicals Corporations
Subaru of America Foundation
Subaru of America, Inc.
Suhr Risk Services
Sun Life Assurance Company of Canada
Sun Life Financial
Sun Life Financial USA
Sun Life of Canada
Sun Microsystems Foundation
Sun Trust Bank
Sundet Companies
Sundstrand
Sundstrand Corporation Foundation
SunGard Data Systems, Inc.(Wayne, PA location only)
SunGard Systems International, Inc. (Philadelphia, PA location only)
Sungard Systems Intl. Inc.
SunLife Assurance Company of Canada
SunTronics, Inc.
SunTrust Bank Atlanta
Survey Sampling Inc.
Survey Sciences Group, LLC
Susquehanna Investment Group
Susquehanna Partners
Sutro and Company, Inc.
SWCA Inc.
Swiss Bank Corporation
Symantec Corporation
Symantec Corporation
Synopsys
Synopsys, Inc.
Syntex
Synthetech, Inc.
Sysco
T. L. James
T. Rowe Price Assoc. Foundation, Inc.
T. Rowe Price Associates Foundation
T. Rowe Price Foundation, Inc.
Tabors Caramanis & Associates, Inc.
Takeda Pharmaceuticals North America, Inc.
Takeda San Diego, Inc.
TAL International Container Corporation
TALX Corporation
Tampa Bay Rays
Tandy
Tandy/Radio Shack
Tapemark
Tauck Foundation
Tauck World Discovery
TCF
TCF Bank (Michigan only)
TCF Bank-Colorado
TCF Financial Corporation
Teagle Foundation, Inc.
Teagle Foundation, Inc.
Tektronix
Tektronix, Inc.
Teledyne Technologies
Teleflex Foundation
Teleflex Incorporated
Telesis
Tellabs
Tellabs Operations, Inc.
Tellabs, Inc.
Tempe-Inland Foundation
Temple-Inland Foundation
Temple-Inland, Inc.
TemPositions Group of Companies
Tenet Healthcare Foundation
Tennant
TENNANT Company
Tenneco Management
TEPG Simplex
Teradata Dollar for Doers (Volunteer program)
Terex
Tesoro Hawaii Corporation
Tetley, Inc.
Tetra Tech EM Inc.
Texaco
Texas Gas Transmission
Texas Gas Transmission, LLC
Texas Industries
Texas Instruments
Texas Petrochemicals Corporation
Texas Rangers Baseball Foundation
Texon USA, Inc.
Textron, Inc.
TFC National Bank
THAT Corporation
The Bank of Canton
The BEA Foundation Matching Gifts Program
The Cason Group
The Childrens Place
The Chubb Corporation
The Clorox Company
The Coca-Cola Company
The Colorado Trust
The David and Lucile Packard Foundation
The Desert Suit
The Doctors Company
The Dress Barn, Inc.
The Duke Endowment
The Economist Group
The Envelope Printery
The Equitable Foundation
The Garden City Company
The German Marshall Fund of the United States
The H. & M. Towsley Foundation
The Hartford
The HCA Foundation
The Home Depot
The J.M. Smucker Company
The John LaBatt Foundation, Inc.
The Journal of Bone & Joint Surgery
The Law Offices of James Scott Farrin
The Leadership and Learning Centers
The MathWorks, Inc.
The Meadows Foundation
The Millipore Foundation
The National Student Clearinghouse
The Navigators Group, Inc.
The Ohio National Foundation
The Old Mountain Company, Inc.
The Peter Group Inc.
The Pfizer Foundation
The Pittsburgh Foundation
The RBC Dain Rauscher Foundation
The Russ Reid Company, Inc.
The Salomon Foundation
The Schwab Fund for Charitable Giving
The St. Paul Companies, Inc.
The Sun Products Corporation
The Sylvan Laureant Foundation
The United Way
The UPS Foundation
The Wallick Companies
The Washington Post
Thera Tech
Therma-Tru Corporation
Thermo Fisher Scientific
Thiokol
Thomas J. Lipton
Thompson
Thomson Financial
Thomson Financial Services
Thomson Reuters
Thrift Drug Inc.
Thrivent Financial for Lutherans
TIBCO Software Inc.
TIFF Advisory Services, Inc.
Tiffany & Company
TIG Specialty
TIG Specialty Insurance Co.
Tiger Management Llc
Tiger Management LLC
Time Insurance Foundation
Time Warner Cable
Time Warner Publishing
Times Mirror
Times Publishing
Timex Enterprises
Tmodel Corporation
Tokai Bank Ltd.
Toledo Edison
Tomkins Corporation
Tomkins Corporation Foundation
Tomkins Industries
Tootsie Roll Industries Inc.
Toro
Torrington Savings Bank
Total Quality Logistics
Towers Perrin
Towers, Perrin, Forster & Crosby
Towsley
toXcel LLC
Toyota Motor Sales, USA Inc.
Toyota Technical Center USA
Toyota technical Center, USA
Toy-R-Us
Toys R Us
Toys R Us Foundation
Tradebot Systems, Inc.
Trading Technologies International, Inc.
Trans National Communications International, Inc
Trans Union
Transamerica Foundation
TransCanada Corporation
Transco
TransUnion, LLC
Transwestern Publishing
Travelers
Travelers Companies
Travelers Express Company
Tricon Foundation, Inc.
Trilogy Employee Foundation
Trilogy, Inc.
TriNet Corp. Realty Trust, Inc.
Trinova
Triplepoint Inc.
Tripos, Inc.
Tropicana Products
Trust Mark Foundation
TRW
TSRL
Tucker Foundation
Tudor Investment Corporation
Tuesday Morning Inc.
Tull Charitable Foundation
Tull Charitable Foundation, Inc.
Turner Designs Inc.
Turner Investment Partners
Turner Investment Partners, Inc.
TV Guide
Twentieth Century Fox
TX Petrochemicals
Tyco Electronics
Tyco International
Tyco International Inc.
TyCom Inc.
Tydings & Rosenberg
Tyler Refrigeration
U. S. Bancorp Foundation
U.S. Bancorp
U.S. Bancorp
U.S. Bank
U.S. Borax, Inc.
U.S. Regional Surveillance Services, LLC
U.S. West
UBS
UBS Investment Bank & Global Asset Management
UFCW Local 342-50
UFE Incorporated
UNAKA
Unicom
Unilever North America (HQ)
Unilever United States, Inc.
Unilever United States, Lever House
Unilever/Best Foods
Union Bank
Union Camp Corporation
Union Pacific Corporation
Union Pacific Resources Group
Union Tank Car
Union Texas Petroleum
United Asset Management
United Business Media LLC
United Defense
United Parcel Service
United States Automobile Assn.
United States Bancorp
United States Fidelity & Guaranty
United States Gypsum
United States Leasing Intl.
United States of America Group
United States Trust Company of New York
United Technologies
Unitil Corporation
Universal Foods
Universal Hospital Services
Universal Leaf Tobacco
Universal Leaf Tobacco Corporation
Universal Press Syndicate
Universal Studios
Universal Technical Institute-UTI
University Federal Credit Union
Unocal
Unum Corporation
Unum-Provident Life Insurance
UP Union Pacific Time Plus (Volunteer)
Upjohn & Pharmacia
Upjohn Company
Uponor North America, Inc.
UPS
Uptons Departments Stores
Uptons Inc.
US Automobile Assn.
US Bancorp
US Fidelity & Guaranty
US Gypsum
US Leasing Intl. US Trust Company of New York
US United States Cellular Corporation
US West
USA Funds
USA United Student Aid Funds, Inc.
USAA
USCS International
USF&G Foundation, Inc.
USG United States Gypsum Corporation
UST, Inc.
USX
UTC United Technologies Corporation
Valcro Energy Corporation
Valmet, Inc.
VanDusen & Freeman
Vanguard Group
Vanguard Realty Brookline
Vantage Global Advisors
Varian Associates
Vedder, Price, Kaufman & Kammholz
Velcro USA Inc.
Velcro USA, Inc.
Venoco, Inc.
Venture Law Group
Vera Bradley
VERITAS Software
Verizon Communications, Inc.
Verizon Foundation
Vernier Software & Technology
Viacom
VICORP Restaurants
Virgin Mobile USA Inc.
Virginia Power
Virginia Power/North Carolina Power
Virginia Wellington Cabot Foundation
Virtual Freight Inspections
VISA International
Visions Solutions, Inc.
Visual Marketing Inc.
Vivendi
Vivendi
VMware Inc.
Vocus
Volkswagen of America, Inc.
Vulcan Materials
W. K. Kellogg Foundation
W. K. Kellogg Foundation
W.K. Kellogg
W.R. Grace & Company
W.W. Grainger, Inc.
W.W. Norton
Wachovia Bank & Trust, N.A.
Wachovia Bank N.A.
Wachovia Foundation
Wacker Silicones
Walker Richer & Quinn, Inc.
Wal-Mart
Wal-Mart Stores, Inc. and Sams Club Giving Programs – VAP
Walt Disney
Warner-Lambert
Washington Group Foundation, Inc.
Washington Mutual Foundation
Washington National Insurance
Washington Post
Waste Management
Waters Corporation
Waters Corporation
Wayfarer Ketch
Wayne Hummer Investment LLC
WDIV-TV
Weberg Enterprises, Inc.
Webroot
Wedding Channel
Weil Capital Management
Weiser Air Service, Inc
Weisman Enterprises Inc.
Weitz
WelchAllyn
Wellcome-Glaxo
Wellington Management Co., LLC
Wellington Management Company, LLP
Wellmark Blue Cross Blue Shield (Iowa and South Dakota only)
Wells Fargo
Wells Fargo Bank
Wells Fargo Foundation
Wells Fargo Housing Foundation
Wells Manufacturing Company Inc
West Coast Bancorp
West Marine, Inc.
Westar Energy
Western Asset Management Co.
Western Union Company
Western-Southern
Westin Hotels & Resorts (MAGIC)
Westinghouse Electric
Westmoreland Coal Company
Westmoreland Coal Company
Weston Financial Group
Westvaco
Weyerhaeuser Co. Foundation
Wheat First Butcher Foundation
Wheelabrator Technologies Inc.
Whirlpool
Whirlpool Corporation
Whitaker Foundation
White & Case
White Consolidated Industries
Whiting Petroleum Corporation
Whitman
Wiley, Rein & Fielding
Wiley, Rein, and Fielding
William and Flora Hewlett Co.
William and Flora Hewlett Foundation
William E. Simon Foundation
William H. Donner Foundation
William Penn Foundation
William Penn Life Ins. Of NY
William Wrigley, Jr. Co.
Williams
Williams Communications
Williams Community Relations
Williams Companies, Inc.
Williams Eng. Serv. Co. Inc.
Williams Gas Pipelines/Transco Energy Co.
Williams Steel & Hardware
Willis Group Associate Matching Fund for Haiti
Willis Lease Finance Corporation
Wilmer, Cutler & Pickering
Windward Environmental LLC
Winn Dixie Stores Foundation
Winn-Dixie Stores
Winston Partners Group LP
Winter, Wyman Companies
WireMedia Communications Inc.
Wisconsin Energy
Wisconsin Gas
Wisconsin Public Service Foundation
Witco
WJXT-TV4
Wm Wrigley Jr. Company
WMX Technologies
Wolverine Trust
Woodstock Chimes Fund
Words At Work
Working Assets
Worldwide Insurance Group
WPLG-TV10
WPS Wisconsin Public Service Corporation
Wrightwood Capital
Wrigleys
Wyndham Worldwide (ESC)
Xcel Energy Foundation
Xcel Energy Inc.
Xerox
Xilinx, Inc.
Xinet
XL Capital Group
Xtra Corporate Charitable Foundation
XTRA Lease, Inc.
Yahoo, Inc.
Yamaha Motor Manufacturing
Yancey Bros. Co.
Yancy Bros. Company
Yellow Corp.
Young & Rubicam
Yum! Brands Foundation
Yum! Brands, Inc.
ZC Resource, LLC
Zero-Max
Zero-Max, Inc.
Zevenberger Capital
Ziff Brothers Investments
Ziff-Davis Publishing Company
Zinpro Corporation
Zunich
Zurich Kemper Investments
Zurich Life
Zurich Reinsurance Centre, Inc.
Zurich, in North America
Zurich-American Foundation
ZymoGenetics Inc.
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Summary of Qualifications.
A seasoned observer and design advocate with extensive background in analysis, experience design, production and team management on large-scale engagements & enterprise applications. Extensive experience managing the creation of web based applications with an emphasis in User Experience and Information Architecture.
Specialties include: Creation of user centered design teams who build Information Architecture / User Experience documentation; Rich Internet Application and enterprise software; Expertise in managing large teams focused on User Experience and Business / Systems Analysis.
Honeywell Connected Enterprise
July 2019 - Present
Director Experience Design, Connected Aerospace
Build, manage and grow a global design team focused on creating consumer grade experiences for a Fortune 100 company with a long tradition in industrial hardware. Work closely with Honeywell Connected Enterprise (HCE) global design leaders to establish a data driven approach to user centered design. Lead the Product Design function for Business Aviation, Air Transport & Commercial Aviation as well as Defense products focused on bringing actionable data to daily users of HCE hardware and software.
Manhattan Associates
3/2017 - July 2019
Director of Product Design
Establish and enhance Product Design core team within Manhattan Associates. Manage day-to-day operations of full stack design team while participating in ongoing design tasks. Heavy involvement in product conceptualization and strategy with a focus on design and process reengineering. Lead Product and R&D teams to develop a user centric and data driven approach to innovation. Coaching, mentoring and leadership of a growing team of UX designers and researchers.
Asurion
3/2015 - 2017
Director of User Experience - Soluto
Manage day-to-day functions of the User Experience team and coordinate functional design across multiple development teams. Lead Product Development workshops and discovery sprints to re-imagine enterprise applications from a user centered point of view. Heavily involved in collaborative and data centric design processes for multiple enterprise platforms including CRM, Big Data, Knowledge Management and more.
TRADE NTE
4/2013 - 7/2014
Consultant
Management consulting and digital product development. Responsible for overseeing client work in the areas of application development for mobile, tablet, and full-screen design efforts.
Cbeyond
6/2010 - 4/2013
Director, User Experience; Business and Systems Analysis
Responsible to inspire, lead, and grow a talented team of interaction designers, visual designers, and analysts to deliver highly usable products and services for Cbeyond’s customers. Manage a team that creates the vision and standards for the user’s experience including the look, feel, and tone based on inspired design, conventions, trends, research, brand positioning, as well as measuring results. Additionally, I evangelize user-experience practices & principles throughout the company, fostering a culture of design thinking, innovation and collaboration.
Responsibilities Include:
Effectively communicate Cbeyond’s value through site interactions and designs.
Understand and advocate for the experience needs of small business customers, particularly the Cbeyond customer.
Oversee several simultaneous projects and strategies from inception to launch.
Manage the day-to-day operations of the UX team, including setting priorities, assigning resources, and ensuring goals are achieved
Work with technology leads to resolve functional issues related to business requirements and design input.
Consult with the organization at large, participate in and guide strategic design decisions.
Manage and mentor team: Provide clear direction to direct reports that fosters learning and independent decision-making.
Critical Mass
7/2009 - 1/2010
Senior Information Architect
Lead Information Architecture practice for IA team dedicated to AT&T Account Management project track. Responsible to be primary user advocate and provide strategic insight to aid in usability and utility as it relates to all areas of customer facing AT&T services. Understand business requirements and translate goals into design structure. Manage user testing protocols and prototype development across internal and external teams.
Responsibilities Include:
Translate business requirements into concrete design with an emphasis on user experience and efficiency.
Coordinate with other IA Leads to assure consistency in approach and design across all project tracks.
Develop site maps and wireframes as well as use case scenarios and user profiles.
Work closely with design team to assure that the user experience vision is carried through design process.
Work with technology leads to resolve functional issues related to business requirements and design input.
Kaneva
3/2008 – 6/2009
Director of Experience Design
Responsible for overseeing Experience Design Department which includes IA/UX, visual design, copy as well as 3D art direction and animation. Coordinate and manage department work streams and company wide strategy and implementation goals. Interface with other department leads to determine to assure timeliness and quality of all design assets and user interface deliverables.
Work closely with CEO and Product Management team to establish business requirements, user requirements, and develop strategies to create compelling user experiences both in the 3D world and on the web. Design and manage all user interfaces in the 3D experience while assuring efficiency and usability levels are maintained. Lead user research to review design prototypes and manage user centered design approach.
Responsibilities Include:
Directly manage 10+ resources dedicated to User Experience research and design as well as graphics and front-end application development.
Manage the user experience for a large variety of products including 3D virtual world, enterprise software platform, and web based social networking and entertainment portal.
Represent the User - translate customer requirements into defined specifications and inspire the Engineering team to develop the right products.
Significantly influence product strategy and direction.
Develop and maintain design mockups, usage scenarios, prototypes, specifications, navigation maps, and other design documents.
Develop expert-level knowledge of competitive and complementary products and bring new ideas to the team.
Define innovative user interfaces and interaction styles that result in improved user productivity.
Develop rapid prototypes in Flash for iterative user testing.
IQ Agency
1/2006 – 3/2008
Vice President, Operations / Lead Information Architect
Responsible for overseeing the operations and Project Management service line of the agency as well as directing production processes and procedures in support of all agency business and clients. Oversee the day-to-day management of projects in excess of $1mil/year as well as acting as department head for production management group that manages over $9mil/year. Major accounts include: UPS, Volkswagen, Celebrity Cruise Lines, Merrill Lynch, among others. Development of agency wide policies and procedures related to the operations and management of clients, revenue, systems, and personnel.
Work closely with clients to define business requirements and how they relate to features and function. Define content structure, navigation, and interaction design schemas in support of functional and aesthetic requirements. Develop user personas and use case scenarios to inform interaction and design architectures. Writing of functional specifications and page level technical requirements for development efforts.
Responsibilities Include:
Development of high level user experience site flows and detailed page level wireframes
Developed the “i5” methodology that serves as the agency’s core strategy and production guidelines.
Often serve in multiple roles as defined by client needs including: Information Architect and Strategist as well as Project Manager.
For all Information Architecture/Interaction Design projects responsibilities include:
Creation of creative and technical blueprints in support of application development and site design
Strategic analysis of client’s business goals, requirements and audience
Creation of user personas and segmentation models to support user experience design
Contribute and manage the conceptual framework of projects and strategic solution sets
Design on User Experience via Architecture and Interaction Design models
Work with IQ and client side Creative and Engineering teams to assure alignment with creative and technical feasibility
Project Highlights:
UPS.com – Lead experience designer for homepage redesign and redesign of UPS Business Solutions
VW GTI Configurator – Lead Information Architect for this cutting edge site. Award highlights include: Cannes Cyber Lion Grand Prix, Adobe Max Award for Best Marketing Site & Peoples Choice 2006
Celebritycruises.com –Lead Information Architect for this major re-branding effort for Celebrity Cruise Lines.
A full listing of URL’s and work samples are available upon request.
Freelance Consultant – User Experience Architect
5/2005 – 12/2005
Client - THINK Inc. – User Experience Architect
Work with team of designers, writers and strategists to produce Information Architecture documents for clients such as Alltel, Specialty Nutrition Group and TransitCenter.com among others.
Project Duties Include:
• Work closely with Clients and Account Services teams to define project needs and guidelines.
• Production of site maps and wireframes in MS Visio and maintenance of IA docs.
• Heuristic and usability analysis of client sites for redesign efforts.
• Provide user-centered design feedback and strategies for promotions, websites and banner ads.
• Design and develop Flash based media for promotions and web sites.
Thompson, Ventulett, Stainback & Associates (TVS&A)
3/2001 – 5/2005
Senior Associate – Manager of Information Design Studio
Led the formation of a business specializing in web development, multi-media design, and advanced visualization. Managed the design of projects that ranged from corporate websites to multimedia presentations to rich internet applications.
Responsibilities Include:
• Lead Information Architect for all projects within the studio.
• Team leader for web and multi-media development projects.
• Design and develop presentations and web sites that utilize Flash MX for major marketing efforts.
• Lead redesign effort for corporate website (www.tvsa.com) that resulted in a National Honor Award from the SMPS.
• Develop e-learning tools for corporate intranet and training videos.
• Help clients develop strategic media projects that support core business goals and help create new economic opportunities through interactive media.
Special Recognitions / Achievements:
• Recognized as a leader in the firm as part of the Leadership Class 2003 - promoted directly to Senior Associate.
Mothership
1998 – 2001
Founding Partner / COO
Co-founder of a successful web development firm. Led a group of 4 designers / developers to create innovative and strategic web sites with an emphasis on user experience and graphic impact. Managed all aspects of client relations and managed the day-to-day operations of the firm. Developed all proposals, contracts and managed projects to tight budget guidelines.
Sample Client List:
• e-invest - managed entire web design/development team for a $25 million start-up.
• Andersen Consulting / Accenture - designed cutting edge Flash presentations for Andersen consultants; trained Creative Services staff in graphics and multimedia development; helped build an interactive media department for the Atlanta Office of Andersen.
• FolioZ - worked closely with agency staff to prepare multimedia applications and video presentations for technology.
• Project 18 - worked with agency clients to develop numerous web and media projects.
Education
Georgia Institute of Technology
1992-1996
Bachelor's of Science in Architecture
Studio work includes: Freehand drawing, mechanical drawing, design theory, color rendering, model design, and construction science.
Awards and Publications:
Winner First Place 1995 Georgia Tech / Velux America Design Competition.
Works published on cover and interior of Georgia Institute of Technology College of Architecture Projects 1994-1995.
Work published on cover of Georgia Institute of Technology College of Architecture Newsletter.
Georgia Institute of Technology
1998- 2000
Masters of Science, Information Design and Technology - degree unfinished
Course work includes: HTML programming and JavaScript, multimedia design and programming, analog and digital video editing, video teleconferencing via internet, graphic design.
Software Knowledge / Skills
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https://patents.google.com/patent/US6744436B1/en
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US6744436B1 - Virtual reality warehouse management system complement - Google Patents
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1999-05-25T00:00:00
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An image generator system ( 5 ) with a warehouse database ( 3 ) that is integrated to an image generator system human interface (FIG. 6 ) (virtual reality) and integrated to a warehouse management system's (WMS) stock location system (FIG. 1 ). This software and hardware combination performs warehousing functions in a simple, visual, real time, non real time and three-dimensional environment. This computer combination is intended for organizations to more efficiently manage the warehousing processâespecially by locating key positions. World famine can be reduced with the capabilities of visualizing locations within any warehouse. All industries that use warehouses can ultimately use this virtual reality warehouse management system complement to augment their distribution process. The combination of two previous technologies: that of Virtual Reality (real time 3D graphics) and the field of warehousing and warehouse management systems.
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en
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https://patents.google.com/patent/US6744436B1/en
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This application claims the benefit of Provisional Patent Application Ser. No. 60/086784, filed May 26, 1998 with the United States Patent and Trademark Office.
DESCRIPTION
1. Technical Field
This virtual reality warehouse management system complement (VR WMS complement) is an advance to the warehousing and logistics industry where image generating graphic board systems, visual computer generated warehouse databases, and other optional components of virtual reality (VR) are incorporated and integrated into the stock location systems of computerized warehouse management systems (WMSs) in order to manage warehouses better.
2. Background Art
1. Warehousing
Since people began the conglomeration of goods into buildings, they have relied on two major methods of warehousing, which had been in existence for thousands of years. The memory system and the stock location naming system and/or the combination of both. The memory system consists of having a person or group of people to keep a memory of location of stock and available spaces to place them. A stock location naming system identifies locations based on a system of symbols, numbers and letters. A notable example of early warehousing with a stock location system begins in Egypt when the Pharoah's servants kept track of stores of grains and wealth. However, both of these methods are complex, confusing and inefficient. Recently modern advances have greatly improved these ancient techniques. These include the incorporation of the stock location naming system by computer, and the use of audio technology and robot like automated warehousing systems. All these warehousing methods are discussed below.
a. Warehouse Manager(s) Without a Computerized WMS
Warehouse managers have difficulty relying solely on their own memory and/or a stock location system to keep track of stock keeping unit (SKU) locations and available space to place themâespecially in the high volume of stock in modern warehouses. Even with two dimensional maps of the warehouse, limited success is achieved due to the dynamic three dimensional nature of a warehouse. Excessive amounts of paperwork produced by inventory data can sometimes confuse workers, even though they are necessary for the management of warehousing.
Recently, with the industrial revolution, warehouses have expanded into square miles, and the copious quantities of goods that are processed today have become increasingly difficult to manage with human memory techniques and a stock location naming system. The human memory system, in both ancient and modern times, has relied on one person or a group of people who has been employed at a warehouse for a long period of time and has accumulated a wealth of knowledge of warehouse locations. Even the most skilled warehouse manager has difficulty in keeping track of locations of stock and available spaces. Psychology studies have proven that the human mind can only retain 5 to 7 items at one time. In order to reduce confusion and better address modern warehousing, companies have no other recourse but to turn to the fast stock location accessing capabilities of computers.
b. Computerized Warehouse Management Systems (WMS)
Computerized WMS presently do not provide any other way of visualizing a warehouse besides using naming methods based on stock location systems. The naming conventions used in these WMS make the entire WMS difficult to use, maintain, and fully understand. This difficulty also limits WMS users to use any WMS to its fullest capabilities. Which in turn also limits the WMS designer from conceiving of new capabilities.
A numbering system based on a naming convention consisting of warehouse areas and stock locations that are placed on several sheets of paper or monitor fails to quickly and effectively convey this three dimensional SKU location information to the human mind as is needed in the complex and dynamic three dimensional optimum real time environment of warehousing. When very large number of locations must be accounted for very quickly, this process becomes tedious, slow and confusing. The numbers and letters that describe a location of stock or an available space to place goods are difficult to quickly decipher by even the most skilled warehouse worker especially when it needs to be done accurately and efficiently each time. Tediousness and inaccuracy can become commonplace in large volume and or complex warehousing. The naming method based on a written stock location system is very time consuming, difficult, and costly to labor hours, costly to warehouse building space etc. Warehousing performed with the help of computerized WMSs have phenomenally advanced the warehousing process by placing, monitoring, selecting, and shipping SKUs. However, these software systems need to supply SKU data to people to effectively warehouse. These systems based on a stock location naming system, give people locations of SKUs in the form of numbers and letters, such as STE7362-38. All major warehousing processes involve the need to know the location of goods. These processes include planning and design, receipt and placement, monitoring of stock picking SKUs for orders, and shipping SKUs. The human mind takes longer time to read a name like this: YFI-3894-F, than to read and understand a picture. A number based on a stock location naming system fails to quickly and effectively convey this three dimensional SKU location information to the human mind as is needed in the complex and dynamic environment of warehousing.
Software companies have provided systems specifically for the warehousing industry that access locations with a stock location naming system. Numerous software programs that are sold today have been widely used first in the early 1980s. A few of these warehouse management systems include but are not limited to the following table 1 as found in Consumer Goods Manufacturer, September/October 1998, an Edgell Publication, Vol 7 NO 5:
TABLE 1 WMS
Company name WMS name Acacia Technologies Warehouse Boss 6.0 Adonix Transcomm Tolas WMS 3.1 AllPoints Systems. AllPoints V6.0 Inc. Ann Arbor Computer PC/Aim V.4.0 Applied Automation AutoTrak 6.0 Techniques Cambar Software Client Server Warehousing (CSW) v 1.10 Control II v 2.2 Cantoc CENSYS NT Catalyst Int'l, Inc Catalyst WMS 7.1 Celerity Solutions, Inc WMS 5.0 Daly & Wolcott A+, Version 3.02 Data Collection Wh. Advantage 4.2 Systems, Inc. DataWorks Corpor- Avante, Vantage ation DSA-Software Foxware Evcor Warehouse Brain Nautilus EXE Technologies Exceed Exeter/Kewill Commander 2000 Gateway Warehouse Control System Genco Distribution Doms v5.5 System Haushahn Systems and Viaware WMS 4.3.6 Engineers HK Systems Logistics Stockmaster 4.4 Software Interlink Technologies WHSE-Link JBA International System 21 V 3.5.2 JDA Software group, Wh. Control Center V 1.1 Inc. J.D. Edwards WMS/A8.1 or B73.3 Logility Warehouse PRO 3.0 Majure Data, Inc. RF Navigator 8.0 Malvern System, Inc. The Malvern W.M.S. Manhattan Associates, PkMS 18.2 Inc. McHugh Software DCSTRACS*, DMplus/TRACS* International Mincron Software MSS/WM V.1.4, MSS/WM V.3.2 System MK Group, an iBU of MK- Logistics/8.0 Computer Associates Intl. Montego System WinWhere V. 3.0 OMI International Triceps Optum, Inc. Response SCE Suite Move WMS QSSI PowerHouse Renaissance Software IWMS V. 3.1 Inc. Robocom Systems RIMS.2001 International RT Systems RT Locator/WMS ScanData Systems. 8.0 Inc. Sonica Software Sonictrak V.3.1 Summit Group Logistics Pro Tangible Vision Inc. Imprimis 2.02 Tecsys Elite Series 6.1 TRW-Logistics Execution System Uniteq WMS 21 4.2 Yantra Corporation WMS Yantra SAP SAP R/3 Logistics modules, Warehouse Management (WM) BDM - MARC Material and Resource Control System DCSI WMS EDMS WMS Royal 4 Systems R4-WMS OnTime Shareware WMS Scarlett Development WMS Radcliffe WMS Wireless Warehouse Red Brick Warehouse VPT Integrated Warehousing Solutions IRMS WMS ESKAY Corporation Warehouse Rx WMS Silver Creek Assoc. SCAN TRAC WMS. Eagle WMS Renaissance WMS Logistics Data Systems Peoplesoft Inc.. Peoplesoft Logistics. Materials Management. Red Pepper
These programs have greatly advanced the warehousing industry, modernizing it with available technology; however, these have been limited in delivering location information as a warehouseman must first read numbers and letters then interpret it into three dimensions. Hand Held Displays (HHDs) have been used with computerized WMS to augment the WMS's capabilities while a picker is at work on the floor of the warehouse. HHDs are lightweight systems with small screens that can be conveniently carried by hand. They have been used in warehousing to access and enter limited data into a computer via a âwindowsâ operating system that can be seen on the screen. Currently, only lists of names of the stock location system are presented to the user. These lists are still confusing even when a user is interpreting them at the stock site.
These WMSs have not fully addressed the needs of the warehousing and logistics industry. Even with the added benefits of two dimensional, readable query capability that is computerized many opportunities for error occur, costing the industry enormous amounts of money. The amount of labor time that is wasted, the misallocation of space, causing a new building to be constructed the needs of consumers are not met on time. With the aid of WMSs, response time to customers is faster, but it can be done even faster if goods are found immediately. There exists room for improvement in this industry to do things faster, cheaper and with less chaos.
c. Audio WMS Complements
Audio WMS complements interpret the written stock location system into audio that can be individually heard through headphones anywhere on the warehouse floor, on or off a forklift. These systems increase productivity by supplying this information while a warehouse worker is performing a tasks however, they only provide limited information within the time necessary to perform daily warehousing functions. In these audio systems, the current scene that the warehouseman is observing needs to be described in detail. This is an impossible task to do in words with the time given to perform daily warehousing. A common phrase describes this problem. It takes a thousand words to describe a picture.
d. Automatic WMS Complements
Automatic warehousing attempts to eliminate human functions on the floor of the warehouse. It attempts to eliminate all human errors and problems of human labor. These systems can work with a computerized WMS and some can work without one. These systems include, but are not limited to, Automatic Guided Vehicle Systems (AGVS) and Automatic Storage and Retrieval Systems (AS/RS). The AGVS is intended to effectively replace the warehouse material handling vehicle operator by automatically selecting specified stock. Some AGVS use optical systems to follow painted lines on the warehouse floor. AS/RS are incorporated into the warehouse shelving structure so that stock can be selected without human travel within aisles. Although labor has been reduced and efficient stacking methods have emerged, these advancements have come by an increase in cash requirements and a lack of dynamism. Technology that completely replaces a human is of a lessor form.
e. Non Real Time Warehouse Simulations
Warehouses have been visualized in a static non real time form providing an animated visual scene to promote conceptual thought on the design of a warehouse advancing the warehousing, logistics, distribution and supply chain industry. Non real time is defined as any graphics update rate below 1 HZ. It provides a computerized video of what a warehouse might look like. However, since these are animations, each picture needs a large amount of time to create. So within these visual scenes, one does not have the capability to choose what to see within the presented visual. Due to this limitation, the images are not capable of being instantaneously correlated with real warehouse events and truly be effective. These non real time warehouse simulations have not been integrated into warehouse management systems. Stock items cannot be individually selected from the mass of the warehouse and coordinate with the real events. Visual loading software assists in only a small limited aspect of warehousing. It's non real time form provides a limited amount of information, preventing it from performing other warehousing functions.
f. Additional Previous Warehouse Capability List
Even with these warehouse management techniques (among the most common being the combination of above sections a and b, less common the use of all above sections, a thru e), warehouse managers still have difficulty with and fail in:
a. Locating outdated and obsolete inventory. Locating current inventory without a problem of causing surplus stock production and wasteful redundant expenses.
b. Identifying available space within the warehouse and avoiding new warehouse construction. (Space is lost and wasted within partially empty bins that cannot be seen). Identifying space with accuracy according to precise three dimensional information as well as other parameters such as accessibility. Packing methods that optimally conserve available space.
c. Easily and quickly tracking stock movements that allow for faster delivery and an accurate system of handling customer returns.
d. Having the instant knowledge of the location of stock and its available space on a global basis.
e. Training warehouse workers in one language and in multiple languages in a short amount of time.
f. Control over manipulation of stock.
g. Informing various managers across the logistics infrastructure and departments of an organization of the instant and updated knowledge of locations of stock and available space for it in multiple warehouses in order to make general suggestions, plan future events and quickly respond to changes in a volatile market.
h. Providing workers the quick and accurate information to pick orders and place stock.
i. Providing workers information that will prevent them from getting lost in the warehouse and finding stock quickly by reducing travel time and once at the general location quickly selecting that stock.
j. Delegating tasks efficiently to workers due to not continually observing them.
k. Providing forklift and other material handling operators the ability to freely use their hands to safely operate their vehicles and locate stock at the same time. (When stock location system name printouts or computer screens are used operators are distracted from operation and must read the lists of stock locations).
l. Providing time to simply visually inspect the warehouse at frequent intervals to insure that proper protocols are met such as storage of items in certain places within given parameters. These parameters include hazardous materials and food stores, similarly requested items, security of materials, etc. The time taken to visually inspect the warehouse to ensure that SKUs are in the proper place by visually inspecting remote warehouses by organization leaders is extremely costly and time consuming).
m. Optimizing the use of trucking loads. Often trucks run empty due to non coordination of industryâwhen they could run full.
n. Superior coordination and communication between inter company units and between business to business organizations.
o. Superior understanding at all levels of the supply chain by everyone involved.
p. Verification of the WMS.
q. Planning and design of the most optimum warehouse design according to potential scenarios.
The previous capabilities of the warehousing industry and others are described in detail by James A. Tompkins and Dale Harmelink in their book, The Distribution Management Handbook, published by McGraw Hill in 1994.
2. Advanced Vehicle Systems and Simulation or Virtual Reality
Image generator systems (IGS), head up displays (HUD)s, head down displays (HDD). Head Mounted Displays (HMD)s and monitors have been used for military, aircraft, commercial aircraft flight system, commercial training, simulation, and other vehicle systems. Tank, automobile, aircraft and other vehicles have had simulators created for them with these components. Numerous articles have been written on this subject. One of them from Aviation Week and Space Technology, Simulators. Feb. 20, 1989 Pgs 57-70.
Recently, however, as U.S. military budget has decreased, aircraft flight system and training and simulation companies have searched other business ventures and this technology has been used for entertainment and games. This transfer of industry application has caused these technologies to be exposed to the media, which has named it âVirtual Realityâ. An article describing this technology in detail as âVirtual Realityâ outside of the aviation world was written by Ben Delaney, Virtual Reality lands the job. New Media, August 1994, pgs 40-48.
a. Monitors
Any device that can display or project information from a computer has been used in many applications of VR. These devices include but are not limited to flat panel displays, plasma displays. LEDs, matrix displays and many others. The monitor as well as other large screen projecting devices have been used in training to simulate real world views that would normally be seen from the cockpit or from an operator's station in any vehicle.
b. HDD (Head Down Displays)
In order to more easily control an aircraft or land vehicle, a pilot or other operator has had the use of HDD in the form of dials and cathode ray tubes (CRTs) that indicate speed, altitude and other important data. The HDD refers to any display device that is not mounted in a human operator's necessary field of view, but provides data for the human operator near a field of view. In FIG. 7, photo 20, photo 22, and photo 24 all show HDD within vehicles. Recently dials have been replaced with small monitors and other flat panel displays that indicate this same information and provide much more data to the operator. However, m an aircraft the pilot must move his head and eyes down from his flight path's field of view and refocus on the HDD within the vehicle. This process of refocusing on the HDD to obtain operating information of the outside world and then refocusing on flying the aircraft has been timed at nine seconds. Although less complex, land vehicle drivers have the same problem. In complex scenarios or at high speeds the HDD is not sufficient for safe operation.
To address this problem, audio systems have been used to direct the pilot of certain flight procedures. Among the most applicable is the use of audio systems by the ground crew to direct the pilot where the ground is during landing. However, for other flight operations, audio systems take too long to communicate vital data in time for the pilot to effectively respond. In order to communicate the data faster, a visual medium was needed. This was accomplished without solely relying on the HDD as well.
c. HMD and HUD
Both the HMD and the HUD provide a pilot the ability to visually interpret flight data from a large number of sources by providing in the pilot's field of view a display of information essential to control various systems. U.S. Pat. No. 4,961,626, Direct Incorporation of Night Vision in a HMD, describes a highly advanced helmet mounted display, HUD systems consist of a transparent screen that is presented between a human's field of view and the visual scene. On the screen are projected images that superimpose or project into infinity the computer generated visual image or other data. The screen is mounted in such a way that the human operator does not need to move his head down and refocus his eyes in order to receive information but needs to keep his head up for full visual input (hence a Head-Up Display) as well as data projected into infinity on the transparent screen. In FIG. 7, photo 20 shows a HUD not in use in the upper left hand corner. Photo 21 shows what looking through a HUD looks like while in use. The white lines and numbers provide flight data to the pilot directly in front of the pilot's field of view. Photo 22 shows a pilot looking through a different HUD. Diagram 23 and photo 24 show HUD technology used in car applications. Photo 24 shows how miles per hour and other driving data can be presented in HUD form for automobile drivers, effectively creating a safer method of driving. HMD systems however contain the visual screen directly in front of the eye by means of an attachment to the pilot's helmet. This optic component is transparent and called a combiner. The information usually displayed on the combiner pertain to piloting and weapons targeting and is projected and focused outward at infinity. This data is fed by the on board computer to a CRT image source. The CRT image is then projected through a series of optical components located in front of the pilot's eyes. Viewing through the combiner, the pilot sees a virtual image of the CRT image projected in his view of the exterior real world scene.
A HUD operates similarly except that the projected image is presented on a fixed transparent display mounted in the pilot's field of view. Many HMD systems exist today, among them include but are not limited to the list of HMDs presented in the following table 2:
TABLE 2 HMD
Company name HMD name CAE Electronics Fiber-Optic HMD Fakespace FS2. PUSH FORTE Technologies VFX1 HEADGEAR General Reality CyberEye CE-200N, CyberEye CE-200W Hughes Training CIV Kaiser Electro-Optics 1000 HRpv VIM, Color SIM EYE 60. Full Immersion HMD, Prsnl Ast. Hdst Kopin Innovision Vu-Port Monocular HMD Liguid Image MRG2, MRG3C, MRG4 n-Vision Full Color Datavisor, Datavisor 80. VR- Binocular OIP NV Delft Instruments HOPROS (CRT version) SEOS Displays Binocular Colour HMD Shimadzu Corporation STV-E Virtual i-O i-glasses! (PC & video) Virtual Reality High-Res. Color HMD 133 Virtual Research Systems VR4, VR4000, FS5 Virtuality Visette Pro Visionics Corporation Low Vision Enhancement System Vista Controls, Inc. See-thru-Armor. Vista Vision
In order for the HMD to be in sync with the correct three dimensional position of the real world it was superimposing, tracking systems needed to be connected to an image generator system host computer. In order to create these visual images, a special type of computer called an image generator is needed.
d. Other Visual Immersion Methods
Any number of projectors can create an scenic area where one is immersed in graphics imagery where the walls become the visual virtual environment. This is described by Ben Delaney in Virtual Reality gets the job in the August 1994 publication of New Media on page 42.
e. Image Generator Systems (IGS)
The IGS is any computer hardware/firmware integrated circuit assembly graphic board and software capable of producing real time images of a three dimensional database.
A three dimensional perspective view of the warehouse is computed from a viewpoint which include roll, pitch, yaw information in relation to an x, y, z, coordinate location in real time. When any viewpoint or location changes an entire new image must be calculated. The time it takes to create and show this new image is the time calculated or the update rate. Real time is defined within this patent as any graphics three dimensional perspective output update rate above one Hertz (HZ). For this patent, real time can be further be defined into three sub-definitions. Near real time is defined as any graphics update rate between 1 HZ and up to 12 HZ, Almost real time is defined as any graphics output update rate between 12 HZ and up to 60 HZ, Optimum real time is defined as any output update rate above 60 HZ. The faster the image is requested to be updated, then the less amount of data that can be processed. The more visual information that is allowed in the database, then the slower the update rate and the less the imagery will appear to be in real time. The user will define which speed is the most favorable. To have a completely flicker free image, 60 HZ is necessary.
In addition to aiding pilots during flight and other operators in the piloting of their vehicles, these computers have been used in simulators to provide the visual part of the simulation. In FIG. 7, screen shot 25 shows how real time graphics technology has been used for train automobile drivers. The white lines are the sides of a road that are accessible in real time. There exist many IGS including but not limited to the following:
TABLE 3 IGS
Company name IGS name(s) Evans and Sutherland Picture System II Liberty and ESIG-4500. Singer Link DIG Silicon Graphics Reality Engine II Lockheed Martin CompuScene SE 1000/2000/PLUS Compuscene VI Compusccne PT 3000/4000 and REAL3D Pro-1000 AAI Visual Systems G1000/CMX AND G2000/ETX CAE Electronics Maxvue Division Provision 10 VPX FlightSafety International Vital VIII Fujitsu Open System ACG600/AG1600 Hitachi Hivis IVEX Corporation VDS-2000 Loral Advanced Distributed Simulation GT200 Primary Image P10 Sogitec Apogee Tellurian Eagle Thomson Training and SPACE Classic Simulation XTAR Electronics SuperFalcon 6000 and SuperFalcon 7000.
In training usage, the IGS has been connected to an interface to a host simulator which is m turn connected to the host simulator system. The simulator system comprised of a mock cockpit, mock driver's seat, or the controls of any real aircraft, tanks, automobile or other vehicles that could be controlled in a simulated environment. Often the simulator had motion systems that would simulate the effect of small g forces on the pilot's body. The databases used by the IGS have historically been of large landscapes of the earth on which operators could train using their various machines. These databases were either created painstakingly by hand or with the aid of any Graphical User Interface (GUI) database generating building tools. These tools include three dimensional creating tool software systems and computer aided design/computer aided manufacturing (CAD/CAM) systems included but not limited to in the following table:
TABLE 4 GUI Database Generating Building Tools
Company Name Product Name Multigen Inc. Creator, GameGen Paradigm Vega Sense 8 WorldToolKit MicroSoft SoftImage Macromedia Extreme 3d Caligari TrueSpace 2 NewTek Lightwave 3d Kinetix 3d Studio MAX Fractal Design RayDream Studio Byte by Byte Soft F/X Visual Reality
The simulator would simulate all of the components of a real aircraft or vehicle in order to make the simulator more realistic, HMD HUD, and HDD with their appropriate visual components are all used in simulation. The pilots joystick or the drivers wheel aids the operator in moving throughout the virtual world.
DISCLOSURE OF THE INVENTION
This VR WMS complement will allow for the first time in the history of warehousing the ability to visually keep track of all SKUs and have knowledge of their location and all other locations in the warehouse in real or non real time without the need to refer to symbols, logs or lists of such data.
Millions of dollars in warehouse construction costs are eliminated because available space to put stock can be found quickly and easily. Time spent finding stock is reduced and the difficulty level previously necessary is eliminated, allowing for larger quantities of goods to be processed as needed by consumers.
The introduction of virtual reality, real time and non real time graphics technology in warehousing management systems (WMS) allows for many advances. These VR components briefly include, image generator systems. Helmet Mounted Display (HMD) systems to be used in conjunction with image generator systems.
Never before has anyone applied this real time graphics technology to the specific field of logistics and challenges of managing and controlling inventory by visually locating stock within the warehousing and distribution industry. The warehousing industry is part of a greater logistics and supply chain industry which is in great need of this virtual reality warehouse management system complement (VR WMS complement) and its associated elements to locate physical spaces within the warehouse, and to perform with greater efficiency.
A. Warehouse Manager(s) Without a Computerized WMS
With this VR WMS complement, warehouse managers will no longer need to rely on their own memory abilities and non-computerized stock location systems to keep track of SKU locations and the available space to place them. This VR WMS complement will keep visual real time records of the high volume of stock processed in modern warehouses. Two dimensional maps will become obsolete as the three dimensional world of the warehouse will now be accessible in all capacities. Excessive amounts of paperwork that were given to workers are now eliminated as all communication of warehouse information can be done through an IGS human interface (FIG. 3).
B. Computerized Warehouse Management Systems (WMS)
WMS software with a naming method based on a stock location system will now have the addition of this VR WMS complement. The numbers and letters that describe the location of stock or an available space to place stock will now be deciphered by the VR WMS complement for easy and quick communication to a worker instead of having a worker do the entire interpretation based on the results of the computerized WMS.
Tediousness and inaccuracy in large volume and or complex warehousing is eliminated. This naming method based on a stock location system of the WMS combined with the VR WMS complement allows for warehouse locations to be found with ease, simplicity, rapid and accurate use. The SKU names of the stock location system can be superimposed on the visual image of that SKU. Therefore the naming conventions of the stock location system of the existing computerized WMS can be used simultaneously with this VR WMS complement. The picture images of stock can have the SKU number/letter placed on top of it. The invention can also be arranged so that the SKU number/letter will move in real time or non real time with the rest of the visual scene.
The naming conventions used in these WMS combined with the VR WMS complement will allow for new warehousing methods yet to be discovered. Users of a WMS combined with this VR WMS complement will be able to use all of the capabilities of the WMS alone to its fullest capabilities. A creator of a WMS combined with this VR WMS complement will be able to create new capabilities for the WMS that would never have been imagined. The WMS performance can be verified and corrected. Thus the actual WMS can be improved with this VR WMS complement as well.
C. Audio WMS Complements
Audio WMS complements interpret the written stock location system into audio that can be individually heard through headphones on or off a forklift or anywhere on the warehouse floor. These systems will no longer have the burden of supplying the entire data of location but will supplement the VR WMS complement which will have the majority of this task. Instead of relying 100% on audio, updated real time visual information allows a large increase in information transfer, allowing for fast warehousing. The scene that the warehouseman is currently viewing will always be described in full visual detail with the visual image changing as the warehouseman moves his head. Since this image has the option of being in real time, the rapid information is provided to perform daily warehousing tasks.
D. Automatic WMS Complements
Automatic warehousing attempts to eliminate human functions on the floor of the warehouse. It attempts to eliminate all human errors and problems of human labor. However, with this VR WMS complement problems of human labor will be eliminated with the capability of scheduling workers effectively and by making their task easier. These systems include but are not limited to, Automatic Guided Vehicle Systems (AGVS) and Automatic Storage and Retrieval Systems (AS/RS). The AGVS is intended to effectively replace the material handling vehicle operator by automatically selecting specified stock. Some AGVS use optical systems to follow painted lines on the warehouse floor. AS/RS are incorporated into the shelving structure so that stock can be selected without a human traveling within aisles. When situations occur that require human judgement these automatic and robot like systems cause errors and inefficiencies to occur. Only humans with this VR WMS complement can make the proper judgements with reliability, resolution, flexibility and safety. Humans will be augmented with this technology instead of technology completely replacing a human. This invention is a cheaper more cost effective method over the price/performance ratio of a fully automated system. Fully automated systems are expensive to purchase and expensive to maintain. By retaining the human element and incorporating visual target requisition with VR technology a more improved overall technology is created. It remains difficult to replace the human brain in this industry.
E. Real Time Warehouse Simulations
Warehouses have been visualized in three dimensions in a static non real time form providing an animated visual scene to promote conceptual thought on the design of a warehouse. Non real time is defined as any graphics update rate below 1 HZ. The present invention provides instant three dimensional perspective visual comprehension based on the instant three dimensional viewpoint needs of the user. Real time imagery is much faster than non real time images. For example, one frame from the movie. Toy Story can take up to 5 hours to generate. There are one million {fraction (1/60)}th of a second units in 5 hours. Real time must be one million times faster than this type of animation. In real time one has the capability to choose what to see within the presented visual. In the present invention, images are capable of being instantaneously correlated with real warehouse events and truly be effective. Stock items can be individually selected from the mass of the warehouse and coordinate with the real events. The VR WMS complement assists in all aspects of warehousing. It provides a large amount of information, allowing it to perform multiple other warehousing functions.
F. Additional Capability List
In addition to all the above warehouse management techniques warehouse operators with this VR WMS complement will have the capabilities of:
a. Locating outdated and obsolete inventory. Locating current inventory eliminates the need for surplus stock production and wasteful redundant expenses.
b. Identifying available space within the warehouse and avoiding new warehouse construction. Space within partially empty bins can be visualized with various imaging techniques and all possible perspective views. Wire frame, translucent, transparent imaging options allow for a user to quickly identify lost space. Identifying space with accuracy according to precise three-dimensional information as well as other parameters such as accessibility can now be done. Packing methods that optimally conserve available space are performed with the aid of these imaging techniques.
c. Easily and quickly tracking stock movements allowing for fast delivery and an accurate system of handling customer returns, also called reverse logistics. Within reverse logistics, the precise location of defective items caused by manufacturing defects, sabotage and other reasons. Will now be easily and quickly found.
d. Having the instant knowledge of the location of stock and its available space on a global basis.
e. Training workers who only know one language in a short amount of time. The visual nature makes understanding and operation self-explanatory in all cultures and languages. The time taken to read a stock location system manual and fully understand it is eliminated.
f. Control over manipulation of stock is easy with full imagery of all possible warehouse viewpoints.
g. Informing various managers across the logistics infrastructure and departments of an organization of the instant and updated knowledge of location of stock and available space for it in multiple warehouses in order to make general suggestions, plan future events and quickly respond to changes in a volatile market.
h. Providing workers the quick and accurate visual real time information to pick orders and place stock. Visual imaging techniques can provide a yellow brick road in the most efficient route to the location of stock in order to fill a specific order. Providing workers visual information that will prevent them from getting lost in the warehouse and find stock quickly by reducing travel time. Material handling vehicle operators are prevented from creating traffic jams. Once at the general location real time visualization allows them to quickly select stock. These techniques include the use of superimposed color coding, wire frame and translucent images
i. Delegating tasks efficiently to workers are possible by continually observing representations of workers and their interactions with stock through visualizations. Manpower and material handling vehicle usage time and the amount of shifts necessary can easily be projected according to the projected future flow of the warehouse.
j. Providing forklift and other material handling operators the ability to freely use their hands to safely operate their vehicles and locate stock at the same time. With the aid of various IG human interface systems, including the use of the HMD and/or HUD, operators can simply look directly at stock and see the needed information in a transparent image projected onto the HMD visor or HUD shield.
k. Providing time to simply visually inspect the warehouse at often intervals to insure that proper protocols are met such as storage of items in certain places within given parameters. These parameters include hazardous materials and food stores, similarly requested items, security of materials, etc. The time taken to visually inspect the warehouse to ensure that SKUs are in the proper place can now be done from a central location or numerous other locations. For example, inspectors can ride a forklift fitted with this VR WMS complement or a component of it and perform inventory checking to detect âdifferencesâ. Differences is a term used in warehousing to describe stock that should be there when in reality it is not. The warehouse can be color coded to identify specific types, sections, and categories of stock within the warehouse.
l. Many planning and design functions can be provided using both real time and non real time capabilities. Viewing a warehouse database can be performed with an animation (non real time) and with real time, the database can be experienced with the freedom to move about anywhere in the warehouse, from any viewpoint in three dimensional space, at any time to see the visual information immediately. All information of the warehouse can be accessed visually and immediately.
m Optimizing the use of trucking loads. Often trucks run empty due to non coordination of industryâwhen they could run full.
n. Superior coordination and communication between inter company units and between business to business organizations.
o. Superior understanding at all levels of the supply chain by everyone involved.
p. Verification of the WMS.
q. Planning and design of the most optimum warehouse design according to potential scenarios.
With the real time capability, planning and design of a warehouse can be done quickly with the input of many people. Suggestions and comments with an immediate visual result of them can be possible in one meeting. Large amounts of warehouse information can be processed and displayed quickly.
Supervising a warehouse's operations can be performed by moving through a warehouse database that is a model of the real warehouse. Warehouse operations can be simulated in action. Within the real time capability, specific SKUs, stock movements, changes in the warehouse, and any other potentially visual information are all updated to the second or at 60 HZ or at any other rate and provide an opportunity for warehousemen to suggest immediate resolutions to immediate situations and visualize their own results. In a non real time mode, an animation of the warehouse can be made in greater detail in order to observe more specific visual data in the warehouse. This is due to the extra time that the computer has to draw a more complex scene. However, in the real time mode, warehousemen have the opportunity to move about within the model warehouse database however they desire. They are not restricted to movement within any one pre-chosen pathway but have that option as well. An operator can have a bird's eye view or even the view that a mouse would have of the warehouse.
The operator can visualize only one category of stock at a time and visually erase all other stock in order to manage one type of item at one time. This will eliminate the confusion that can be created of all stock movements within one warehouse.
In the real time mode, simulations of potential scenarios of everyday warehousing can be done immediately, preventing hazards and saving potentially wasteful warehousing operations. Warehouse operators can simulate their recommendations before implementation and observe effectiveness. Common simulations are: the determination of appropriate shelving systems, the operation of new material handling equipment, the operation of innovative warehouse designsâall operations that can now for the first time in warehousing be seriously considered for purchase due to the ability to examine all simulated results, without purchase, and the return on an investment that they would bring. Other simulations include projecting how the warehouse will function when a large order is delivered or projecting any other type of scenario in order to properly prepare for the future. A simulation of a future day's activities within a short amount of time can provide warehouse managers knowledge of what needs to be done to affectively accomodate the day.
If more time permits, the non real time capability would allow greater visual detail of the warehouse with an animation.
By observing the affects of a new warehouse design in both real time and non real time, potentially monumental savings in time and increases in stock volume processed can now be achieved. The simulation of complex warehousing techniques is now possible as there are numerous quantities of stock transfers that can be visualized and various viewpoints that can now be used to comprehend various warehouse operations. With the new full visual understanding provided, the configuration of dock bays can be designed with full optimization, as this VR WMS complement can display the large amount of inventory that moves in a dock bay. Another complex warehousing technique capability that eliminates the need to store SKUs by transferring stock directly from one docked transport to another is called crossdocking. The amount of visual information in crossdocking is processed fast enough to be effective in everyday warehousing.
Organization leaders can simply view any warehouse in the world and view any part of that warehouse from one central location. Even remote warehouses can easily be reviewed. The entire world can be viewed showing all warehouse locations and stock locations en route in shipping vehicles. The desired warehouse or vehicle can then be viewed by zooming the eye point to that location. This invention is not limited to conventional warehouse buildings but can be applied to all types of warehouses. Such examples are shipping vehicles with many items on board where transport time often is long. During this time, the unloading of stock from docks can be affectively planned. Another unconventional warehouse example is a library where books can be found much faster with the same methods described above.
DESCRIPTION OF THE INVENTION
With the visualization capabilities of the invention, multiple warehousing capabilities can be performed in ways never before imagined. This invention provides warehousing managers with real time and non-real time three dimensional SKU location information to use and augment all facets of the warehousing process. With real time SKU data, as opposed to non real time data, SKUs can be located faster and easier as a warehouse manager can move within the computer generated warehouse with an update rate of images that occur from 1 (one) HZ to 60HZ and faster. In non-real time a warehouse manager cannot move through the warehouse database at his own free will, but must either wait for the image to update, a slow process for the quick necessity of warehousing, or walk through an animation of the warehouse that has been prearranged and not useful for the dynamic needs of all warehousing processes but can be used for future planning requirements. Non real time is any graphics output rate below 1 (one) HZ.
FIG. 1 WMS
A brief list is provided in table 1. This includes any warehouse management system (WMS) software which uses a stock location system of naming SKUs. These systems usually use graphical user interfaces (GUI) in the form of windows that allow a warehouse manager to perform daily warehousing tasks by using knowledge of the location of SKU within a warehouse and within other stock items.
FIG. 2 Interface to the Host WMS
The interface to the host WMS (FIG. 2), consists of customized software along with hardware connections catering to a specific WMS stock location system that correlates, integrates, and translates the exact coordinates of the simulated warehouse database 3 on the IGS 5 with the coordinates used on the stock location system of any WMS (FIG. 1), so that as the conventional, stock location system of the WMS is used the correlating image of the SKU can be simultaneously viewed on any type of IGS human eye interface (FIG. 6). A map from the WMS stock location system has to be converted to a three dimensional data base. This interface to the host WMS parses data from the WMS to the formats of the database and the specific IGS chosen. A specific interface must be developed for each combination of IGS and WMS data formats. An interface control document will need to be created to accomplish the software necessary to handle these conversions. Hardware interfaces can range from connecting thru the internet, loppy disks. RS-232 interface or any other means by which data can be transferred from the WMS (FIG. 1) to the warehouse image system of FIG. 3.
FIG. 3 Warehouse Image System (WIS)
This provides the user with a real time three dimensional visual representation of the warehouse. Three dimensional SKU data is created in real time and optional non real time by first constructing a simulated warehouse database 3 in the IGS 5 through the IGS host computer 1. The simulated warehouse database 3 is created with any warehouse database generation system 4. The IGS 5 is connected to the IGS Host computer 1 via a standard PC connector. Connected to the IGS host computer 1 is any printer system 6.
Numeral 1 WIS: IGS Host Computer
This consists of any computer system or any computer system capable of interfacing with any IGS 5.
Numeral 2 WIS: IGS Host Computer Monitor
This consists of any monitor that can be connected to the IGS host computer 1.
Numeral 3 WIS: Simulated Warehouse Database
This represents the warehouse database that graphically represents the real physical structure of any warehouse and can show such details of a warehouse from a simple graphical cubical three dimensional representation to such an extent that such items as aisles. SKUs, shelves, pallet racks, forklifts, and unused portions can be graphically represented in three dimensional detail necessary to perform complex warehousing functions where it is inputted into the IGS 5. The physical coordinates used to create the simulated warehouse database are inputed using points, polygons, texture maps (including photographic), vectors or any other standard geometric and trigonometric mathematics. Standard geometry and trigonometric calculations shall be as defined in the textbook âComputer Graphics Principles and Practice. Second Editionâ James D. Foley, Andries van Dam, Steven K. Feiner, and John F. Hughes, Addison-Wesley Publishing Company, ISBN 0-201-12110-7, and all references that this book calls out. The three dimensional data base is designed to look like the real world within the constraints of the real time IGS 5.
Numeral 4 WIS: Warehouse Database Generation System
These consist of graphical user interfaces made for the purpose of creating visual databases. These include three dimensional creating tool software systems as listed but not limited to table 4.
Numeral 5 WIS: Image Generator System (IGS)
Listed in table 3, this consists of any hardware and software combination capable of creating real time or optional non real time warehousing imagery and other logistics scenes.
Numeral 6 WIS: Printer Systems
These consist of any device capable of providing a visual image on any medium such as paper, slides, viewgraphs, transparencies, etc. These devices include plotters.
FIG. 4: Tracking and Positioning Systems
Tracking and positioning systems 7 and 8 connected to the IGS host computer 1 keeps track of the location of the HMD within the warehouse. These systems correlate to the IGS Host computer the three dimensional eye point location of a user between the real physical warehouse and the virtual warehouse database. The tracking and positioning system communicates to the IGS the movements of the HMD mounted on the human head. Wherever the warehouse worker moves the warehouse image system will keep up the correct imagery to properly superimpose the real world. The HMD is in synchronization with the driver of the forklift and the forklift is in synchronization with the position of the warehouse.
FIG. 5 Pointing and Selecting Devices
These include any devices that help the human move through the virtual world. These devices include but are not limited to the following: mouse 9, joystick 10, hand held scanner 11 and glove system 12. The glove system can be used to select, pick up, move, etc. that would otherwise be difficult with other devices.
FIG. 6 Human Eye Interface (HEI)
This consists of any device where the information of the IGS and its warehouse database is communicated to the human eye. The Warehouse Image System (FIG. 3) is connected to any number(s) of human eye interfaces (FIG. 6) via any means to transmit an image to the device such as a video cable, tv signal, radio frequency, etc. The human eye interface (FIG. 6) consists of any device capable of transmitting or communicating the warehouse image system information to the human eye. With these human eye interfaces, the user can see the location of inventory that is targeted for selection in much the same way enemy targets are selected in the military as on the F-15E, F-16, AH-64 and other aircraft. A forklift operator can see the pathway to select inventory in a similar method that a pilot's HUD can visualize a pathway in the sky for flying. Instead of an exterior world of land, clouds and runways of the pilot, the exterior world (on which an image is superimposed upon) seen by a warehouse operator is the warehouse, its stock and all other components of the entire supply chain including trucks, trains, ships, planes, etc. The most common of these include a helmet mounted display (HMD), either non see through 13, or see through 14, a hand held display (HHD) 15, a head down display (HDD) 16, a head up display (HUD) 17, projection system 18, a monitor 19, or any other device that inputs the warehouse image system into the human brain via the human eye.
Numerals 13,14 HEI: Helmet Mounted Display (HMD)
A list of these are provided in table 2. Similar to the HUD but with an optic lens mounted on the helmet and positioned over the eye, the HMD projects imagery onto a see through visor. A human can see the projected translucent to transparent image of visual information of the warehouse database on the clear visor as well as the view beyond the visor. This see through visualization function allows for the projected visual imagery on the visor to superimpose objects that are seen beyond the HMD.
Numeral 15 HEI: Hand Held Displays (HHD)
HHDs 15 have small monitors that can be carried by hand and display visual information of the warehouse database from the IGS 5 to warehouse workers. As a warehouse worker moves within inventory, the HHD 15 will provide the visual information of the warehouse image system (FIG. 3).
With this VR WMS complement the HDD 16 will be used to aid material handling drivers in selecting inventory as they pause from observing their field of view and read the HDD 16 for visual location information
Numeral 16 Head Down Display (HDD)
The HDD 16 consists of any type of display, preferably a flat panel display that takes up a small amount of space, that can be located in the peripheral field of view of an material handling vehicle. Although the images are not superimposed, the visual image created in three dimensions by the image generator is similar to the corresponding real world view.
Numeral 17 HEI: Head Up Displays (HUD)
A Head Up Display (HUD) 17 is used to display the visual warehouse image system onto the display glass which is mounted in the field of view of operation of any material handling vehicle. The Warehouse Image System (FIG. 3) image is correlated and superimposed over the real world scene.
Numeral 18 HEI: Projection Systems
The visual warehouse database information is presented onto walls, domes, screens, etc. that would immerse the user in a virtual scene. Projector(s) display the corresponding imagery via various means such as lenses, beam splitters or any other means onto any number of surfaces.
Numeral 19 HEI: Monitors
The visual warehouse database information is presented on the screen where a human can look at and obtain visual information on a monitor. Computer monitors create a virtual image that is not superimposed on the warehouse. The image represents the warehouse.
BRIEF DESCRIPTION OF DRAWINGS
FIG. 1 represents a warehouse management system (WMS) capable of identifying locations of the warehouse according to a stock location naming system.
FIG. 2 represents the interface to the host WMS.
FIG. 3 is a representation of a Warehouse Image System. It consists of:
numeral 1: any image generator system host computer
numeral 2: image generator system host monitor
numeral 3: a simulated warehouse database
numeral 4: any warehouse database generation system (an optional component to the VR WMS complement),
numeral 5: any image generator system (IGS),
numeral 6: any printer system that creates a hard copy of the visual data,
FIG. 4 represents optional tracking and positioning systems consisting of:
numeral 7: vehicle tracker
numeral 8: head tracker
FIG. 5 represents pointing and selecting devices which consist of but are not limited to:
numeral 9: mouse
numeral 10: joystick
numeral 11: hand held scanner
numeral 12: glove
FIG. 6 represents any human eye interface which are not limited to the most common which are:
numeral 13: a non see through helmet mounted display (HMD)
numeral 14: a see through HMD
numeral 15: a hand held display
numeral 16: a head down display (HDD)
numeral 17: a head up display (HUD)
numeral 18: a projection system
numeral 19: a monitor
FIG. 7 shows various examples of head-up-display (HUD) and head-down-display (HDD) in a vehicle application;
FIG. 8 shows an example of a head-mounted-display (HMD) in a warehouse application, as viewed by a warehouse operator;
FIG. 9 is a detailed view of a portion of the warehouse operator's field-of-view as seen in FIG. 8, highlighting specific stock items;
FIG. 10 is a graphical computer representation corresponding to the view of FIG. 9;
FIG. 11 is an individual item-level detailed field-of-view of a portion of the warehouse operator's field-of-view; and
FIG. 12 is a graphical computer representation corresponding to the view of FIG.
MODES FOR CARRYING OUT THE INVENTION
The Base System of the Invention: 1st System Combination
The IGS host computer 1, any image generator system 5 (non real time and/or real time) and a monitor 19 can achieve spectacular advances in the field of warehousing. These components comprise the base system of the VR WMS complement.
1st System Combination With a Simulated Warehouse Database 3
This consists of all the abilities and components of the base plus the creation of the virtual, computer generated world. The simulated warehouse database 3 can be created with any warehouse database generation system 4. The abilities to the 1st System Combination with a Simulated Warehouse Database 3 include:
Viewing a warehouse database can be done in both non real time and real time. Real time meaning that the database can be experienced with the freedom to move about anywhere in the warehouse, at any tune to see the visual information immediately. Any data can be accessed in this visual method immediately. FIG. 10 is one such image that can be created. The numerals on the FIG. 10 are color coded to show stock that needs to be moved according to current needs. FIG. 12 is another such image zoomed in for detailed viewing.
Warehouse operations can be simulated in action. Specific stock movement planning, and any other potentially visual information are all updated to the second at 60 HZ or at any other rate to provide an opportunity for planners to suggest resolutions to immediate situations and visualize their own results. Non real time can be used for an animation of an extremely detailed warehouse in order to observe more specific visual data. However, in real time, one's eyepoint can be moved with the freedom to move anywhere within the model warehouse database. Movement is not restricted within any one pre-chosen pathway. One can view the IGS image from any viewpoint and location in three dimensional space.
The operator can visualize only one category of stock at a time and visually erase all other stock in order to manage planning of one type of item at one time; eliminating the confusion that can be created when all stock movements of one warehouse are displayed simultaneously. In addition many windows into the three dimensional world can provide various views simultaneously.
In the real time mode, simulations of potential scenarios of everyday warehousing can be done immediately, saving potential hazards from occurring and saving potentially wasteful warehousing operations. Warehouse operators can simulate their recommendations before implementation and observe effectiveness.
Simulations include: the determination of appropriate shelving systems, the operation of new material handling equipment the operation of innovative warehouse designsâall operations that can now for the first time in warehousing be seriously considered for purchase due to the ability to examine all simulated results, without purchase, and the return on an investment that they would bring.
Other simulations include projecting operations when a large order is delivered or projecting any other type of scenario in order to properly prepare for the future. A simulation of a fixture day's activities in a short amount of time can provide warehouse managers knowledge of how to affectively accomodate the day. If more time permits, the non real time capability allows for greater visual detail of the warehouse.
Ease of Communications
Various managers can easily be informed across the logistics infrastructure and even to broader departments the possibilities of potential warehouse designs and future material flows in what if scenarios in order to make general suggestions, and plan future events such as quickly responding to changes in a volatile market. A company's departments can be unified by communicating current operations to finance, sales, marketing, manufacturing and purchasing departments.
Planning and design of a warehouse can be done quickly with the input of many people. Suggestions and comments with corresponding immediate visual results can be possible in one meeting. Large amounts of warehouse data can be processed and displayed quickly.
Concepts can be communicated to various global business units without worrying about translation problems. The visual nature makes understanding of a manager's warehousing concepts self explanatory in all cultures and languages. The time taken to successfully interpret ideas to the languages spoken in multiple global business units is avoided. Future warehousing operations are not limited to a single language due to the difficulties of translation. New markets around the globe can now easily be planned. Warehouses can be strategically built in the right market location without pressure to build new inefficient warehouses in one part of the world due to an idea stopping language.
Planning and Design
The storage of items can be planned in specific places within given parameters. The flow and placement of hazardous materials and food stores, similarly requested items, security of materials, etc. can be planned. The future warehouse can be walked through as it operates. The simulation can be sped up or slowed down in order to gain a better perspective to optimize even component of a future warehouse. Color codes can be used to distinguish specific types, sections, and categories of stock as they are moved.
Costly new warehouse construction and/or expansion and future maintenance expenses are avoided. Construction is planned for only what is absolutely necessary. Space within partially empty bins can be visualized with the VR WMS complement's capability of various imaging techniques and all possible perspective views. A designer can visualize where materials have been placed Precise three-dimensional data allow for accessible planning of forklifts and people. Areas can be designed with sufficient space for repacking. The possibilities and shortcomings of automatic warehousing can be planned for. Errors of AGVS and AS/RS can be predicted and/or shown. Warehousing motions can be observed as they have been setup. It can be determined whether automatic systems are profitable or dangerous to a company's warehousing operation.
Personnel Planning
Workers' schedules with graphical representations can be planned. Future events can be brainstormed and played out in any viewpoint and in any amount of detail. As experimental warehousing methods are observed, some ideas will be noted to be impractical. As one aspect of any plan is modified changes can be observed in the way they affect the entire supply chain. Material handling operators are prevented from creating traffic jams. Tasks to workers are planned and the efficiency of methods tested by observing representations of workers and their interactions with stock. Manpower, vehicle usage time, and the number of shifts necessary can easily be projected according to the projected future flow of the warehouse.
Stock movements can be tracked in a simulation of what if scenarios and efficiency of such advanced warehousing techniques such as just-in-time (JIT) and reverse logistics can be observed. New warehousing techniques can be created and observed in order to create a higher level of efficiency. With easy visualization, customer service in fast delivery is achieved as are customer returns. Ideas of stock flows can be manipulated along with warehouse designs with full imagery of all possible warehouse viewpoints.
By observing the affects of a new warehouse design in both real time and non real time, monumental savings in time and higher stock levels processed is achieved. Various viewpoints can be used to comprehend various warehouse operations. With the new fill visual understanding provided, dock bay configuration can be designed with full optimization, as large stock amounts can be visualized. Any complex warehousing technique can be visualized including crossdocking.
The VR WMS complement is not limited to conventional warehouse buildings but to all types of storage facilities. This VR WMS complement can be used in hi volume shipping vehicles. Oceanic transport time often is long. During this time, the unloading of stock from docks can be affectively planned en route.
2nd System Combination
Consists of the 1st system combination which consists of the IGS host computer 1, any image generator system 5 (non real time and/or real time) and a monitor 19 plus the addition of Interface to host WMS FIG. 2 and Any WMS FIG. 1 where the Interface to Host WMS FIG. 2 integrates Any WMS FIG. 1 to the IGS Host 1.
Any WMS FIG. 1 data is transmitted to an Interface to host WMS of FIG. 2. This data is transferred via any known means including but not limited to direct cable connection rs-232, internet floppy disk, cd-rom, radio frequency, etc. The Interface to host WMS translates this data into a form that the IGS host computer 1 understands.
FIGS. 10 and 12 are images that can be presented in this system combination where color coded stock items are identified according to the WMS. Once accomplished, planning and design of warehouses can be done by predicting SKU flows by using the basic warehousing software functions of a conventionally independent WMS (FIG. 1) and visualizing the affects with assistance of the Warehouse Image System of FIG. 3 and the IGS human eye interface (FIG. 6). Receipt and placement of SKU can be done with the basic warehousing software functions of a conventionally independent WMS (FIG. 1) and visualizing them on the IGS human interface. For the first time, new methods of warehouse management will be introduced that could never have been done with previous WMS capabilities.
Still images of any perspective and any amount of detail can be produced as printouts or any other form. The IGS human interface will allow warehouse managers to develop new warehousing methods such as: visualy inspecting and perusing any warehouse and its elements in the world from one location. Visualization of all aspects of the warehousing process will affect vital management decisions and input choices made on the basic warehousing functions of the WMS.
The capacity for instant knowledge of the location of stock and available space with visual information is achieved. Space is found and stock is organized more efficiently to make more space with the visual 3-D abilities of the VR WMS complement. Various imaging techniques such as wire frame, translucent transparent imaging options and all possible perspective views can show space within partially empty bins.
Naming methods of the stock location system of the existing WMS software is used simultaneously with the VR WMS complement allowing for locations to be found easily, simply, rapidly and accurately. This naming method is deciphered for easy and quick communication instead of a worker performing the entire interpretation based on the results of a WMS working alone. The SKU number/letter can be placed on top of the picture images of stock so that it will move in real time or non real time with the rest of the visual scene.
Use of the WMS combined with the VR WMS complement allows the use of the WMS alone to its fullest potential functionality. WMS users will find more uses for the existing WMS. Existing WMS software can be verified and corrected, thus improving the existing WMS.
The dynamic versatility of the 3rd System Combination allows it to be used for both administrators and pickers. An administrator's station is placed in any office allowing for comprehensive and vast oversight of any type of warehousing operation. The pickers and packers station eases stock location methods as well as packing techniques. When the station is placed on the warehouse floor, pickers can access it for guidance before venturing into aisles. Pickers can use one placed nearby to aid in space conserving packing methods. Image printouts of both stations allow for a hardcopy to be taken to the site to be used as a quick visual guide.
Administrator's Station
Time spent finding stock is reduced and the difficulty level previously necessary is reduced, allowing larger stock quantities to be processed as needed by consumers. Locating inventory eliminates surplus stock production and wasteful redundant expenses. Stock movements are easily tracked, allowing for fast delivery and an accurate system of handling reverse logistics. The precise location of defective items caused by manufacturing errors, sabotage and other reasons will be easily and quickly found.
Warehouse inspections can be done at often intervals, saving time to insure that proper protocols are met such as storage of items in specific places within given parameters including hazardous materials, food stores, similarly requested items, security of materials, etc. Differences are detected in inventory checking tours from a central location or any other location. Color codes identify specific types, sections, and categories of stock. Collective suggestion making such as planning future events in order to quickly respond to changes in a volatile market can be performed. Stock manipulation and control is easy with full imagery of all possible warehouse viewpoints. Organization leaders can simply view any warehouse in the world and view any part of that warehouse from one central location. Even remote warehouses can easily be reviewed. During long transport times, SKUs can easily be rearranged on board high quantity stock shipping vehicles with real time visualization in anticipation of the next drop off or loading.
Any SKU can be visually located in any part of the world from one central location and lost, misplaced and stolen stock is avoided as are remanufacturing duplicate orders. Manufacturing costs are saved.
This capability eliminates confusion when all stock movements of one warehouse are displayed simultaneously.
Pickers and Packers Station
Packing methods that optimally conserve space are performed with the aid of imaging techniques. The visual nature makes understanding and operation self explanatory and fast in all cultures and languages. The time taken to read a stock location system manual and fully understand it as with an independent WMS is eliminated. Workers will have the quick and accurate visual real time data to pick and place stock as they travel to and from the floor based pickers and packers station. Workers will be prevented from getting lost and will find stock quickly by reducing travel time. Once at the general location, printouts of visual imaging techniques allow pickers to quickly select stock. Tasks are delegated efficiently by continually observing representations of workers and their interactions with stock through visualizations. Manpower, vehicle usage time and the amount of shifts necessary can easily be administered according to current operating needs.
The visual, instant knowledge of where to place inventory as it comes in and is shifted is instantly known, saving labor hours and wages, decreasing operating capital needs.
By observing warehousing methods in live operation, monumental savings in time and increases in stock volume processed can be achieved. The shortcomings of techniques can be observed, new ones can be implemented and space found. Complex warehousing techniques are possible as there are numerous quantities of stock transfers that can be seen and various viewpoints that can be used to comprehend various warehouse operations. Packing methods in dock bays use see through space finding abilities. Crossdocking is another easily viewed complex space-saving warehousing technique. The amount of visual information in cross docking and in dock bays is processed fast enough to be effective in everyday warehousing.
3rd System Combination
This consists of all the abilities and components of the 2nd system combination plus the addition of an HMD.
HMD Administrator's Station
In addition to the capabilities of the administrator's station, a manager will be able to look around and instead of seeing the confines of an office, he will see any section of the warehouse in operation. Using imaging techniques, he can see through storage units and pick out specific stock. While remaining in an office, a manager's sense of sight is immersed in the warehouse location by freeing his eyes from the limiting vision of a monitor. Thought is stimulated and decisions are made with more insight. Imagery such that of FIGS. 10 and 12 can be seen.
HMD Pickers and Packers Station
At a designated fixed location in the warehouse, color coded data allows warehouse scrutiny. One's vision of the warehouse, SKU, shelving, etc. is electronically augmented with live superimposed computer generated images. Wherever an individual chooses to turn his head expanded vision provides so much data so quickly and with full comprehension. This is the most effective and comprehensive way of communicating such a vast amount of data to the mind. The pickers and packers station without the HMD does not permit this speed. Looking around a warehouse with the unaided eye and looking around a live computer generated warehouse within the confines of a monitor are two separate functions that the human mind has difficulty integrating. The HMD achieves this. The HMD augments all of the capabilities of the 2nd System Combination.
4th System Combination
This consists of all the abilities and components of 3rd System Combination plus the addition of tracking and positioning systems of FIG. 4 to the HMD of FIG. 6. The abilities of the 4th System Combination include:
HMD With Tracking
With the HMD functions of the 3rd System Combination, the ability to move anywhere is added with the corresponding scene lining up with the superimposed computer generated image. Any part of the warehouse can be traveled to at will, while taking into account an operational warehouse with superimposed updated image information using any combination of selective visual methods.
As seen in FIG. 8, forklift operator 26 is fitted with the HMD with Tracking system. As the operator looks around the warehouse, translucent colors identify stock that needs to be selected. Color coded stock item 27 is one such item. As one task is completed, superimposed arrows 28 show where the operator needs to go next and pick the next superimposed color coded stock item 29. The warehouse information would come from the WMS and transmitted to the mobile forklift via a radio frequency. FIG. 9 shows with more detail what the forklift operator would see with the HMD. Color coded translucent imagery is labeled with even numerals 30 through 44. FIG. 10 shows the exact same scene in FIG. 9 but as it would be seen with 100% computer representation. FIG. 10 can be easily viewed with a monitor or a non see through HMD. A manager can view FIG. 10 in a remote office, but see the exact same image FIG. 9 that an operator is viewing. The translucent color coded stock item corresponds with color coded item 31. Similarly, item 32 corresponds with item 33, item 34 corresponds with item 35, item 36 corresponds with item 37, item 38 corresponds with item 39, item 40 corresponds with item 41, item 42 corresponds with item 43, and item 44 corresponds with item 45. As more specific stock quantities are selected, shown in FIGS. 11 and 12, the same color coding and translucent methods apply. Can 51 is translucently color coded so the operator knows what to pick. Can 53 as all other cans are not color coded. The corresponding visual image can be seen as well. Computer generated can 50 corresponds with the real translucently color coded can 51. Computer generated can 52 as all other cans are not color coded as they do not need to be selected.
Workers have quick and accurate visual real time data to pick orders and place stock faster and without error. The arrows provide the most efficient route to the location of stock in order to fill specific orders. As they move via a forklift, they will simply follow the automatically created path and select the automatically designated, color coded stock. Workers have more visual data that will prevent them from getting lost and find stock quickly by reducing travel time. Once at the general picking location, visual imaging techniques allow them to quickly select stock. These techniques include superimposed color coding, wire frame and translucent imagery. Worker confusion is eliminated in the everyday functions of warehousing.
Forklift and other material handling operators can freely use their hands to safely operate vehicles and locate stock simultaneously. Operators simply look directly at stock and see the needed data in front of their eyes. The HMD with the Tracker ability introduces extra safety to workers and more efficient warehousing techniques. Two dimensional maps and printouts will become obsolete as the three dimensional world of the warehouse is accessible in all capacities. Excessive paperwork previously given to workers is eliminated as all communication of warehouse data can be done through the VR WMS complement.
Audio WMS no longer have the burden of supplying all location data but will supplement the VR WMS complement which will have the majority of this task. Instead of relying 100% on audio, updated real time visual data allows large increases in data transfer, allowing for fast warehousing. Science has proven that over 90% of data received by humans is introduced into the brain through the eyes. The scene currently in view by the user will always be described in full visual detail, with the visual image changing as the operator moves his head. Since this image has the option of being in real time, rapid data permits daily warehousing.
Automation attempts to eliminate human error and labor problems. Reliance on AGVS and AS/RS and its inherent shortcomings is no longer necessary. When situations require human judgement these automatic and robot like systems are the cause of error and inefficiency. This VR WMS complement allows workers to closely and easily interface with automated procedures and use human judgement that cannot so easily be replaced. The difficulties of human labor working alone will be eliminated with the capability of electronic eye scheduling
The 4th System Combination combines the best of both worlds. Human judgement is combined with the powerful automating capabilities of the VR WMS complement. Only man with this invention can make the proper judgements with reliability, resolution, flexibility and safety concerning warehousing.
Never again will pickers need to refer back and forth from stacks to a 2-d map, a printed picture image or symbols, numbers and letters describing a stock location. Items now will be selected only by looking directly through superimposed picking data into the warehouse stacks of stock. The 4th System Combination can perform many new levels of functionality that can be added to existing warehouse management software.
All Other Combinations
Every other combination of any of the components can create this VR WMS complement.
INDUSTRIAL APPLICABILITY
The overall concept of any part of this VR WMS complement is the ability to transform the data of numbers and letters describing a location of a stock location system into data that is visualized three dimensions and in real time and is communicated quickly and easily into the human eye.
Since warehousing is highly dependent on the knowledge of warehouse locations, this VR WMS complement communicates all warehousing functions to the human eye in three dimensions allowing for multiple warehousing improvements.
This VR WMS complement will be very vital in the food distribution industry, where high costs of warehouse buildings and the need to avoid rot and spoilage are key factors. This VR WMS complement will be implemented globally and help eliminate world famine and increase food distribution efficiency.
Other industries that will use this VR WMS complement are those that have SKUs that are always in need and constantly moving in the logistics cycle. This VR WMS complement is not limited to conventional warehouses but used for any other type of storage. Any industry that ships goods can use this VR WMS complement. Logistics, distribution, supply chain, and warehouse organization leaders will find new uses and capabilities of this VR WMS complement as it is used.
|
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wrong_mix_range_subsidiary_00028
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FactBench
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3
| 53
|
https://www.manh.com/privacy-policy
|
en
|
Manhattan Associates' Privacy Policy
|
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2023-06-14T17:33:22
|
We respect your privacy and are committed to protecting your personal information.
|
en
|
/favicon.svg?r=81723
|
https://www.manh.com/privacy-policy
|
Effective Date: May 27, 2021
INTRODUCTION
Manhattan Associates, Inc. and its subsidiaries (collectively, “Manhattan Associates”) respects your privacy and is committed to complying with this privacy policy (“Privacy Policy”), which describes what information we collect about you, including how we collect it, how we use it, with whom we may share it and what choices you have regarding our use of your information. This Privacy Policy applies to information collected on:
Our website https://www.manh.com (the “Website”);
Any current or future Manhattan mobile applications associated with our Website or products including but not limited to Manhattan TMS Mobile, Manhattan TM Carrier and Manhattan SCALE Active (the “Mobile Application”);
Any interfacing features including use of devices (for example RF equipment or robotic interfaces);
Social networks and social network “tabs”; and
Other online or wireless offerings that we control that post a link to this Privacy Policy, whether accessed via computer, mobile device or other technology or any associated content, material, or functionality contained on the Website, Software and/or associated Mobile Application (collectively the “System”).
By accessing and using the System, or any part thereof, you agree that you have read and understand this Privacy Policy, and that in exchange for access to the System, you accept and consent to the privacy practices (and any uses and disclosures of information about you) that are described in this Privacy Policy.
CHANGES TO OUR PRIVACY POLICY
We may change this Privacy Policy at any time and from time to time. The most recent version of the Privacy Policy is reflected by the effective date located at the top of this Privacy Policy. All such updates and amendments are effective immediately upon posting a revised version of this Privacy Policy on the Website and the Mobile Applications. You should view this Privacy Policy often to stay informed of changes that may affect you, as your continued use of the System signifies your continuing consent to be bound by this Privacy Policy. We expressly reserve the right to make any changes to this Privacy Policy at any time, without prior notice to you. This Privacy Policy is our notice to you and does not constitute a contract between you and us.
WHAT TYPE OF INFORMATION DO WE COLLECT?
We may collect certain identifying information from or about you in connection with your use of, or your submissions to, the System (collectively, the “Collected Information”). Collected Information includes, but is not limited to information:
by which you may be personally identified, including but not limited to first and last name, date of birth, a physical address, phone number or email address;
about your internet connection, the you use to access our Mobile Application, and usage details;
collected automatically which may include usage details, IP addresses, and information collected through cookies, web beacons, and other tracking technologies.
that you provide by filling in forms on our Website. This includes information provided at the time of registering on our Website or requesting information through our Website. We may also ask you for information when you report a problem with our Website.
provided directly by you when completing forms on our Website. This includes information provided at the time of registering on our Website or requesting information through our Website. We may also ask you for information when you report a problem with our Website.
about a device you use, such as browser, device type, operating system, the presence or use of Mobile Applications, screen resolution, and the preferred language;
certain location or geolocation information you provide directly or through automated means, if you choose to enable location based services from your device or one of our Mobile Applications; and
behavioral data of the internet connected computer or device you use when interacting with the sites, such as advertisements clicked or viewed, sites and content areas, date and time of activities or the web search used to locate and navigate to a site.
Manhattan Associates uses the Collected Information to provide the services that are available via the Website and Mobile Applications. In order to continuously improve your service and tailor our subsequent communications to you, we may also ask you to provide us with additional information regarding your demographics, comments, professional interests, and contact preferences.
HOW DO WE USE THE INFORMATION THAT WE COLLECT?
We may collect and use the Collected Information for the following business purposes:
to operate the System, including to provide certain services and improve the user experience;
to conduct research and analysis to maintain, protect, develop, and improve the System;
to allow you to access limited-entry areas of our Website as may be appropriate
to facilitate and otherwise address certain inquiries or requests regarding the System from Manhattan Associates.
to ensure compliance with any Manhattan Associates policies and any applicable law, regulation or order.
If you do not want us to use your information in this way, please do not provide us with your information.
Except as set forth in this Privacy Policy, Manhattan Associates will not use, disclose, or transfer your Collected Information unless:
you expressly authorize Manhattan Associates to do so,
it is necessary in order to provide the System,
it is necessary to protect the confidentiality or security of your records,
it is necessary to comply with law enforcement, governmental mandate, or other legal requirement, if appropriate, for your protection or in connection with an investigation or prosecution of possible unlawful activity; or
it is otherwise necessary for Manhattan Associates to disclose it as required or permitted by law.
WITH WHOM DO WE SHARE INFORMATION THAT WE COLLECT?
We do not sell, rent, or lease our user lists or the identity of individual users to third parties. However, Manhattan Associates may use and disclose certain aggregated, anonymized information, such as System usage data, to our trusted business partners. Such information may also be shared with other users or the general public for advertising, informational, or comparison purposes. However, such information shall not be personally identifiable to any user.
For marketing purposes, we may share your information with our business partners. We or our business partners may contact you by mail, telephone, fax, email or other electronic messaging service with offers of goods and services or information that may be of interest to you about supply chain sector services, materials, news or training. By providing us with your fax number, telephone numbers, email or mailing address you consent to being contacted by these methods for these purposes. If you do not wish to receive such information from us or our business partners, please contact us using the details provided below any time. No further action is necessary if you have previously indicated to us that you do not want to receive such marketing material.
Because Manhattan Associates is a global company, your personal information may be shared with other Manhattan Associates business units around the world. They will protect your personal information in accordance with this Privacy Policy.
We may disclose personal information that we collect or you provide as described in this privacy policy:
To our subsidiaries and affiliates.
To contractors, service providers and other third parties we use to support our business [and who are bound by contractual obligations to keep personal information confidential and use it only for the purposes for which we disclose it to them].
To a buyer or other successor in the event of a merger, divestiture, restructuring, reorganization, dissolution or other sale or transfer of some or all of Manhattan Associates’ assets, in which personal information held by Manhattan Associates about our Website users is among the assets transferred.
To fulfill the purpose for which you provide it.
For any other purpose disclosed by us when you provide the information.
With your consent.
We may also disclose Collected Information if we become subject to a subpoena or court order, or if we are otherwise legally required to disclose information. We may also use and disclose Collected Information to establish or exercise our legal rights, to enforce the Terms of Use, to assert and defend against legal claims, or if we believe such disclosure is necessary to investigate, prevent, or take other action regarding actual or suspected illegal or fraudulent activities or potential threats to the physical safety or well-being of any person.
COOKIES AND SIMILAR TECHNOLOGY
Manhattan Associates may use Cookies and similar technologies to recognize you and/or your device(s) on, off and across different services and devices.
The technologies we use for this automatic data collection may include:
Cookies (or browser cookies). A cookie is a small file placed on the hard drive of your computer.
Web Beacons. Pages of our Website may contain small electronic files known as web beacons (also referred to as clear gifs. pixel tags and single-pixel gifs) that permit the Company, for example, to count users who have visited those pages and for other related website statistics (for example, recording the popularity of certain website content and verifying system and server integrity).
When do we use cookies and similar technologies?
The information we collect automatically helps us to improve our Website and to deliver a better and more personalized service, including by enabling us to:
Estimate our audience size and usage patterns.
Store information about your preferences, allowing us to customize our Website on our products and services according to your individual interests.
Speed up your searches.
Recognize you when you return to our Website.
How can you manage your cookie preferences?
You may refuse to accept browser cookies by activating the appropriate setting on your browser. However, if you select this setting you may be unable to access certain parts of our Website. Unless you have adjusted your browser setting so that it will refuse cookies, our system will issue cookies when you direct your browser to our Website. However, setting your browser to reject cookies may, in certain instances, prevent you from taking full advantage of our Website and its capabilities, or cause some features to function improperly or more slowly.
CORRESPONDENCE
We appreciate your questions and comments about the System and welcome your messages at our “Contact Us” page, which you can find at https://www.manh.com/contact-us. If you correspond with Manhattan Associates through the System or via email, the Collected Information may include the content of, and metadata regarding, any correspondence you may have with us. We may share your messages with those within our organization who are most capable of addressing the issues contained in your message. We may archive your message for a certain period of time or discard it.
HOW CAN I OPT-OUT OF PROMOTIONAL CORRESPONDENCE?
We may send you emails with promotional offers only if you opt-in to receiving such emails. If you would no longer like to receive information, newsletters or other promotional messages from us, please click the link at the bottom of any such email you receive from us and follow the instructions to change your email preferences. Your email address will be removed from our marketing list. Please allow us a reasonable period of time in order to satisfy your request, as some promotions may already be in process.
JOB APPLICANTS.
Any personal information you provide us when applying for a career position with our Manhattan Associates will be used solely to consider and act upon your application. We may retain your personal information for a period of time, but only for as long as necessary for such purposes. We may disclose your personal information to our agents for the purpose of evaluating your qualifications for the particular position you applied for, or other available positions. We may also disclose your personal information to third parties hired by us to collect, maintain, and analyze candidates for career positions. You may elect to have your information deleted from our database by contacting us at dataprotection@manh.com
WHAT CHOICES DO YOU HAVE?
When submitting information, corresponding, making requests for information, and otherwise interacting with Manhattan Associates and its representatives through or in connection with the System, you choose what information to supply or submit, whether you wish to receive further information, and how you may be contacted. Please take care to share only such information as is needed or that you believe is appropriate. Any promotional email we send to you will contain a link which will allow you to opt out of receiving any further correspondence.
HOW DO WE PROTECT INFORMATION COLLECTED ABOUT YOU?
Manhattan Associates takes commercially reasonable measures to secure and protect information transmitted via or stored on the System. Nevertheless, no security system is impenetrable. We cannot guarantee that information that users of the System may happen to transmit or otherwise supply will be totally secure. You agree to immediately notify us of any breach of System's security, this Privacy Policy, or the Terms of Use of which you become aware.
LINKED WEBSITES
For your convenience, some hyperlinks may be posted on the System that link to other websites not under our control. We are not responsible for, and this Privacy Policy does not apply to, the privacy practices of those sites or of any companies that we do not own or control. We cannot be responsible for the privacy practices of any such websites or pages not under our control and we do not endorse any of these websites or pages, the services or products described or offered on such sites or pages, or any of the content contained on those sites or pages. We encourage you to seek out and read the privacy policy of each website that you visit. In addition, should you happen to initiate a transaction on a website that our System links to, even if you reached that site through the System, the information that you submit to complete that transaction becomes subject to the privacy practices of the operator of that linked website. You should read that website's privacy policies to understand how personal information that is collected about you is used and protected.
USER-PROVIDED CONTENT
Any information, communications, or material of any type or nature that you submit to the Website or any System by e-mail, posting, messaging, uploading, downloading, or otherwise (collectively, a “Submission”) is done at your own risk and without any expectation of privacy. We cannot control the actions of other users of the System and we are therefore not responsible for any Submissions contained on the Website. By visiting any of our pages that are contained on the Website, you are representing and warranting to us that you have reviewed this Privacy Policy and the Terms of Use and that you will abide by all such provisions contained therein.
Additionally, in the event that we offer a message board or any other interactive or social-type feature on the Website, please be aware that these areas may allow you to post, and share with other users, certain messages, content, or other information. We encourage you to be wary of giving out any personal information, or any personal information of others to which you may have access, in such forums. The information you post can be collected and used by other people. We cannot guarantee the privacy and safety of these areas and are therefore not responsible for any information you choose to post. Your use of these features is fully at your own risk.
SOCIAL MEDIA PLATFORMS AND WEBSITES
Any Submission that you submit to any of our pages contained on a social media platform or website by e-mail, posting, messaging, uploading, downloading, or otherwise is done at your own risk and without any expectation of privacy. We cannot control the actions of other users of a social media platform and we are therefore not responsible for any Submissions contained on a social media platform or website. By visiting any of our pages that are contained on any social media platform or website, you are representing and warranting to us that you have reviewed the applicable privacy policy and terms of use of such website or social media platform and that you will abide by all such provisions contained therein.
CHILDREN
The System is intended for a general audience and is not intended for use or view by children under 13 years of age without parental consent, and we do not knowingly collect information about children or sell products to children. Consistent with the Children's Online Privacy Protection Act, we will not knowingly collect any information from children under the age of 13. If you are under the age of 13, you must ask your parent or guardian to assist you in using the System.
WHOM CAN YOU CONTACT FOR MORE INFORMATION?
|
|||||
wrong_mix_range_subsidiary_00028
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FactBench
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3
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https://www.businesswire.com/news/home/20240423967418/en/Manhattan-Associates-Reports-Record-First-Quarter-Results
|
en
|
Manhattan Associates Reports Record First Quarter Results
|
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2024-04-23T20:04:00+00:00
|
Leading Supply Chain and Omnichannel Commerce Solutions provider Manhattan Associates Inc. (NASDAQ: MANH) today reported revenue of $254.6 million for
|
en
|
https://www.businesswire.com/news/home/20240423967418/en/Manhattan-Associates-Reports-Record-First-Quarter-Results
|
ATLANTA--(BUSINESS WIRE)--Leading Supply Chain and Omnichannel Commerce Solutions provider Manhattan Associates Inc. (NASDAQ: MANH) today reported revenue of $254.6 million for the first quarter ended March 31, 2024. GAAP diluted earnings per share for Q1 2024 was $0.86 compared to $0.62 in Q1 2023. Non-GAAP adjusted diluted earnings per share for Q1 2024 was $1.03 compared to $0.80 in Q1 2023.
“We are very pleased with our solid start to 2024 and better than expected first quarter results. Manhattan’s fundamentals are strong, as demand continues to drive favorable pipeline and revenue momentum,” said Manhattan Associates president and CEO Eddie Capel.
“While macro volatility persists, we are optimistic about our growing market opportunity. Our global teams are executing very well for our customers and are focused on delivering leading innovation across supply chain execution, Omni-channel solutions, and retail point of sale markets,” Mr. Capel concluded.
FIRST QUARTER 2024 FINANCIAL SUMMARY:
Consolidated total revenue for the three months ended March 31, 2024, was $254.6 million, compared to $221.0 million for the three months ended March 31, 2023.
Cloud subscription revenue was $78.0 million for the three months ended March 31, 2024, compared to $57.2 million for the three months ended March 31, 2023.
License revenue was $2.8 million for the three months ended March 31, 2024, compared to $5.4 million for the three months ended March 31, 2023.
Services revenue was $132.2 million for the three months ended March 31, 2024, compared to $116.2 million for the three months ended March 31, 2023.
GAAP diluted earnings per share for the three months ended March 31, 2024, was $0.86, compared to $0.62 for the three months ended March 31, 2023.
Adjusted diluted earnings per share, a non-GAAP measure, was $1.03 for the three months ended March 31, 2024, compared to $0.80 for the three months ended March 31, 2023.
GAAP operating income was $57.6 million for the three months ended March 31, 2024, compared to $47.1 million for the three months ended March 31, 2023.
Adjusted operating income, a non-GAAP measure, was $79.7 million for the three months ended March 31, 2024, compared to $63.7 million for the three months ended March 31, 2023.
Cash flow from operations was $54.7 million for the three months ended March 31, 2024, compared to $58.7 million for the three months ended March 31, 2023. Days Sales Outstanding was 74 days at March 31, 2024, compared to 70 days at December 2023.
Cash totaled $207.5 million at March 31, 2024, compared to $270.7 million at December 31, 2023.
During the three months ended March 31, 2024, the Company repurchased 293,592 shares of Manhattan Associates common stock under the share repurchase program authorized by our Board of Directors, for a total investment of $73.4 million. In April 2024, our Board of Directors approved replenishing the Company’s remaining share repurchase authority to an aggregate of $75.0 million of our common stock.
2024 GUIDANCE
Manhattan Associates provides the following revenue, operating margin and diluted earnings per share guidance for the full year 2024:
Manhattan Associates currently intends to publish in each quarterly earnings release certain expectations with respect to future financial performance. Those statements, including the guidance provided above, are forward looking. Actual results may differ materially. See our cautionary note regarding “forward-looking statements” below.
Manhattan Associates will make this earnings release and published expectations available on the investor relations section of the Manhattan Associates website at ir.manh.com. Following publication of this earnings release, any expectations with respect to future financial performance contained in this release, including the guidance, should be considered historical only, and Manhattan Associates disclaims any obligation to update them.
CONFERENCE CALL
Manhattan Associates’ conference call regarding its first quarter financial results will be held today, April 23, 2024, at 4:30 p.m. Eastern Time. The Company will also discuss its business and expectations for the year and next quarter in additional detail during the call. We invite investors to a live webcast of the conference call through the Investor Relations section of the Manhattan Associates website at ir.manh.com. To listen to the live webcast, please go to the website at least 15 minutes before the call to download and install any necessary audio software. The Internet webcast will be available until Manhattan Associates’ second quarter 2024 earnings release.
GAAP VERSUS NON-GAAP PRESENTATION
Manhattan Associates provides adjusted operating income and margin, adjusted income tax provision, adjusted net income, and adjusted diluted earnings per share in this press release as additional information regarding the Company’s historical and projected operating results. These measures are not in accordance with, or alternatives to, GAAP, and may be different from similarly titled non-GAAP measures used by other companies. The Company believes the presentation of these non-GAAP financial measures facilitates investors’ ability to understand and compare the Company’s results and guidance, because the measures provide supplemental information in evaluating the operating results of its business, as distinct from results that include items not indicative of ongoing operating results, and because the Company believes its peers typically publish similar non-GAAP measures. This release should be read in conjunction with the Company’s Form 8-K earnings release filing for the three months ended March 31, 2024.
Non-GAAP adjusted operating income and margin, adjusted income tax provision, adjusted net income and adjusted diluted earnings per share exclude the impact of equity-based compensation – net of income tax effects. They also exclude the tax benefits or deficiencies of vested stock awards caused by differences in the amount deductible for tax purposes from the compensation expense recorded for financial reporting purposes. We include reconciliations of the Company’s GAAP financial measures to non-GAAP adjustments in the supplemental information attached to this release.
ABOUT MANHATTAN ASSOCIATES
Manhattan Associates is a global technology leader in supply chain and omnichannel commerce. We unite information across the enterprise, converging front-end sales with back-end supply chain execution. Our software, platform technology and unmatched experience help drive both top-line growth and bottom-line profitability for our customers.
Manhattan Associates designs, builds and delivers leading edge cloud solutions so that across the store, through your network or from your fulfillment center, you are ready to reap the rewards of the omnichannel marketplace. For more information, please visit www.manh.com.
This press release contains “forward-looking statements” relating to Manhattan Associates, Inc. Forward-looking statements in this press release include, without limitation, the information set forth under “2024 Guidance” and statements identified by words such as “may,” “expect,” “forecast,” “anticipate,” “intend,” “plan,” “believe,” “could,” “seek,” “project,” “estimate” and similar expressions. Prospective investors are cautioned that any of those forward-looking statements are not guarantees of future performance and involve risks and uncertainties, and that actual results may differ materially from those contemplated by those forward-looking statements. Among the important factors that could cause actual results to differ materially from those indicated by those forward-looking statements are: economic conditions, including inflation; disruption and transformation in the retail sector and our vertical markets; delays in product development; competitive and pricing pressures; software errors and information technology failures, disruption and security breaches; risks related to our products’ technology and customer implementations; global instability, including the wars in Ukraine and the Middle East; and the other risk factors set forth in Item 1A of the Company’s Annual Report on Form 10-K for the year ended December 31, 2023, and in Item 1A of Part II in subsequent Quarterly Reports on Form 10-Q. Manhattan Associates undertakes no obligation to update or revise forward-looking statements to reflect changed assumptions, the occurrence of unanticipated events or changes in future operating results.
###
MANHATTAN ASSOCIATES, INC.
SUPPLEMENTAL INFORMATION
1. GAAP and adjusted earnings per share by quarter are as follows:
2. Revenues and operating income by reportable segment are as follows (in thousands):
3. Impact of Currency Fluctuation
The following table reflects the increases (decreases) in the results of operations for each period attributable to the change in foreign currency exchange rates from the prior period as well as foreign currency gains (losses) included in other income, net for each period (in thousands):
Manhattan Associates has a large research and development center in Bangalore, India. The following table reflects the increases (decreases) in the financial results for each period attributable to changes in the Indian Rupee exchange rate (in thousands):
4. Other income includes the following components (in thousands):
5. Capital expenditures are as follows (in thousands):
6. Stock Repurchase Activity (in thousands):
7. Remaining Performance Obligations
We disclose revenue we expect to recognize from our remaining performance obligations ("RPO"). Over 98% of our RPO represent cloud native subscriptions with a non-cancelable term greater than one year (including cloud-deferred revenue as well as amounts we will invoice and recognize as revenue from our performance of cloud services in future periods). Maintenance contracts are typically one year and not included in the RPO. Our RPO as of the end of each period appears below (in thousands):
|
||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
2
| 3
|
https://www.hireitpeople.com/resume-database/81-project-manager-resumes/324189-manager-application-development-resume-burlington-nj-ny-ny
|
en
|
Application Development Resume Burlington, NJ / NY, NY
|
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"Spiral",
"Test-driven development (TDD)",
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A professional B2B Integration Manager with over 20 years of experience and a record of accomplishments with some of teh worlds most recognized brands. A seasoned Technical and Business Manager with a degree in Management Science particularly well adapted for EDI, e - commerce and supply chain technologies with roots in project management and large system implementation bringing years of experience integrating with Supply Chain, ERP, and financial systems.
|
en
|
images/favicon.ico
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Hire IT People
|
https://www.hireitpeople.com/resume-database/81-project-manager-resumes/324189-manager-application-development-resume-burlington-nj-ny-ny
|
© 2024 Hire IT People, Inc. Privacy policy | Terms & Conditions | Cookie policy
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||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
0
| 11
|
https://www.ranker.com/list/companies-founded-in-1992/reference%3Fpage%3D3
|
en
|
Companies Founded in 1992
|
https://imgix.ranker.com/list_img_v2/6083/126083/original/companies-founded-in-1992-u6
|
https://imgix.ranker.com/list_img_v2/6083/126083/original/companies-founded-in-1992-u6
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] | null |
[
"Reference"
] |
2009-11-24T00:00:00
|
List of the top or longest running businesses/companies/firms founded, started or launched in 1992; incl. corporations and public/private enterprises.
|
en
|
/img/icons/touch-icon-iphone.png
|
Ranker
|
https://www.ranker.com/list/companies-founded-in-1992/reference
|
A.D. Vision was an American international multimedia entertainment company headquartered in Houston, Texas, prior to its collapse and distress sale to four other Houston-based companies in 2009. The company was active in home video production and distribution, broadcast television, theatrical film distribution, merchandising, original productions, magazine and comic book publishing. It was the largest anime distributor in North America and the United Kingdom before its demise. It was founded in 1992 by John Ledford and Matt Greenfield. Since then, the company had grown immensely in size and diversified with several subsidiary companies, handling an array of properties and original content. Perhaps their most popular property was Gainax's post-apocalyptic anime series Neon Genesis Evangelion, originally released by ADV in the U.S. in 1996 and re-released several times since. The company maintained offices in North America, Europe and Asia. It served the United States, Japan, Canada, United Kingdom, Italy, and Germany. On September 1, 2009, ADV announced it was selling off its assets, including intellectual properties, to several companies.
AC Propulsion is a San Dimas, California, USA company founded in 1992 by Alan Cocconi and Wally Rippel that specializes in alternating current-based drivetrain systems for electric vehicles. It offers AC-induction traction motors. The company produces electric vehicle drive systems featuring high performance, high efficiency induction motors and integrated high power battery charging. Previously, they built an electric sports car, the tzero and the eBox, an electric conversion based on the Scion XB. They also develop prototype electric vehicles for OEM customers. Founder Alan Cocconi designed and built the controller used in the original GM Impact, which later became the GM EV1. ACP introduced the first AC-100 in 1992 and the AC-150 150 kW integrated drive system in 1994. The AC-150 has been used in a variety of applications such as the BMW MINI-E, Yulon Luxgen van, Foton Midi taxi and a USPS LLV demo vehicle. AC Propulsion is a leader in Vehicle to grid or V2G systems, with their second generation AC-150 drivetrain offering a bidirectional grid power connection.
|
||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 72
|
https://bebeez.eu/2024/03/05/manhattan-unveils-first-unified-commerce-benchmark-for-specialty-retail-in-europe/
|
en
|
Manhattan Unveils First Unified Commerce Benchmark for Specialty Retail in Europe – BeBeez International
|
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[] |
2024-03-05T00:00:00
|
en
|
https://bebeez.eu/2024/03/05/manhattan-unveils-first-unified-commerce-benchmark-for-specialty-retail-in-europe/
|
LONDON–(BUSINESS WIRE)–
The Unified Commerce Benchmark for Specialty Retail in Europe conducted by Incisiv, assessed 50 retailers, analysing 290+ customer experience capabilities in four categories including: search and discovery; cart and checkout; promising and fulfilment and service and support.
Based on data from actual purchases, returns and customer journeys across digital and physical channels, the benchmarking reveals common attributes of successful retailers and opportunities for retailers to improve customer value and operations. Of the 50 retailers benchmarked, four brands emerged as overall leaders in Unified Commerce: Adidas, H&M, Leroy Merlin and M&S.
Below are some of the key findings from each of the four categories assessed:
Unified Basket: The biggest point of friction in today’s retail customer experience is due to the loss of context when transiting between the physical and the digital. Leaders in cart and checkout understand that a unified cart or basket is a foundational capability when it comes to that all-important connection across channels; 40% of leaders show personalised promotions and offers on product description pages and cart, compared to 6% of non-leaders.
Guided Inspiration: Leaders in search and discovery help shoppers discover meaningful products, making shoppers feel good about their purchase decisions, with 100% of leaders publishing detailed content on sustainability practices. They offer capabilities such as product recommendations, back-in-stock notifications, and product sourcing information, while 40% of Leaders offered real-time inventory visibility on product detail pages and personalised recommendations on home pages.
Flawless Fulfilment: Leaders in promising and fulfilment make sure shoppers’ product pick-up or delivery experience is as good as their shopping journey. Not only do leaders meet or beat their delivery promises consistently, they do also so while being more environmentally friendly too. Offering shoppers greater post-order flexibility, including complete or partial cancellations, and greater delivery/pick-up options are all areas leaders excel in. 60% of leaders offer shoppers the ability to cancel orders post-purchase compared to 28% of non-leaders.
360 Degree Service: Leaders in the service and support segment offer shoppers a wide variety of service options; from in-store assistance to call centres, social media support to live agents on their website and mobile app. Importantly though, they offer seamless continuity, consistent quality and always-on availability across channels and services. They empower shoppers to self-serve most of their service needs with 92% of Leaders supporting in order modifications, returns and exchanges via chat/call and 75% offering their customers the ability to return purchases to drop-off locations.
Henri Seroux, senior vice president, EMEA at Manhattan Associates commented: “73% of European consumers are more likely to shop with retailers offering integrated online and in-store experiences. This means brands need complete visibility and insight into all aspects of their business, from back-end supply chain processes to customer services, if they are to deliver seamless shopping experiences to Europe’s mosaic-like retail landscape.”
“Unified Commerce holds great promise for retailers and the key to it lies in not only seamlessly joining digital and in-person experiences, but also linking all the data and systems that enable them too,” said Paul Tepfenhart, Global Director Retail and Consumer Strategy at Google Cloud. “Manhattan Associates’ partnership with Google Cloud on this latest benchmark provides retailers with a data-based roadmap to deliver a unified commerce strategy that makes it easier for both customers and store associates to reliably locate the right products online and instore.”
“The European benchmark findings illustrate progress and investment are being made in addressing table stake capabilities such as channel integration, efficient search, payment options, sustainability choices and fulfilment. However, retailers are lagging in adopting many high impact differentiating capabilities and driving operational excellence,” said Tim Stoddard, General Manager and Senior Vice President EMEA, Zebra Technologies. “The results underline the importance of real-time optimised inventory visibility, front-line associate engagement, and elevated customer experience as key pillars to the delivery of Unified Commerce.”
Amarjot Mokha, Chief Operating Officer at Incisiv added: “In a fast-paced European market, retailers must continually innovate and adapt if they are to keep pace shifting consumer trends. Retailers embracing a Unified Commerce approach are able to go beyond simply selling products, to a place where they can craft experiences that resonate beyond country borders. This type of customer connection drives strong business growth, up to 3X higher revenue opportunities and creates the type of brand connection and customer loyalty every retailer covets.”
Click here to view the complete 2024 Unified Commerce Benchmark for Specialty Retail in Europe.
Methodology:
Incisiv first developed a detailed parameterised list of Unified Commerce customer experience capabilities. Then, based on shopper insights, retailer executive surveys, retailer digital and store performance data, and segment-level KPI benchmarks, it organised key capabilities into Table Stakes and Differentiating Experiences.
Incisiv then developed an objective list of 50 retailers across five European countries and three Specialty Retail segments, choosing a mix of top omnichannel retailers by revenue, across apparel and footwear, home and DIY and luxury. All retailers had to be in good financial health, as determined by a combination of factors including their debt rating, and rate of store closures.
Incisiv’s team of customer experience analysts then conducted comprehensive shopping journeys, including real purchases and returns, across both physical and in-person channels. Assessed retailers were then scored based on the adoption of customer experience capabilities, the efficacy of each capability, and the consistency and quality of experience.
Based on their score, brands were organised into one of four performance categories – Leaders, Challengers, Followers, or Laggards – each with a statistically significant difference in capability maturity and impact on performance.
About Manhattan Associates
Manhattan Associates is a global technology leader in supply chain and omnichannel commerce. We unite information across the enterprise, converging front-end sales with back-end supply chain execution. Our software, platform technology and unmatched experience help drive both top-line growth and bottom-line profitability for our customers.
Manhattan Associates designs, builds, and delivers leading edge cloud and on-premises solutions so that across the store, through your network or from your fulfillment center, you are ready to reap the rewards of the omnichannel marketplace. For more information, please visit www.manh.com.
Receive up-to-date product, customer and partner news directly from Manhattan Associates on Twitter, LinkedIn and Facebook.
Contacts
|
|||||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 64
|
https://danelfin.com/stocks/DOMO-domo-vs-MANH-manhattan-associates-compare
|
en
|
Domo Vs Manhattan Associates: Which is a Better Buy? AI Stock Analysis
|
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Domo (DOMO) Vs Manhattan Associates (MANH): Stock comparison by AI. Which is a better buy? Make smart data-driven investment decisions and get unique insights.
|
en
|
Danelfin AI
|
https://danelfin.com/stocks/DOMO-domo-vs-MANH-manhattan-associates-compare
|
AI Score Evolution
The historical evolution of the DOMO and MANH AI Scores can be useful to analyze the correlation of the scores with the actual performance of the stocks. Comparing the DOMO and MANH AI Scores evolution can also help understand their market momentum.
Are You Looking for the Best Stocks to Buy Now?
Since 2017, US stocks with the highest AI Score (10/10) outperformed the market by +20.08% on average after 60 days (annualized alpha). The AI Score rates a stock probability of beating the market in the next 60 days by analyzing 10,000 fundamental, technical, and sentiment stock features.
Top Stocks
ETFs
Trade Ideas
Sectors
Industries
Stocks Ranked by Danelfin AI
US-listed stocks are ranked according to the AI Score, which rates the probability of beating the market in the next 3 months.
|
|||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
1
| 92
|
https://www.gao.gov/assets/a94421.html
|
en
|
1053R, Financial Restatement Database
|
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2006-08-31T00:00:00
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wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 33
|
http://www.mhgjhu.com/en/news/industry/87.html
|
en
|
Lilly Pulitzer Selects Manhattan Associates To Enable Omni
|
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Lilly Pulitzer Selects Manhattan Associates To Enable Omni-Channel Retailing
Manhattan Selection Based on Depth of Experience and Capabilities in Omni-Channel Retail and Distribution
King of Prussia, PA (GLOBE NEWSWIRE) - Supply Chain Commerce solution provider Manhattan Associates (Nasdaq:MANH) today announced that Lilly Pulitzer, the iconic women's apparel brand and retailer, has selected Manhattan Associates' Enterprise Order Management and Store Order Fulfillmentsolutions to aid in creating a seamless customer experience by supporting its omni-channel retail capabilities. Manhattan's solutions will enable the company, a subsidiary of Oxford Industries, to build on brand loyalty by improving the shopping experience for their customers across channels, create a single view of customer transactions and inventory, and allow Lilly Pulitzer shoppers to control how and when they take delivery of the brand's celebrated products.
Tweet this news! .@LillyPulitzer selects @manhassocnews to enable omni-channel retailing www.manh.com/news/lilly-pulitzer
"With our growing business, the omni-channel capabilities Manhattan's solutions provide will afford us the ability to expand our market reach, drive online traffic to our new stores, and create a seamless experience for our customers," said Keary McNew, chief information officer, Lilly Pulitzer. "Manhattan's depth of experienceâboth in terms of products and peopleâwith large and successful omni-channel retailers was critical in our selection process. It's important we uphold the promise of the Lilly Pulitzer® brand and retain the loyalty of our customers; Manhattan's solutions enable our channels to operate together in making this happen."
As Lilly Pulitzer's store network and e-commerce business grow, the company is focused on making its products seamlessly available to its loyal customers through any channel they choose. Orchestration of orders and network-wide inventory â enabled by Manhattan's solutions â will be critical in ensuring the availability of products to meet customer demand and the fulfillment of online orders via paths that best suit each customer's preference. Additionally, enablement of cross-channel returns and call center order capture will help create a consistent experience for the company's customers across touch points.
"We are honored to be a partner of the venerable Lilly Pulitzer brand. Their selection of our products and teams to help execute their vision of the customer experience is a validation of our long-standing investments and successes in omni-channel enablement," said Eddie Capel, president and chief executive officer, Manhattan Associates.
Receive up-to-date product, customer and partner news directly from Manhattan Associates on Twitter and Facebook.
About Lilly Pulitzer
Lilly Pulitzer designs and distributes apparel and accessories for women, children and men. It all started 50ish years ago with a simple shift dress in Palm Beach, Florida. Today, Lilly Pulitzer provides a collection of modern resort wear inspired by the authentic Palm Beach lifestyle. Lilly Pulitzer can be found online and in 22 company-operated retail stores, over 70 Signature Stores and major department stores nationwide. For more information on products, distribution and the Lilly Pulitzer® story, please visit http://www.lillypulitzer.com and http://blog.lillypulitzer.com or follow us on Facebook, Twitter, and Pinterest. Sugartown Worldwide LLC d/b/a Lilly Pulitzer is a wholly owned subsidiary of Oxford Industries, Inc. (NYSE:OXM).
About Manhattan Associates, Inc.
Manhattan Associates (Nasdaq:MANH) brings companies closer to their customers. As the leading enabler of Supply Chain Commerce, Manhattan Associates designs, builds and delivers market-leading supply chain solutions for its clients around the world. Manhattan Associates helps drive the commerce revolution with unmatched insight and technology solutions, connecting front-end revenue and relationships with back-end execution and efficiency â optimized on a common technology platform.
|
||||||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 96
|
https://www.supplychainmarket.com/doc/3-suisses-france-equips-multi-channel-retail-0001
|
en
|
3 Suisses France Equips Multi-Channel Retail Operation With Manhattan Associates Supply Chain Platform
|
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] | null |
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3 Suisses France Equips Multi-Channel Retail Operation With Manhattan Associates Supply Chain Platform - Manhattan Associates, Inc.
|
https://vertassets.blob.core.windows.net/sites/favicons/vm-favicon.ico
|
https://www.supplychainmarket.com/doc/3-suisses-france-equips-multi-channel-retail-0001
|
Leading supply chain solutions provider, Manhattan Associates, Inc. , recently announced that 3 Suisses France, one of France's foremost catalogue and online retailers and part of the 3 Suisses International Group, has selected Manhattan Associates' supply chain platform to modernise its French and international multi-channel fulfilment operation. The Manhattan Associates solution will be deployed at 3 Suisses France's five distribution centres (DC) located in Croix, Northern France, which together total more than 140,000 square meters of warehousing space. The solution implementation will be jointly led by Manhattan Associates and SI3SI, the IT services subsidiary of 3 Suisses International (3SI) Group's Textile and Household Goods Division.
Founded in 1932, 3 Suisses France originally ran a mail-order service for woollen knitting yarn manufactured by the spinning plant owned by the Toulemonde-Destombes family. 3 Suisses France has since become one of France's leaders in multi-channel distance selling, offering customers a wide range of goods including clothing, cosmetics, household items, audio visual equipment, computer and office supplies as well as a range of financial products, all of which can be bought via the internet, by mail-order or over the phone.
Each year, 3 Suisses France delivers more than 17 million consignments to its customers, representing a total of more than 60 million individual items. With a presence on the Internet since 2000, the multi-channel retailer now generates 30% of its revenue through this increasingly important channel. 3 Suisses France's supply chain is characterised by a round-the-clock distribution operation that is supported by 20 regional distribution hubs from where goods are delivered either directly to customers' homes or to a network of 3,500 'Relay Points' (in-store collection points found in convenience stores throughout France). 3 Suisses France also has activities in Germany and in Belgium, where distribution is managed independently.
3 Suisses France had previously used a proprietary supply chain system, developed by SI3SI, the IT services subsidiary of 3SI Group's Textile and Household Goods Division. Despite being very stable and reliable however the system became too difficult to maintain and develop. 3 Suisses France consequently decided to adopt a third party solution that could both manage its supply chain operation and support its overall business objectives. Amongst a range of criteria, the new solution had to demonstrate a high level of configurability to address several specific requirements of 3 Suisses France's fulfilment operation, including the way it prepared orders and the manner in which it managed its packing process. The promise of being able to implement in a very short time frame from appointment was also a critical factor in 3 Suisses France's selection of Manhattan Associates.
``Manhattan Associates' supply chain platform is a highly configurable solution and so they could deliver exactly what we were looking for,'' comments Jean-Luc Vandenbussche, logistics manager at 3 Suisses France. ``We were also swayed by the level of expertise, experience and professionalism demonstrated by the Manhattan Associates team during the selection process. We felt that the Manhattan Associates' solution, approach, and staff, combined with the project management expertise of our own IT services subsidiary, would give us an extremely high level of confidence in delivering a successful project that would help us achieve our over-riding objective of enhancing our customers' service experience.''
``We're delighted that 3 Suisses France has selected our supply chain platform,'' said Henri Seroux, managing director of Manhattan Associates in France. ``3 Suisses France is already a well known brand in France and is gaining popularity quickly in international markets. This is due in large part to the quality of its products but also to the service levels its customers experience when they buy. We will clearly have a part to play in the future service experience of 3 Suisses France's customers and are confident that our solutions will provide the company with a sustainable competitive edge.''
About 3 Suisses France
3 Suisses France is part of the 3 Suisses International (3SI) Group. The 3SI Group strategy is focused on its core business and its expertise in multichannel distance selling via the Internet, telephone and catalogues. The 3SI Group offers the largest variety of products in the distance selling industry. It has developed its specific expertise in very different fields: clothing and household goods, cosmetics, financial services, office supplies and business services.
Each of the Group's companies builds its own brand equity for the family of products and target clientele it has chosen. The Group is pursuing its international growth and is now established in 15 countries in Western and Central Europe and Asia, employing more than 12,500 people in total. For more information, visit www.3suissesinternational.com
.
About Manhattan Associates, Inc.
Manhattan Associates provides global supply chain solutions to organizations that consider supply chain software, processes and technology strategic to market leadership. The company's software portfolio includes five key Supply Chain Solution Suites: Planning and Forecasting, Inventory Optimization, Order Lifecycle Management, Transportation Lifecycle Management and Distribution Management. These solution suites are enhanced by Platform Applications -- including Supply Chain Intelligence, Supply Chain Visibility and Supply Chain Event Management -- that organize and deliver the information and processes needed to optimize supply chains across functions and locations within and outside an enterprise. A Supply Chain Process Platform provides a unifying architecture that fosters agility and scalability while minimising solution implementation, evolution and support costs. More than 1,200 customers worldwide use Manhattan Associates' global supply chain solutions to enhance profitability and build sustainable competitive advantage. For more information, please visit www.manh.com.
|
||||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
2
| 62
|
https://www.cleverpodcast.com/blog/ana-arriola-kanada-ethical-ai
|
en
|
Kanada’s Heroic Path to Ethical AI & Platform Whispering — Clever Podcast
|
http://static1.squarespace.com/static/6127b77880791144b0047798/6127b77c80791144b004780c/657338a958f5a9041c7faa7f/1707750754268/ana_arriola-kanada_profile_03+%282%29.jpg?format=1500w
|
http://static1.squarespace.com/static/6127b77880791144b0047798/6127b77c80791144b004780c/657338a958f5a9041c7faa7f/1707750754268/ana_arriola-kanada_profile_03+%282%29.jpg?format=1500w
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"Amy Devers"
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2023-12-12T00:01:00-05:00
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Artificial Intelligence & Machine Learning Product Specialist, Ana Arriola-Kanada, grew up in ‘the valley’ just north of LA, watching Robotech and working in the family shop. She moved to Japan just after HS to work in Anime. An auto-didact driven by a powerful work-ethic and growth mindset.
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en
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Clever with Amy Devers
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https://www.cleverpodcast.com/blog/ana-arriola-kanada-ethical-ai
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Amy Devers: Hi everyone, I’m Amy Devers and this is Clever. Today I’m talking to Ana Arriola-Kanada. Whether that name means anything to you or not, her work has definitely meant something to you. It’s impossible to gauge just how powerfully and ubiquitously Ana has impacted our lives and culture through her work, influence, and creativity. So buckle up - This one is a wild ride through the worlds of tech & design from the early early days of the internet through the advent of mobile computing to the forefront of Ethical AI - Ana has been there and been a key architect the whole way. Professionally-speaking Ana is an Artificial Intelligence and Machine Learning product specialist. Practically speaking, Ana is an auto-didact with a growth mindset that has propelled her through animation, graphic design, information & interaction design, hardware and product design, product management, entrepreneurship, UI/UX, research, strategy, leadership and advocacy. Ana’s career trajectory is absolutely bananas - From Adobe and creating the first emoji, to Apple where she was the Product Line Manager for design of the original iPhone, to the being the Head of hardware design at the now-infamous Theranos, (if you’ve read Bad Blood or seen the tv series the Dropout) you know that Ana famously called out Elizabeth Holmes on unethical activity and quit on the spot, taking her whole team with her…To innovative products, and Sony’s ubiquitous UX, to setting the tone and developing frameworks for the ethics around AI at the majors including Samsung, Meta Facebook, and Microsoft - where she also contributed meaningfully to the partnership on AI. And Now she’s a Managing Director at IDEO Tokyo. Ana is also a queer, latine, mother of 4, a fierce proponent of empathy-driven and human-centered design , a passionate advocate for diversity and inclusion in the tech industry AND for global intersectionality in the data sets that inform the AI and ML that will impact us all. Ana has been right there on the ground floor of the most critical technological flashpoints of modern culture. When we started this conversation she joked that she’s speaking to me from the future. At the time I thought she was referring to Tokyo’s time zone being 14 hours ahead of mine - but now I know it’s because Ana is always ahead of her time…. Here’s Ana…
Ana: Hi, I’m Ana, my pronouns are they/them/theirs and she/her/hers. I currently live in Tokyo where we just moved recently. Formerly a resident of Kyoto, Japan. And I’m currently the Managing Director of IDEO, Tokyo.
Amy: That’s what you currently are doing. But you have done so much before now. I can’t wait to hear all about it. (Laughs) But I always really like to go back to the very beginning, so can you talk to me about your childhood, your family dynamic, your hometown, things that made an impression on your young creative mind.
Ana: Oh, absolutely. I was born in Hollywood, California. Raised over the Hollywood Hills in the Valley, so a Valley girl in North Hollywood. I'm a child of first generation immigrants. I'm a second generation immigrant. My grandfather and grandmother, along with their children, undocumented, immigrated into America from Mexico and we settled in the Los Angeles area. Growing up in LA, as far back as I can remember, it's never been one set of a community that I found myself in. I found myself in pretty much not only the Latina community within the Mexican-American Chicana community of Los Angeles and particularly the San Fernando Valley, but also really mixed with huge swathes of Filipinos, with second, third, sometimes fourth generation Japanese-Americans during that period. Jewish-American, folks from the Middle East. The Valley is very diverse. The circle of which my friend and community was comprised of was also various different ethnicities and cultural backgrounds. I think one of the earliest memories of something that definitely pushed me towards this direction that I find myself in now working at the edge, in the future but grounded very presently in the impactful now, would have to go back to sixth grade. There was a television show. This episodic soap opera for kids and it was a cartoon. The name of it was called Robotech and every week the episode was different. It was very, like people died which was new for kids.
Amy: What? Yeah.
Ana: It's like, 'wow, our hero just got killed off.'
Amy: Oh my god. (Laughs)
Ana: And that really sparked my interest in mechanical engineering because they were showing things in that series that had never been done in the Western world. They were showing complex aviation, mechanical drawings [0.05.00] that were animated in explicit detail, unfolding and creating these robot forms.
Amy: Wow.
Ana: That later I would learn are called mecha and later I would know that that genre is called anime before the Western world even knew what anime was.
Amy: So for context, are we talking '70s, '80s?
Ana: This is 1984. So it had just come out in Japan on television and they had got the rights and they had released it in America. Seeing this was like, 'what is this genre? Who are these artists that are creating this amazing content?' Oh, by the way, as a kid it's like these toys. Interesting. So I did a lot of self-active digging and found out where I can really dig deep into this and that's where I ended up falling off the cliff in terms of discovery and understanding that there are so many interesting things that are not in the Western media or Western culture that are coming from Japan at this period. Movies and direct-to-video animations that really informed my aesthetic, really informed my fascination for the language and the culture. So later when I was in high school I did an internship at a studio called Film Roman and Film Roman was based in the Valley. They were the animation studio that won the contract away from Klasky-Csupo that was of Rugrats fame, that originally did the first season of the Simpsons. Later Film Roman took over the Simpsons and I was an intern on the Simpsons doing storyboards, cleaning up storyboards and doing production level work for seasons three and four.
Amy: Oh, that's fun. (Laughs)
Ana: Yeah, that was really neat. And that actually got me into the professional side of animation and sharing what I knew and what I had been learning, also to the animation community where a lot of friends at that time were working at Walt Disney Feature Animation. They secretively, I hate to say this, (laughs) but a lot of the people that were working on Beauty and the Beast, and Little Mermaid, my friend at that period had The Art of Miyazaki books on their desk. (Laughs)
Amy: Oh yeah.
Ana: So this is like 1988, 1989. No one is saying that Disney is copying Tezuka Osamu that did Kimba the White Lion (laughs) that turned into Lion King (laughs) but they were heavily influenced by it. Which is probably why later in our lives they ended up buying Miyazaki's studio here at Studio Ghibli to be part of the Disney family. But anyway, just before I was able to graduate from high school, I was also ahead in my educations because I had skipped a grade early on in elementary school. I knew that this was something I wanted to do, or at least try to do professionally and I thought that the animation industry in Japan would be as amazing and as awesome as it was in the Western world and still is in the Western world. So I ended up packing up my stuff by myself and moving out West to Japan. And that started a 35 year journey of going back and forth.
Amy: I do want to go back to your youthful years because you skipped a grade. It sounds like you were incredibly, let's say ambitious with learning from a very young age. Does that ring true?
Ana: I was ambitious with regards to the science. So from the liberal arts perspective back in elementary school I was struggling with things that later in life, after having my own children, that I realized that are now superpowers but were challenges for me. I have four kids, the oldest and my middle child were tested when they were in elementary school in San Francisco, and they were diagnosed with dyslexia and dysgraphia which is hereditary. That meant that I also struggled with dyslexia and dysgraphia way early on before it was ever diagnosable, before it probably even had a name for it. I found through life and pushing and perseverance that I was able to create coping mechanisms and solutions that would [0.10.00] help me solve some of the focus and some of the understanding and learning how to learn in different ways that fit my brain.
Amy: Wow.
Ana: So that's a little bit of a background that is relates to skipping that grade.
Amy: Yeah, well I think dyslexia and dysgraphia are superpowers, but then also the coping mechanisms and your ability to sort of adapt and find your way to learn in the way that you needed to learn also sounds like a superpower. And your home dynamic, are you getting support from your parents? And are they feeling the creativity of you becoming something that you might want to pursue?
Ana: My parents being immigrants, they were all in. Working and doing everything they could to provide for myself. I was an only child. I do have a step-sister but we're very far apart in age and I really consider myself still to be an only child. I remember that work ethic at a very early age rubbing off on me. Seeing my parents go to work before the sun came up, seeing them at dinner time. Then later when I was in elementary school my father and mother decided to go into a small business. And they went into becoming a purveyor of really high-end meats, like a high-end butchery and produce. A small little corner, it was like a high-end bodega but they really focused on the quality and the heritage of the meats in the local LA area. That unfortunately caused me to be dragged into the family business at a very early age.
Amy: Sure.
Ana: That's why I remember building that work ethic. Later in life I would have to go through many years of therapy to undo that work ethic, of working through holidays and working late into the night. But that definitely paid its dividends. It paid its way forward to get me to where I am today and that drive and the fire that now we call 'hustle' in an entrepreneurial context that really you just turn into a game. You find ways to not make it monotonous and not make it like a grind, but to game-ify it. That's one of the biggest takeaways. My parents were loving. They saw that I had curiosity and fascinations to things that they didn't understand. Like I talked about when I discovered that series, which is called Macross by the way, now known as Robotech in America. They took me to a conference. They had these pop-up conferences where they would show the movies and the videos in Japanese with no subtitles and the conference hall would sell stuff. I remember my father telling me later that he felt really weird taking me to this conference because it was unusual and unlike anything that he had ever been to. He had gone to some conferences, he was a coin collector and this and that, so he knew a little bit about subculture, nerd culture. Later in life my oldest was really into My Little Pony, and they wanted to go to a My Little Pony conference that was also aka pseudo sort of a furries gathering
Amy: (Laughs) Okay.
Ana: So when I took them to the conference I felt like my parents actually. I was like, 'whoa, this is how my parents must have felt (laughs) when they took me to my first Japanese animation conference.'
Amy: Wow.
Ana: 'I've got to be cool with this, I gotta be okay with it, I'm a mom, I'm supporting my child that loves this genre.' So yeah. (Laughs) It was a good childhood, I definitely was loved.
Amy: It sounds like it. It also sounds like you had some sort of variety of experiences, you had taken us through your interest in animation or anime and your move to Japan which... all right, where does the bravery come from?
Ana: When I was in high school, and again I was in anime, again people didn't know what it was and I would bring these magazines that were all in Japanese. People would try to pick on me, bully me, but I was able to defend myself, protect myself, and I think that from an early age my instinct was telling me if you loved something, go all in and follow it till you have a constant full stream of it that you can satiate yourself from. That might be a store where you know you can buy the stuff from, or finding out a particular artist that might have story-boarded or technically directed a thing, a TV show or a movie to learn about it. I think it was the deep diving which was also one of my coping mechanisms early on, if I wanted to learn or get proficient at a given subject I would have to go very, very deep. I would have to deep in a way where I just couldn't be book smart. I had to find my own means to figure out what was the topic, what was the subject that was being taught to me, how did I comprehend it in a way where I could do recall? Because otherwise I would just forget it. And I think that, combined with being part of the family business and learning about that side of entrepreneurship and what it means to always take care of the community that gives their time to be part of your business, to taking care of your loved ones. And being Mexican-American, my family had always had the saying 'blood is thicker than anything,' and being able to take care of your family and then later in life your chosen family, your friends and loves ones. Yeah, so that to me was part of the early, when the flame was lit for that.
Amy: Thank you for giving me so much detail around your childhood. It's always so helpful to help me understand all of the ways that you've evolved into being who you are now. So take us to Japan. What did you pivot to? And what survival skills were kicking in for you at that time?
Ana: During that period I had a friend of mine who was two years senior from high school that was also living in Japan, which was one of the strengths that gave me to at least know that I would probably be okay by moving here because I had a network. I ended up moving with him to the Japan seaside town known as Kanazawa, Ishikawa Prefecture, Kanazawa. And it's now known as the sister city of Kyoto. At that point when I moved there, there were only five foreigners that were living in the entire city.
Amy: What?
Ana: I was one of the five.
Amy: Whoa.
Ana: This is in 1990, there were not a lot of foreigners living in Japan per se. And he was a former aspiring Art Center high school grad that ended up also moving to Japan and just ended up starting his own design agency. I worked with him there to sort of get that off the ground, doing early on brand and visual graphic design that later in life I would pick up and move forward into a profession and discipline called Information Design that now pretty much we would say is Interaction Design. But that's how I made that pivot and I made the pivot because I knew that animation wasn't going to be sustaining [0.20.00] I did try one last time a little bit later. I ended up working for a Japanese animation company here called AnimeGO that was doing subtitles for legitimate animation distribution with acquired rights in the Western world. It was there that I came across an opportunity to go to work for Wired Magazine Japan. At this point we were using Macintosh's Quadra 850AVs to do a lot of the home brewed digital subtitling for the animation work and I learned a lot more about platform, especially the Apple platform and the software solutions that were available then. Even some basic hackery. That led me into getting a role into the development and design of modern software at Wired which was publishing a series of CD-ROM titles that they had acquired from the UK by an artist called Dorling Kindersley and these titles were being culturally localized. So I got to learn a lot about ethnography and cultural localization that we would call Design Anthropology these days, and understanding the means of how you can't just do literal translation, you have to adapt it and make it motivation for the individual, too. Especially trying to get people to consume Western culture because a lot of the titles were about the history of pirates, or the history about European engineering and steam engineering and stuff like that.
While I was doing that at Wired, we were launching the first few issues of Wired Japan before Condé Nast ever owned it and that got me connected in the industry as a whole and learning a lot more about how to go to press at scale with a lot of the publishing industry. It was through that experience and knowing that taking these CD-ROM titles and the interactivity, that there was a whole industry here and there was going to be a portfolio of software by big companies that were going to be building these experiences. That led me eventually to leaving Wired and going to work for Macromedia Japan as one of the founding members of Macromedia. For those who don't know who Macromedia is, Macromedia was an acquired company by Adobe but long before the acquisition took place, it was a company that really created interaction design. It created CD-ROMs, interactive DVDs, it created web medium that was called Director that eventually evolved into a product called Flash, that for many decades was a predominant animation interactive media choice for many on the internet.
Amy: Wow, so as the internet is growing up around you, you're right there building it.
Ana: Yeah. (Laughs) Being in the thick of it and seeing how creators here in Japan and big software companies like ourselves were able to build solutions and find solutions that never prior existed, and creating them and bringing them to the market with the partnership and help of the people we were building them for, it was really rewarding.
Amy: What was the reward for you? Was it satisfying your curiosity? Was is the people you were working with? Was it putting your problem solving skills to work? Or was it all of it?
Ana: The biggest satisfaction for me was in the development process which was truly a co-development process with the community, designing for people like myself, was seeing their reaction in real time. We would typically hold focus groups and when we would go to a focus group we would hear from them about their frustrations of existing defects, bugs that are in the software, or aspirations of future feature development and design asks. A lot of times we would have an engineer with us and we would be able to hack up a semi-functional version of what they had just said in a matter of minutes. I'd go, 'do you mean like this,' (laughs) and we'd turn the laptop around and show them. They would be like, 'yeah, that's amazing.' 'We'll put it in the next version.'
Amy: (Laughs) Yeah, that's so cool. From Macromedia, how long were you there?
Ana: I was at Macromedia for about two and a half, three years.
Amy: Okay, and then you go to MetaDesign Agency, are you still living fulltime in Japan? Are you coming back and forth?
Ana: Back and forth.
Ana: I went to work for Meta because I was inspired by Erik Spiekermann. At that time I had been a fan of Stop Stealing Sheep which a lot of us live by and I still highly recommend that book for anyone that is interested or fascinated by type or typography. I wanted to see what it was like on the agency side from the consulting side, and one of the things that I did miss that caused me to eventually leave and go back to one of the larger companies, was budget. It wasn't a life/work balance thing. It was more just being able to have budget to do things where you didn't feel like you needed to possibly red line your energy to get something out and done. A lot of people thrived off of that adrenaline as you probably have spoken to, like that work from the agency side. Life/work balance wasn't necessarily a thing in the industry back in that period.
Amy: (Laughs) No. No, it wasn't.
Ana: So I ended up deciding to leave Meta and going to work for Adobe. At this point Adobe had not acquired Macromedia yet. One of the last projects that I worked on at Macromedia was the creation of Dreamweaver 1.0. It was the first really rich, visual Wiziwig authoring tool for the web at that time. One of the aspirations for us as the product design team and designing that particular piece of software, was a German company by the name of GoLiveSystems and they had a product called CyberStudio that at the point Adobe had just acquired. They had come and they had asked me would I be interested in helping lead the future development of what Adobe would call [0.30.00] their first professional web authoring tool. They already had had PageMill and SiteMill which were early Wiziwig authoring tools, but this was the first competitor from an Adobe perspective to go and compete with the hand coders that were lovers and loyalists to Dreamweaver. I went into doing that at Adobe. Talking about that growth mindset and wanting to learn something new, at this point I went and moved from actually doing product design into product management. Learning about the business side, really grass-rooting my own first MBA of how do you build and research and understand the total adjustable market for the needs of a given multi-million-dollar investment and not knowing you're going to reap those rewards until you start selling it. So that was really fun, I didn't think that I would be so excited about business until I had moved to Adobe and moved into this new role.
Amy: What do you think did excite you? Was it a little bit like you were adding more parameters to your creative project?
Ana: At that time, I don't think we used this. We might have used this word, but it wasn't. It's definitely a buzzword these days. It was defining and understanding that there are metrics, these floating data points that are above everything in the world. That if you can quantify and classify and bring into visibility, you then can tie them to justification of why something should be funded or why something should be built, or why someone needs something that isn't in existence yet. And I think that part of the research and development, along with the stuff that I talked about during Macromedia which was the co-creation, the focus groups in building these experiences, I found so fascinating in that aspect of my time at Adobe.
Amy: Getting those data points, is that also an extension of design anthropology?
Ana: It is now. Yeah, absolutely.
Amy: Okay.
Ana: And I think that from an Adobe perspective they deeply cared about the markets that they were operating in and the languages that they had their software available. It wasn't just forcing a function of 'here's a Western feature set that happens to have a gooey string of German or Japanese.' It was more like, 'what specific versions or what specific features can we add that are unique to this market?' So German as an example, which is used in the software development world as a baseline string set for making sure when you do UI design for the interface, that you have long text fields that can be adaptable for very long German words. That's sort of one way you could approach accessible design, especially from a linguistic perspective. (Laughs) And then from a Japanese perspective which was an emerging market at that time, Adobe knew and the world was coming to know, that it wasn't necessarily about interactivity any more. It was about mobile computing. It was going to be about mobile experiences. So at that point Japan had the world's most technologically advanced telephony platform here in the country. They also had the most advanced phone so they were doing 3G video conferencing built into their phones. They had an interactive platform called i-mode that was based in Compact HTML and no one had a solution for authorings except for hand coding. It was one of my 'aha' moments. I was like, 'what if we built a gooey system for this?' Emoji came from i-mode by the way, we have emoji because of what Docomo did and how Docomo created the emoji which is what the word originated from, from i-mode platform.
Amy: Wow.
Ana: So I created the world's first professional emoji palette that allowed you to have a visual representation of all the available emoji at that time and you would be able to click it and insert the code, the syntax into your source code so when you're building a cHTML page, you would have a richer experience than just text and hyperlinks. This caught on in Europe, Nokia and Sony Ericsson were also full-on board with trying to bring cHTML over to Europe at that time. Apple started at that period also doing experience of doing research on what could a platform like at that point, Mac OS consumed through whatever browsers they were running in their operating system at that time, the cHTML source code because it was so desktop focused at that point in time. That led to the adoption of emoji in Europe and the evolution of the Nokia Series 60 platform of devices and Sony Ericsson platform [0.35.00] that became the predecessor to what eventually would become Mobile Compute and got Apple very interested in the space during that period.
Amy: And there is a transition to Apple. What made that happen for you?
Ana: So while at Adobe, I was part of a two group team that was looking into how can we strengthen and secure Adobe's position in the future of authoring, especially for pervasive computing and mobile. There were two camps, I was part of a camp that was focused on open-source because we believed that the open-source approach to co-development of features and road maps was better than a closed proprietary system. The other camp that was inside the MNA team was focused on acquiring Macromedia and acquiring Macromedia specifically for Flash. So we ended up losing out unfortunately at that period of time, but our gut instincts were spot on and many of us that were part of the M&A team focused to acquire a Swedish company named Ikivo that would have had scaleable vector graphics, authoring solution for open web for mobile in the particular. We ended up all leaving and eventually finding our way, most of us found our way back to Apple to work on various different components and aspects of the operating system or iPhone itself. So that's basically how I came to know one infinite loop in Cupertino, (laughs) or as I like to say, 'supertino' (laughter) where Apple is based and got to be part of the amazing multitude of projects and got to know some amazing, wonderfully beautiful, creative people. Some are still there. Some have gone off and done other things. Yeah, so that was my journey into Apple.
Amy: You had a smile on your face when you were talking about the wonderful people that you worked with at Apple. Was that a really good time in your life?
Ana: It was. It was also a very hard time. A lot of us worked really, really, probably some of the hardest that we've ever worked in our career because we were so passionate about what we were doing. We were also trying to please Steve and the other executives that were supporting us in our endeavor, but it was also a time of incredible growth. Learning about graphics compute technologies and hardware acceleration and bringing typography and smooth animations into the fold, which was the particular project that I was working on. It was a fusion of digital graphics animations with operating system development with tactile human interaction output. So the platform aspect of the iPhone that I helped create with my team was code named cassoulet and it was a combination of a technology we created called Core Animation combined with what you all know as Safari which is the web kit engine. That really brought UIkit into a modern context and UIkit is still used. A lot of those technologies of fluidity, high frame rate, very yummy in and out interaction snippets are still used today in the Apple Vision Pro. UIkit is living very strong inside of that.
Amy: I'm not in the tech world so you're speaking another language to me, but I find it so intoxicating. At the same time I'm really struck by just how much your work has filtered out into society and affected me, everyone, so fundamentally. That's pretty exciting. (Laughs)
Ana: Hindsight, right?
Amy: Yeah.
Ana: A couple of things that we worked on, we didn't know would have this level of a societal impact. A lot of [0.40.00] us have talked about this, that we're part of the old team, we never knew that our mobile phones would create autonomy and connectivity and opportunity in the ways that it has become. But at the same time it's also from an ethical perspective, one of our issues in our lives. The mobile phone has caused an attack on human cognition with notifications and now that's being addressed in a lot of the more modern instances of Android and iPhone, but we had no idea. All we were really striving for was 'I want to be able to pull my phone out,' and it's what we tested against. 'Can I read the New York Times in my pocket.
Amy: Wow. Were you still at apple when the first... I know you were on the original iPhone design team, but were you still there when it launched?
Ana: I had just left when it launched. I was in the crowd with my team at Moscone when Steve pulled it out of his pocket.
Amy: Wow.
Ana: So I got to celebrate with everyone. But I was on another endeavor.
Amy: Do you want to tell me about that?
Ana: (Laughs) Yeah. (Laughs) That person I worked with is now in jail. (Laughter) Some of you may have watched the Disney+ television series called The Dropout and I believe there's still a movie coming out soon from Apple's studios based on the book Bad Blood. But I was at Theranos and I left Apple just before the iPhone came out along with a handful of dear friends and colleagues to join a biotech start-up that was set to disrupt the clinical testing industry which was billions of dollars. It still is hundreds of billions of dollars. And at the same time build the path forward for what then was known as Medicine 2.0, the future of healthcare, especially personalized healthcare and private healthcare from the comfort of your own home. I had a fateful discussion with one of my friends who was on the board at Theranos, Avie Tevanian, and he had asked if it would be of interest for me to work on something where I could again grow, learn to lead industrial design, mechanical, electrical engineering, along with operating system experiences. I decided to learn a little bit more so I had a meeting with Elizabeth and that very first meeting we were at Palo Alto [0.45.00] and she's done a lot of harm to the world, but she's pretty genuine in terms of her energy. And that energy, the closest thing I could say, it's the reality distortion field that Steve created and I think a lot of entrepreneurs have to have. Having founded my own hardware start-ups, those that are entrepreneurial in nature have to create that field of energy. I won't call it a reality distortion field because that's bad. It can be bad. It could cause you to not see the truth. But you create this energy field around yourself that to a degree is your force field, it's your armor that allows you to take your vision and your drive forward and it protects you in that journey. Elizabeth had that energy, had that enthusiasm, had that drive. At that time the way she had described her own upbringing, having gone and lived in China to study Chinese, and learning about nanofluidics and the medical engineering sciences, I thought was super fascinating. I saw a lot of myself in her and the rest is history. We kind of know what happened and it's well documented in the New York Times bestselling book as well. It's on television, soon may be a movie as well.
Amy: Yes, okay. So we know what happened four months after starting there with your team. You realized that shady, unethical shit was going down and?
Ana: People were dying, yeah.
Amy: That's awful.
Ana: Like fourth stage oncology patients, University of Tennessee. Yeah, it was pretty gnarly.
Amy: Not many of us have been in that position. Can you describe for me what it felt like emotionally, physiologically, when you realize this whole endeavor is toxic and you need to do something?
Ana: When I first heard about this I was in a bit of disbelief. 'How could we? How could this possibly be happening.' It was brought to my attention by, now publicly acknowledged Adam Vollmer who was our mechanical engineering lead at the time for the Edison Device who had disclosed it to me and asked me if I could bring it to Elizabeth's attention and see why we're doing this and if I could get her to stop it. It was in that moment when hearing Elizabeth try to justify what was happening and saying that we were all going to become rich and we would all benefit from this and this is just a speed bump on the road of great discovery and development. I think if anyone is in a situation like that, and this was the first foray into setting my gut instinct, my baseline for unethical behavior, is that you know it's not right. I think we know this from just the way we're brought up by our parents and we know that it shouldn't be happening to the individuals that are being affected and impacted by this. You see the disgust and disdain from Edmond Ku in The Dropout on Disney+. He and I are friends and when we were commiserating about that many years later, it still brings back a very visceral feeling inside of us. And I think that if anyone experiences that, which I hope many of you do not, but it is a learning moment and I think you fundamentally are changed forever by going through something like that. While it is incredibly painful and will have a long lasting impact both on you psychologically and emotionally, I think you can turn that into a superpower. It's like Malcolm Gladwell talks about in his book Blink, about honing your gut instinct. It became an early warning system that later in life I also discovered throughout my journey.
Amy: And I know you're doing a lot of work now around AI and ethics involving AI. We'll talk more deeply about that, but it does seem like you've been able to convert this into a superpower and now you're applying that superpower.
Ana: It's the ethicality. It's the fear and the hope and the aspiration that I think is part of not only the work that is happening in AI right now, but it could be anything. It could be automotive design. Are you designing a future vehicle that may have a defect? And if that defect is overlooked and you still want to ship that platform, it will have impact on somebody. Aviation, same thing. Food industry, same thing. Ethics touches everything, especially AI. (Laughter)
Amy: Well yes, because then AI filters out and touches everything and sooner than we can even comprehend it will be being deployed in all of those industries you just mentioned and daily life. If it's not ethical in its essence then it's just going to compound and exponentially magnify the unethical part of it. Okay, but you're a techno optimist (laughs) so we're not going to be alarmist right now. So the Theranos experience, it's really powerful to see you dramatized in The Dropout and to make such a bad-assed statement in the moment and you end up on the right side of that history but I understand it's traumatic and you've been working through it ever since.
Ana: Thirteen years I was unable to talk about.
Amy: Oh my gosh.
Ana: Because were under NDA.
Amy: No, silencing somebody makes it so hard to process.
Ana: Just let that set in for a moment, 13 years until the first insider, what I call generation three at Theranos leaked out. Yeah, and then we were slowly feeling confident we could say and to talk about the experiences that we have lived.
Amy: Oh my gosh.
Ana: And still even up until the point when she was convicted, a lot of were in fear of what type of retribution would she have towards any of us that were now self-identifying in our own sharing of our lived experiences.
Amy: Wow. Well there's that bravery that kicked in, again. Along with your gut instincts and your ethics. I'm glad you're taking care of yourself. Thirteen years of silence though, is trauma in and of itself because it starts the processing. It does.I'm sorry for that.
Ana: (Laughs) It's all good. During that 13 year period. There were a few of us that would get together from the first and second generation during the point where we were all silenced and muzzled, and we would talk through stuff about what we're hearing and what's going on over there still. They would get together on El Camino. Across from Palo Alto High there was a restaurant there and we would have these meals and share updates with one another, so we at least were conducting individual therapy amongst ourselves.
Amy: Okay, good. I love a tight support network, (laughs) shared experience. So from there I'm just going to list it off. You go to Sony. Then you become a founder entrepreneur, zero360, Mono Ohm?
Ana: Yeah.
Amy: I think I handled an early prototype of the Runcible.
Ana: You might have. We received an award from Cool Hunting back when we were getting ready to ship it. It was amazing well received and that's an unfortunate story. So some former pre-Apple, Apple, post-Apple associates of mine, friends of mine, got together. We wanted to do another hardware start-up and the thinking was [0.55.00] how can we create something that allowed us to keep our heads up in the real world and stay attuned and intent to those that were having a meaningful relationship or conversation with. Versus the smartphones causing us to pull our heads down and go into the death scroll. We had some amazing backers for this particular piece of hardware and there's photos on my LinkedIn profile, but it was an heirloom electronic. It had natural material for the outer housing, we were using woods and metals and ceramic outer housing. It had a state-of-the-art Sony image sensor that was in the iPhone at the time, was inside the camera and had this delightful round user experience that you literally physically would rotate the device in a circular motion that would allow you to zoom in and zoom out on photographs and use the circular interaction to scroll throughout the operating system for the device.
Amy: Wow.
Ana: But unfortunately it was ahead of its time. We were ready to go to market with it. We had the backing and funding from KDDI AU here in Japan that was going to be part of their Design Series line of which they had worked previously with Mark Newson on the original Talby talk like and then Naoto Fukasawa on the Infobar and we were going to be the third phone in that platform and I was super honored that what we had created was going to be part of that portfolio.
Amy: Yes.
Ana: Especially being a fan of Japan. Google was in the midst of getting ready to release their original Wear OS for the Android platform and they were going to introduce a watch. They saw us releasing a phone with the round display and we had made a decision during the development process to move away because of a technical difficulty using Firefox operating system, to use Android open source which is Android core based but not the full Android stack that you would find in a Pixel that has access to the PlayStore because there's obligations you have to agree to use Maps and Play and all the other additional Android apps. We were going to build a lot of those applications ourselves and when Google found out about that, because they were getting ready to announce Wear, they asked us if we would switch to Wear versus Android open source. We were like, 'we don't want this to be a tethered accessory, we want this to be a full, independent mobile phone.'
Amy: Yeah.
Ana: We were going to release it to great fanfare in Europe and in Japan and they ended up coming in and strong arming our manufacturing partner, Kyocera at the time, that was going to produce the device for us. We didn't want them to lose their white label phone production for Google and so we ended up pulling out of developing the device and having to essentially bow to Google. Later they were brought before the Japanese Ministry of Information and Technology under unbecoming business practices that they also faced in Europe. So in a way karma was served in the end, but we ended up having to shut down the company. And still today when I put that prototype into someone's hand or I talk about it, I get the reaction you just had right now which is so meaningful to me and I want to say thank you.
Amy: I wish it existed.
Ana: Never say never, right? Never say never.
Amy: Right, okay. (Laughs) Just put it out into the universe. (Laughs)
Ana: Yeah.
Amy: From there you go to Samsung, Meta, Microsoft, and now you're at IDEO. Do you want to tell me about that arc?
Ana: At a high level, again following that theme of growth mindset, moving into Samsung I wanted to learn how do you build an amazing platform and experience that has never been done before in such a rapid amount of time. We created the frame television platform in six months. So seeing how you can go from silicon to a hardware platform based on a Seraph platform originally, to creating multiple version of what [1.00.00] possibly a frame might look like, translucent or not, that was amazing and growing right there. I learned and I cut my teeth early on with some basic AI work there with natural language and speech technology with the Bixby acquisition. So when I moved to Facebook I was able to further deepen that knowledge, working very closely with the Facebook AI research team now known at Meta AI and the applied machine learning team which was the AI surface development team that built AI across all of the products, Instagram, WhatsApp, Big Blue aka Facebook, the main app. And it was during my time at Facebook that Cambridge Analytica took place and the data breaches with the personal information that lead to the 2016 election fiasco. At that point I wanted to find a company in the world that was doing ethical, amazing work in AI, and that's what led me to Microsoft.
Honestly, my time at Microsoft and getting to see and understand how Satya works and the leadership team there, it was such a growing and amazing period of my experience. I recently gave a talk here with the president of Figma Japan, and one of the questions that was asked to me was if I could name the most favorite company I've ever worked for and why and I couldn't just name one. I named a couple and I put them in order, and I put Sony as being the first, before Microsoft actually. And Microsoft being number two, and Apple being three. The reason why I put Sony first is that they are truly craftspeople and they care about the design and execution. You can see that in the new Honda and Sony collaboration car. Microsoft would be number one because they do amazing work with surface and the operating system and everything that they do. But I put Microsoft number two which is a very low number one, because I really love the culture and I love the community and I love the ethicality of how everyone operates. They truly bring to heart the values that represent Microsoft and Satya asks everyone to espouse those particular values.
I honestly would still be at Microsoft if it wasn't for during Covid, moving to Japan, and then working kind of bonkers hours, 3:30 in the morning until 12 noon. And after having played a role in the birth of my son, my littlest son and coming back off of maternity leave, I was like, 'I maybe want to find something local.' That's why I find myself today at IDEO. And a little bit of a bittersweet story there, it's the right place at the wrong time per se. There was a global decision that was made to shut IDEO Tokyo which has a beautiful heritage all the way going back to Naoto Fukasawa who was the original creator of IDEO Tokyo. We're shutting down the studio here and we're moving a lot of that work over to North America, but that's also opened up the next chapter. 'What and how might I and the team that I'll be working with, find a way to uplift Japanese entrepreneurs and craftspeople and designers here, and help them become more known at a greater scale?' That's something definitely I'm very passionate about and I want to start doubling down into the upcoming year. Because a lot of the times, these individuals that are making these objects or the experiences, don't speak English and haven't had the ability to share their journey and to share their experiences with the Western world. That's something that I'm going to take a lot of heart in with the team that I am building what we'll come in 2024 with, and yeah, I'm looking forward to sharing that with the rest of the world.
Amy: So in terms of your creative process, I'll give you sort of a multiple choice and you can talk about which one you want to go into in detail. I know that you have said that you start your creative projects with a kind of ethnography or design anthropology and that all your work is grounded in humanity and empathy, and I love that. But what does that mean for you? Like what is the starting point for you?
Ana: Yeah, let's unpack that. Let me talk a little bit about why now is so important, especially in the age of AI. As we just discussed, before IDEO, while I was at Microsoft, I was shipping artificial intelligence and really working on building the future of computing as a service for Gen Z and the Alpha Generation. This is really critical because they are the future, you know. They are the ones that are going to take society and take our planet forward. And their demands and expectations are very different than ours. They believe in a world where experiences are literally going to be play, pause, and resume on a magnitude of surfaces. In some cases not even having a surface, it's ambient computing, it's spoken. Think the movie Her, right. Which is why I find what I will be doing in 2024 so exciting, it's like building upon that and having been hands on, working and leading. So often in my career from the edge for the past 29+ years, shipping experiences that are beloved around the world, it's being able to leverage and celebrate and talk to these individuals who are all around aspects of the country, aspects of the world, being able to talk to individuals with wide ranging backgrounds and disciplines. Whether it's machine learning and research, to chip design, to mechanical software and hardware engineering, to design anthropology, to product design, to industrial design and CMF, and pull that all together and be able to help consult with and help promote others that are doing this work in the form of almost a platform whisperer. I really, truly feel that that is a superpower of mine.
Amy: Yeah, that's a good word for it.
Ana: And that aspiration is to guide and explore and build and ship and measure these experiences and these products and future services that really fundamentally drive behavioral change throughout the world. And if I come back to my grounding principles, human, simple, and authentic, for me the humanity of what it is that we do and the first thoughts that we have towards creating a new endeavor or thinking about a new experience or a product, it's really distilling it down, being reductive, [1.10.00] breaking it down to the simplest forms, to even less than an MVP. And then figuring out is that just right. Does it feel innately human? And I always use the analogy of designing tableware, a spoon. A spoon is one of the simplest, most beautiful crafted objects in the world to me because it's incredibly intimate. It's something you sustain yourself with and you put it into your body and you feel safe as you eat with the spoon. Then from a simplistic perspective it's being reductive and getting it down to just what matters. You can always be additive to it, but that redaction is really critical. Then being authentic and having a unique point of view and being strong and convicted with that point of view, I think it's a superpower that many people need to learn. And it doesn't mean to say that every idea you have will be original..
Especially now with AI and Gen AI, everything is a remix, but it's your unique perspective, point of view, your lens, that makes it authentic and no one else in the world had that 'aha' moment or that aspect of it. So the human, simple, authentic aspect of the creation process really kind of brings everything full circle. In every aspect you're thinking about, sketching, ideating, getting feedback and testing it, and then throwing things out and putting things in, and doing the information loop over and over again, it's the traditional product development mindset, but you just have to truly make sure you do it. Because if you have a point of view on something that is in your heart, that means that you will have a unique point of view on someone else's thing and feedback is so important. The art of crit and being able to receive crit, but also to give constructive crit is so lacking in this industry today. And it's something, please make sure that the future talent that is coming out of RISD and other wonderful institutions, we need to make sure that authenticity, point of view, and the culture and science of crit is so important. So ethical AI is something that you talk a lot about and one of the frame works that I've heard you discuss that is an important way to look at how AI should be developed is global intersectionality. Can you unpack that a little bit? And in doing so, can you also help us understand why it is that you're a techno optimist?
Ana: First and foremost, intersectionality so often, especially in technology companies, they love to use the term and they love to talk about inclusivity or accessibility. In the aspects of doing so, we're doing such a disservice to so many other other populations and so many other people. Intersectionality for me is truly about building and co-creation or creation for the 3% that is often left out and often continues to be marginalized. If you design for that 3%, you have the [1.15.00] ability to truly ensure you're solvent for the 97%. Making sure you're addressing age, gender, race, class, sexual orientation, physical and cognitive ability, along with so many other variables that we need to consider when we say 'intersectional design, inclusive design.' Especially intersectional design as it relates to AI because so much of the training sets that have been created academically and institutionally in the current big companies, are based on models that are not inclusive, that are based on the past. That's why I love the work that Microsoft is doing along with OpenAI and some of the other companies. In particular, Partnership on AI has a great foundation where when they're thinking about building toward a future of AGI, artificial general intelligence, they're taking into consideration and making sure they're solving for the existing models and data sets that are there. That they truly are fair. That they are reliable. That they do take into consideration privacy and security, and intellectual property rights. That they are intersectional and inclusive, and ideally they are transparent. They're open and the data sets themselves can be reviewed and peer reviewed and provide feedback and be better for it.
And that at the end of the day there's also accountability for the data sets that are being used and that if someone should use something that may cause ill harm for a community or population, that quick accountability can be taken and it can be rendered in a way that it can be fixed very fast. So for me, the aspect of responsible and ethical AI is so important because it's not just about the hard technical aspects of these experiences and the technologies that are being built. It's also about a lot of the liberal arts and the sciences that have to be considered. Anyone that is working in AI today, whether you're an engineer, whether you're a product manager, whether you're a designer, you've got to know more than just about design or engineering or business. You have to think about psychology that is going into the platform you're building. You have to think about the various different modern technologies of computer science. You have to think about the physics and the engineering and the biology, and most important, the liberal arts aspect. The way you're going to interact with these future technologies is written now, spoken in the future, and how we write and how we speak and how we give our whole self into these machines is going to be what will come out as the byproduct of that. If you don't know liberal arts, if you don't know how to be a critical thinker, if you don't know how to speak well or write well in many languages, in many cultures, it could create an output that could be harmful toward a given said population. Then also as an engineer or a product manager or a designer, you have to also learn each other's disciplines. You don't have to be deep an expert into any one of those, but you have to be able to be that T shape, deep generalist. You can do deep in your core expertise, but you have to be able to go wide, talk intelligently, debate intellectually, and work collaboratively from the T shape perspective across data science and machine learning engineering and research science and design anthropology and creating writing and visual communication and human affordance and interaction and product design. And very soon true ambient design, spacial computing. We're so close with humane and the AI clip which is the first foray. Then as you probably have heard with the discussions last week with Sam Altman, one of the reasons that the board got upset at him is because he's in discussions with Johnny Ive to create some new future AI hardware (laughter) and they thought it was a disruption of his time and focus for OpenAI. I'm like, 'oh, there's going to be a lot more interesting hardware on the horizon,' so that's exciting for all of us. (Laughs) That's why I think intersectional design is so important right now in this era of artificial intelligence and artificial general intelligence.
Amy: How do we all demand that? As people who aren't in the tech sector, who aren't actually building these products?
Ana: Everything we just discussed, especially where we find ourselves today with AI and AGI, is that it's moving so fast that it's going to require a lot of heavy emotional lifting from all of us to continually stay up to date with the latest and question with what is coming out and work with one another to rally, to raise visibility towards things that we feel is not appropriate or safe for humanity as a whole. I use the word 'humanity,' but really we need to be thinking about greater than human centered design. We need to be thinking about planet centered design. We need to be thinking about what does habitat and the environment with our ecosystem of animals and how is that affected by AI. That's something that came out of the World Design Organization that I attended and spoke at recently here in Tokyo for the 33rd gathering, and that we need to move beyond human centered design to true understanding of how ecology and our planet is affected by AI. Not just from the carbon aspect but also what are the experiences that we're creating and how it will impact other environments.
Amy: Amen.
Ana: And in particular, AI. How AI is used to optimize fishing and the fisheries around the world, that's just one example. I know that there are some brilliant minds here in Japan that are thinking about that, how to do it sustainably, effectively, and also help promote the furthering of the fisheries that exist and making sure that populations don't dwindle. You could say that that could be applied for very many different species on our planet along with the climate conditions that we're facing right now.
Amy: That gets exciting. I can see your optimism there.
Ana: Yeah, a lot of work that has been happening.
Amy: Yeah. Man, thank you so much for this. I feel like completely [1.25.00] enriched and enlightened and I am so grateful for this conversation. It's been really, (laughs) really awesome. Thank you.
Ana: Likewise.
Amy: Write a compelling podcast intro for Clever, with guest Ana Arriola, in the style of Amy Devers. ChatGPT: Amy Devers: Hey there, clever minds! Welcome back to another exciting episode of Clever, where we dive deep into the world of design, creativity, and innovation. I'm your host, Amy Devers, and today we have a true trailblazer with us, someone whose creativity knows no bounds. [Transition sound effect] Amy Devers: Our guest today is none other than the extraordinary Ana Arriola. She's a visionary in the world of design and technology, and her impact can be felt across a myriad of industries. Ana's not just breaking glass ceilings; she's redesigning the entire blueprint. [Background music intensifies] Amy Devers: From her groundbreaking work in user experience at some of the biggest tech giants to her passion for empowering underrepresented voices in the design community, Ana Arriola is a force to be reckoned with. [Transition sound effect] Amy Devers: Today, we're going to uncover the secrets behind Ana's innovative approach to design, the stories that shaped her journey, and the wisdom she's gained along the way. So grab your sketchbooks, your favorite pen, and get ready to be inspired by the one and only Ana Arriola on Clever! [Upbeat music fades out]
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wrong_mix_range_subsidiary_00028
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FactBench
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2
| 19
|
https://www.developerfusion.com/news/114651/vsj-survey-2006-8211-results/
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en
|
developer Fusion
|
[
"https://www.developerfusion.com/resource/get/content/128775/icon/",
"https://cdn.developerfusion.com/images/shared/shim.gif"
] |
[] |
[] |
[
"Java",
"ASP.NET",
"Patterns",
"Visual Studio"
] | null |
[
"Mike James"
] | null |
All the winners and runners-up.
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https://www.developerfusion.com/news/114651/vsj-survey-2006-8211-results/
|
This article was originally published in VSJ, which is now part of Developer Fusion.
Here’s the full list of winners and runners-up for the VSJ Reader Awards 2006:
Overall best development tool/environment
Microsoft Visual Studio 2005
Runners-up: Eclipse, NetBeans
Best web development software
Microsoft Visual Studio 2005
Runners-up: Macromedia Dreamweaver, Microsoft ASP.NET
Best Java tool/environment
Eclipse
Runners-up: NetBeans; Borland JBuilder
Best design/management tool
Microsoft Visio
Runners-up: Sparx Enterprise Architect, IBM Rational Rose
Best component developer
ComponentOne
Runners-up: Dundas, Infragistics
Best software reseller
Grey Matter
Runners-up: QBS Software, ComponentSource
Best development utility
NUnit
Runners-up: Compuware DevPartner, InstallShield
Best security product
Aladdin HASP
Runners-up: DESkey, WSE 3.0
Best training company
QA
Runners-up: DevelopMentor, Learning Tree
Best software development book
Professional ASP.NET 2.0 (Wrox)
Runners-up: Java in a Nutshell 5th Edition (O’Reilly), Head First Design Patterns (O’Reilly)
Best book publisher
O’Reilly
Runners-up: Wrox, Microsoft Press
Best web resource for developers
The Code Project
Runners-up: MSDN, Experts Exchange
|
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wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 43
|
https://contracts.onecle.com/manhattan-associates/stock-incentive.shtml
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en
|
Sample Contracts and Business Forms
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[] |
[] |
[] |
[
"competitive intelligence",
"business contract",
"business forms",
"SEC filings",
"SEC EDGAR",
"material contracts"
] | null |
[] | null |
Stock Incentive Plan - Manhattan Associates Inc. and Other Business Contracts, Forms and Agreeements. Competitive Intelligence for Investors.
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en
| null |
printer-friendly
Sample Business Contracts
Stock Incentive Plan - Manhattan Associates Inc.
MANHATTAN ASSOCIATES, INC. STOCK INCENTIVE PLAN SECTION 1. PURPOSE The purpose of this Plan is to promote the interests of the Company by providing the opportunity to purchase Shares or to receive compensation which is based upon appreciation in the value of Shares to Employees and Key Persons in order to attract and retain Employees and Key Persons by providing an incentive to work to increase the value of Shares and a stake in the future of the Company which corresponds to the stake of each of the Company's shareholders. The Plan provides for the grant of Incentive Stock Options, Non-Qualified Stock Options, Restricted Stock Awards and Stock Appreciation Rights to aid the Company in obtaining these goals. SECTION 2. DEFINITIONS Each term set forth in this Section shall have the meaning set forth opposite such term for purposes of this Plan and, for purposes of such definitions, the singular shall include the plural and the plural shall include the singular, and reference to one gender shall include the other gender. 2.1 BOARD means the Board of Directors of the Company. 2.2 CODE means the Internal Revenue Code of 1986, as amended. 2.3 COMMITTEE means the committee described in Section 5 hereof. 2.4 COMMON STOCK means the $.01 par value per share of common stock of the Company. 2.5 COMPANY means Manhattan Associates, Inc., a Georgia corporation, and any successor to such organization. 2.6 EMPLOYEE means an employee of the Company, a Subsidiary or a Parent. 2.7 EXCHANGE ACT means the Securities Exchange Act of 1934, as amended. 2.8 EXERCISE PRICE means the price which shall be paid to purchase one (1) Share upon the exercise of an Option granted under this Plan. 2.9 Fair Market Value of each Share on any date means the price determined below on the last business day immediately preceding the date of valuation: (a) The closing sales price per Share, regular way, or in the absence thereof the mean of the last reported bid and asked quotations, on such date on the exchange having the greatest volume of trading in the Shares during the thirty-day period preceding such date (or if such exchange was not open for trading on such date, the next preceding date on which it was open); or <PAGE> (b) If there is no price as specified in (a), the final reported sales price per Share, or if not reported, the mean of the closing high bid and low asked prices in the over-the-counter market for the Shares as reported by the National Association of Securities Dealers Automatic Quotation System, or if not so reported, then as reported by the National Quotation Bureau Incorporated, or if such organization is not in existence, by an organization providing similar services, on such date (or if such date is not a date for which such system or organization generally provides reports, then on the next preceding date for which it does so); or (c) If there also is no price as specified in (b), the price per Share determined by the Board by reference to bid-and-asked quotations for the Shares provided by members of an association of brokers and dealers registered pursuant to Subsection 15(b) of the Exchange Act, which members make a market in the Shares, for such recent dates as the Board shall determine to be appropriate for fairly determining current market value; or (d) If there also is no price as specified in (c), an amount per Share determined in good faith by the Board based on such relevant facts, which may include opinions of independent experts, as may be available to the Board. 2.10 ISO means an option granted under this Plan to purchase Shares which is intended by the Company to satisfy the requirements of Code Section 422 as an incentive stock option. 2.11 KEY PERSON means (i) a member of the Board who is not an Employee, (ii) a consultant, distributor or other person who has rendered valuable services to the Company, a Subsidiary or a Parent, (iii) a person who has incurred, or is willing to incur, financial risk in the form of guaranteeing or acting as co-obligor with respect to debts or other obligations of the Company, or (iv) a person who has extended credit to the Company. Key Persons are not limited to individuals and, subject to the preceding definition, may include corporations, partnerships, associations and other entities. 2.12 NON-ISO means an option granted under this Plan to purchase Shares which is not intended by the Company to satisfy the requirements of Code Section 422. 2.13 OPTION means an ISO or a Non-ISO. 2.14 PARENT means any corporation which is a parent of the Company (within the meaning of Code Section 424). 2.15 PARTICIPANT means an individual who receives a Stock Incentive hereunder. 2.16 PLAN means the Manhattan Associates, Inc. Stock Incentive Plan, as amended from time to time. 2.17 SHARE means a share of the Common Stock of the Company. 2.18 STOCK INCENTIVE means an ISO, a Non-ISO, a Restricted Stock Award or a Stock Appreciation Right. 2.19 STOCK INCENTIVE AGREEMENT means an agreement between the Company and a Participant evidencing an award of a Stock Incentive. 2.20 SUBSIDIARY means any corporation which is a subsidiary of the Company (within the meaning of Code Section 424(f)). 2 <PAGE> 2.21 SURRENDERED SHARES means the Shares described in Section 8.2 which (in lieu of being purchased) are surrendered for cash or Shares, or for a combination of cash and Shares, in accordance with Section 8. 2.22 TEN PERCENT SHAREHOLDER means a person who owns (after taking into account the attribution rules of Code Section 424(d)) more than ten percent (10%) of the total combined voting power of all classes of shares of either the Company, a Subsidiary or a Parent. SECTION 3. SHARES SUBJECT TO STOCK INCENTIVES The total number of Shares that may be issued pursuant to Stock Incentives under this Plan shall not exceed five million (5,000,000), as adjusted pursuant to Section 11, less the number of Shares subject to options issued under the Manhattan Associates, LLC Option Plan. Such Shares shall be reserved, to the extent that the Company deems appropriate, from authorized but unissued Shares, and from Shares which have been reacquired by the Company. Furthermore, any Shares subject to a Stock Incentive which remain after the cancellation, expiration or exchange of such Stock Incentive thereafter shall again become available for use under this Plan, but any Surrendered Shares which remain after the surrender of an ISO or a Non-ISO under Section 8 shall not again become available for use under this Plan. SECTION 4. EFFECTIVE DATE The effective date of this Plan shall be the date it is adopted by the Board, provided the shareholders of the Company approve this Plan within twelve (12) months after such effective date. If such effective date comes before such shareholder approval, any Stock Incentives granted under this Plan before the date of such approval automatically shall be granted subject to such approval. SECTION 5. ADMINISTRATION This Plan shall be administered by the Board. The Board, acting in its absolute discretion, shall exercise such powers and take such action as expressly called for under this Plan. The Board shall have the power to interpret this Plan and, subject to Section 13 to take such other action in the administration and operation of the Plan as it deems equitable under the circumstances. The Board's actions shall be binding on the Company, on each affected Employee or Key Person, and on each other person directly or indirectly affected by such actions. The Board may delegate its authority under the Plan, in whole or in part, to a committee appointed by the Board consisting of not less than two directors (the "Committee"), which may be the Compensation Committee of the Board, or a subcommittee of the Compensation Committee. The Committee (if appointed) shall act according to the policies and procedures set forth in the Plan and to those policies and procedures established by the Board, and the Committee shall have such powers and responsibilities as are set forth by the Board. Reference to the Board in this Plan shall specifically include reference to the Committee where the Board has delegated it authority to the Committee, and any action by the Committee pursuant to a delegation of authority by the Board shall be deemed an action by the Board under the Plan. Notwithstanding the above, the Board may assume the powers and responsibilities granted to the Committee at any time, in whole or in part. 3 <PAGE> Section 6. ELIGIBILITY Except as provided below, only Employees shall be eligible for the grant of Stock Incentives under this Plan, but no Employee shall have the right to be granted a Stock Incentive under this Plan merely as a result of his or her status as an Employee. Key Persons may be eligible, subject to written approval by the Board, for the grant of Stock Incentives under this Plan, but only if the Key Person has provided valuable services to the Company, a Subsidiary or a Parent, and only if the Stock Incentive is not an ISO. SECTION 7 TERMS OF STOCK INCENTIVES 7.1 TERMS AND CONDITIONS OF ALL STOCK INCENTIVES. (a) The Committee, in its absolute discretion, shall grant Stock Incentives under this Plan from time to time and shall have the right to grant new Stock Incentives in exchange for outstanding Stock Incentives. Stock Incentives shall be granted to Employees or Key Persons selected by the Committee, and the Committee shall be under no obligation whatsoever to grant Stock Incentives to all Employees or Key Persons, or to grant all Stock Incentives subject to the same terms and conditions. Each grant of a Stock Incentive shall be evidenced by a Stock Incentive Agreement.: (b) The number of Shares as to which a Stock Incentive shall be granted shall be determined by the Committee in its sole discretion, subject to the provisions of Section 3 as to the total number of shares available for grants under the Plan. (c) Each Stock Incentive shall be evidenced by a Stock Incentive Agreement executed by the Company and the Participant, which shall be in such form and contain such terms and conditions as the Committee in its discretion may, subject to the provisions of the Plan, from time to time determine. (d) The date a Stock Incentive is granted shall be the date on which the Committee has approved the terms and conditions of the Stock Incentive Agreement and has determined the recipient of the Stock Incentive and the number of Shares covered by the Stock Incentive and has taken all such other action necessary to complete the grant of the Stock Incentive. 7.2 Terms and Conditions of Options. Each grant of an Option shall be evidenced by a Stock Incentive Agreement which shall: (I) specify whether the Option is an ISO or Non-ISO; and (II) incorporate such other terms and conditions as the Committee, acting in its absolute discretion, deems consistent with the terms of this Plan, including (without limitation) a restriction on the number of Shares subject to the Option which first become exercisable or subject to surrender during any calendar year. In determining Employee(s) or Key Person(s) to whom an Option shall be granted and the number of Shares to be covered by such Option, the Committee may take into account the recommendations of the President of the Company and its other officers, the duties of the Employee or Key Person, the present and potential contributions of the Employee or Key Person to the success of the Company, the anticipated number of years of service remaining before the attainment by the Employee of retirement age, and other factors deemed relevant by the Committee, in its sole discretion, in connection with accomplishing the purpose of this Plan. An Employee or Key Person who has been granted an Option to purchase Shares, whether under this Plan or otherwise, may be granted one or more additional Options. 4 <PAGE> If the Committee grants an ISO and a Non-ISO to an Employee on the same date, the right of the Employee to exercise or surrender one such Option shall not be conditioned on his or her failure to exercise or surrender the other such Option. (a) Exercise Price. Subject to adjustment in accordance with Section 11 and -------------- the other provisions of this Section, the Exercise Price shall be as set forth in the applicable Stock Incentive Agreement. With respect to each grant of an ISO to a Participant who is not a Ten Percent Shareholder, the Exercise Price shall not be less than the Fair Market Value on the date the ISO is granted. With respect to each grant of an ISO to a Participant who is a Ten Percent Shareholder, a Ten Percent Shareholder shall not be less than one hundred ten percent (110%) of the Fair Market Value on the date the ISO is granted. If a Stock Incentive is a Non-ISO, the Exercise Price for each Share shall be no less than the minimum price required by applicable state law, or by the Company's governing instrument, or $0.01, whichever price is greater. (b) Option Term. Each Option granted under this Plan shall be exercisable in ----------- whole or in part at such time or times as set forth in the related Stock Incentive Agreement, but no Stock Incentive Agreement shall: (i) make an Option exercisable before the date such Option is granted; or (ii) make an Option exercisable after the earlier of the: (A) the date such Option is exercised in full, or (B) the date which is the tenth (10th) anniversary of the date such Option is granted, if such Option is a Non-ISO or an ISO granted to a non-Ten Percent Shareholder, or the date which is the fifth (5th) anniversary of the date such Option is granted, if such Option is an ISO granted to a Ten Percent Shareholder. A Stock Incentive Agreement may provide for the exercise of an Option after the employment of an Employee has terminated for any reason whatsoever, including death or disability. (c) Payment for all shares of Stock purchased pursuant to exercise of ------- an Option shall be made in cash or, if the Stock Incentive Agreement provides, by delivery to the Company of a number of Shares which have been owned by the holder for at least six (6) months prior to the date of exercise having an aggregate Fair Market Value of not less than the product of the Exercise Price multiplied by the number of Shares the Participant intends to purchase upon exercise of the Option on the date of delivery. In addition, the Stock Incentive Agreement may provide for cashless exercise through a brokerage transaction following registration of the Company's equity securities under Section 12 of the Securities Exchange Act of 1934. Except as provided in subparagraph (f) below, payment shall be made at the time that the Option or any part thereof is exercised, and no Shares shall be issued or delivered upon exercise of an Option until full payment has been made by the Participant. The holder of an Option, as such, shall have none of the rights of a stockholder. Notwithstanding the above, and in the sole discretion of the Committee, an Option may be exercised as to a portion or all (as determined by the Committee) of the number of Shares specified in the Stock Incentive Agreement by delivery to the Company of a promissory note, such promissory note to be executed by the Participant and which shall include, with such other terms and conditions as the Committee shall determine, provisions in a form approved by the Committee under which: (i) the balance of the aggregate purchase price shall be payable in equal installments over such period and shall bear interest at such rate (which shall not be less than the prime bank loan rate as determined by the Committee) as the Committee shall approve, and (ii) the Participant shall be personally liable for payment of the unpaid principal balance and all accrued but unpaid interest. 5 <PAGE> (d) Conditions to Exercise of an Option. Each Option granted under the Plan ----------------------------------- shall be exercisable at such time or times, or upon the occurrence of such event or events, and in such amounts, as the Committee shall specify in the Stock Incentive Agreement; provided, however, that subsequent to the grant of an Option, the Committee, at any time before complete termination of such Option, may accelerate the time or times at which such Option may be exercised in whole or in part. (e) Nontransferability of Options Except as provided in subparagraph (f) ----------------------------- below, an Option shall not be transferable or assignable except by will or by the laws of descent and distribution and shall be exercisable, during the Participant's lifetime, only by the Participant, or in the event of the disability of the Participant, by the legal representative of the Participant. (f) Special Provisions for Certain Substitute Options. Notwithstanding ------------------------------------------------- anything to the contrary in this Section, any Option in substitution for a stock option previously issued by another entity, which substitution occurs in connection with a transaction to which Code Section 424(a) is applicable, may provide for an exercise price computed in accordance with such Code Section and the regulations thereunder and may contain such other terms and conditions as the Committee may prescribe to cause such substitute Option to contain as nearly as possible the same terms and conditions (including the applicable vesting and termination provisions) as those contained in the previously issued stock option being replaced thereby. 7.3 TERMS AND CONDITIONS OF STOCK APPRECIATION RIGHTS. A Stock Appreciation Right may be granted in connection with all or any portion of a previously or contemporaneously granted Option or not in connection with an Option. A Stock Appreciation Right shall entitle the Participant to receive upon exercise or payment the excess of: (I) the Fair Market Value of a specified number of Shares at the time of exercise, over (II) a specified price which shall be not less than the Exercise Price for that number of Shares in the case of a Stock Appreciation Right granted in connection with a previously or contemporaneously granted Option, or in the case of any other Stock Appreciation Right not less than one hundred percent (100%) of the Fair Market Value of that number of Shares at the time the Stock Appreciation Right was granted. A Stock Appreciation Right granted in connection with an Option may only be exercised to the extent that the related Option has not been exercised. The exercise of a Stock Appreciation Right shall result in a pro rata surrender of the related Option to the extent the Stock Appreciation Right has been exercised. (a) Payment. Upon exercise or payment of a Stock Appreciation Right, the --------- Company shall pay to the Participant the appreciation in cash or Shares (at the aggregate Fair Market Value on the date of payment or exercise) as provided in the Stock Incentive Agreement or, in the absence of such provision, as the Committee may determine. (b) Conditions to Exercise. Each Stock Appreciation Right granted under the ------------------------ Plan shall be exercisable at such time or times, or upon the occurrence of such event or events, and in such amounts, as the Committee shall specify in the Stock Incentive Agreement; provided, however, that subsequent to the grant of a Stock Appreciation Right, the Committee, at any time before complete termination of such Stock Appreciation Right, may accelerate the time or times at which such Stock Appreciation Right may be exercised in whole or in part. (c) Nontransferability of Stock Appreciation Right. A Stock Appreciation ---------------------------------------------- Right shall not be transferable or assignable except by will or by the laws of descent and distribution and shall be exercisable, during the Participant's lifetime, only by the Participant, or in the event of the disability of the Participant, by the legal representative of the Participant. 6 <PAGE> 7.4 TERMS AND CONDITIONS OF RESTRICTED STOCK AWARDS. Shares awarded pursuant to Restricted Stock Awards shall be subject to restrictions for periods determined by the Committee. The Committee shall have the power to permit, in its discretion, an acceleration of the expiration of the applicable restriction period with respect to any part or all of the Shares awarded to a Participant. The Committee may require a cash payment from the Participant in an amount no greater than the aggregate Fair Market Value of the Shares awarded determined at the date of grant in exchange for the grant of a Restricted Stock Award or may grant a Restricted Stock Award without the requirement of a cash payment. SECTION 8. SURRENDER OF OPTIONS 8.1 GENERAL RULE. The Committee, acting in its absolute discretion, may incorporate a provision in a Stock Incentive Agreement to allow an Employee or Key Person to surrender his or Option in whole or in part in lieu of the exercise in whole or in part of that Option on any date that: (a) the Fair Market Value of the Shares subject to such Option exceeds Exercise Price for such Shares, and (b) the Option to purchase such Shares is otherwise exercisable. 8.2 PROCEDURE. The surrender of an Option in whole or in part shall be effected by the delivery of the Stock Incentive Agreement to the Committee, together with a statement signed by the Participant which specifies the number of Shares ("Surrendered Shares") as to which the Participant surrenders his or her Option and how he or she desires payment be made for such Surrendered Shares. 8.3 PAYMENT. A Participant in exchange for his or her Surrendered Shares shall receive a payment in cash or in Shares, or in a combination of cash and Shares, equal in amount on the date such surrender is effected to the excess of the Fair Market Value of the Surrendered Shares on such date over the Exercise Price for the Surrendered Shares. The Committee, acting in its absolute discretion, can approve or disapprove a Participant's request for payment in whole or in part in cash and can make that payment in cash or in such combination of cash and Shares as the Committee deems appropriate. A request for payment only in Shares shall be approved and made in Shares to the extent payment can be made in whole shares of Shares and (at the Committee's discretion) in cash in lieu of any fractional Shares. 8.4 RESTRICTIONS. Any Stock Incentive Agreement which incorporates a provision to allow a Participant to surrender his or her Option in whole or in part also shall incorporate such additional restrictions on the exercise or surrender of such Option as the Committee deems necessary to satisfy the conditions to the exemption under Rule 16b-3 (or any successor exemption) to Section 16(b) of the Exchange Act. SECTION 9. SECURITIES REGULATION Each Stock Incentive Agreement may provide that, upon the receipt of Shares as a result of the surrender or exercise of a Stock Incentive, the Participant shall, if so requested by the Company, hold such Shares for investment and not with a view of resale or distribution to the public and, if so requested by the Company, shall deliver to the Company a written statement satisfactory to the Company to that effect. Each Stock Incentive Agreement may also provide that, if so requested by the Company, the Participant shall make a written representation to the Company that he or she will not sell or offer to sell any of such Shares unless a registration statement shall be in effect with respect to such Shares under the Securities Act of 1933, as amended ("1933 Act"), and any applicable state securities law or, unless he or she shall have furnished to 7 <PAGE> the Company an opinion, in form and substance satisfactory to the Company, of legal counsel acceptable to the Company, that such registration is not required. Certificates representing the Shares transferred upon the exercise or surrender of a Stock Incentive granted under this Plan may at the discretion of the Company bear a legend to the effect that such Shares have not been registered under the 1933 Act or any applicable state securities law and that such Shares may not be sold or offered for sale in the absence of an effective registration statement as to such Shares under the 1933 Act and any applicable state securities law or an opinion, in form and substance satisfactory to the Company, of legal counsel acceptable to the Company, that such registration is not required. SECTION 10. LIFE OF PLAN No Stock Incentive shall be granted under this Plan on or after the earlier of: (a) the tenth (10th) anniversary of the effective date of this Plan (as determined under Section 4 of this Plan), in which event this Plan otherwise thereafter shall continue in effect until all outstanding Stock Incentives have been surrendered or exercised in full or no longer are exercisable, or (b) the date on which all of the Shares reserved under Section 3 of this Plan have (as a result of the surrender or exercise of Stock Incentives granted under this Plan) been issued or no longer are available for use under this Plan, in which event this Plan also shall terminate on such date. SECTION 11. ADJUSTMENT The number of Shares reserved under Section 3 of this Plan, and the number of Shares subject to Stock Incentives granted under this Plan, and the Exercise Price of any Options, shall be adjusted by the Committee in an equitable manner to reflect any change in the capitalization of the Company, including, but not limited to, such changes as stock dividends or stock splits. Furthermore, the Committee shall have the right to adjust (in a manner which satisfies the requirements of Code Section 424(a)) the number of Shares reserved under Section 3, and the number of Shares subject to Stock Incentives granted under this Plan, and the Exercise Price of any Options in the event of any corporate transaction described in Code Section 424(a) which provides for the substitution or assumption of such Stock Incentives. If any adjustment under this Section creates a fractional Share or a right to acquire a fractional Share, such fractional Share shall be disregarded, and the number of Shares reserved under this Plan and the number subject to any Stock Incentives granted under this Plan shall be the next lower number of Shares, rounding all fractions downward. An adjustment made under this Section by the Committee shall be conclusive and binding on all affected persons and, further, shall not constitute an increase in the number of Shares reserved under Section 3. SECTION 12. CORPORATE REORGANIZATION (a) Except as provided in subsection (b), if the Company agrees to sell substantially all of its assets for cash or property, or for a combination of cash and property, or agrees to any merger, consolidation, reorganization, division or other transaction in which Shares are converted into another security or into the right to receive securities or property (a "Reorganization"), and such agreement does not provide for the assumption or substitution of the Stock Incentives granted under this Plan, (i) each Stock Incentive, at the direction and discretion of the Board, or as is otherwise provided in the Stock Incentive Agreements, may be canceled unilaterally by the Company in exchange for (1) the whole Shares (or, subject to satisfying the conditions to the exemption under Rule 16b-3 or any successor 8 <PAGE> exemption to Section 16(b) of the Exchange Act, for the whole Shares and the cash in lieu of a fractional Share) which each Participant otherwise would receive if he or she had the right to surrender or exercise his or her outstanding Stock Incentive in full and he or she exercised that right exclusively for Shares on a date fixed by the Board which comes before such Reorganization, or (2) cash, securities or other property having a Fair Market Value equal to the difference between the Fair Market Value of the Shares subject to the Stock Incentive and the aggregate exercise price, in the case of Options, or the aggregate payment required of the Participant with respect to Shares subject to a Restricted Stock Award, with the Board retaining the authority to determine whether payment under this part (2) shall be made with respect only to the vested portion of Stock Incentives or with respect to both the vested and unvested portions of Stock Incentives; or (ii) after giving Participants an opportunity to exercise their outstanding Stock Incentives, the Committee may terminate any or all unexercised Stock Incentives at such time as the Committee deems appropriate. (b) Notwithstanding anything in the Plan to the contrary, in the event of a Reorganization, the Committee shall not have the right to take any actions described in the Plan (including without limitation actions described in Subsection (a) above) that would make the Reorganization ineligible for pooling of interests accounting treatment or that would make the Reorganization ineligible for desired tax treatment if, in the absence of such right, the Reorganization would qualify for such treatment and the Company intends to use such treatment with respect to the Reorganization. SECTION 13. AMENDMENT OR TERMINATION This Plan may be amended by the Board from time to time to the extent that the Board deems necessary or appropriate; provided, however, no such amendment shall be made absent the approval of the shareholders of the Company: (a) to increase the number of Shares reserved under Section 3, except as set forth in Section 11, (b) to extend the maximum life of the Plan under Section 10 or the maximum exercise period under Section 7, (c) to decrease the minimum Exercise Price under Section 7, or (d) to change the designation of Employees or Key Persons eligible for Stock Incentives under Section 6. The Board also may suspend the granting of Stock Incentives under this Plan at any time and may terminate this Plan at any time; provided, however, the Company shall not have the right to modify, amend or cancel any Stock Incentive granted before such suspension or termination unless: (I) the Participant consents in writing to such modification, amendment or cancellation, or (II) there is a dissolution or liquidation of the Company or a transaction described in Section 11 or Section 12. SECTION 14. MISCELLANEOUS 14.1 SHAREHOLDER RIGHTS. No Participant shall have any rights as a shareholder of the Company as a result of the grant of a Stock Incentive to him or to her under this Plan or his or her exercise or surrender of such Stock Incentive pending the actual delivery of Shares subject to such Stock Incentive to such Participant. 14.2 NO GUARANTEE OF CONTINUED RELATIONSHIP. The grant of a Stock Incentive to a Participant under this Plan shall not constitute a contract of employment and shall not confer on a Participant any rights upon his or her termination of employment or relationship with the Company in addition to those rights, if any, expressly set forth in the Stock Incentive Agreement which evidences his or her Stock Incentive. 14.3 WITHHOLDING. The exercise or surrender of any Stock Incentive granted under this Plan shall constitute a Participant's full and complete consent to whatever action the Committee directs to satisfy the federal and 9 <PAGE> state tax withholding requirements, if any, which the Committee in its discretion deems applicable to such exercise or surrender. 14.4 TRANSFER. The transfer of an Employee between or among the Company, a Subsidiary or a Parent shall not be treated as a termination of his or her employment under this Plan. 14.5 CONSTRUCTION. This Plan shall be construed under the laws of the State of Georgia. 10
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Federal Register, Volume 64 Issue 240 (Wednesday, December 15, 1999)
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[Federal Register Volume 64, Number 240 (Wednesday, December 15, 1999)] [Notices] [Pages 70036-70039] From the Federal Register Online via the Government Publishing Office [www.gpo.gov] [FR Doc No: 99-32389] ----------------------------------------------------------------------- FEDERAL TRADE COMMISSION Granting of Request for Early Termination of the Waiting Period Under the Premerger Notification Rules Section 7A of the Clayton Act, 15 U.S.C. 18a, as added by Title II of the Hart-Scott-Rodino Antitrust Improvements Act of 1976, requires persons contemplating certain mergers or acquisitions to give the Federal Trade Commission and the Assistant Attorney General advance notice and to wait designated periods before consummation of such plans. Section 7A(b)(2) of the Act permits the agencies, in individual cases, to terminate this waiting period prior to its expiration and requires that notice of this action be published in the Federal Register. The following transactions were granted early termination of the waiting period provided by law and the premerger notification rules. The grants were made by the Federal Trade Commission and the Assistant Attorney General for the Antitrust Division of the Department of Justice. Neither agency intends to take any action with respect to these proposed acquisitions during the applicable waiting period. ------------------------------------------------------------------------ Trans No. Acquiring Acquired Entities ------------------------------------------------------------------------ TRANSACTIONS GRANTED EARLY TERMINATION--10/25/1999 ------------------------------------------------------------------------ 19994714............. TPG Partners Zhone Zhone II, L.P. Technologies, Technologies, Inc. Inc. 19994723............. Plainwell General Shelby Tissue, Shasta Electric Inc. Holdings Inc. Company. 19994792............. ATMI, Inc...... Byron A. MST Analytics, Denenberg. Inc. 19994803............. Richard S. Kobe Steel, Ltd Glastic Crawford. Corporation. 20000062............. The Tokyo Orion Power Orion Power Electric Power Holdings, Inc. Holdings, Inc. Company, Incorporated. 20000063............. Mitsubishi Orion Power Orion Power Corporation (a Holdings, Inc. Holdings, Inc. Japanese corporation). 20000066............. Shamrock Koor Koor Holdings, Inc. Industries, Industries, Ltd. Ltd. 20000077............. SunGard Data Gad and Marlene Complex Systems Inc. Janay (husband Systems, Inc. and wife). 20000082............. Associates Charles M. Premium Lease & First Capital Jorgensen. Finance Sales, Corporation. Inc. 20000088............. Ronald W. Cyrk, Inc...... Cyrk, Inc Burkle. 20000097............. Veeco Ion Tech, Inc.. Ion Tech, Inc. Instruments, Inc. 20000106............. El Paso Energy Bonneville Bonneville Corporation. Pacific Pacific Corporation. Corporation. 20000115............. Vaisala, Oyj... Tech Sym Enterprise Corporation. Electronics Corporation, Inc. 20000117............. H.I.G. ValueVision Catalog Investment International, Ventures, Inc. Group, L.P. Inc.. 20000118............. Rollins Truck Jesse H. Keen.. Keen Leasing, Leasing Corp. Inc. 20000149............. Lend Lease Peninsular and Bovis Group Corporation Oriental Steam plc. Limited. Navigation Company. ------------------------------------------------------------------------ TRANSACTIONS GRANTED EARLY TERMINATION--10/26/1999 ------------------------------------------------------------------------ 19994795............. Carl Frieder Esterline Federal Mahr. Technologies Products Co. Corporation. 20000093............. The Goldman Western Western Sachs Group, Wireless Wireless Inc. Corporation. Corporation. 20000094............. Aggregate Stewart V. The Golden Industries, Golden. Companies. plc. 20000119............. Rollins Truck William R. Keen Keen Leasing, Leasing Corp. Inc. 20000122............. Kleiner Perkins HomeGrocer.com, HomeGrocer.com, Caufield & Inc. Inc. Byers VIII, L.P.. 20000124............. Ennis Business Adams McClure, Adams McClure, Forms, Inc. Inc. Inc. 20000126............. Fleet Boston Russell V. Lee's Company Corporation. Umphenour Jr. Operations, Inc., Lee's Franchise Services, Inc., Mrs. Winner's L.P., Winner's Franchise Services, LLC. 20000127............. Marmon Benjamin Azco Steel Holdings, Inc. Rosenzweign. Company. 20000129............. Citigroup Inc.. Adam Wuest, Inc Adam Wuest, Inc. 20000138............. Lincoln Fortis (NL) N.V John Alden Life National Insurance Corporation. Company. 20000142............. Security First VerticalOne VerticleOne Technologies Corporation. Corporation. Corporation. 20000148............. PACCAR, Inc.... Rush Rush Enterprises, Enterprises, Inc. Inc. 20000150............. Resource Glen Dearth.... Dearth Healthcare of Management, America, Inc. Inc. 20000151............. Koninklijke Hewlett-Packard Hewlett-Packard Philips Company. Company. Electronics N.V. 20000152............. Hewlett-Packard Koninklijke LumiLEDs Company. Philips International Electronics BV. N.V. 20000157............. Madison Zhone Zhone Dearborn Technologies, Technologies, Capital Inc. Inc. Partners III, L.P.. 20000161............. General Plug Power Inc. Plug Power Inc. Electric Company. 20000162............. Michael J. Plug Power Inc. Plug Power Inc. Cudahy. 20000163............. Mechanical Plug Power Inc. Plug Power Inc. Technology Inc. 20000166............. Swets & Blackwell Readmore Zeitlinger Limited. Academic Holding N.V. Services, Inc., B.H. Blackwell Limited. 20000167............. Blackwell Swets & Swets & Limited. Zeitlinger Zeitlinger Holding N.V. B.V. 20000169............. UICI........... HealthPlan HealthPlan Services Services Corporation. Corporation. 20000170............. Renal Care Renal Disease Renal Disease Group, Inc. Management by Management by Physicians, Physicians, Inc. Inc. [[Page 70037]] 20000173............. Partners Pentucket Pentucket HealthCare Medical Medical System, Inc. Associates, Associates, Inc. Inc. 20000174............. Cable and NTL NTL Wireless plc. Incorporated. Incorporated. 20000175............. New Enterprise Zhone Zhone Associates Technologies, Technologies, VIII, Limited Inc. Inc. Partnership. 20000176............. DTE Energy Plug Power, Inc Plug Power Inc. Company. 20000177............. Clear Channel Joshua MJI Communications Feigenbaum. Broadcasting, , Inc. Inc. 20000178............. USA Truck, Inc. CARCO Capital CARCO Carrier Corporation. Corporation. 20000179............. The Chase Huntington Huntington Manhattan Bancshares Bancshares Corporation. Incorporated. Incorporated. 20000181............. Novell, Inc.... Whittman-Hart, Whittman-Hart, Inc. Inc. 20000182............. Tyco R. Richard Valquip International Williams. Corporation, a Ltd. Pennsylvania corporation. 20000183............. Amazon.com, Inc HomeGrocer.com, HomeGrocer.com Inc. Inc. 20000185............. U.S. Concrete, B. Thomas & AFTM Inc. Sarah M. Corporation, Stover. Fendt Transit Mix, Inc., Hunter Equipment Company. 20000187............. Corporacion Howard Gilman Gilman Paper Durango, S.A. Foundation, Co., de C.V. Inc. Converting Corp., St. Marys Railroad Corp. 20000188............. Wells Fargo & Eastdil Realty Eastdil Realty Company. Company, L.L.C. Company, L.L.C. 20000190............. Bell Atlantic NTL NTL Corporation. Incorporated. Incorporated. 20000192............. Yucaipa One- Digital On- Digital On- Stop Partners, Demand, Inc. Demand, Inc. L.P. 20000193............. Kulen Capital. U.S. Office Action L.P. Products Wholesale Company Services, Inc 20000194............. John Rutledge FPE Holdings, FPE Holdings, Partners II, Inc. Inc. L.P. 20000196............. homestore.com, Eugene C. Central Inc. Pulliam Trust Newspapers, Inc. ................... ............... ............... The Homebuyer's Fair, Inc., FAS-Hotline, Inc. 20000199............. HWH Capital Olympus Growth AMN Holdings, Partners, L.P. Fund II, L.P Inc. 20000201............. Leggett & Dann 1999 Dann Dee Platt, Family Trust Display Incorporated Fixtures, Inc. 20000202............. Code, Hennessy Ernest M. EWMJ, Inc. dba & Simmons IV, Aguilar. Packaging L.P Plus. 20000203............. Genus, plc..... Protein ABS Global, Genetics, Inc. Inc. 20000204............. Outback Tedesco Tedesco Steakhouse, Steakhouse, Steakhosue, Inc Inc Inc. 20000206............. Safeguard Vitts Networks, Vitts Networks, Scientifics, Inc. Inc. Inc. 20000208............. MBNA Sun Trust Sun Trust Bank Corporation. Banks, Inc. Card, N.A., Crestar Bank. 20000210............. Albert J. Checkers Drive- Checkers Drive- DiMarco. in in Restaurants, Restaurants, Inc Inc. 20000216............. Media/ Don Mosenfelder Educational Communications Design, Inc. Partners III Limited Partnership 20000250............. Hagemeyer N.V.. Margaret S. Tristate Waltersdorf. Electrical & Electronics Supply Co., Inc. ------------------------------------------------------------------------ TRANSACTIONS GRANTED EARLY TERMINATION--10/27/1999 ------------------------------------------------------------------------ 20000036............. WPP............ InteliQuest IntelliQuest information Information Group, Inc Group, Inc. 20000241............. Ominicom Group, Scirex Scirex Inc. Corporation. Corporation. ------------------------------------------------------------------------ TRANSACTIONS GRANTED EARLY TERMINATION--10/28/1999 ------------------------------------------------------------------------ 19994715............. KKR 19996 Fund Zhone Zhone L.P. Technologies, Technologies, Inc. Inc. 20000013............. Guidant Cardio Thoracic Cardio Thoracic Corporation. Systems, Inc. Systems, Inc. 20000018............. Western KO KO Wireless Communications Communications Corporation. , Inc , Inc. 20000027............. Odyssey John and PF Net Investment Georgiana Holdings, Partners Fund, Warta (husband Limited. LP and wife) 20000033............. Western NetWireless, NetWireless, Wireless Inc. Inc. Corporation. 20000067............. Alta ATG Group, Inc. ATG Group, Inc. Communications VII, L.P 20000091............. Inhale Alliance Alliance Therapeutic Pharmaceutical Pharmaceutical Systems, Inc Corp Corp. 20000100............. Chase Manhattan Intelisys Intelisys Corporation, Electronic Electronic (The) Commerce, Inc Commerce, Inc. 20000116............. Forstmann Intelisys Intelisys Little & Co. Electronic Electronic Equity Commerce, Inc Commerce, Inc. Partnership--V , L.P 20000214............. ANCO Computer Marcel and ASI Corp. (H.K.) Co., Christine Ltd Liang (husband and wife) 20000215............. Marcel and ANCO Computer ANCO Computer Christine (H.K.) Co., (H.K.) Co., Liang, Ltd Ltd. (husband and wife) 20000217............. BVR, LLC....... Intelisys Intelisys Electronic Electronic Commerce, Inc Commerce, Inc. 20000221............. Ducommun Jordan Parsons Incorporated Industries, Precisions Inc Products, Inc. ------------------------------------------------------------------------ TRANSACTIONS GRANTED EARLY TERMINATION--10/29/1999 ------------------------------------------------------------------------ 20000034............. Midcoast Energy K-Pipe Holdings Kansas Pipeline Resources, Inc Partners, L.P Company, MarGasCo Partnership, Mid-Kansas Partnership, Riverside Pipeline Company, L.P. 20000072............. Ford Motor AutoNation, Inc BH Cars, Inc. Company. dba Beverly Hills Ford 20000078............. Ripplewood Glenayre Western Partners, L.P Technologies, Multiplex Inc Corporation. 20000184............. Kent The Stephen Orange Coast Electronics James & Cabling, Inc, Corporation Patricia Orange Coast Sharon Datacomm, Inc. Culpepper 1997 Trust 20000207............. Sonera Telephone and Aerial Corporation. Data Systems, Communications Inc. Voting , Inc. Trust ------------------------------------------------------------------------ [[Page 70038]] TTRANSACTIONS GRANTED EARLY TERMINATION--11/01/1999 ------------------------------------------------------------------------ 20000089............. Richard M. Guidant Guidant Ferrari. Corporation. Corporation. 20000136............. VIAG AG........ Land O'Lakes, Alex Fries Inc. Inc. 20000137............. Lincoln Fortis (B)..... John Alden Life National Insurance Corporation Company. 20000222............. Clear Channel Rigdon O. Dees, Rigdon O. Dees, Communications III. III. , Inc 20000242............. The Interpublic The Cassidy The Cassidy Group of Companies, Inc Companies, Companies, Inc Inc. 20000283............. Ethical Elan Carnick Holdings plc. Corporation, Laboratories, plc. Inc. 20000286............. Investor AB.... IntraBiotics IntraBiotics Pharmaceutical Pharmaceutical s, Inc s, Inc. ------------------------------------------------------------------------ TTRANSACTIONS GRANTED EARLY TERMINATION--11/02/1999 ------------------------------------------------------------------------ 20000099............. Hogg Robinson, Stiching, World Travel plc. Dogwood, Technologies, Curacao, LLC. Netherlands, Antillies 20000105............. The Bank of New Charles T. Estabrook York Company, Foley. Capital Inc Management, Inc. 20000144............. Munchener American American Ruckversicheru Insurance Insurance ngs- Service, Inc Service, Inc. Gesellschaft 20000155............. Interpublic Peter International Group of Fratarcangelo. Pharmaceutical Companies, Inc Research, Inc. 20000180............. Reuters Group Xerox InConcert, Inc. PLC. Corporation. 20000223............. Berkshire Barry Tatelman. Jornash, Inc., Hathway, Inc. Javon, Inc. 20000224............. Berkshire Eliot Tatelman. Jornash, Inc., Hathway, Inc. Javon, Inc. 20000225............. Berkshire Jordan Jordan Hathway, Inc. Furniture Co. Furniture Co. 20000226............. Berkshire Jorwest LLC.... Jorwest LLC. Hathway, Inc. 20000230............. Lumbermens Market Investors Mutual Corporation. Insurance Casualty Company of Company. America. 20000232............. Gilbert Global World Access, World Access, Equity Inc. Inc. Partners, L.P.. 20000234............. HCC Insurance Centris Group, Centris Group, Holdings, Inc. Inc. Inc. 20000243............. Lyndon ManagedComp ManagedComp Insurance Holdings, Inc. Holdings, Inc. Group, Inc. 20000247............. Madison Outsourcing Outsourcing Dearborn Solutions Inc. Solutions, Capital Inc. Partners III, L.P 20000252............. Sidney B. Frank M. Roundtree of Deboer. Stinson. Idaho, Inc. 20000253............. Paul G. Allen.. VaxGen, Inc.... VaxGen, Inc. 20000255............. Cisco Systems, Nuance Nuance Inc. Communications. Communications . 20000258............. Sepracor Inc... Rhone-Poulenc Rhone-Poulenc S.A. Rorer S.A. 20000260............. Michael R. Racetrac Racetrac Hollis. Petroleum, Inc. Petroleum, Inc. 20000261............. Global Crossing Racal Racal Ltd. Electronics Telecommunicat PLC (an ions, Inc. English company). 20000267............. Reliant Energy, Southland Southland Incorporated. Industries. Industries. 20000270............. Intel Stanford Stanford Corporation. Telecommunicat Telecommunicat ions, Inc. ions, Inc. 20000274............. Morgenthaler Nuance Nuance Venture Comunications. Communications Partners IV, . L.P 20000275............. Hummer Winblad HomeGrocer.com, HomeGrocer.com, Venture Inc. Inc. Partners IV, L.P 20000276............. James Barksdale HomeGrocer.com, HomeGrocer.com, Inc. Inc. 20000277............. Macromedia, Inc Andromedia, Inc Andromedia, Inc. 20000306............. United Cade Cade Technologies Industries, Industries, Corporation. Inc. Inc. 20000307............. HMK Russell Durand Holding Enterprises, Greenberg. Corp. Inc. 20000316............. Carlyle Genstar Capital Panolam Partners III, Partners II, Industries L.P. L.P. Holdings, Inc. ------------------------------------------------------------------------ TRANSACTIONS GRANTED EARLY TERMINATION--11/03/1999 ------------------------------------------------------------------------ 20000070............. SNPE S.A....... Mr. Richard Vanchem, Inc., Shotell. VanDeMark Chemical Company, Inc. 20000071............. SNPE S.A....... Mr. Dirk Vanchem, Inc., VanDeMark. VanDeMark Chemical Company, Inc. 20000110............. Tabacalera S.A. Societe Societe Nationale Nationale d'Expoitation d'Expoitation Industrielle Industrielle des Tabacs. des Tabacs. 20000263............. EarthLink MindSpring MindSpring Network, Inc. Enterprises, Enterprises, Inc. Inc. 20000264............. MindSpring EarthLink EarthLink Enterprises, Network, Inc. Network, Inc. Inc. 20000323............. The Chase Vision Twenty- Vision Twenty- Manhattan One, Inc. One, Inc. Corporation. 20000325............. American Electronic Data EDS Shamrock Express Systems Corporation. Company. Corporation. ------------------------------------------------------------------------ TRANSACTIONS GRANTED EARLY TERMINATION--11/04/1999 2000014.............. M. Francois Samsonite Samsonite Pinault. Corporation. Corporation. ------------------------------------------------------------------------ TRANSACTIONS GRANTED EARLY TERMINATION--11/05/1999 ------------------------------------------------------------------------ 19994588............. The LTV Paul G Copperweld Corporation. Desmarais. Canada, Inc., Copperweld Corporation. 19994589............. The LTV Albert Frere... Copperweld Corporation. Canada, Inc., Copperweld Corporation. 20000069............. Country Mutual Holyoke Mutual Holyoke Mutual Insurance Insurance Insurance Company Company Company. 20000132............. Siemens AG..... NeoPoint, Inc.. NeoPoint, Inc. [[Page 70039]] 20000146............. SAP Schwab-Stiftung Industry to Aktiengesellsc fur Industry, Inc. haft Systeme, wirtgchaftlich Anwendungen e und Soziale Produkte in Entwicklung der 20000171............. CBS Corporation Big Big Entertainment, Entertainment, Inc. Inc. 20000240............. Leiner Health Leslie L. Dan.. Granutec, Inc. Products Group Inc. 20000245............. Wells Fargo & ATG Group, Inc. ATG Group, Inc. Company 20000246............. Big V Holding ShopRite of Shoprite of Corp. Pennington, Pennington, Inc Inc. 20000248............. Bain Capital R.R. Donnelley Stream Fund VI, L.P & Sons Company International Inc. 20000251............. Interpump Group Muncie Power Muncie Power S.p.A. Products, Inc Products, Inc. 20000271............. AT&T Corp...... Knology, Inc... Knology, Inc. 20000272............. ITC Holding Knology, Inc... Knology, Inc. Company, Inc 20000273............. May Department Zions Reserve Zions Co- Stores Trust. operative Company, a Mercantile Delaware Institution. corporation 20000281............. Richard Li..... CMGI, Inc...... CMGI, Inc. 20000288............. Ford Motor Barnes Family Fremont Ford Company. Trust. Sales, Inc. 20000300............. Bank of Thomas E. Burke Burke, Montreal. Christensen & Lewis Securities, Inc. 20000301............. Bank of Richard L. Burke, Montreal. Christensen. Christensen & Lewis Securities, Inc. 20000303............. Quintiles Mediconsult.com Mediconsult.com Transnational , Inc. , Inc. Corp 20000309............. The New York The Chronicle The Chronicle Times Company Publishing Publishing Company Company. 20000328............. United Parcel Peter F. Challenge Air Service of Ullrich. Cargo, Inc. America, Inc 20000330............. PeopleSoft, Inc Vantive Vantive Corporation Corporation (The) (The). 20000339............. Sisters of St. Columbia/HCA Olympia Fields Francis Health Healthcare Regional Services, Inc Corporation Osteophatic Medical Center. 20000341............. America Online, Gateway, Inc... Gateway, Inc. Inc. 20000344............. El Paso Energy Central and Orange Corporation South West Cogeneration Corporation Limited Partnership. Polk Power Parners, LP. 20000345............. Central and El Paso Energy Newco 1 (Orange South West Corporation Subsidiary, Corporation Newco 2 (Polk Subsidiary). 20000347............. Michael Sony RED Haentjes. Corporation. Distribution Inc. 20000349............. Inter-Tel, Executone Executone Incorporated. Information Information Systems, Inc Systems, Inc. 20000350............. Willis Stein & Aavid Thermal Aavid Thermal Partners II, Technologies, Technologies, L.P Inc Inc. 20000354............. Manufacturers' 3Com 3Com Services Corporation. Corporation. Limited 20000357............. Evening Young Young Telegram Broadcasting Broadcasting Company Inc. of LaCrosse, Inc. 20000358............. Welsh, Carson, Welsh, Carson, GKN Holdings, Anderson & Anderson & Inc. Stowe VIII, Stowe VII, L.P. L.P 20000359............. Group 1 Ira J. IRA Buick Automotive, Rosenberg and Pontiac, LLC, Inc Judith A. IRA Subaru, Rosenberg LLC, IMG (husband & Company, LLC, wife) North Shore Auto Brokers, Inc. 20000360............. Goup 1 David E. IRA Chrysler Automotive, Rosenberg. Products, Inc. Inc. (dba IRA Jeep), IRA Motor Group (dba IRA Lexus), IRA Motor Imports, Inc. (dba IRA Mazda, Isuzu, Porsche, Audi). 20000361............. Welsh, Carson, Professional Professional Anderson & Training Training Stowe VII, L.P Services, Inc Services, Inc. ------------------------------------------------------------------------ FOR FURTHER INFORMATION CONTACT: Sandra M. Peay or Parcellena P. Fielding, Contact Representatives, Federal Trade Commission, Premerger Notification Office, Bureau of Competition, Room 303, Washington, DC 20580, (202) 326-3100. By Direction of the Commission. Donald S. Clark, Secretary. [FR Doc. 99-32389 Filed 12-14-99; 8:45 am] BILLING CODE 6750-01-M
|
||||||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 75
|
https://www.joc.com/article/heineken-subsidiary-aims-grow-market-share-and-strengthen-brand-loyalty-manhattan-supply
|
en
|
Heineken Subsidiary Aims to Grow Market Share and Strengthen Brand Loyalty With Manhattan Supply Chain Commerce Solutions
|
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[
"Journal of Commerce",
"container shipping",
"breakbulk",
"international logistics",
"supply chain management",
"news",
"trends",
"analysis",
"business intelligence",
"strategies"
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Journal of Commerce - International shipping and logistics news, analysis, and business intelligence.
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en
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/favicon.ico
|
https://joc.com/article/heineken-subsidiary-aims-grow-market-share-and-strengthen-brand-loyalty-manhattan-supply
|
PARIS and ATLANTA, Feb. 18, 2014 (GLOBE NEWSWIRE) -- Supply Chain
Commerce Solutions provider Manhattan Associates (Nasdaq:MANH), today
announced that France Boissons, a leading beverages distributor and
wholly owned subsidiary of Heineken France, is deploying Manhattan's
Warehouse Management (WMS) and Supply Chain Intelligence (SCI)
solutions at its distribution centers (DCs) in France. The Manhattan
solutions, so far deployed in in six DCs (in Caen, Montpellier,
Toulouse, Marseille, Bordeaux and Rennes), will enable France Boissons
to improve service levels for its 60,000 trade customers at the same
time as allowing the drinks distributor to fulfil customer orders more
profitably.
The solutions have already helped France Boissons to modernize and
optimize processes throughout its supply chain network. DC operatives
are able to operate much more efficiently and flexibly and the business
is able to quickly respond to changes in demand and better capitalize
on the sales opportunity presented by peak seasons and product
promotions / event-driven demand spikes. The company is also seeing
improvements in order fulfilment accuracy meaning it has raised the bar
on the service levels it provides to its customers: hotels,
restaurants, cafes, bars and clubs. This will improve brand loyalty and
in turn drive revenue growth.
Gaël Prigent, head of Supply Chain, France Boissons, commented,
"We are faced with several critical supply chain challenges every day:
the seasonality, the diversity and the value of the products associated
with a single customer order and fulfilling every order in a way which
meets our customers' service expectations. To help us manage these
challenges we needed a reliable and robust supply chain solution that
could manage the volume fluctuations, enable operational efficiency
improvements and give us improved visibility across our supply chain
operations."
Henri Seroux, managing director at Manhattan Associates France,
explained, "Manhattan provides the expertise and technology to help
clients deliver on their brand promise. We're delighted to see France
Boissons already seeing some of the benefits of our Supply Chain
Commerce solutions."
Manhattan's WMS, which is integrated with Vocollect's voice solution,
has been instrumental in driving performance improvements in France
Boissons' distribution operations. Manhattan's Supply Chain
Intelligence solution enables France Boissons' management to respond
quickly to important developments or exceptions as they occur by
monitoring and analyzing supply chain data.
Receive up-to-date product, customer and partner news directly from
Manhattan Associates on Twitter and Facebook.
About France Boissons
France Boissons is a wholly owned subsidiary of Heineken France and one
of the market leaders in the distribution of out-of-home beverages.
Headquartered in Rueil-Malmaison, it has 60,000 clients, 23
subsidiaries, 80 distribution centers and almost 3,000 employees.
Thanks to strong partner brands and a range of exclusive own brands,
France Boissons boasts an extensive portfolio of high quality products
spanning multiple categories including beer, wine, coffee, water, soft
drinks and spirits. As a service focused organization also, France
Boissons is the professionals' "preferred distributor partner". For
more information, please visit www.france-boissons.fr.
About Manhattan Associates, Inc.
Manhattan Associates brings companies closer to their customers. We
design, build and deliver market-leading Supply Chain Commerce
Solutions that drive top line growth by converging front-end sales with
back-end supply chain execution and efficiency. Our software, platform
technology and unmatched experience help our customers around the world
adapt to the challenges of the omni-channel marketplace. For more
information, please visit www.manh.com.
|
|||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
0
| 98
|
https://firstwave.com/es/snmp/
|
en
|
FirstWave
|
[
"https://s46004.pcdn.co/wp-content/uploads/2023/09/firstwave-logo.svg",
"https://s46004.p1709.sites.pressdns.com/wp-content/uploads/2023/12/NMIS_sml_dark.png",
"https://s46004.p1709.sites.pressdns.com/wp-content/uploads/2023/12/Open-AudIT_sml_dark.png",
"https://s46004.p1709.sites.pressdns.com/wp-content/uploads/2024/05/STM-Dark.png",
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] |
[] |
[] |
[
""
] | null |
[] |
2022-09-08T05:17:19+00:00
|
NMIS (Network Management Information System) es un sistema de gestión de redes que soporta cualquier dispositivo que tenga un agente SNMP,
|
es
|
https://s46004.pcdn.co/wp-content/themes/FirstWave/assets/images/favicon.ico
|
FirstWave
|
https://firstwave.com/es/snmp/
| |||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
2
| 15
|
https://www.forbes.com/forbes/2002/1111/062.html
|
en
|
The Undead
|
[] |
[] |
[] |
[
""
] | null |
[] |
2002-11-11T00:00:00-05:00
|
There are hordes of software companies that don't deserve to exist. Time for a shakeout.
|
en
|
Forbes
|
https://www.forbes.com/forbes/2002/1111/062.html
|
No wonder tech customers are in hiding. They are under assault from hordes of software companies that don't deserve to exist. It's time for a shakeout--but who's gonna do the shaking?
David Guzmán buys software for a living. He likes the stuff, but even he can't stand how many makers are trying to sell it to him these days. As chief information officer for medical supply distributor Owens & Minor, he spends millions on software, making him a prime target for hordes of desperate salesmen.
He gets hundreds of pitches every week from a mind-boggling array of vendors. Some 549 publicly held software makers market their wares, plus hundreds more private shops that few people ever hear of. In the past year Guzmán has quadrupled the size of his voice-mail in-box to 140 calls--and still it jams up with unsolicited come-ons. He gets another 500 e-mails a day, mostly from software outfits that are unknown to him. His assistant spends most of her time clearing out the clutter.
Guzmán doesn't even bother scanning the piles that arrive by messenger and mail, shunning the letters and brochures and even the gifts--chessboards with pieces intentionally withheld, golf clubs with a missing putter, a free cruise. "My idea of the ideal cruise," he says, with obvious sarcasm, "is being cloistered out on the ocean with hundreds of vendors, a long swim away from shore." He adds: "Nothing will get through to me. It's a stack every day--I ignore it every day."
In a normal world, it would not be this bad. The software business should be a field of corpses by now, buried by a long downturn in business spending, and freeing the David Guzmáns of the world to choose among the thinning ranks of healthy and relevant survivors. Yet two years into the biggest bust in high-tech history, an estimated 10,000 public and private software firms still do business. They all want a piece of a shrinking pie. Software spending is in decline after years of fervid growth, down 6% this year to $75 billion globally, according to research firm Meta Group.
*Earnings before interest, taxes and depreciation. **Cash divided by operating income, times 12. Sources: Market Guide via FactSet Research Systems; company reports.
Built to Last?
These software firms have enough cash to last a while, but will anyone care? They're losing money, growth for most is iffy, and corporate buyers are numbed by lookalike sales pitches.
Company
LATEST 12 MONTHS
Burn
Price/
Market
operating
sales
sales
rate**
cash
value
income*
($mil)
growth
(months)
($mil)
Altiris
$-5.6
$48
243%
149
3.0
$212
Compuware
-132.8
1,625
-14
24
5.5
1,485
Digimarc
-10.2
46
26
46
5.0
199
Epiphany
-39.2
96
-1
50
1.6
266
Entrust
-8.7
110
-20
52
5.3
197
I2 Technologies
-261.0
660
-12
20
0.5
216
Legato Systems
-25.5
236
5
14
14.2
416
Macromedia
-34.3
320
-17
34
4.5
438
Manugistics Group
-35.4
292
16
71
0.8
157
Red Hat
-21.6
77
-2
160
2.4
705
Tibco Software
-21.6
280
27
64
9.1
1,040
Vignette
-37.7
297
-19
113
0.7
250
What's needed is a good old-fashioned shakeout, a nasty but necessary part of a free market. But who is strong enough to do the shaking? Most stocks are so depressed that they're useless as currency. The only real software player--Microsoft, who else?--has $36 billion in cash but little inclination to go shopping. "We're not on a buying spree," says Jeffrey Raikes, the Microsoft group vice president who runs the $9-billion-a-year business applications and services group.
Even the professional dealmakers are loath to take a gamble on buying trouble. "Can you spot value in this morass of carnage? The truth is, most of these companies should die," says James Davidson of Silver Lake Partners, a private equity firm in Silicon Valley.
Yet many teetering software houses are unlikely to simply go away and expire. Many of these firms hit it big during the boom, raising massive piles of venture money or hitting a homerun in an initial public offering. They have too much cash on hand to allow a quick and healthy consolidation, despite lagging sales and persistent losses (see table, above).
The overpopulation problem could continue for a while. It is bad for suppliers and a huge hassle for customers, who end up struggling with a kind of corporate incoherence. Motorola recently compiled an inventory of its in-house tech systems and found that the company had eight separate deals in the works with six rival vendors of corporate search engines. Yet headquarters had a standing deal with Inktomi for almost unlimited use of its version of the same thing. "We killed the other eight, fast," says Toby Redshaw, Motorola's head of information technology strategy. "I don't want any more software licenses we can't use."
Paul Gaffney, chief information officer at the 1,440-store Staples chain, says almost half of the 30 to 40 calls he gets each day come from software hawkers pitching him products that have no clear connection to his business. "It's like we don't have an agenda and are sitting around waiting for an opportunity," he says. "So on blind pitches, I'm more likely to go with the larger technology providers."
Other customers use the glut to grab better deals. At Putnam Lovell NBF, owned by National Bank of Canada, Chief Technology Officer Rodric O'Connor says, "We've managed to save 30% on our software services costs," or $150,000 a year at the 150-person securities firm. Good for him, but bad for software sellers-and their shareholders.
Upstart software makers, however, vow to keep scratching for survival. Interwoven, of Sunnyvale, Calif., has almost $200 million in the bank. "Our cash can last a decade or longer," boasts John Van Siclen, chief executive. Interwoven sells document management software that lets companies troll through and categorize files and Web pages. Nice, but Interwoven hasn't been profitable in two years and similar stuff is peddled by at least two dozen rivals, including Microsoft and Oracle; five smaller direct entrants have a total of $776 million in cash.
Van Siclen has laid off a quarter of his staff to combat losses that currently total 53% of revenues. Yet he would rather hold on to cash than try to absorb his competitors. "You would make an acquisition if you think you can get a new technology. But no one cares; no one is buying," he says. "You size the company appropriately to be able to run for many years."
At Nuance Communications, which makes "voice-to-machine" software that lets computers recognize or generate spoken words, Chief Executive Ronald Croen ticks off a partial list of other players: Tellme, SpeechWorks, BeVocal, HeyAnita, plus research arms and spinoffs from the likes of Lucent and Bt Group. "I could give a list of 50 companies in the same business, but I can't follow them all," he says. But he is undaunted: Nuance has $150 million in cash from its two public offerings. "Without market development or doing anything intelligent, we can still last four more years," says Croen, who recently announced he is looking for a successor.
But if everyone hangs on, nobody profits. Many in high tech fret over how long these firms will wait for each other to die-akin to a game of musical chairs or the last stand at the Alamo, depending on whether you are a watcher or a participant. "This bottleneck has to get rationalized," says Terence Garnett, who invests in software for venture firm Venrock. "How many do we need? One hundred software companies? Maybe--and a few small ones to feed things into them."
The weaklings are long on never-say-die attitude. Despite all the high-tech turmoil, a mere 63 publicly held software outfits have been acquired within the past two years. "We've been going to the smaller companies to see if they'd consider putting themselves up for sale, but there's no sense of urgency," says Revell Horsey, managing director at Banc of America Securities.
At Convera, a Vienna, Va. provider of document search software, sales fell to $5 million last quarter and losses totaled $9 million. Seeking new business from government customers, the firm is trying to survive in a field cluttered with names like Inktomi, Divine and Autonomy, not to mention search giant Google. Still, Convera is holding out. "We've been approached by buyers," says President Patrick Condo. "It's a nice conversation, but valuations are much too low."
Blame that on a dearth of buyers. Several software outfits have stock prices lower than the cash-per-share they have on hand--and even those firms don't incite much interest. "The fact that they have cash doesn't help," says Bernard Liautaud, chief executive of Business Objects, a software shop with annual sales of $416 million. "If they're losing a lot of money, they're virtually unacquirable. We don't want to ruin our profitability."
*Earnings before interest, taxes and depreciation. NA: Not available, private company. Sources: Meta Group; Gartner Dataquest; Market Guide via FactSet Research Systems.
Gluttons for Punishment
Once-hot software categories are now niches plagued by too many players. Let the game of musical chairs begin.
TOP COMPANY
Software category
Market size($mil)
Number ofcompanies
name
sales($mil)
income*($mil)
Main competitors
Enterprise search
$500
40
Verity
$96
$10
Autonomy, Convera, IBM, Inktomi, Hummingbird
Human resource planning
961
50
PeopleSoft
1,980
415
SAP, Oracle, Kronos, Lawson, Deltek
Marketing automation
738
75
SAP
1,130
NA
Blue Martini, Epiphany, Kana, SAS, Siebel Systems
Sales force automation
820
70
Siebel Systems
1,773
457
SAP, Sage, Oracle, PeopleSoft, Amdocs, Salesforce.com, FrontRange
Supply chain management
558
60
I2 Technologies
660
-261
J.D. Edwards, SAP, Manhattan Associates, Manugistics, Vertex
|
|||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
1
| 56
|
https://www.jlab.org/info_resources/faq
|
en
|
Frequently Asked Questions (FAQ)
|
[
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"https://www.jlab.org/sites/default/files/energy-logo_1.png"
] |
[] |
[] |
[
""
] | null |
[] | null |
en
|
/sites/default/files/jlab-arc-icon.png
|
Thomas Jefferson National Accelerator Facility
|
https://www.jlab.org/info_resources/faq
|
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The library's patron catalog is on a server at library.jlab.org (bookmark it). You can link to it quickly from the Information Resources -> Library Services web page as well. When searching the catalog the use of the "builder" search feature is recommended. "Builder' allows you to string together specific key words and search them as a phrase. This method significantly reduces false postings and provides a more relevant retrieval. See the online catalog instructions.
How do I charge a book?
To charge out materials you must be registered with the library. You may come in to the library and complete a registration form requiring your signature. Individuals staying at the lab for 60 days or less may use the facility but may not charge materials. Registration information is confirmed through CIS. Library materials circulate for 28 days and may be renewed. Reserve materials circulate for 14 to 28 days.
Can I download full text journal articles?
Virtually all of the library's serials are available in full-text. The range of years available for download vary by title and publisher. Generally, at least five years of backfiles are available per title. You must be on site, at this IP address to access online periodicals. Some titles may, or may not, be available if you choose to link through the publisher's page instead of the library's page. Often the linking through the publisher's site requires an ID and password. See the online periodicals page. Many publishers provide pay-per-view service at their sites however; the library has an excellent document delivery service. See the document delivery and interlibrary request form.
Why can't I access backfiles to some online journal titles?
Online journal access is negotiated and licensed with each publisher. Most publishers grant full access while others require an additional fee. We have negotiated with Elsevier, the publisher of Ann. of IRCP, Cryogenics, J. Comput. Phys., NIM, Nuc. Phys., Phys. Lett., Phys. Rep., and Vacuum, etc., to provides online access to the complete backfile of the High Energy Physics subset. We have negotiated IOP titles as well. Other titles are accessible back to 1995. You can access these titles via the library's online periodicals web page or link directly to the Elsevier Science Direct platform. IR continues to negotiate for additional publishers backfiles.
How can I check my library account?
Go to the Information Resources home page. Click on "patron account" in the left menu bar. Enter your JLab account name and password. If you have a problem logging in contact the library at x7524 or x6229.
Why are my books routed to the library when I order them?
Jefferson Lab has a policy regarding books that are ordered with laboratory funds. The "Administrative titles," as they are called, must be routed through the library for bibliographic control. That is, they are cataloged and entered into the library's database for staff reference. The book is then charged to the requestor and remains at that location, however; it may be borrowed for another staff member's use if necessary.
What is the ArXiv E-print Archive?
ArXiv is the world's largest archive of research papers covering the fields of physics, accelerator engineering, mathematics, non-linear science, computer science and quantitative biology. As the world's fastest growing scientific resource its papers are harvested or indexed by the majority of major databases, government and private, and most significantly by the newly launched Scholar Google. For high visibility submit your paper to the arXiv Help Contents | arXiv e-print repository e-print archive. For assistance, contact Kim Kindrew, kindrew@jlab.org, x7805.
What is IEEEXPLORE?
IEEEXplore is the search engine for the Institute of Electrical and Electronic Engineers' publications. It provides bibliographic access to IEEE transactions, journals, magazines and conference proceedings published since 1988 plus select content back to 1950, and all current IEEE Standards. Enjoy full-text access to the IEEE titles dating back to 1998 that JLab subscribes to. To see the complete list click here.
What is OSTI?
The U.S. Department of Energy's (DOE) Office of Scientific and Technical Information (OSTI) provides access to a wealth of energy, science, and technology research and development (R&D) information from the Manhattan Project to the present. OSTI makes the results of the Department's research available to scientists, researchers, and engineers in the DOE community and beyond; as well as academia, the international science community, and science attentive citizens. OSTI partners with other federal agencies and international organizations to expand the breadth of coverage. This database is significant for JLab staff because of its comprehensive coverage of science similar to that which is conducted here. See the OSTI page
What is Safari?
Safari is a premier electronic reference library for programmers and IT professionals. The user may search electronic versions of a broad range of technical books from SUN, Addison-Wesley, O'Reilly, QUE', Macromedia Press, SAMS, and PeachPit Press. Please note users MUST establish a personal account to use the Safari resource. Please contact the Library with additional information. See Safari Tech Books.
How can I get a JLab Tech Note number?
If you wish to get a tech note number please call x7805 or email kindrew@jlab.org. Provide the title and authors of the tech note in your email, and you will receive a tech note number in response. When the tech note is completed, the author emails the document to kindrew@jlab.org, who will then place the document into the Tech Note collection in Docushare. The collection is restricted to JLAB access only.
How do I search for a JLab Tech Note?
JLab Tech Notes are accessible at location https://jlabdoc/docushare/dsweb/View/Collection-11306. Here you will find technotes dating from 1985 to the current date. Click on the year you are interested in or use the search function in the tech note collection. Please bookmark this link for your future reference.
How do I submit a publication?
Jefferson Lab's publications submission and approval application is an online procedure. See full details at https://misportal.jlab.org/ul/publications/index.cfm. Contact kindrew@jlab.org if you have additional questions or concerns.
How do I search for a publication?
Jefferson Lab's new publications page has an online search feature. Go to: https://misportal.jlab.org/ul/publications/search/advanced_search.cfm to conduct a search of all laboratory publications dating back to 1985.
How can I generate a publication report?
Only application administrators may generate publications reports. If you have administrative authority log in at: https://misportal.jlab.org/ul/publications/admin/reports/ Others needing report information should contact Kim Kindrew.
How can I submit my paper to the e-print archive (ArXiv)?
After submitting your paper to the JLab publications manager submit it to the ArXiv. The e-print archive is an automated archive for electronic communication of research information in many fields of physics, and some related and unrelated-disciplines. It is the largest and, increasingly, the most acclaimed resource of it's kind. Numerous world renown information resources derive or harvest data from this source including SLAC SPIRES. To submit your paper click here. If you need assistance in submitting your paper contact Kim Kindrew.
JLab Publications Database
What is DocuShare?
Docushare is the laboratory's electronic documents management system. It allows documents to be organized in centralized, structured system and provides shared access to these documents.� Docushare licenses and privileges are assigned.� To learn more about Docushare accounts contact Dana Cochran x7244 in MIS.� To access Docushare click here.
My files drawers are running over. What do I do?
The files and "records" created at Jefferson Lab are the property of the Lab and the Department of Energy. As such, they should not be discarded without proper authorization. See this link for details of how you should handle a files storage concern. Records Storage Procedure
How do I retrieve stored records?
Once your records have been entered into the records management system there is an easy system for retrieving them. See this link for details Retrieval of Boxes from Storage
DOE Preprints Alerts
The Department of energy's PrePRINT Alerts feature will automatically notify you when new preprint information is available in your specific areas of interest. Simply register for the service and then create a search strategy which will be matched automatically against each new weekly update. Patrons will receive the results of the alert via e-mail.
If you are a NEW PATRON, learn how to set up PrePRINT Alert to meet your needs.
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wrong_mix_range_subsidiary_00028
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FactBench
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3
| 58
|
https://www.logisticsit.com/articles/2006/05/04/1907-global-shipping-and-logistics-puts-manhattan-associates-at-the-heart-of-its-business-in-the
|
en
|
Global Shipping and Logistics puts Manhattan Associates at the Heart of its Business in the Middle East
|
https://www.logisticsit.com/articles/2006/05/04/favicon.ico
|
https://www.logisticsit.com/articles/2006/05/04/favicon.ico
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[
"Ed Holden"
] |
2006-05-04T00:00:00
|
Dubai-based Logistics Services Provider Selects Supply Chain Execution Solution for Regions Largest Distribution Centre
|
en
|
https://www.logisticsit.com/favicon.ico
|
https://www.logisticsit.com/articles/2006/05/04/1907-global-shipping-and-logistics-puts-manhattan-associates-at-the-heart-of-its-business-in-the
|
INFORMATION: Free information is available from MANHATTAN ASSOCIATES on the subject in this story. Click here to request a copy
Dubai-based Logistics Services Provider Selects Supply Chain Execution Solution for Regions Largest Distribution Centre
Leading supply chain solutions provider, Manhattan Associates, Inc., recently announced that Global Shipping and Logistics (GSL) has selected Manhattan Associates Warehouse Management solution, built on Microsoft .NET to operate its new, one million ft, 130M dirham ($40m), warehousing facility in Dubai, United Arab Emirates (UAE).
GSL is a wholly-owned subsidiary of the UAE-based, diversified industrial conglomerate, Al Shirawi Group, which has been operating since 1972 and employs more than 5,000 people. The new facility, based at the Dubai Investment Park is due to open in April 2006 and will be the largest temperature-controlled warehouse in the region. The operation has been designed to meet the needs not only of local traders but also of international retailers and manufacturers in the automotive, electronic and food and drink sectors. It will furthermore allow GSL to offer a local service to global logistics companies.
The Warehouse Management solution from Manhattan Associates will provide GSL with a rich multi-functional order fulfilment tool. It will enable GSL to efficiently manage the handling and storage of ambient and temperature-controlled goods throughout the warehouse. Providing visibility of inventory across its entire supply chain, the solution will enable GSL to offer internet visibility to its customers on both stock movement and temperature environment. Furthermore, Manhattan Associates Billing Management solution, a component of Warehouse Management, will provide GSL with improved billing accuracy and service and allow the tracking of all inventory handling, storage and fulfilment activities by client. The solutions rich functionality was just one of the reasons why it was chosen by GSL.
We were impressed by Manhattan Associates commitment to this region, said Mike Lee, general manager of GSL. As well as having a great international reputation, the company was able to demonstrate its success with other leading organisations in the Middle East and has an exciting product roadmap for the next five years. We are pleased we will have a market-leading Warehouse Management solution to support our customers as we expand our service from the initial one million ft to a second site in 2007.
On a practical level, the solution also impressed GSL. Arun Kumar, who joined GSL to supervise the installation of the new warehouse management solution, explained: The solution itself is not only incredibly powerful, but is also very easy to use and configure for different clients needs. We can bring people up to speed on different features very quickly, which is essential when working in an environment in which workloads can change at short notice.
Dubai is an exciting place for Manhattan Associates to be, said Steve Smith, vice president for Europe, the Middle East and Africa at Manhattan Associates. The city is now widely regarded as the trading hub for the whole of the Middle East, and we are very pleased to be working with dynamic companies such as GSL who are at the forefront of its development.
INFORMATION: Free information is available from MANHATTAN ASSOCIATES on the subject in this story. Click here to request a copy
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wrong_mix_range_subsidiary_00028
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FactBench
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3
| 1
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https://ir.manh.com/node/12566/html
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en
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Manhattan Associates
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Total revenue for the year ended December 31, 2009 was $246.7 million compared to $337.2 million for 2008. License revenue decreased 47% to $34.7 million from $65.3 million in 2008 and services revenue decreased 20% to $189.9 million; Operating income was $21.1 million for full year 2009, which included a restructuring charge of $3.9 million, compared to $26.0 million in 2008, which included the $9.9 million of unusual adjustments taken in the second half of 2008 described above under Accounting Charges; Operating margins for 2009 were 8.6% up 90 basis points compared to operating margins of 7.7% in 2008; Diluted earnings per share were $0.73, a decrease of 22%; Cash flow from operations totaled $58.3 million, a 9% decrease over 2008; Cash and investments on hand at December 31, 2009 was $123.0 million, increasing $34.3 million over December 31, 2008; The Company repurchased approximately 1.4 million shares of common stock during the year totaling $22.8 million at an average price of $16.63 under its publicly-announced buy-back program; and In January 2010, the Board of Directors approved raising the Companys remaining share repurchase authority from $12.2 million to $25.0 million of Manhattan Associates outstanding common stock.
Exhibit Number Description 2.1
Agreement and Plan of Merger, by and among the Registrant, Madison Acquisition Corp., Evant, Inc. and Ted Schlein, as Shareholder Representative, dated August 10, 2005 (Incorporated by reference to Exhibit 2.1 to the Companys Form 8-K (File No. 000-23999), filed on August 16, 2005).
2.2
Voting Agreement, by and between the Registrant and the shareholders of Evant, Inc., dated August 10, 2005 (Incorporated by reference to Exhibit 2.2 to the Companys Form 8-K (File No. 000-23999), filed on August 16, 2005).
2.3
Amendment Number 1 to Agreement and Plan of Merger, by and among Evant, Inc., the Registrant, Madison Acquisition Corp. and Ted Schlein, as Shareholder Representative, dated as of August 15, 2005 (Incorporated by reference to Exhibit 2.3 to the Companys Form 8-K (File No. 000-23999), filed on August 16, 2005).
3.1
Articles of Incorporation of the Registrant (Incorporated by reference to Exhibit 3.1 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
3.2
Amended Bylaws of the Registrant (Incorporated by reference to Exhibit 3.2 to the Companys Form 8-K (File No. 000-23999), filed on October 23, 2007).
4.1
Provisions of the Articles of Incorporation and Bylaws of the Registrant defining rights of the holders of common stock of the Registrant (Incorporated by reference to Exhibit 4.1 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
4.2
Specimen Stock Certificate (Incorporated by reference to Exhibit 4.2 to the Companys Pre-Effective Amendment No. 1 to its Registration Statement on Form S-1 (File No. 333-47095), filed on April 2, 1998).
10.1
Lease Agreement by and between Wildwood Associates, a Georgia general partnership, and the Registrant dated September 24, 1997 (Incorporated by reference to Exhibit 10.1 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
10.2
First Amendment to Lease between Wildwood Associates, a Georgia general partnership, and the Registrant dated October 31, 1997 (Incorporated by reference to Exhibit 10.2 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
10.3
Second Amendment to Lease Agreement between Wildwood Associates, a Georgia general partnership, and the Registrant, dated February 27, 1998 (Incorporated by reference to Exhibit 10.8 to the Companys Pre-Effective Amendment No. 1 to its Registration Statement on Form S-1 (File No. 333-47095), filed on April 2, 1998).
10.4
Third Amendment to Lease Agreement between Wildwood Associates and the Registrant, dated October 24, 2000 (Incorporated by reference to Exhibit 10.9 to the Companys Annual Report for the period ended December 31, 2000 (File No. 000-23999), filed on April 2, 2001).
Exhibit Number Description 10.5
Lease Agreement by and between Wildwood Associates, a Georgia general partnership, and the Registrant, dated June 25, 2001 (Incorporated by reference to Exhibit 10.1 to the Companys Quarterly Report for the period ended June 30, 2001 (File No. 000-23999), filed August 14, 2001).
10.6
First Amendment to Lease Agreement between Wildwood Associates, and the Registrant, dated June 10, 2002 (Incorporated by reference to Exhibit 10.6 to the Companys Annual Report for the period ended December 31, 2006 (File No. 000-23999), filed on March 14, 2007).
10.7
Second Amendment to Lease Agreement between 2300 Windy Ridge Parkway Investors LLC, and the Registrant, dated February 27, 2007 (Incorporated by reference to Exhibit 10.7 to the Companys Annual Report for the period ended December 31, 2006 (File No. 000-23999), filed on March 14, 2007).
10.8
Lease Agreement by and between Tektronix UK Limited, Manhattan Associates Limited and Manhattan Associates, Inc., dated October 21, 1999 (Incorporated by reference to Exhibit 10.27 to the Companys Annual Report for the period ended December 31, 1999 (File No. 000-23999), filed on March 30, 2000).
10.9
Lease (Burlington Business Center) by and between Gateway Rosewood, Inc. and Manhattan Associates, Inc., dated August 23, 2004 (Incorporated by reference to Exhibit 10.7 to the Companys Annual Report for the period ended December 31, 2004 (File No. 000-23999), filed on March 16, 2005).
10.10
Agreement to Build and Lease between Orchid Apartments Private Limited and Manhattan Associates India Development Centre Private Limited, executed on November 19, 2004 (Incorporated by reference to Exhibit 10.8 to the Companys Annual Report for the period ended December 31, 2004 (File No. 000-23999), filed on March 16, 2005).
10.11
Lease Agreement between IGE Energy Services (UK) Limited, Manhattan Associates Limited and Manhattan Associates, Inc., dated February 1, 2005 (Incorporated by reference to Exhibit 10.9 to the Companys Annual Report for the period ended December 31, 2004 (File No. 000-23999), filed on March 16, 2005).
10.12
Sub-Sublease Agreement between Scientific Research Corporation, a Georgia corporation, and the Registrant, dated July 2, 1998 (Incorporated by reference to Exhibit 10.19 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.13
Sub-Sublease Agreement between The Profit Recovery Group International 1, Inc., a Georgia corporation, and the Registrant, dated August 19, 1998 (Incorporated by reference to Exhibit 10.20 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.14
Standard Sublease Agreement between Life Office Management Association, Inc. and the Registrant, dated October 20, 2000 (Incorporated by reference to Exhibit 10.17 to the Companys Annual Report for the period ended December 31, 2000 (File No. 000-23999), filed on April 2, 2001).
10.15
Standard Sublease Agreement between Chevron USA Inc. and the Registrant, dated November 20, 2000 (Incorporated by reference to Exhibit 10.18 to the Companys Annual Report for the period ended December 31, 2000 (File No. 000-23999), filed on April 2, 2001).
10.16
Form of Indemnification Agreement with certain directors and officers of the Registrant (Incorporated by reference to Exhibit 10.2 to the Companys Quarterly Report for the period ended June 30, 2004 (File No. 000-23999), filed on August 9, 2004).
10.17
Form of Tax Indemnification Agreement for direct and indirect shareholders of Manhattan Associates Software, LLC (Incorporated by reference to Exhibit 10.7 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
Exhibit Number Description 10.18
Summary Plan Description of the Registrants Money Purchase Plan & Trust, effective January 1, 1997 (Incorporated by reference to Exhibit 10.3 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
10.19
Summary Plan Description of the Registrants 401(k) Plan and Trust, effective January 1, 1995 (Incorporated by reference to Exhibit 10.4 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
10.20 *
Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 10.10 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
10.21 *
First Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 10.22 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.22 *
Second Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 10.23 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.23 *
Third Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 10.24 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.24 *
Fourth Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 10.25 to the Companys Annual Report for the period ended December 31, 1999 (File No. 000-23999), filed on March 30, 2000).
10.25 *
Fifth Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 4.8 to the Companys Form S-8 (File No. 333-68968), filed on September 5, 2001).
10.26 *
Sixth Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Annex A to the Companys Proxy Statement for its Annual Meeting held May 17, 2002 (File No. 000-23999), filed on April 24, 2002).
10.27 *
Amendment No. 7 to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 4.10 to the Companys Form S-8 (File No. 333-105913), filed on June 6, 2003).
10.28 *
Form of Composite Stock Option Agreement (Incorporated by reference to Exhibit 10.1 to the Companys Quarterly Report for the period ended March 31, 2006 (File No. 000-23999), filed on May 4, 2006).
10.30 (a)*
Executive Employment Agreement by and between the Registrant and Peter F. Sinisgalli, effective as of February 25, 2004 (Incorporated by reference to Exhibit 10.28 to the Companys Annual Report for the period ended December 31, 2003 (File No. 000-23999), filed on March 15, 2004).
(b)*
Modification dated July 19, 2007 by and between the Company and Peter F. Sinisgalli to the Executive Employment Agreement dated February 25, 2004 (Incorporated by reference to Exhibit 10.1 to the Companys Form 8-K (File No. 000-23999), filed on July 24, 2007).
10.31 *
Separation and Non-Competition Agreement by and between the Registrant and Peter F. Sinisgalli, effective as of February 25, 2004 (Incorporated by reference to Exhibit 10.29 to the Companys Annual Report for the period ended December 31, 2003 (File No. 000-23999), filed on March 15, 2004).
Exhibit Number Description 10.32 *
Executive Employment Agreement by and between the Registrant and Jeffrey Mitchell, effective as of September 3, 1999 (Incorporated by reference to Exhibit 10.32 to the Companys Annual Report for the period ended December 31, 2003 (File No. 000-23999), filed on March 15, 2004).
10.33 *
Executive Non-Competition and Severance Agreement by and between the Registrant and Jeffrey S. Mitchell, dated June 22, 2004 (Incorporated by reference to Exhibit 10.1 to the Companys Quarterly Report for the period ended June 30, 2004 (File No. 000-23999), filed on August 9, 2004).
10.34 *
Executive Employment Agreement by and between the Registrant and Jeffry Baum, effective as of October 30, 2000 (Incorporated by reference to Exhibit 10.36 to the Companys Annual Report for the period ended December 31, 2003 (File No. 000-23999), filed on March 15, 2004).
10.35 *
Executive Employment Agreement by and between the Registrant and Dennis B. Story, effective as of February 18, 2006 (Incorporated by reference to Exhibit 10.1 to the Companys Form 8-K (File No. 000-23999), filed on February 22, 2006).
10.36 *
Severance and Non-Competition Agreement by and between the Registrant and Dennis B. Story, effective as of February 18, 2006 (Incorporated by reference to Exhibit 10.2 to the Companys Form 8-K (File No. 000-23999), filed on February 22, 2006).
10.37 *
Executive Employment Agreement by and between the Registrant and Pervinder Johar, effective as of March 30, 2006. (Incorporated by reference to Exhibit 10.1 to the Companys Form 8-K (File No. 000-23999), filed on January 2, 2009).
10.38 *
Severance and Non-Competition Agreement by and between the Registrant and Pervinder Johar, effective as March 30, 2006. (Incorporated by reference to Exhibit 10.2 to the Companys Form 8-K (File No. 000-23999), filed on January 2, 2009).
10.39 *
Separation Agreement and Release by and between the Registrant and Pervinder Johar, dated December 31, 2008. (Incorporated by reference to Exhibit 10.1 to the Companys Form 8-K (File No. 000-23999), filed on January 7, 2009).
10.40 *
Form of Modification Agreement for Terms and Conditions for Stock Options. (Incorporated by reference to Exhibit 10.3 to the Companys Form 8-K (File No. 000-23999), filed on January 2, 2009).
10.41 *
Severance and Non-Competition Agreement by and between the Registrant and David Dabbiere, effective as of September 29, 2008. (Incorporated by reference to Exhibit 10.4 to the Companys Form 8-K (File No. 000-23999), filed on January 2, 2009).
10.42
Form of License Agreement, Software Maintenance Agreement and Consulting Agreement (Incorporated by reference to Exhibit 10.18 to the Companys Pre-Effective Amendment No. 1 to its Registration Statement on Form S-1 (File No. 333-47095), filed on April 2, 1998).
10.43
Form of Software License, Services and Maintenance Agreement (Incorporated by reference to Exhibit 10.21 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.44 *
2007 Stock Incentive Plan, as amended by the First Amendment thereto (Incorporated by reference to Annex A to the Companys Definitive Proxy Statement related to its 2009 Annual Meeting of Shareholders (File No. 000-23999) filed on April 20, 2009).
Exhibit Number Description 2.1
Agreement and Plan of Merger, by and among the Registrant, Madison Acquisition Corp., Evant, Inc. and Ted Schlein, as Shareholder Representative, dated August 10, 2005 (Incorporated by reference to Exhibit 2.1 to the Companys Form 8-K (File No. 000-23999), filed on August 16, 2005).
2.2
Voting Agreement, by and between the Registrant and the shareholders of Evant, Inc., dated August 10, 2005 (Incorporated by reference to Exhibit 2.2 to the Companys Form 8-K (File No. 000-23999), filed on August 16, 2005).
2.3
Amendment Number 1 to Agreement and Plan of Merger, by and among Evant, Inc., the Registrant, Madison Acquisition Corp. and Ted Schlein, as Shareholder Representative, dated as of August 15, 2005 (Incorporated by reference to Exhibit 2.3 to the Companys Form 8-K (File No. 000-23999), filed on August 16, 2005).
3.1
Articles of Incorporation of the Registrant (Incorporated by reference to Exhibit 3.1 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
3.2
Amended Bylaws of the Registrant (Incorporated by reference to Exhibit 3.2 to the Companys Form 8-K (File No. 000-23999), filed on October 23, 2007).
4.1
Provisions of the Articles of Incorporation and Bylaws of the Registrant defining rights of the holders of common stock of the Registrant (Incorporated by reference to Exhibit 4.1 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
4.2
Specimen Stock Certificate (Incorporated by reference to Exhibit 4.2 to the Companys Pre-Effective Amendment No. 1 to its Registration Statement on Form S-1 (File No. 333-47095), filed on April 2, 1998).
10.1
Lease Agreement by and between Wildwood Associates, a Georgia general partnership, and the Registrant dated September 24, 1997 (Incorporated by reference to Exhibit 10.1 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
10.2
First Amendment to Lease between Wildwood Associates, a Georgia general partnership, and the Registrant dated October 31, 1997 (Incorporated by reference to Exhibit 10.2 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
10.3
Second Amendment to Lease Agreement between Wildwood Associates, a Georgia general partnership, and the Registrant, dated February 27, 1998 (Incorporated by reference to Exhibit 10.8 to the Companys Pre-Effective Amendment No. 1 to its Registration Statement on Form S-1 (File No. 333-47095), filed on April 2, 1998).
10.4
Third Amendment to Lease Agreement between Wildwood Associates and the Registrant, dated October 24, 2000 (Incorporated by reference to Exhibit 10.9 to the Companys Annual Report for the period ended December 31, 2000 (File No. 000-23999), filed on April 2, 2001).
10.5
Lease Agreement by and between Wildwood Associates, a Georgia general partnership, and the Registrant, dated June 25, 2001 (Incorporated by reference to Exhibit 10.1 to the Companys Quarterly Report for the period ended June 30, 2001 (File No. 000-23999), filed August 14, 2001).
Exhibit Number Description 10.6
First Amendment to Lease Agreement between Wildwood Associates, and the Registrant, dated June 10, 2002 (Incorporated by reference to Exhibit 10.6 to the Companys Annual Report for the period ended December 31, 2006 (File No. 000-23999), filed on March 14, 2007).
10.7
Second Amendment to Lease Agreement between 2300 Windy Ridge Parkway Investors LLC, and the Registrant, dated February 27, 2007 (Incorporated by reference to Exhibit 10.7 to the Companys Annual Report for the period ended December 31, 2006 (File No. 000-23999), filed on March 14, 2007).
10.8
Lease Agreement by and between Tektronix UK Limited, Manhattan Associates Limited and Manhattan Associates, Inc., dated October 21, 1999 (Incorporated by reference to Exhibit 10.27 to the Companys Annual Report for the period ended December 31, 1999 (File No. 000-23999), filed on March 30, 2000).
10.9
Lease (Burlington Business Center) by and between Gateway Rosewood, Inc. and Manhattan Associates, Inc., dated August 23, 2004 (Incorporated by reference to Exhibit 10.7 to the Companys Annual Report for the period ended December 31, 2004 (File No. 000-23999), filed on March 16, 2005).
10.10
Agreement to Build and Lease between Orchid Apartments Private Limited and Manhattan Associates India Development Centre Private Limited, executed on November 19, 2004 (Incorporated by reference to Exhibit 10.8 to the Companys Annual Report for the period ended December 31, 2004 (File No. 000-23999), filed on March 16, 2005).
10.11
Lease Agreement between IGE Energy Services (UK) Limited, Manhattan Associates Limited and Manhattan Associates, Inc., dated February 1, 2005 (Incorporated by reference to Exhibit 10.9 to the Companys Annual Report for the period ended December 31, 2004 (File No. 000-23999), filed on March 16, 2005).
10.12
Sub-Sublease Agreement between Scientific Research Corporation, a Georgia corporation, and the Registrant, dated July 2, 1998 (Incorporated by reference to Exhibit 10.19 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.13
Sub-Sublease Agreement between The Profit Recovery Group International 1, Inc., a Georgia corporation, and the Registrant, dated August 19, 1998 (Incorporated by reference to Exhibit 10.20 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.14
Standard Sublease Agreement between Life Office Management Association, Inc. and the Registrant, dated October 20, 2000 (Incorporated by reference to Exhibit 10.17 to the Companys Annual Report for the period ended December 31, 2000 (File No. 000-23999), filed on April 2, 2001).
10.15
Standard Sublease Agreement between Chevron USA Inc. and the Registrant, dated November 20, 2000 (Incorporated by reference to Exhibit 10.18 to the Companys Annual Report for the period ended December 31, 2000 (File No. 000-23999), filed on April 2, 2001).
10.16
Form of Indemnification Agreement with certain directors and officers of the Registrant (Incorporated by reference to Exhibit 10.2 to the Companys Quarterly Report for the period ended June 30, 2004 (File No. 000-23999), filed on August 9, 2004).
10.17
Form of Tax Indemnification Agreement for direct and indirect shareholders of Manhattan Associates Software, LLC (Incorporated by reference to Exhibit 10.7 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
10.18
Summary Plan Description of the Registrants Money Purchase Plan & Trust, effective January 1, 1997 (Incorporated by reference to Exhibit 10.3 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
Exhibit Number Description 10.19
Summary Plan Description of the Registrants 401(k) Plan and Trust, effective January 1, 1995 (Incorporated by reference to Exhibit 10.4 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
10.20 *
Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 10.10 to the Companys Registration Statement on Form S-1 (File No. 333-47095), filed on February 27, 1998).
10.21 *
First Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 10.22 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.22 *
Second Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 10.23 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.23 *
Third Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 10.24 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.24 *
Fourth Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 10.25 to the Companys Annual Report for the period ended December 31, 1999 (File No. 000-23999), filed on March 30, 2000).
10.25 *
Fifth Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 4.8 to the Companys Form S-8 (File No. 333-68968), filed on September 5, 2001).
10.26 *
Sixth Amendment to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Annex A to the Companys Proxy Statement for its Annual Meeting held May 17, 2002 (File No. 000-23999), filed on April 24, 2002).
10.27 *
Amendment No. 7 to the Manhattan Associates, Inc. 1998 Stock Incentive Plan (Incorporated by reference to Exhibit 4.10 to the Companys Form S-8 (File No. 333-105913), filed on June 6, 2003).
10.28 *
Form of Composite Stock Option Agreement (Incorporated by reference to Exhibit 10.1 to the Companys Quarterly Report for the period ended March 31, 2006 (File No. 000-23999), filed on May 4, 2006).
10.30 (a)*
Executive Employment Agreement by and between the Registrant and Peter F. Sinisgalli, effective as of February 25, 2004 (Incorporated by reference to Exhibit 10.28 to the Companys Annual Report for the period ended December 31, 2003 (File No. 000-23999), filed on March 15, 2004).
(b )*
Modification dated July 19, 2007 by and between the Company and Peter F. Sinisgalli to the Executive Employment Agreement dated February 25, 2004 (Incorporated by reference to Exhibit 10.1 to the Companys Form 8-K (File No. 000-23999), filed on July 24, 2007).
10.31 *
Separation and Non-Competition Agreement by and between the Registrant and Peter F. Sinisgalli, effective as of February 25, 2004 (Incorporated by reference to Exhibit 10.29 to the Companys Annual Report for the period ended December 31, 2003 (File No. 000-23999), filed on March 15, 2004).
10.32 *
Executive Employment Agreement by and between the Registrant and Jeffrey Mitchell, effective as of September 3, 1999 (Incorporated by reference to Exhibit 10.32 to the Companys Annual Report for the period ended December 31, 2003 (File No. 000-23999), filed on March 15, 2004).
Exhibit Number Description 10.33 *
Executive Non-Competition and Severance Agreement by and between the Registrant and Jeffrey S. Mitchell, dated June 22, 2004 (Incorporated by reference to Exhibit 10.1 to the Companys Quarterly Report for the period ended June 30, 2004 (File No. 000-23999), filed on August 9, 2004).
10.34 *
Executive Employment Agreement by and between the Registrant and Jeffry Baum, effective as of October 30, 2000 (Incorporated by reference to Exhibit 10.36 to the Companys Annual Report for the period ended December 31, 2003 (File No. 000-23999), filed on March 15, 2004).
10.35 *
Executive Employment Agreement by and between the Registrant and Dennis B. Story, effective as of February 18, 2006 (Incorporated by reference to Exhibit 10.1 to the Companys Form 8-K (File No. 000-23999), filed on February 22, 2006).
10.36 *
Severance and Non-Competition Agreement by and between the Registrant and Dennis B. Story, effective as of February 18, 2006 (Incorporated by reference to Exhibit 10.2 to the Companys Form 8-K (File No. 000-23999), filed on February 22, 2006).
10.37 *
Executive Employment Agreement by and between the Registrant and Pervinder Johar, effective as of March 30, 2006. (Incorporated by reference to Exhibit 10.1 to the Companys Form 8-K (File No. 000-23999), filed on January 2, 2009).
10.38 *
Severance and Non-Competition Agreement by and between the Registrant and Pervinder Johar, effective as March 30, 2006. (Incorporated by reference to Exhibit 10.2 to the Companys Form 8-K (File No. 000-23999), filed on January 2, 2009).
10.41 *
Severance and Non-Competition Agreement by and between the Registrant and David Dabbiere, effective as of September 29, 2008. (Incorporated by reference to Exhibit 10.4 to the Companys Form 8-K (File No. 000-23999), filed on January 2, 2009).
10.42
Form of License Agreement, Software Maintenance Agreement and Consulting Agreement (Incorporated by reference to Exhibit 10.18 to the Companys Pre-Effective Amendment No. 1 to its Registration Statement on Form S-1 (File No. 333-47095), filed on April 2, 1998).
10.43
Form of Software License, Services and Maintenance Agreement (Incorporated by reference to Exhibit 10.21 to the Companys Annual Report for the period ended December 31, 1998 (File No. 000-23999), filed on March 31, 1999).
10.44 *
2007 Stock Incentive Plan, as amended by the First Amendment thereto (Incorporated by reference to Annex A to the Companys Definitive Proxy Statement related to its 2009 Annual Meeting of Shareholders (File No. 000-23999) filed on April 20, 2009).
10.45 *
Written Summary of Manhattan Associates, Inc. 2009 Annual Cash Incentive Plan (Incorporated by reference to Exhibit 10.1 to the Companys Form 8-K (File No. 000-23999), filed on June 19, 2009).
(a) Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, to ensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this annual report is being prepared; (b) Designed such internal control over financial reporting, or caused such internal control over financial reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principals; (c) Evaluated the effectiveness of the registrants disclosure controls and procedures and presented in this report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report based on such evaluation; and (d) Disclosed in this report any change in the registrants internal control over financial reporting that occurred during the registrants most recent fiscal quarter (the registrants fourth fiscal quarter in the case of an annual report) that has materially affected, or is reasonably likely to materially affect, the registrants internal control over financial reporting; and
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wrong_mix_range_subsidiary_00028
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https://variety.com/lists/legal-impact-report-2024-hollywood-top-attorneys/
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en
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Variety’s Legal Impact Report 2024: Meet Hollywood’s Top Entertainment Attorneys
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[
"Dean Budnick",
"Paula Hendrickson",
"Karen Idelson",
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"Bob Verini",
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] |
2024-04-17T16:00:00+00:00
|
Meet Hollywood's top entertainment dealmakers and litigators of 2024.
|
en
|
Variety
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https://variety.com/lists/legal-impact-report-2024-hollywood-top-attorneys/
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Spicer: Partner and Head of Media & Entertainment Practice
Griffith, Miller, Roman: Partners
Akin
The four Century City attorneys worked $2 billion in transactions in the past year. Spicer, Griffith, Miller and Roman repped Comerica Bank in various financings, including a Black Bear and Guy Ritchie movie. Other clients include East West Bank with a corporate credit facility for music royalty SR Funding; and also Media Rights Capital in its production and financing for films and TV series. The four also advise Dark Castle Entertainment for movies “Last Breath” and “Shell”; company principals include Joel Silver and Robert Zemeckis. Other clients include JPMorgan Chase Securities, financier Alpha Wave Global, Content Partners, Fifth Third Bank, MUFG Bank, Will Smith’s Westbrook and XYZ Films.
Better choices: While anxiety levels rise across Hollywood amid upheaval from the digital revolution, Spicer says that he’s optimistic that industry retrenchment will lead decision-makers to make better choices. He expects movies will increasingly be crafted and proportioned correctly for realistic economic returns. “As a result, that will streamline the financing and dealmaking for international content,” Spicer says.
Alter: Partner
Baron: Partner
Alter, Kendrick & Baron
Alter and Baron work for Primary Wave Music Publishing, including deals acquiring music catalogs from Dennis DeYoung (Styx) in August and the Doors a year ago. The New York-based duo also advise Influence Media Partners, which purchased Logic’s 185-title music catalog in June; BMG Rights Management nabbing the Hollies’ catalog in June; and Irving Azoff-led Iconic Artists buying Rod Stewart’s catalog in February. Other clients include Sony Music Entertainment and Reservoir Media Management, and financiers Credit Suisse and KKR for music. Talent clients include Ray Davies, David Gilmour, Steve Miller and Paul Rodgers; and the estates of Ira Gershwin, Ben E. King and Johnny Mercer.
AI benefits: While artificial intelligence alarms many in the music industry, Alter sees benefits, too. Ethical AI can partner for holograms and audio-visual projects, generate financial models for music valuations and assist in royalty audits. “There are threats but the opportunities should not be minimized,” says Alter.
Partner
Barnes & Thornburg
Transactional attorney Hunt advises banker Natixis on production loans for European film and TV content as well as its Hollywood projects. Hunt reps Peachtree Media including Bleecker Street-distributed “The Fabulous Four” starring Susan Sarandon; and also City National Bank including financing Kevin Costner’s “Horizons: An American Saga” films. She also loops into deals involving Capstone Global Management, which finances entertainment content. Hunt’s other clients include East West Bank, sales agent Highland Films, Imax and Monarch Media.
Media ecosystem: She observes Atlanta’s ambition to expand from a production center by adding content development, creative expertise and financing. “They are developing a full entertainment ecosystem where the complete creative economy is there,” Hunt says.
Partner & Chair of Entertainment, Media and Sports Practice
Barnes & Thornburg
Karlov reps the NFL and its football teams, 18 NBA teams, nine NHL teams, six MLB teams, multiple MLS teams, college NCAA and All Elite Wrestling for event and music-related matters. This includes the Usher half-time show the Super Bowl. Other clients of the Century City-based attorney include Bob Dylan, John Fogerty, Ice Nine (Grateful Dead catalog), Michael Bolton, T Bone Burnett, specialty label Ionic Records, MassMutual (for a sports sponsorship), record label/music publisher Opus Music and Rufus Wainwright.
Social media meltdown: Karlov laments the industry impasses at social media platforms over licensing music due to cumbersome process and pricing disconnects. “There is an incalculable amount of money, in my opinion, that everyone is leaving on the table that needs to be captured,” Karlov says.
Partner
Berk Brettler
Best-known for work with controversial figures like Prince Andrew and Danny Masterson, Brettler also works with clients such as Sydney Sweeney and Lindsay Lohan. Outside entertainment, he’s representing a young woman who was abused by her volleyball coach beginning in seventh grade. A lawsuit is pending in L.A. Superior Court against the coach and LAUSD.
AI ahead: “Advancements in AI are going to impact all industries, including entertainment and the law,” says Brettler. “New privacy issues and First Amendment case law will be developed. AI is going to change everything about our world — and both the entertainment and legal industries will be at the tip of that spear.”
Partners
Bird, Marella, Rhow, Lincenberg, Drooks & Nessim
Litigator Berlinski has handled some of the industry’s most significant disputes. He resolved a breach of contract suit on behalf of the Seelig Group, which invested billions of dollars in Twentieth Century Fox films, only to see Disney+ prioritize streaming over theatrical releases during the pandemic, and represents Brad Pitt in multi-jurisdictional lawsuits against Angelina Jolie regarding their French winery. Cherlow was similarly on the frontlines. Cherlow and Nessim’s reputation as authorities continues to grow as the co-author of the profit participation chapter in LexisNexis’ 2023-2024 Entertainment Law & Litigation.
Window dressing: “There’s been a lot that has been written on the day-and-date releases — or just dramatically reducing the theatrical window — and allowing films to go to the streaming platforms much earlier,” Berlinski says. “But what did that do to profit participants and investors?”
Partners
Blank Rome
The practitioners at Blank Rome pride themselves on defusing high-profile disputes without attracting headlines. Royce handled Arnold Schwarzenegger’s divorce from Maria Shriver and continues to help celebs part ways, mostly behind the veil of secrecy. Chinitz is similarly on the frontlines of celebrity divorces, having handled legalities for a long list of famous clients including Tom Cruise, Michael Douglas and Wendy Williams. Ward, based in New York City, is also known for repping celebrities such as Emily Ratajkowski as well as publicity-averse athletes and other high-net-worth individuals.
Gender issues: “One of the issues in our area is going to be sexual identification,” Ward says. “The right to marry, the rights of the LBGTQ+ community, all flowed from similar rights that permitted abortions throughout the country that have now been overruled. The same thing is happening with some of the legislation affecting gender identity, which is certainly going to affect relationships, marriages, childrearing and adoption.”
Co-Founder, Partner
Brecheen Feldman Breimer Silver Thompson
Brecheen reps everyone from A-list actors, writers and directors to television production companies and talent management. Her clients include John Oliver, Mel Gibson, Sharon Stone and Jenny McCarthy. She also counts production companies and producers such as Plan B Television, Serendipity Point Films and Conan O’Brien’s Conaco among her clients.
Reality check: “I love dealing with creative people and helping them translate ideas into reality. The act of translating an idea, or the written word to an audiovisual performance, still seems like a miracle. At the legal stage, it is abstract. To see it manifest itself in ‘reality’ still amazes me,” says Brecheen.
Chew: Partner, Co-Chair, Brand & Reputation Management
Vasquez: Partner, Co-Chair, Brand & Reputation Management
Brown Rudnick
After representing Johnny Depp in his defamation trial against Amber Heard in 2022, Chew and Vasquez continue to run a slew of high-profile cases such as Gloria Trevi’s complaint against former manager Sergio Andrade and A$AP Relli’s civil case against A$AP Rocky and his lawyer Joe Tacopina for defamation. Additionally, Vasquez defended “Yellowstone” actress Q’orianka Kilcher in a closely followed worker’s comp fraud matter, rehabilitating her reputation in the process, and was recently engaged by the government of Kazakhstan to assist it in democratizing media policies.
Character counts: “The law needs to catch up to what we’re seeing happening, especially in the brand and reputation management industry where people are concerned about their brand and how they’re portrayed,” Vasquez says. “We are really limited in what we can do and what we can recommend clients do in regard to deep fakes or AI generated images.”
Founding Partners
Carter + Woodard
Carter and Woodard are the go-to attorneys for Atlanta’s booming entertainment biz. Woodard ironed out Summer Walker’s contract with Warner Chappell Music as well as touring deals, repped rapper NLE Choppa in negotiations with Sony Music Publishing and counts breakout college basketball players Angel Reese and Flau’jae Johnson among his clientele. Meanwhile, Carter played an integral role in Metro Boomin’s massively successful 2023, negotiating his contributions to the “Spider-Man: Across the Spider-Verse” soundtrack, securing a Coachella appearance and handling legal for the producer’s Grammy-nominated “Heroes and Villains” album. Other clients include Lil Yachty, Doja Cat producer Earl on the Beat and viral hitmaker Muni Long.
Open range: “Many artists talk about their [minimal] streaming royalties,” Carter says. “But success opens up other opportunities. I think we have to look at where talent is getting paid and where it is fair, which either allows or forces them to do other things.”
Co-Founders and Partners
Cohen Gardner
Cohen reps Oscar-winner Michelle Yeoh, who is currently in production on the new “Star Trek” project “Section 31” for Paramount, and Oscar-winner Ke Huy Quan, who just appeared in Season 2 of “Loki.” Quan’s next film, “With Love,” is currently in production. After Warner Bros. won an intense bidding war for Ryan Coogler’s next project, Gardner repped the “Black Panther” filmmaker in a deal wherein the copyright for his next project will revert back to him after 25 years. Gardner has also produced or executive produced more than 25 films including “Hereditary,” one of A24’s highest-grossing domestic releases to date.
Ad boost: Gardner sees ad-supported streaming as advantageous for his clients’ negotiations. Selling advertising alone “introduces a notion of transparency,” says Gardner. “If I sell my ad for $100, I need to tell people that 100 eyeballs are going to be on that ad. When you’re selling a lot of ads in connection with my client’s show, I think I’m going to start to realize a lot of people are watching that show.”
Polashuk: Partner, Co-Chair of Media & Entertainment Industry Group
Hill: Special Counsel
Perry: Partner, Co-Chair of Media & Entertainment Industry Group, and Co-Chair Music Industry Group
Covington & Burling
Perry spearheaded negotiations for Tidal to acquire financial services provider HIFI and guided Futureverse and JEN AI in the development of a fully licensed model for text-to-music generation, including catalog licensing and collaborations with rights owners. Hill advised the NCAA on a new agreement for NCAA championships media rights and the NFL on its multi-year agreement with Google to exclusively distribute NFL Sunday Ticket. Polashuk advised the Walt Disney Co. on a landmark carriage deal — or “bundle” — with Charter Spectrum that included ESPN, Disney Channel and more. She also represented Fox Corp. in its pay TV distribution renewal.
Bundle up: “I’ve predicted the return of the bundle — that video networks and streaming apps, and potentially other digital services, would be packaged and offered for a single price, with less transactional friction and easier navigation and content discovery,” Polashuk says. “In assisting Disney in its renewal agreement with Charter in 2023, I felt part of that evolution. The parties came together to move the video industry forward in a material and collaborative way.”
Sholder: Partner, Co-Chair Litigation Practice Group
Wolff: Partner, co-chair of Litigation Practice Group and co-chair of Art Law Group
Cowan DeBaets Abrahams & Sheppard
Sholder and Wolff are thought leaders in the artificial intelligence space as it relates to entertainment. They’re also frequent speakers and writers on IP issues as they involve law, art, publishing and technology. The team at this firm also filed a class action lawsuit on behalf of the Authors Guild and more than a dozen authors including John Grisham, Jodi Picoult, Jonathan Franzen, George Saunders, George R.R. Martin and Scott Turow against OpenAI (and later adding Microsoft), which accused defendants of infringing on their copyrights by copying their protected works to train the ChatGPT chatbot. The complaint also claims that OpenAI’s chatbots mimic the authors’ books, as well as outline and write sequels and summaries, potentially harming the market for authors’ work and copying the style of writing.
Impending AI Issues: “Essentially these programs are using existing material to create market competitors,” says Sholder. “It’s using copyrighted works to create other copyrighted works. It’s a delicate balance because there is a good case for AI as a tool for ideation, creating first drafts and things like that.”
Partners
Davis Wright Tremaine
Litigator Jampol got infringement claims dismissed for client Amazon over its recent “The Lord of the Rings: The Rings of Power” late last year and legal fees from the plaintiff. Jampol’s other clients also include Apple, Netflix, and Warner Bros. Discovery. Transactional attorney Miller oversees work of multiple legal firms for Amazon’s “Lord of the Rings” and also advises the streaming giant on production protocols for “Jury Duty.” In the last year, litigator Segal pushed back an attempt to restrain Netflix distribution of doc “Orgasm Inc.” and defends Netflix in a related defamation suit. Transactional Zee oversees production legal affairs for Showtime-produced series; advises ITV Studios America on complex chains of title; and works ITV Studio’s partnerships with Tomorrow Studios and Bedrock Entertainment.
Copycats: Jampol is seeing more complaints of copyright infringement gaining traction in courts, even if shaky, and worries that the industry may react by “spending an inordinate amount of time and money to avoid even the slightest appearance that their work is similar to another.”
Partner, Co-chair, Media Law Practice
Davis Wright Tremaine
The Seattle-based Kumar defends clients in free-speech digital litigation. She represents Microsoft opposing gag orders that prohibit informing consumers when their digital data is government-accessed. Other clients include TikTok including fighting a state ban in Montana and separately Facebook parent Meta opposing lawsuits alleging harmful effects from social media. In September, Kumar convinced a court to hold a first-of-its-kind California law that her client the NetChoice coalition felt overreached on children’s privacy. She frequently defends clients such as dating apps from claims involving third-party content.
Free speech: Kumar sees a budding trend of state laws covering free speech constructed to be slippery to oppose when initially enacted. “What this model does is make it difficult or impossible to challenge law before it is enforced,” Kumar says.
Partners
Del Shaw, Moonves, Tanaka, Finkelstein, Lezcano, Bobb & Dang
Breakthrough stars Quinta Brunson and Ayo Edebiri, who made history this year with Emmy wins for “Abbott Elementary” and “The Bear,” respectively, feature among Shaw and Tillers’ roster of celebrity clients. The attorneys negotiated Brunson’s overall deal at Warner and Edebiri’s deal for “The Bear” as well as movie projects such as “Bottoms,” “Theater Camp,” “Teenage Mutant Ninja Turtles” and the upcoming A24 chiller “Opus.” They also facilitated newfound success for “American Idol” alum Fantasia Barrino, who landed a starring role in “The Color Purple” movie musical.
Talent is tops: “There are all sorts of daunting horrors of the media landscape right now, but there’s still a hunger for great content, new faces and exciting voices,” Tillers says. “I think Ayo and Quinta are examples of how brilliant minds and funny, talented women can break through the noise.” Shaw concurs. “There’s still room out there for singular talent.”
Ara: Partner and Global Co-Chair, Media, Sport and Entertainment Sector
Markman: Partner and Co-Chair Entertainment Transactions Practice
DLA Piper
Tom Ara
Ara and Markman have had a role in shaping the entertainment landscape through their work on significant transactions involving innovations in content creation and distribution, from social media platforms to virtual reality to streaming of live sports and events. Markman counseled Victoria’s Secret & Co. in connection with the production and distribution of “Victoria’s Secret: The Tour ’23” documentary, the reimagining of the signature Victoria’s Secret fashion show. Ara and a corporate team at DLA repped Annapurna Games (a division of Megan Ellison’s Annapurna Pictures) in connection with its acquisition of successful video game development studio 24 Bit. The acquisition marks Annapurna’s first acquisition in the games space and increases its mobile gaming capabilities. Markman sees several trends influencing clients and the firm’s practice: Overall contraction of the business and fewer opportunities; continuing changes in content creation and distribution models and platforms; and COVID, inflation, interest rates and strikes and their collective impact on the business and the consumer.
Long view of biz: “We seem to be focusing more and more on macro issues within our everyday negotiations, as these and other systemic issues impact every step of the dealmaking process,” says Markman.
Partners
Donaldson Callif Perez
Clearance and copyright are the bread and butter for the attorneys at Donaldson Callif Perez. Callif specializes in advising documentary companies including the documentary division of Ben Affleck and Matt Damon’s Artists Equity and Elara, the Safdie brothers’ production company. Perez facilitated hundreds of productions securing errors & omissions insurance. He served as counsel for Matthew Heineman regarding fair use issues in “American Symphony” and advised Zapruder Films on complicated rights clearance issues for “BlackBerry.” Nelson’s recent clearance counsel clients include filmmakers Sierra Pettengill and Jay Rosenblatt, and 2024 Sundance entries “Daughters,” “Love Machina” and “The Greatest Night in Pop.” Donaldson’s recent matters include representing filmmaker Peeter Rebane in negotiations with Roadside Attractions and writer J.S. Mayank in relation to the crime drama “Peculiar,” which was sold to CBS.
Proceed with caution: “On the nonfiction side, there is an emerging trend of people filing lawsuits,”
Callif says, “and it’s making us a little more risk-averse. Even if something’s legally sound, caution is now advised because the risk is often too high.”
Partners
Early Sullivan Wright Gizer & McRae
McRae reps Kurt McLeod, screenwriter of “Copshop,” against Mark Williams and Zero Gravity Management, McLeod’s former talent manager and producer of the film, in a clash over fiduciary duties, conflicts of interest and alleged deceit concerning the film. McRae also represents William Crabtree, a colorist on the comic book series “Invincible,” against Robert Kirkman (“The Walking Dead”) in a clash over copyright co-authorship and alleged fraud in the procurement of a certificate of authorship. Sullivan repped entertainment lawyer Kevin Morris in his testimony before the President Biden impeachment inquiry before Congress. Sullivan counts Hunter Biden as a client. He also repped Olivia Munn in an action to take down deepfake AI-generated nude images. Sullivan is also active in
state matters.
Ongoing issues: McRae sees many evolving developments that will impact his firm’s practice. “The continued evolution of copyright law, including relative to issues of protectability, authorship/ownership, contractual responses to the foregoing, the continued erosion of privacy rights as a consequence of the digitalization of everything, large numbers of continued business divorces and separations and the makers of art pushing back against the exploiters of art — all of this leads to more work.”
Partners
Felker Toczek Suddleson Abramson McGinnis Ryan
Toczek worked with client Anya Taylor-Joy on her deals for “Super Mario Bros.,” “Dune 2,” upcoming “Furiosa,” as well as endorsement deals with Dior and Tiffany. He also handled overall deals with Apple for clients Jon Bokenkamp (“The Last Frontier”) and Jonathan Tropper (“Your Friends and Neighbors”). Toczek repped the estate of Harold Ramis in a deal for “Ghostbusters: Frozen Empire.” Felker reps Brendan Fraser (Martin Scorsese’s “Killers of the Flower Moon”), Greg Berlanti (first-look Netflix feature deal and a Warner Bros. TV extension deal), “All American” showrunner Nkechi Okoro Carroll (eight-figure renewal of Warner Bros. deal), departing Disney exec Gary Marsh (Mouse House producing deal), Kevin Williamson (overall TV deal with UTV) and a new Netflix deal for Steve Blackman. Additional clients include actors Vin Diesel, Jeremy Renner, Gabrielle Union, Billy Porter, Mila Kunis and Emmy Rossum.
Risks and rewards: “One of my most important mentors is my father-in-law, who encouraged me to take risks and not be afraid to fail,” says Toczek. “His wisdom deeply contributed to my resiliency and my ability to find joy in the constant creative process of an ever-changing business.”
Partner, and Co-Chair Technology Transactions; Industry Co-Lead, Video Games
Fenwick & West
Stanley counsels OpenAI on copyright issues and commercial contract support. She advised Integral Reality Labs in licensing NFT rights for “Assassin’s Creed” and also Netflix Games on IP, game development, publishing and mergers & acquisitions strategy. Other clients include Amazon, China’s Tencent and Riot Games. The San Francisco-based attorney feels that she works as a sort of “primary care provider” administering on IP, transactions and business matters.
Serious issue: She notes that AI moved from being a topic of chatter when it was on the horizon to now arriving as an immediate business concern. “There are lots of thorny copyright issues to navigate,” Stanley says. “But I feel confident that companies will find ways to use AI to be beneficial for all.
Partner-Entertainment Group
Frankfurt Kurnit Klein & Selz
Cleary worked podcasting long before it was cool. The New York-based transactional attorney repped ThreeFourTwo Prods. buying “The Dunker Spot” in April, and separately podcasters Kid Fury and Crissle extending their ad sales and distribution for pop culture “The Read” via Stitcher in May. Her talent clients include entertainment reporter Kelley Carter re-upping last year at ABC and ESPN; podcaster Jonathan Goldstein; podcasting Placement Theory/Robyn Semien; podcast journalist Brian Reed; actress Yolonda Ross (“The Chi”); Marcel Spears in June re-joining the cast of CBS series “The Neighborhood”; and Rae Wynn-Grant also in June for co-hosting NBC’s “The Wild Kingdom” revival.
New landscape: With podcasting retrenching, Cleary helps clients navigate the new landscape via “acquisition of subject-matter-specific podcasts, renegotiation of their existing deals and structuring deals with non-traditional buyers.”
Partner, Co-Chair of the Entertainment Group
Frankfurt Kurnit Klein & Selz
Hurwitz advised Marc Smith for his October deal to write and direct the next two “Frozen” films for Walt Disney Animation Studios, and also James Gunn (“Superman”) for executive producing the second season of “Peacemaker” for Max, going into production this year. Hurwitz repped the Agatha Christie estate for a series of Disney films, which capped years of negotiations. Other clients are Aaron Sorkin, J.C. Chandor, Mick Herron, Jennifer Lee, Tom McCarthy, Tony McNamara and J. T. Rogers.
Leveling up: Repping vidgamers, Hurwitz finds their content gaining more interest from Hollywood for film and TV after some adaptations based on comic books fizzled in the marketplace. “As the demand for rights has grown, the leverage is swinging in favor of the video game companies,” says Hurwitz.
Partner, Entertainment Group
Frankfurt Kurnit Klein & Selz
Nickin repped Allison Williams for acting and producing sequel “M3GAN 2.0” with Universal/Blumhouse, reprising those chores from the original; and Erik Jendresen as screenwriter on the two “Mission: Impossible — Dead Reckoning” films. Another client is Melissa Benoist, who stars in comedy series “The Girls on the Bus,” which premiered on streamer Max in March, and Benoist’s production company with an overall Warner Bros. Television deal. Nickin also handles writer-creator Ian Brennan, actors Dan Fogler and John Goodman.
Crisis point: Nickin feels artificial intelligence is at an inflection point. “Our natural and emotional intelligence is being challenged by AI and it is an existential crisis for humanity, without a doubt,” Nickin says. “Will we allow human emotions and experiences to be usurped by inorganically derived algorithms?”
Chair of the Entertainment & Sports Law Dept.
Fox Rothschild
Simon reps Oscar-winner Sharmeen Obaid-Chinoy, who will be the first woman to direct a “Star Wars” film, announced last year. The New York-based Simon works both the indie and major-studio transactions. He advises Bloomberg Media adapting its IP to other media and crafted Joe Pesci’s pay-or-play deal for Peacock series “Bupkis,” which pays despite no second season. Other clients include the Obama Family Office/Higher Ground Prods., Oscar-winning producer of “Summer of Soul” Joseph Patel (pacting with Onyx Collective last year), Park Pictures (with two Sundance premiere documentaries) and Josh Sapan’s Sapan Studio.
Size doesn’t matter: Simon feels buyers seeking content for Hollywood adaptations are more open to short-form sources, on top of traditional full-length books. “Now when they say IP is king, size doesn’t necessary matter,” quips Simon.
Founding Partner
Freedman Taitelman + Cooley
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Getting the news first, Freedman received calls within an hour of one another early last year to represent Tucker Carlson, who had been dropped by Fox News, and Don Lemon, who had been dropped by CNN. Hollywood’s go-to litigator represents talent agency UTA in its dispute with ex-employee Michael Kassan, ex-Disney chief Bob Cha- pek over his separation, Chris Cuomo from CNN and golfer Brooks Koepka signing with the LIV tour and departing the PGA. Freedman works with unscripted TV stars such as Bethenny Frankel to end alleged workplace abuses in what’s called “reality TV’s reckoning.”
Discretion: Century City-based Freedman finds some plaintiff attorneys too quick to lob bombs, such as going public when targets crave confidentiality. “I’m surprised at how many plaintiff lawyers shoot the hostage and then ask for a ransom later,” Freedman says.
Passman: Partner, Music Group
Salomon Jr.: Managing Partner, Music Group
Schiffres: Partner, Music Group
Levin: Partner, Film and TV Group
Passman: Partner, Film and TV Group
Snow: Partner, Film and TV Group
Gang, Tyre, Ramer, Brown & Passman
The music-focused trio of Donald Passman, Salomon and Schiffres advised Cher selling music assets to Iconic Artists in August and Paul Simon for his catalog deal with BMG in June. The trio also advised the Pink world tour in 2023-24 and Green Day tour for 2024. Other clients include Taylor Swift, Adele, Ludwig Göransson, Elton John and Stevie Wonder. The film-TV trio of Levin, Daniel Passman (son of Donald) and Snow advised Jim Parsons for reprising his famous character in CBS Television’s “Young Sheldon” finale. The group also repped Dwayne Johnson starring in “The Smashing Machine” for A24 and the “Moana” live-action film at Disney. Other clients include Ridley Scott, Martin Lawrence , Busy Philipps and Jay Shetty.
Multimedia: Daniel Passman finds talent increasingly crossing over into podcasts, novels, live stage and other media. Their advisors “need to become Swiss army knives to support clients with their growing interests and pursuits in various lanes,” he says.
Partners
Gendler, Kelly & Cunningham
This trio counts showbiz heavyweights among their client list, handling Shonda Rhimes’ expansion of the “Bridgerton” franchise into hit spinoff “Queen Charlotte,” book publishing and live interactive experiences. They’ve also closed deals for Meryl Streep and John Hoffman to return for Season 4 of “Only Murders in the Building,” and they’ve closed deals for Al Gough and Miles Millar to return for Season 2 of “Wednesday” and a possible “Uncle Fester” spinoff. They’ve done Neil Gaiman’s deals for “Good Omens” Season 3, “Sandman” Season 2 and “Dead Boy Detectives” Season 1, and for David E.Kelley with A24 and Apple for “Margo’s Got Money Troubles,” starring Elle Fanning and Nicole Kidman as well as Harlan Coben’s “Fool Me Once” at Netflix.
Meaningful roles: “There are many reasons this is a great job,” says Gendler. “Primary among them is the opportunity to play a meaningful role in our clients’ careers. Writers, actors and directors choose careers of creative expression, even though success is not guaranteed, no matter how hard they work or how talented they are. That takes guts and commitment. Our clients are intellectually searching and thoughtful people.”
Edelman: Partner, Co-Chair of the Media, Entertainment and Technology Practice Group
Snyder: Partner, Co-Chair of the Global Trials Practice Group
Gibson, Dunn & Crutcher
Edelman and Snyder routinely represent high-profile clients in the entertainment and technology sectors in anything from copyright and IP cases to defending public figures against potentially damaging claims and lawsuits. Edelman’s clients include Warner Music Group, NBCUniversal and Yahoo. They share some clients, such as AMC Networks and Netflix, and Snyder also represents Meta, Pinterest and numerous entertainment figures. Edelman currently represents Yahoo in a long-running copyright and trademark infringement suit filed by Evox Prods., and is representing three major television studios in confidential profit participation arbitrations. Snyder — who currently heads the team representing Pinterest against claims from a woman who says she secretly co-created Pinterest — recently got a lawsuit against Lady Gaga dismissed when a woman involved in kidnapping Lady Gaga’s dogs filed suit after Gaga refused to pay her a $500,000 reward for the safe return of her dogs.
Winning reputation: “Our powerhouse litigation team has an unrivaled track record litigating and winning high-stakes cases for our entertainment and media clients,” Snyder says. “Clients call on us to handle their most consequential and bet-the-company matters. We win, and we win big, whether at trial or before, and we win cases that change the industry and make a difference.”
Ross: Partner, Co-Chair of Media, Entertainment and Technology Practice Group
Masuda: Partner, Co-Chair of Media, Entertainment and Technology Practice Group
Gibson, Dunn & Crutcher
Masuda represents seven-time Formula 1 champion Lewis Hamilton and his agency Copper, the Michael Eisner-owned entertainment investment firm Tornante Co. and helped Rachel Maddow establish a production company with Film 45. Ross’s group advised Universal Pictures in an investment and distribution partnership with Amblin Entertainment and in the merger of Blumhouse Prods. and Atomic Monster. They both handled sports-related transactions, too: Masuda guided Hillspire’s investments in the Washington Commanders and the Minnesota Timberwolves, while Ross’s team represented Shaquille O’Neal’s production company, Jersey Legends, in forming a strategic partnership with Authentic Studios.
AI and the law: “AI is transforming content creation, democratizing the process and empowering individual creators, yet it introduces complex legal and ethical questions regarding use, authorship and attribution,” Ross says.
Partners
Ginsburg Daniels Kallis
Ginsburg and Kallis work with top-tier talent and rep them across many types of deals. For Timothée Chalamet, the duo did new brand and endorsement deals for him in 2023 with Cartier and Apple. The pair also repped helmer Colin Trevorrow on his deal for “Atlantis” (Skydance) in 2023. They also repped Trevorrow and his company, Metronome, to executive produce and direct “Halcyon” (Amazon TV Studios), from a script by Richard Smith. Ginsburg and Kallis also concluded an overall deal at FX for writer-executive producer Stefani Robinson (“Atlanta,” “What We Do in the Shadows,” “Chevalier”).
Consolidation ahead: Ginsburg and Kallis see IP changing hands as they move forward: “This won’t be a particularly novel response, but it does feel like more consolidation is coming,” say the duo. “We already see changes in terms of who we’re negotiating against as established IP migrates into new corporate ownership.”
Partners
Goodman, Genow, Schenkman, Smelkinson & Christopher
In February, Christopher closed a deal for Miles Teller to play Michael Jackson’s attorney John Branca in the upcoming Lionsgate and Universal biopic “Michael,” about the late singer. “That deal was exciting in the sense that it’s a really cool picture and Miles signed up to play an entertainment attorney. The most important role, of course,” says Christoper. He also reps Destin Daniel Cretton, who was recently hired by Lionsgate to write and direct a live-action film adaptation of the manga classic “Naruto.” In the last year, Popkin cut big deals for clients including “Stranger Things” breakout Joseph Quinn, who signed on to star in Marvel feature “The Fantastic Four” and “House of the Dragon” star Milly Alcock, who Popkin helped land the coveted role of Supergirl in James Gunn and Peter Safran’s new DC Universe “Supergirl: Woman of Tomorrow.”
Lean on me: “What makes our jobs really rewarding is that we get to be a conciliator, a dealmaker, but also a trusted advisor,” says Popkin. “When anxiety is heightened, which it certainly is now, we have more opportunities to fill that role of assuaging anxiety. People do look to us more and more as someone to lean on during this time when technology is evolving and people aren’t sure if AI is a boogeyman or not. There is a lot for us to be talking to our
clients about.”
Partner
Goodman, Genow, Schenkman, Smelkinson & Christopher
Last year, Genow cleared Drew Starkey from “Outer Banks” to shoot Luca Guadagnino’s upcoming film “Queer” starring Daniel Craig. “It was about the opportunity, not the money,” says Genow. “Everyone was at their best and for the right reasons to make this career opportunity happen. It’s why I love what I do.”
Challenging atmosphere: According to Genow, post-strike dealmaking has been “challenging.” “The strikes and rising interest rates hastened the inevitable market correction. We’re now at the bottom of the business cycle, but talent and good material still prevails and is more important than ever. Dealmaking in this environment is as complicated as it’s ever been.”
Partner
Goodman Genow Schenkman Smelkinson & Christopher
Goodman crafted the cutting-edge deal for Darren Aronofsky’s 50-minute film “Postcard From Earth” to be the first movie to play at the Sphere, the enormous, immersive new space in Las Vegas. Goodman also reps Quentin Tarantino and is behind the deal made for the filmmaker’s 10th and ostensibly final feature, “The Movie Critic.” Most recently Goodman negotiated the deal for “Narcos” creator Chris Brancato to develop two shows
for MGM+.
Futurecast: “It will be interesting to see if there are more projects like that in the future, where a film director creates content for those kinds of spaces,” says Goodman of the Sphere deal.
Partner
Goodman Genow Schenkman Smelkinson & Christopher
Schenkman has repped director Christopher Nolan and his wife, film producer Emma Thomas, for 25 years. “To help them achieve what they wanted to achieve creatively and to see them achieve was very gratifying,” he says. In February, Apple TV+ set a 10-episode drama adaptation of the novel “Neuromancer,” co-created by Schenkman’s client Graham Roland.
Deal breakers: Schenkman says that the strike significantly affected television overall deals. “The key aspect of the overall deal was exclusivity. Now, they are getting rid of those deals. They don’t want to pay for exclusivity anymore because they don’t want to pay these guarantees.”
Partner
Goodman Genow Schenkman Smelkinson
Last fall, Smelkinson executed the deal for “Suits” creator Aaron Korsh to launch “Suits” spinoff, “Suits L.A.,” and to potentially build a “Suits” universe at NBCUniversal. The new iteration of the original series, which ran for nine seasons on USA Network, regained popularity last summer when the first eight seasons were added to Netflix. “There appears to be a global ravenous audience waiting for more ‘Suits’ to consume,” says Smelkinson.
Commerce over art: Smelkinson says that the strikes have created an atmosphere where “business affairs decisions are being made primarily on budgetary concerns at the expense of creative. You can feel the stress studio executives seem to be experiencing and the internal microscope they appear to be under.”
Partner
Granderson Des Rochers
Des Rochers’ passion for nurturing artists is notable. He negotiated Zendaya’s deal to star in and produce feature film “Challengers.” He’s equally proud of clients such as directors Reinaldo Marcus Green (“Bob Marley: One Love”), Blitz Bazawule (“The Color Purple”) and Rapman, who’s writing and directing Netflix’s “Supacell,” and especially the up-and-coming talent he represents.
Tool time: “AI is like any tool: You can use a hammer to build a house, or you could use it to hurt somebody,” Des Rochers says. “People are rightfully fearful of it, but the genie is out of the bottle. We’re all going to have to deal with it, so why not make the most of it?”
Partner
Granderson Des Rochers
From L.A. Reid’s Mega label deal with Gamma, with which Reid is partnered with Usher, to label and endorsement deals, Granderson actively supports musical artists. He has clients like A$AP Rocky, Wizkid and J. Balvin, but says structuring Raye’s (“Escapsim”) deal with Human Re Sources — ensuring she retains control of her own IP — had an unexpected perk: achieving Cool Dad status with his tween daughters.
Prioritize artists: “Across the industry, as we look at downsizing, I don’t think there will be as many resources at major labels to support the artists’ development as there were in the past. [Now] lawyers have to really leverage their experience, their resources, their expertise, to add even more value and connect the dots for artists.”
Partners
Granderson Des Rochers
These power players have individual areas of expertise and clients — Surendran and Sandler specialize in film and TV deals, Martin handles corporate transactions, Moody is a pioneer in digital media rights and representing talent has honed Sandler’s ability to explain complicated issues in clear terms — but when combined they’re an unstoppable force. Last year, GDR represented Quality Control in a $300-plus million deal with South Korean music giant Hybe spanning music, music publishing and management, which required a collective effort from all of the firms partners. Moody assessed Hybe’s technological synergies for QC, Martin and partner Damien Granderson oversaw the structure and execution of the deal. Martin says this type of deal encapsulates the DNA of the firm, which was originally established with the intention of fostering collaboration along its practitioners.
Fun and games: “It’s like a game of musical chairs,” Martin says. “In the film and television arena, the name of the game is going to be consolidation. Everyone’s taking a wait and see approach in terms of what’s going to happen with Paramount Global. Obviously, the Warner media properties have also signaled that they’re looking for a potential partner for transaction.”
Partners
Greenberg Glusker
Galsor and Muir worked client Tom Cruise’s seismic shift to Warner Bros. in January, and Chris Hemsworth transactions, including his partnership with Artists Equity in December. Galsor and James also rep Joe and Anthony Russo for producing and directing films including sci-fi “The Electric State” and “Extraction 2”; and separately in February J. K. Rowling’s new “Harry Potter” TV series for Max. Other Galsor clients include Jim Cameron, Vin Diesel, David Fincher and Tom Hanks. Moore advises Salem Partners on acquiring independent film libraries, and also Wayfarer Studios on film co-financing including “It Ends With Us” at Sony Pictures. Warner Music Group is another Moore client. James closed deals for actress Alice Braga, including Apple TV+ series “Dark Matter.” James and Galsor advise videogame company Ubisoft Entertainment including for Netflix’s live-action adaptation of its “Assassin’s Creed.” Muir represents filmmaker Paul Schrader, and frequently teams with Galsor.
Downsizing: Galsor observes Hollywood and the media industry entering a belt-tightening cycle, which means less overall content and lids on budgets. “The marquee talent and content become even more valuable when there is less content overall,” Galsor says.
Partner
Greenberg Glusker
Moss won an appeals court decision in January for Barstool Sports dismissing a long-running defamation claim from an actor. The Century City-based litigator, who also advises on artificial intelligence, defends Warner Bros. Discovery in a trademark infringement action over TV’s “Ugliest House in America.” Last year, he repped Riot Games pushing back on a copycat of one of its mobile games. He also advises horror maven Blumhouse Prods. and videogamer Ironmace. Moss operates high-traffic blog Copyright Lately.
Opposite forces: Moss finds that AI today is a jump ball for copyright. “There’s a push-pull relationship between Hollywood on the one hand, and the courts and copyright office on the other hand, over what actually is protectable,” he says. “And, just as importantly, what is not protectable.”
Black: Vice Chairman, Global Entertainment & Media Practice
Cooper: Shareholder; Founder, Los Angeles Entertainment
Rosen: Co-Chairman Atlanta Entertainment & Media Practice
Rosenbloum: Chairman, Global Entertainment & Media Practice
Greenberg Traurig
Black repped Willie Nelson for his Paramount+ docuseries in December, and Lashan Browning for her reported $100 million-plus Paramount content partnership signed in May. Cooper advised Katy Perry selling her publishing catalog in September for reportedly $225 million, and Jerry Seinfeld for Netflix content in December. Rosen advised Reba McEntire in May for NBC’s “The Voice,” Kane Brown for a music asset sale to HarbourView Equity in November, Miranda Lambert creating her Big Loud Texas label in October and the Castellows record deal with Warner Bros. in May. Rosenbloum advises SourceAudio, Hooky AI, Songbird AI and Oyi in artificial intelligence licensing rights. Black and Cooper are in Century City; Rosen and Rosenbloum in Atlanta.
Look ahead: Rosenbloum sees positives in AI such as making labor-intensive music recording more efficient, and feels that the industry should be “forward-thinking, proactive and embracing new technologies, rather than reactive and insular.”
Shareholder, Media & Entertainment Litigation Practice
Greenberg Traurig
Rosengart repped Steven Spielberg, Laura Dern, Lena Dunham, rapper Trippie Redd, Keanu Reeves, Grammy nominee Steven Zhu and rock band Arcade Fire, as well as Facebook and Verizon in the past year. The Century City-based litigator continues advising Britney Spears, after freeing the pop star from her conservatorship in 2021. Rosengart won a trial verdict in April 2023 for client Sean Penn’s CORE nonprofit over a government complaint about labor practices. Services provider Benchmark Litigation named Rosengart its Entertainment Litigator of the Year in March; he was Variety’s Power of Law honoree in 2022.
Discreet outcome: A former federal prosecutor, Rosengart notes that “sometimes the most satisfying results for clients involve bloodless victories, where we can successfully resolve a case under the radar, without the time or burden of litigation.”
Meiselas: Partner, Head of Music Dept.
Jacobs: Partner
Sacks: Partner, Head of the Corporate Dept.
Grubman Shire Meiselas & Sacks
Jacobs has represented country star Zach Bryan on every step of his ascent to the pinnacle of the music industry with a No. 1 album, sold-out stadium tour and a 2023 Grammy award. Meiselas also worked on career-defining deals for his superstar clients, negotiating Usher’s show-stopping Super Bowl halftime performance — his third client to snag the coveted slot — and Lady Gaga’s role in the “Joker” sequel. Focusing on corporate issues, Sacks repped Elliot Grainge as his 10K Projects label entered into a joint venture with Warner Music Group and assisted Irving Azoff’s Iconic Artists Group acquire high-value catalogs of Cher, Dan Fogelberg and Graham Nash.
Market confidence: “We’ve seen a significant uptick in mergers and acquisitions over the last three to six months,” Sacks says. “Entertainment assets have always been attractive in the market and there’s an increasing confidence in the market, so I expect the trend to continue for quite a while.”
Partner, Head of the New Media, Motion Picture, Television, Theatre and Sports Group
Grubman Shire Meiselas & Sacks
From negotiating a 10-part Apple TV+ series on the New England Patriots to ironing out Mark Thompson’s deal to become the new chair and CEO of CNN, Shire’s fingerprints are on some of the industry’s biggest deals. That’s in addition to repping LeBron James in his entertainment and endorsement work as well as the pursuits of his multimedia companies, SpringHill and Uninterrupted, and the LeBron James Family Foundation. Other high-profile clients include Robert De Niro and Spike Lee.
Creative stakes: “The more things change the more they stay the same,” Shire says, referring to developments in AI. “Copyright laws haven’t changed; they still apply in the same ways. The most important thing is still great content from brilliant, creative minds.”
Meigs Jr.: Partner
Hansen, Jacobson, Teller, Hoberman, Newman, Warren, Richman, Rush, Kaller, Gellman, Meigs & Fox
Meigs worked around last year’s strike shutdowns, closing non-film and TV deals for clients including Issa Rae (line of prosecco Viarae, in partnership with Gallo; endorsements for Tazo tea and Target-owned grocery delivery service Shipt), Kaley Cuoco (Oh Norman line of pet products) and Damson Idris (spokesmodel deal with Tommy Hilfiger).
Intelligent use of AI: “I feel like there’s a way to save on production costs with AI that are great for everybody,” he says. “But when you start replacing people with generative AI, that’s when we’re going into a dystopian future.”
Managing Partner
Hansen Jacobson
Richman prides himself on the relentless positivity he brings to the job, cutting deals for a roster of clients that includes Elisabeth Moss (final season of “The Handmaid’s Tale”), showrunners Alec Berg (final season of HBO’s “Barry”) and Jeff Schaffer (final season of HBO’s “Curb Your Enthusiasm”) and “Beef” series creator Lee Sung Jin (overall deal with Netflix). Other clients include actors Zach Braff, Will Forte, Tracy Morgan and screenwriter Charlie Kaufman.
Living in interesting times: “The past year has been challenging because there hasn’t been a real equilibrium for quite some time,” he says. “But I’m quite optimistic about the future.”
Partner
Hansen, Jacobson, Teller, Hoberman, Newman, Warren, Richman, Rush, Kaller, Gellman, Meigs & Fox
Rush got bit by the showbiz bug at Dartmouth College, where she teamed with classmates including husband-to-be Dan Rush (director of “Everything Must Go”) and David Benioff to put on a show called “Artists and Friends.” Today, she hammers out deals for some of the biggest names in Hollywood including Reese Witherspoon (and her production company Hello Sunshine), Jennifer Lawrence, Kerry Washington and writer-producers Craig Mazin (HBO’s “The Last of Us”) and Dartmouth pal Benioff and D.B. Weiss (Netflix’s “3 Body Problem”).
Interpreting strike rules for clients: “People thought you could get a waiver [from SAG-AFTRA] to promote something, which just wasn’t the case,” she says.
Partner
Hansen, Jacobson, Teller, Hoberman, Newman, Warren, Richman, Rush, Kaller, Gellman, Meigs & Fox
Warren has worked with many of his clients since they were teens and helped guide them to massive success as adults, including such stars as Leonardo DiCaprio, Drew Barrymore, Dakota Fanning, Johnny Galecki and, more recently, “Stranger Things” star Millie Bobby Brown. He also reps Colin Farrell, Matt Bomer, Jonathan Bailey (“Bridgerton,” “Wicked”) and new signing Dominic Sessa, who made a splash in Alexander Payne’s “The Holdovers.” Warren is also the co-creator (with partner Johnnie Ingram) of the Peabody Award-winning Max docuseries “We’re Here.”
Favorite part of the job: “It’s giving my clients the sense that they’re being so well protected that they can focus solely on the artistic part of what they do,” he says.
Partners
Jackoway Austen Tyerman Wertheimer Mandelbaum Morris Bernstein Trattner Auerbach Hynick Jaime LeVine Sample & Klein
“We collaborate and it’s really been fun being a group and practicing law at the level we do together,” says Sample. Hynick has brokered deals for actors Jenna Ortega ( “Death of a Unicorn”), Nicole Kidman (“Babygirl”) and Hannah Waddingham (“Well Behaved Women”), director Jonathan Entwistle (“Karate Kid” reboot) and writer-director Parker Finn (first look at Paramount; “Smile 2”). Jaime has been closing multiple deals for Pedro Pascal, including roles in Ridley Scott’s “Gladiator 2” and “The Fantastic Four,” and negotiating Greta Lee’s pact to be the co-lead of the new “Tron” franchise. Sample’s clients include writer-producers Mike Makowsky (HBO Films’ George Santos movie), Patrick Aison (Fox’s “Prey” sequel) and Marcus Gardley (scripting adaptation of YA novel “Children of Blood and Bone”).
Studio A.I. promises: “They keep saying that their intentions with these [body] scans, etc., are not nefarious, that they’ve been doing this all along and that they’re happy to limit it to one production,” says Jaime.
Managing Partner
Jackoway Austen Tyerman Wertheimer Mandelbaum Morris Bernstein Trattner Auerbach Hynick Jaime LeVine Sample & Klein
Austen got up to speed quickly after the strikes were resolved in the fall, closing deals for clients such as Oscar-nominated Jeffrey Wright (Spike Lee’s “High and Low,” co-starring Denzel Washington), Seth MacFarlane (Paramount’s “Naked Gun” reboot), Dave Bautista and his production company Dogbone Entertainment (“Afterburn,” co-starring Samuel L. Jackson) and Jude Law (Netflix series “Black Rabbit,” co-starring Jason Bateman).
It rolls downhill: “The rank and file are having a much harder time making deals right now because there are fewer deals, and the above the line is being squeezed because of consolidation and cash consciousness and all these other things,” Austen says.
Partner
Jackoway Austen Tyerman Wertheimer Mandelbaum Morris Bernstein Trattner Auerbach Hynick Jaime LeVine Sample & Klein
Bernstein’s roster boasts a pair of 2024 Oscar nominees for actress, Carey Mulligan (“Maestro”) and Margot Robbie (“Barbie”), along with past Oscar-winners Hilary Swank and Judi Dench. In recent months, he closed a first-look deal for Robbie’s production shingle LuckyChap at Warner Bros. and re-upped her as the brand ambassador of Chanel, and set Dench’s publishing pact for “Shakespeare: The Man Who Pays the Rent.” Other clients include John Leguizamo, Tessa Thompson and Kit Harington.
Downside of production boom: “There was so much content pre-strike,” Bernstein says. “Candidly, I think that’s one of the reasons the strike went on as long as it did.”
Partner
Jackoway Austen Tyerman Wertheimer Mandelbaum Morris Bernstein Trattner Auerbach Hynick Jaime LeVine Sample & Klein
Klein is happy to be cutting deals for a number of clients she’s handled for the past 20 to 30 years, including Jim Carrey (Paramount’s “Sonic 3”), Samuel L. Jackson (Peacock’s “Fight Night”), Will Ferrell (Amazon’s “Cordially Invited”), Paul Rudd (A24’s “Death of a Unicorn”), Vince Vaughn (Apple TV+’s “Bad Monkey”) and Toni Collette (Catherine Hardwicke’s “A French Pursuit”).
Content is still king: “The financial pressures of publicly traded companies have led them to increasing licensing of their content to Netflix,” Klein says. “As the sales have been mostly older library shows, it is too early to know the true effects on the more recent productions.”
Managing Partner
Jackoway Austen Tyerman Wertheimer Mandelbaum Morris Bernstein Trattner Auerbach Hynick Jaime LeVine Sample & Klein
Production levels may be contracting, but Mandelbaum isn’t worried about his high-level clientele wanting for work. He’s closed deals for actors Nick Offerman (A24’s “Civil War”), Nathan Fillion (Green Lantern in “Superman Legacy”) and Danai Gurira (“The Walking Dead: The Ones Who Live”), showrunners Bruce Miller (Hulu’s “The Testaments”), Michael Patrick King (Season 3 of Max’s “And Just Like That”) and Jon Robin Baitz (ABC’s “Dr. Odyssey”) and director-executive producer Susanne Bier (Netflix’s “The Perfect Couple”).
Strike trauma: “I don’t think I was ever scared for the business generally or scared for the business of my company, but it was psychologically very unsettling,” Mandelbaum says.
Partner, Co-Chair of Content, Media, and Entertainment Practice
Jenner & Block
As a co-chair of her firm’s AI Task Force, Stein provides guidance and insight to high-profile clients on myriad issues implicated by generative AI, including copyright and other IP questions, privacy, ethics, governance and other evolving issues around AI systems. In 2023, she continued to serve as a key counselor to Meta and the Oversight Board with respect to strategic initiatives. Of particular interest was a variety of new immersive-technology issues. She is advising Meta on legal issues and strategies surrounding Ray-Ban Meta Smart Glasses, and next generation products to follow. Stein also serves as a co-chair of the Post-Dobbs Task Force, advising clients on strategies and tactics in light of the overturning of Roe v. Wade.
Keep your eyes open: “This past year, I have seen firsthand through my legal advising how the wearable, hands-free AR glasses have not only been embraced by the general public beyond what one could have imagined, but will likely have tremendous pro-social uses. This technology has the potential to assist people around the world who are blind or have low vision, or those who are deaf or hard of hearing and can benefit from caption technology. I predict a lot of exciting developments in 2024.
Partner
Johnson Shapiro Slewett & Kole
Johnson closed the deal for Sam Mendes to direct four separate Beatles movies, one from each band member’s point of view, which Sony Pictures Entertainment will finance and distribute theatrically in 2027. He also negotiated Tyler Perry’s partnership with Netflix to write, direct and produce feature films under a multiyear, first-look deal. The pact spans eight pictures over four years.
Navigating impact: “The industry is bracing for further consolidation, and we are navigating the impact, challenges and opportunities AI presents. However, there are more opportunities than ever to make groundbreaking deals for the right creative talent coupled with the right IP.”
Partner
Johnson Shapiro Slewett & Kole
Kole has been busy advising big-name clients including Angelina Jolie,who last fall signed on to star in Pablo Larraín’s Maria Callas biopic“Maria.” She also negotiated for Zac Efron to appear in A24’s sports biopic “The Iron Claw” and the Peter Farrelly comedy “Ricky Stanicky.”This winter she cut two high-profile deals for client Matthew Macfadyen to star in the upcoming Netflix series “Death by Lightning” and “May December” breakout Charles Melton to star in Todd Solondz’s “Love Child.” Most recently, Kole worked on Neve Campbell’s deal to return to the “Scream” franchise after the actress sat out of “Scream 6” over a salary dispute.
The big picture: “We built JSSK predicated on the thesis that our clients wanted broader representation across their entertainment and other businesses, as well as their philanthropic and political engagement. We’ve worked with clients in ways that have run the spectrum from supporting their existing work with philanthropic organizations, to crafting federal and state legislation and lobbying at those levels to create important legislative change in areas like women’s health, privacy and AI. It has been an incredibly rewarding part of our business.”
Partner
Johnson Shapiro Slewett & Kole
Shapiro client roster includes Oscar-winner Emma Stone. Shapiro worked to negotiate “a number of projects” that will reunite Stone and Lanthimos including Searchlight’s upcoming “Kinds of Kindness.” Recently Shapiro negotiated Selena Gomez’s “Only Murders in the Building” Season 4 contract as well her spinoff cooking show “Selena + Restaurant.”
Growth through diversity: “In the face of a challenging economic climate and on the heels of a strike, as a firm, we grew and weathered it by having a really diverse and broad portfolio of clients,” Shapiro says.
Partner
Johnson Shapiro Slewett & Kole
Earlier this year, Slewett made a deal for his client Michael B. Jordan to reunite with Ryan Coogler for an “original genre film” still shrouded in secrecy. Slewett also negotiated the deals for Glen Powell’s box office hit “Anyone but You” and the actor’s upcoming actioner “Twisters.” “It definitely feels as though the strikes inspired studios to try to cut deals, reduce spending, reconsider relationships, and produce less content,” says Slewett.
Strategic thinking: “It’s important that clients understand that the ‘arms race’ for content that we enjoyed over the last few years is over [for now], and it will take more strategic, creative thinking to create competitive markets for projects.”
Partners
Kinsella Holley Iser Kump Steinsapir
Holley, Kump and Steinsapir represent internationally prominent figures in many of today’s most notable cases. Kump is a longtime counsel to Prince Harry and Meghan Markle, the Duke and Duchess of Sussex, representing them in various public and confidential matters, including a high-profile defamation suit filed by Markle’s estranged half-sister. He also reps the Kardashian and Jenner family members in various public and confidential matters. Holley practices in the areas of both civil and criminal litigation. She was a member of the O.J. Simpson criminal defense team in 1994-95. She is also a producer on Hulu’s “Reasonable Doubt,” which is loosely based on her legal career. Steinsapir manages various legal issues for the estate of Michael Jackson, including repping the estate in a case contending that HBO’s airing and promotion of the documentary “Leaving Neverland” violates the terms of an agreement made with Jackson in connection with the pay cabler’s right to air footage from Jackson’s concert tour.
Learning process: In addition to the intellectual stimulation of the work and constantly learning about new and developing areas of law, Kump is fascinated by the people he meets in his practice: “I’ve been able to work with and talk with directors and producers and actors and actresses, and other people I wouldn’t otherwise have an opportunity to meet, and it’s just so interesting.”
Partners
King, Holmes, Paterno & Soriano
Paterno did multiple big-name catalog deals in 2023, including the sale of Dr. Dre’s catalog and the acquisition by his client Litmus Music of the Katy Perry catalog. He handled the tour deal for Blink-182 with Live Nation and for Tyler the Creator with AEG. He has ongoing work with clients that include Dr. Dre, Sia, Van Morrison, Rage Against the Machine, Metallica, Alice in Chains, Twenty One Pilots and many others. Soriano had multiple clients work on the “Barbie” soundtrack album, including George Drakoulias (music supervisor), Ava Max (artist), Dominic Fike (artist) and Ricky Reed (producer). Her clients were also out in force at Coachella, with Frank Ocean headlining, and Fike and Calvin Harris performing. Soriano handled the release of Fike’s album “Sunburn” on Columbia Records. Her client Kim Petras released two albums and headed out on a worldwide tour, and clients Max and NF each released a new album and toured extensively.
Content vs. quality: “There’s too much product and not enough mindshare,” says Paterno. “Developing mass appeal artists is a lot more difficult — there are too many more competing alternatives than in the past, e.g., videogames, social media and more, and more people tend to consume music in algorithm-
driven silos.”
Partners
Kirkland & Ellis
As part of a firm known for its mergers and acquisitions pacts, these three worked on big deals of the last year: Lee and Davis led the $20-plus billion deal that transformed the wrestling world as World Entertainment agreed to create a new company with the Ultimate Fighting Championship, which was owned by Endeavor Group Holdings. This was one of Kirkland’s largest deals of the year. Traxler worked with Universal Music Group in its investment in Chord Music Partners and partnership with Dundee Partners for catalog acquisitions; the Carlyle Group in the sale of Jagex, a developer and publisher of video games, to CVC Capital Partners and Haveli Investments; and Cosm, developer of immersive venues for sports and entertainment events, on multi-year partnerships with Cirque du Soleil, UFC and Warner Bros. Discovery’s TNT Sports.
The speed of tech: “It really seems like the quickening pace of technological development is going to require a lot of vision, resilience, agility and creativity, and perhaps wisdom,” says Traxler.
LaPolt: Founder
Dean, Comer, Wenning: Partners
LaPolt Law
Music industry matters dominated the workflow of LaPolt Law in 2024. Comer negotiated sponsorship deals for Cardi B with Beats by Dre and Knorr. Dean repped Offset on the release of his highly anticipated sophomore album, “Set It Off,” which debuted at No. 5 on the Billboard 200. In a highly publicized case, LaPolt helped 21 Savage obtain his green card after a four-year campaign and negotiate a headlining European tour. Her advocacy for creators also continued in 2023 as she and Wenning submitted comment papers to the U.S. Copyright Office on behalf the Songwriters of North America and other groups advocating to protect the rights of creators as the Copyright Office grapples with urgent issues arising from the use of artificial intelligence in the music industry by advocating and lobbying for the No AI Fraud Act.
Protection: “Artists need a federal right of publicity,” LaPolt says. “With the rise of deepfakes and artificial intelligence using celebrity voices and likenesses, now more than ever, we, as an industry, need to take steps to protect the names, images and likenesses of our artists.”
Hamill: Partner, Global Co-Chair of Mergers & Acquisitions Practice
Johnson: Partner
Offsay: Partner, Global Co-Chair of Entertainment, Sports & Media Practice
Latham & Watkins
Offsay structures transactions to maximize opportunities for clients across all areas of the entertainment industry. He recently represented Media Res in a growth equity investment by Jeff Zucker’s RedBird IMI, closed Carlyle’s $800 million financing deal with Matt Stone and Trey Parker’s Park Country, and advised the Houston Rockets and Astros in acquiring AT&T SportsNew Southwest, which re-launched as as Space City Home Network. Johnson guided Blumhouse in acquiring Atomic Monster, represented MGM in subscriber migration and content licensing arrangements with Lionsgate+ in Europe, Latin America and the UK, and aided RedBird Capital in forming EverPass Media, a joint effort with the NFL. In overseeing the firm’s mergers & acquisitions practice, Hamill focuses on transformational deals in entertainment and sports, including 2023’s $21 billion UFC and WWE merger
on behalf of Endeavor Group Holdings, which Offsay worked on as well.
Creativity counts: “This year we are seeing an increased emphasis on being creative and extracting more value from each deal, which has become increasingly important in light of the increased cost of capital,” Offsay says.
Partner and Global Chair of Entertainment, Sports & Media Industry Group
Latham & Watkins
Litigator Putnam scored a win in a breach-of-implied-contract dispute involving client Endeavor’s $10 billion IPO. First Access Entertainment hired Putnam as trial counsel in a wrongful death lawsuit arising from rapper Lil Peep’s death; the matter was settled and the case was dismissed. When not representing clients like Netflix, Putnam does pro bono work for PEN America supporting its efforts to combat book banning.
Yin and yang: “The entertainment industry is ever-changing, and today’s contractions of some sectors is the yin to the yang of expansions in others like AI, virtual reality, gaming and the like,” Putnam says.
Partner
Lavely & Singer
Weinsten reps YouTube influencer Jimmy Donaldson (MrBeast) seeking to terminate a licensing deal with a ghost kitchen. The Century City-based attorney also defends Charlamagne Tha God over sexual assault and defamation charges, Lizzo in lawsuits filed by employee dancers since summer and Paris Hilton in various litigations. Other clients include model Camila Alves, FX house Digital Domain, Jonah Hill, Jeff Kwatinetz and label Prospect Park, Scarlett Johansson, the Kardashians and Jason Sudeikis-Olivia Wilde defending claims by their ex-nanny.
Online etiquette: In brand deals gone bad, Weinsten finds consumer marketers increasingly exercising morals clauses to separate from influencers who get controversial in social media. “In this politically charged environment that we live in, celebrities have to be more careful online in their communications because of potential backlash, Weinsten says.
Feldman: Managing Partner
Lichter, Rogal, Shikora: Partners
Lichter Grossman Nichols Feldman Rogal Shikora & Clark
Lichter continues to rep A-level talent in a wide range of feature and television deals, including Chloé Zhao, who will direct “Hamnet” for Amblin Pictures, and Lesli Linka Glatter, director and executive producer on Netflix thriller “Zero Day.” Feldman handled two bidding wars for Steven Soderbergh at Sundance, selling his feature “Presence” to Neon, and the spy thriller “Black Bag,” starring Cate Blanchett and Michael Fassbender, to Focus Features. Rogal and Shikora were recently added to the firm name. Rogal reps Viola Davis (along with Feldman), who is now shooting the action film “G20” for Amazon, and then will star in “Amanda Waller” for HBO. Rogal also reps Lara Olsen, showrunner for Fox’s “Baywatch” reboot, and Shikora handled negotiations for Katie Robbins on her upcoming shows: “Orphan” at ABC studios for Hulu and “Sunny” at A24 for Apple; and Mike O’Malley in his creator, showrunner deal for “Extended Family,” starring John Cryer.
Riding the waves: “Fat years alternate with lean years, and technology is unstoppable, but great content will always find an audience,” says Feldman. “Our job is to help our clients surf the new waves as they come.”
Partner
Loeb & Loeb
Gatti represented Amazon, Miramax and Walmart getting long-running infringement claims finally dismissed in December involving the iconic “Pulp Fiction” poster photo; the two retailers sold licensed movie merchandise. The Century City-based litigator repped Miramax in other matters, Blumhouse Prods., DirecTV and That’s Amore Movie and principal Nick Vallelonga in an arbitration. In some transactional work, Gatti worked for three book authors on publication contracts, including ex-FBI profiler Jana Monroe for serial killer nonfiction tome “Hearts of Darkness.”
Jeopardy: Gatti cautions that Hollywood creative talent secretly using AI, which isn’t eligible to hold copyrights, jeopardizes legal protections. “Today, you run the risk of not having that material copyrighted,” says Gotti, noting that any imperfections with copyrights would be an unpleasant surprise to buyers of such works.
Khalili: Co-Chair
Chamlin: Chair, Television
Loeb & Loeb
Century City-based Khalili became co-chair of the entire firm in November, but remains hands-on with clients. Khalili’s practice spans Megan Ellison’s Annapurna Pictures to influencer Tyler “Ninja” Blevins. Last year, Khalili worked the separate sales of the Philpott Meeks Hollywood business management firm and Vin Di Bona Prods. Khalili also handles sports stars Chet Holmgren, J.J. Reddick and Dwyane Wade; and music’s Lionel Richie, Carrie Underwood and Morgan Wallen. New York-based Chamlin advises Oprah Winfrey including her March multiplatform TV special on weight loss; and leading non-scripted producers Bungalow Media, Harpo Prods., Lucky 8 TV, Sharp Entertainment and Truly Original. Other Chamlin clients include Glenn Close, Andy Cohen, Food Network star Ree Drummond, Hearst’s King Features and Gillian Hormel’s funder Partners in Kind.
Platform leader: Chamlin marvels that Netflix has remained the acknowledged industry benchmark for so many years. Netflix benefits from its “singular focus on a business of streaming content” without being sidetracked by other media businesses like its rivals, Chamlin says.
Vice Chair, Music Industry/Entertainment
Loeb & Loeb
In K-pop, White reps heavyweight South Korean entertainment conglomerate Hybe with its bands BTS, TXT and NewJeans. Other clients include Melanie Martinez for her current Live Nation arena tour and Christina Aguilera for her Venetian Resort residency. In the past year, White advised STX Entertainment and pianist Stephan Moccio on music catalog sales. The New York-based attorney worked for advertising agency Arts & Science Partners on music for its Beyoncé Super Bowl commercial. Other clients include various executive employment contracts, indie pop band Cannons, Duran Duran, Hello Sunshine, LeAnn Rimes and the Who.
Going legit: White finds AI a double-edge sword: beat back its villains while cultivating ways for the legitimate music business to benefit. “If we don’t, the industry will be left behind,” White says.
Bergner: Partner, Leader of Digital and Technology Transactions
Gilbert: Senior Partner
Custer: Partner
Stapleton: Partner
Manatt, Phelps & Phillips
The foursome is led by New York-based Bergner, who works content deals and digital media. Meanwhile, based in Century City, Gilbert specializes in music; Custer handles intellectual property including music catalog sales; and Stapleton works music, film, television and digital. Media clients include streamer FAST Studios, Roku Channel, TelevisaUnivision, Women’s Sports Network and producer Jeff Zimbalist and All Rise Films for their Apple TV+ series “Super League: The War for Football.” Another client is Samsung for its content carriage deals for connected hardware devices such as smart TVs. Music clients include Jackson Browne, Death Cab for Cutie, Neil Young and Brian Wilson.
Commercial interest: “Who would’ve thought you would be streaming internet content on your TV where ads are being customized to the end user?” Bergner says.
Partner
Manatt, Phelps & Phillips
Working both transactions and litigation, Chatham has a diverse practice advising on partnerships, joint ventures, talent holding deals and licensing agreements. He won’t name clients but news clips indicate he repped Dr. Phil McGraw, big-wave surfer-athlete Laird Hamilton, Gabriel Macht (“Suits”) and influencer Logan Paul. The Century City-based attorney increasingly advises talent clients for venture capital and gigs with consumer brands outside entertainment.
Audience engagement: Chatham finds that talent engages a broader range of services such as producing and mar keting to support its digital-media work. In contrast, legacy TV channels do all the hiring, putting talent in narrow silos. “Our clients now have direct engagement with the audience, unlike before,” says Chatham.
Partner
Manatt, Phelps & Phillips
Yen advised exhibitor AMC Entertainment in mapping out its diversification into theatrical distributing with the hit Taylor Swift concert film. Yen also worked distribution of the Beyoncé concert movie. She serves as de facto outside counsel for Kevin Hart’s Hartbeat ventures and chef David Chang’s Majordomo Media. The Century City-based attorney is active in Asian American industry organizations and Sundance Institute’s Catalyst program educating film-project investors.
Economics 101: “As the industry becomes more mindful of the bottom line, demand is shrinking and thus the supply side will need to adjust,” Yen observes of Hollywood cost-cutting. Those not reacting “will find themselves without a place in the industry.”
Partners
McKuin Frankel Whitehead
Frankel has negotiated deals for showrunners Ryan Condal (HBO’s “House of the Dragon”), Joanna Calo (FX’s “The Bear”), Lee Eisenberg (Amazon Prime’s “Jury Duty” and Apple TV+’s “Lessons in Chemistry”), Brad Ingelsby (HBO’s “Mare of Easttown” and the upcoming HBO series “Task” starring Mark Ruffalo), Soo Hugh (Apple TV+’s “Pachinko”), Molly Smith Metzler (“Maid” and the upcoming Netflix series “Sirens”). Other clients include Oscar-nominated writer David Hemingson (“The Holdovers”). McKuin counts Oscar nominee Lily Gladstone as a longtime client and has been working with her on new television and feature development projects. Apple recently picked up her film “Fancy Dance.” He also works with Kristen Stewart, who’s been a client since she was 11. She’s about to go into production on “Chronology of Water,” a film she adapted from the novel that she’ll direct and produce.
Guiding clients to success: “The most fulfilling part of what we do is meeting lesser-known talent with distinct voices and helping them navigate the business to success,” write Frankel and McKuin in a joint statement. “Most of our clients have been with us since they were unknowns and it’s so exciting for us to see them bring their creative dreams to fruition.”
Partner
Mitchell Silberberg & Knupp
Music litigators like to say, “Have a hit, gonna get a writ,” and the truth of the adage is borne out by Lepera’s busy practice, which in recent months has seen her winning a dismissal with prejudice of a copyright infringement case against Dua Lipa and Warner Music Group for the song “Levitating” and favorably resolving music producer Dr. Luke’s nine-year legal battle with singer Kesha.
Stopping musical overreach: “You have to be careful not to allow the plaintiff to attempt to monopolize things that are just essentially a music alphabet such as chords, scales and things of that nature,” Lepera says.
Partner
Mitchell Silberberg & Knupp
Levin is an entertainment labor litigator who works on behalf of major studios and media conglomerates, often defending their right employ who they please on First Amendment grounds. In recent months, he’s handled discrimination cases against CNN, Warner Bros. and ViacomCBS brought by a news producer fired for plagiarism, a makeup artist fired for bringing unlawful drugs onto company premises and a camera operator who claimed he was fired for being white, respectively.
It’s in the Constitution: “There is a tension between the civil rights laws and the First Amendment at times when it comes to creative workplaces and, ultimately, the First Amendment must prevail,” says Levin.
Partner
Mitchell Silberberg & Knupp
Pierce litigates complex and often politically sensitive labor issues for clients including Disney, Electronic Arts, Fox Corp. and NBCUniversal. In recent months, he resolved several proposed class actions, including multiple wage and hour violation suits against companies including WB Studios Enterprises and Showtime Development.
The misguided plaintiff: “Most people just move on with their lives and get the next gig, but there’s always that less than 1% who just can’t accept that there is a logical and natural reason why someone was hired over them,” Pierce says.
Named Partner
Myman Greenspan Fox Rosenberg Mobasser Younger & Light
Fox repped James Wan in the complicated merger between Wan’s production company, Atomic Monster, and Jason Blum’s Blumhouse. Longtime client David Koepp, who wrote the script for the Steven Soderbergh-directed “Presence,” which debuted at Sundance, will again team with Soderbergh on “Black Bag,” the hot project acquired by Focus Features. Other clients include Leigh Whannell (“Wolf Man”), Jon Cryer (“Extended Family”), actor-rapper Ice-T, actor-musician Common, Rolling Stone Mick Jagger and Dan Lin (“Godzilla x Kong”).
A looming conversation: “The current streaming ecosystem rewards good results at the expense of great results. In buying out backends, you’re compensating everybody at the expense of the few breakout hits. It’s something that will probably have to be addressed,” says Fox.
Partner
Myman Greenspan Fox Rosenberg Mobasser Younger & Light
From clearances on chart-topping albums to negotiating deals for high-profile film roles, Rosenberg’s
reach extends to music, film, television and social media. He handled legal for Tate McRae’s hit “Think Later,” hammered out Jennifer Lopez’s record deal with BMG, negotiated Ariana Grande’s contract for the highly anticipated upcoming “Wicked” feature from Universal, orchestrated a new publishing deal for singer-songwriter The-Dream and oversaw all songwriting deals for the Grammy-nominated
Justin Tranter.
Art plus tech: “Our artist clients are very sensitive to [AI],” Rosenberg says, “and want to figure out a way for art and technology to co-exist in a way that grows the pie for everybody.” He also identifies the lack of remuneration of artists and songwriters as another issue. “Since all music begins and ends with the song, we cannot afford to disincentivize the creators of those songs.”
Partners
Nixon Peabody
Nixon Peabody’s women-led entertainment team is pioneering new paths forward in the legal profession. Heisler, who assembled and heads the team, points out that inasmuch as all four are first-generation American, “everyone has to be hyper-entrepreneurial, because none of us come from families where we could just get a job in entertainment. All of us are self-made.” Their roster includes 80-plus creators reaching more than 950 million followers across social media, and artists with more than 200 million Spotify listeners each month. In 2023, the team advised some 100 clients, with an aggregate value exceeding $550 million, in strategic negotiations. And the year wrapped with a huge addition to their client portfolio: representation of the top 24 finalists of Season 7 of “American Idol.”
Strike-year postmortem: “It’s no secret that the industry is still recovering from and adapting to the effects of the double strikes,” Heisler notes. “The strikes forced a reset and rethinking across the entertainment landscape, including on the content production and distribution sides. As an unintended consequence, we’re also seeing an increased desire from our clients to further diversify their revenue streams, whether that’s building a product brand, investment opportunities, or looking at social media platform revenue in a new way.”
Petrocelli: Partner, Trial Practice Chair, Firm Vice Chair
Lens: Partner, Entertainment, Sports & Media Group Co-Chair
Godesky: Partner
Breuder: Partner
O’Melveny & Myers
Petrocelli worked with Lens for Disney’s Marvel to resolve lawsuits last summer over copyright termination claims involving comic books. Petrocelli and Godesky repped singer-songwriter Kesha defending a defamation lawsuit settled in June after pre-trial appellate wins; they also worked in resolving for NBCUniversal in September the profit participation dispute involving TV series “Columbo.” After a six-year slog of litigation, Petrocelli and Breuder got a screenplay infringement claim dismissed for client Disney involving its movie “Zootopia.” Petrocelli reps Disney in its lawsuit against the state of Florida filed early last year over a theme park special district being dissolved. Lens defends Paramount in copyright infringement claims over “Top Gun: Maverick.” Other clients of the litigation four, who are based in Century City, include TV producer FremantleMedia, Irving Azoff-led Global Music Rights and rapper Travis Scott.
New wave: Lens notes that the California legislature is considering to again allow sexual assault claims to be filed after filing windows have expired. “If this passes, I think that we’re going to see another wave of sexual assault claims dating back decades,” Lens observes.
Co-Chair MediaTech Group
O’Melveny & Myers
New York-based Syrkin worked distribution and device deals and strategy for SkyShowtime, the Comcast/Paramount Global video streamer completing its European rollout. Syrkin advised Liberty Media in its $300-plus million acquisition in January of sports ticketing/hospitality QuintEvents; Liberty controls Formula 1 racing media rights. For MSG Entertainment, he led negotiations for the underlying tech and prototyping for its Las Vegas Sphere arena opened in September. Syrkin also advised Stanford for its September agreement moving to the Atlantic Coast Conference for sports.
Personal touch: Syrkin finds that digital convergence generates granular consumer data, which enables media personalization. “If you have artificial intelligence onboard, you can deliver on immersive customization for the consumer that will drive effective monetization,” Syrkin says. This spans ecommerce, sports betting, fitness, ticketing and advertising.
Partner
O’Melveny & Myers
Vannini advised MSG Networks for its 50-50 regional TV sports joint venture Gotham Advanced Media and Entertainment formed in January. She also worked for producer-distributor Fifth Season selling a 25% stake to Japan’s Toho Intl. in December, reportedly for $225 million. Other Vannini clients are Anonymous Content, Legendary Entertainment and Paramount Global. The Century City-based transactional attorney advises media and entertainment companies and investors, and speaks four European languages.
Live surge: Looking ahead, Vannini expects that 2024 “will likely see a resurgence in live entertainment, particularly in sports and music events post-pandemic, presenting investment potential in production services and infrastructure. The filmed entertainment space will continue to face challenges from last year’s strikes and declining production expenditures, necessitating adaptation and potential consolidation.”
Partners
Paul Hastings
Williams’ clients include Vine Alternative Investments and Comerica Bank. She also repped Fox in its acquisition of MarVista, as well as Will Smith and Jada Pinkett Smith’s Westbrook in its sale of a stake to Kevin Mayer and Tom Staggs’ Candle Media. Deutsch advised Macro Media in its $90 million equity raise led by Blackrock Alternatives and Stampede Entertainment in forming and capitalizing Hidden Pigeon Co. with RedBird Capital Partners and children’s book author Mo Willems. Additionally, he advised New Republic Pictures in a multipicture financing deal with Paramount to provide co-financing for a theatrical slate, including “Top Gun: Maverick” and “Mission: Impossible —Dead Reckoning.” He also works on matters for filmmaker-producer-actor Jon Favreau and his companies.
Trend watching: “My practice historically has moved with market trends and currently we are still seeing significant M&A activity as well as renewed interest in studio co-financing transactions,” says Williams. “The biggest change since the pandemic is no longer being tethered to the office and being able to work effectively from any location, which has increased my trips to my local Starbucks.”
Godley: Partner, Entertainment & Media Litigation Practice
Marenberg: Chair, Entertainment & Media Litigation Practice
Paul Hastings
These two litigators work with top talent and entertainment companies in a variety of areas. Godley reps NBCUniversal, Bravo and Andy Cohen in their ongoing arbitration with a former cast member of “Real Housewives of Atlanta.” She also reps Mobland gaming in its federal court copyright action and contract claims arbitration, among many other clients. Marenberg reps the Walt Disney Co. and 20th Century Fox in a federal lawsuit arising out of the filming of the TV series “American Horror Story” during the COVID-19 pandemic. Plaintiff sued for wrongful death, alleging that inadequate health and safety protocols on the set led to the death of a crew member from COVID-19 supposedly contracted while working.
Taking it private: “One trend that has been going on for years is a shift from litigating a lot of entertainment disputes in court to private arbitration,” says Marenberg. “I would say now that six to seven out of 10 disputes that I have are arbitrated as opposed to litigated in court. But now we’re dealing with projects that were started at a time when the standard contracts all had arbitration clauses.”
Named Partner
Peikoff Mahan
“What I’m most proud of is that this year, two clients who I’ve worked with since their very first job, America Ferrera (“Barbie”) and Ebon Moss-Bachrach (“The Bear”), have really broken through,” Peikoff says. She is currently in the middle of finalizing a number of major deals that were paused due to the strike. However, Tilda Swinton, Sally Hawkins and Mark Rylance are among the clients Peikoff singles out for the quality of their work and the generosity of their spirits.
Taking interest: “We get involved with actors very early. When we’re excited by somebody’s talent, we’re happy to make the same investment that agents make, where they do a ton of work before anything’s booked to commission,” says Peikoff.
Partner
Proskauer Rose
Freeman has made a name for himself negotiating big deals at the intersection of sports, media and tech. In the first quarter of 2024, he repped Warner Bros Discovery in connection with its streaming service joint venture with ESPN, Disney and Fox, and Minute Media in a deal to make it the exclusive licensee operator of the Sports Illustrated brand, producing the print and the digital magazines and other properties going forward.
Kiss traditional TV goodbye: “Content creators and programmers big and small need to continue to experiment and consider the launch of new products, services and platforms, because for sure that part of the business is not coming back,” Freeman says.
Partner
Pryor Cashman
Sammataro is representing 93 defendants (including Justin Bieber and Pitbull) in a copyright infringement action claiming that 1,800 songs using the basic beat of the Latin American music genre reggaeton (including “Despacito,” “Bailando” and “Dame tu Cosita”) infringe on the plaintiff’s drum pattern. In recent months, the Miami-based litigator also scored a win for the Ultimate Rap League, defeating a $70 million partnership claim, and extricated artists including Chris Brown from copyright infringement suits.
The curse of overly tolerant judges: “Frankly, I think you’re seeing so many of these copyright cases because they’re just not getting the quick dismissal that they deserve,” he says.
Ramo: Founder, Managing Partner
Chang: Managing Partner
Ramo Law
Ramo and Chang demonstrate the power and perspective a women-led law firm has to offer. Ramo handles business and legal affairs for legacy clients like Ron Howard and Brian Grazer’s Imagine Documentaries, but was equally thrilled to broker a first-look deal for Lion Forge Studios at Nickelodeon. Ramo helped clients weather last year’s strikes and is preparing them for the possibility of an IATSE strike this summer. Chang represents several clients, including Hasan Minhaj’s 186K Films, and provides legal services to film, episodic and nonfiction productions, among them FX’s “Welcome to Wrexham” and Campfire/Netflix’s “Poisoned: The Dirty Truth About Your Food.” Each time a satisfied client refers someone else to them, Ramo says, it indicates a positive shift in the industry’s attitudes toward women in leadership positions.
Know your audience: “I think the economics, size and scale of content creation is getting populated among many, rather than centralized amongst few. That’s exciting for someone like me who represents content creators,” Ramo says. “If you can figure out your audience of 100,000 and monetize that in a fiscally responsible way, that’s better off than trying to appease Disney for work for hire at scale.”
Partner
Reed Smith
Marcus works with luxury brands and ad agencies, including Ryan Reynold’s Maximum Effort Marketing, and negotiated the largest media and pro sports sponsorship deal of 2023. As the first woman and youngest chief negotiator of the ad industry’s Joint Policy Committee, she helped negotiate the historic $3 billion commercial contract with SAG-AFTRA.
Sea change: Marcus compares restructuring the commercial contract “to getting a cargo ship to turn in the right direction. We now have it pointing in the right direction — we meaning SAG-AFTRA and the JPC — and hope the contract will be able to be more nimble, adaptive and reflective of the current media and production ecosystem.”
Bigman: Partner
Stein: Partner and Head of Media and Entertainment Group
Yeargan: Partner
Russ August & Kabat
Bigman repped producers of the “Halloween” motion picture franchise in settlement of an arbitration concerning contractual and profit participation issues. He also repped the creator and format owner of “Survivor” in connection with accounting and contractual issues. Stein reps Drake and his companies in a variety of matters that range from IP protection and enforcement to advice on clearance issues, to more personal disputes. He is also defending Drake in connection with more than 1,000 lawsuits filed against him regarding his appearance at Travis Scott’s 2021 Astroworld concert. Yeargan continues to rep Kendall Jenner’s 818 Tequila in a variety of trademark and copyright matters and animation producer Kevin Kolde and his Project 51 Prods. in connection with the Netflix animated series “Castlevania.” She also advises Tokyo Broadcasting System Television in connection with trademark and other matters regarding “American Ninja Warrior.”
Mediations and mobile clients: “We’re doing a lot of early mediations, as both the cost and timeframe of litigation continues to increase,” says Stein. “Our practice is very similar to pre-pandemic times, with the exception that both our clients and lawyers are more mobile and have become adept at working from anywhere.”
Partners
Schreck Rose Dapello Adams Berlin & Dunham
Adams represents “House of the Dragon” lead Emma D’Arcy; additional clients include “Poker Face” star Natasha Lyonne, John Krasinski (produced, wrote and stars in “If” for Paramount), Joy Bryant (stars in the “Spiderwick Chronicles” reboot), Annaleigh Ashford (returning to Broadway in “Sweeney Todd”), Kathryn Hahn and Kevin Hart. Schreck’s clients including Sarah Jessica Parker, setting up Parker’s lucrative deal for HBO hit “And Just Like That,” Ang Lee and Kyra Sedgwick, showrunner Jason Katims, Tony Goldwyn, Marcia Gay Harden, Kevin James and writer Tony Kushner.
Opportunity cycle: “Consolidation and retrenchment in the industry is leading to fewer and fewer opportunities for our clients,” says Schreck. “This trend is likely to continue for a few years, until we get to the inevitable upswing in the cycle.”
Darwell: Senior partner
Wilson: Special counsel
Sheppard Mullin
Darwell and Wilson first worked together as newly minted associates at Paul Hastings for a few years in the late 1980s. Over the ensuing decades, they’d bump into each other occasionally in public, but they didn’t reteam professionally until she joined Sheppard Mullin in June 2021 after leading marketing and development at RealD 3D for several years. Since then, they’ve brokered a string of film and TV deals for Amazon Studios, including a pact with YouTube star Jimmy Donaldson (aka “MrBeast”) announced in March for a reality competition series titled “Beast Games” that will award the winner a $5 million prize. In recent months, they’ve also advised Meta on the acquisition of high-level celebrity talent (including Tom Brady, Snoop Dogg and Paris Hilton) for its “AI Agents” project and negotiated Reese Witherspoon’s promotional services deal following the sale of her Draper James apparel company.
Thinking globally: “One of our attorneys is from Nigeria and focused a lot on Nollywood and the entertainment industry in Western Africa,” says Darwell. “It coincides with Amazon, Netflix and other companies looking to find talent there and grow their audience throughout Africa.”
Partner
Sheppard Mullin
As an attorney working on the M&A side of show business, Michaelson was not affected by the strikes, but she still had to deal with less-than-ideal market conditions, like recent spikes in interest and inflation. Still, she managed to close some impressive pacts, repping Lionsgate in its $375 million acquisition of EntertainmentOne from Hasbro, and AXN Investment and its subsidiary Affirm Entertainment in their joint venture with Great American Media Group in the faith-based streaming platform Pure Flix.
Coming trends in AI M&A: “I think you will see a lot of media deals where content is being licensed for [model] training or information purposes,” Michaelson says.
Partner
Sheppard Mullin
The first woman to lead Sheppard Mullin’s entertainment, technology, media and advertising practice, Robinson has closed numerous deals in recent months for companies ranging from Peloton to Domain Capital Group (various music catalog acquisitions). Other clients include the ASCAP, News Corp., Sony Pictures Entertainment and Spotify.
The rise of automated beat makers: “They have all of these new AI platforms where you can generate your own music,” says Robinson, who is also leader of her firm’s music industry team. “It’s an interesting avenue that you can monetize, especially you’re targeting the TikTok generation.”
Partner and Co-leader of Entertainment, Sports and Media Group
Sidley Austin
Along with assisting Dwayne Johnson and Dany Garcia in merging the XFL and USFL into the new UFL football league, Thompson helped launch Johnson’s men’s care line, Papatui, and negotiated his deal with TKO Group to regain ownership of “The Rock” trademark from the WWE. Thompson also represented a consortium in making a nine-figure bid for eOne film and television assets, and formed a joint venture making 10K Projects a stand-along label within Warner Music Group.
Beyond the law: “We like to think of ourselves as partners more than hired legal guns. As such, it is incumbent on us to understand our clients’ business objectives in the short, medium and long term, and help find holistic solutions to help our clients’ meet those objectives,” Thompson says.
Partners
Sidley Austin
Having recently been named partner, Whiting more than earned her reputation as a trusted advisor by providing clients like A24 Films, Imagine Entertainment and Spyglass Media Group with the individual support and legal expertise tailored to their needs. Whiting’s ability to navigate complex compliance issues, financing and interparty arrangements was honed as part of a Sidley team with high-profile clients such as the Gersh Agency, Artist’s Equity and HarbourView Equity. Zipperstein likewise inspires confidence of her clients, representing Audeze in acquiring Sony Interactive Entertainment, assisting Alex Cooper and Matt Kaplan form media venture Trending and co-leading a firm’s team representing Eldridge Industries in acquiring (along with Dick Clark Prods.) all of the Golden Globes’ assets, rights and properties from the Hollywood Foreign Press Assn. (Variety parent company Penske Media is the owner of Dick Clark Prods.)
Branding opportunities: “We’re seeing robust interest from celebrities in building brands and investing in consumer product businesses that are often very personal to them and which allow them to develop deeper and more authentic relationships with their fans and the general public,” Zipperstein says. “With several celebrity and influencer-led brands positioned for significant transactions this year, these ventures and investments are having an undeniable impact on the consumer products industry overall.”
Partner, Global Co-Chair of Litigation Practice
Simpson, Thacher & Bartlett
Youngwood counseled Paramount Global through multiple lawsuits brought by CBS and Viacom shareholders in light of the companies’ $30 billion stock-for-stock merger. Favorable settlements were reached as the litigations headed to trial. Trial was also headed off, and a highly favorable settlement achieved, for Sirius XM, in a big-ticket Delaware M&A lawsuit filed by Pandora shareholders in the wake of Sirius’s $3.5 billion acquisition of the streaming music provider. When shareholders challenged provisions of online dating app Bumble’s certificate of incorporation, the Simpson Thacher team, led by Youngwood, won a motion for summary judgment in Delaware Chancery Court.
Keeping up: “Working with media and entertainment clients is exciting because the sector is ever-changing, revealing new opportunities and presenting new challenges and risks. It’s deeply gratifying to help clients address their most critical issues in such a dynamic industry — it’s always keeping you on your toes because no two client issues or cases are ever the same.”
Partners
Skadden, Arps, Slate, Meagher & Flom
This duo worked with OVO Sound, a record label owned by hip-hop star Drake, in the sale of a majority stake in the label’s catalog and artist roster to Sony Music, in connection with a new partnership between the two labels. They repped UTA and its sports agency Klutch Sports Group in the acquisition of REP 1 Baseball, a full-service sports agency, and the formation of UTA division Klutch Baseball. They also repped Foundation Media, a music distribution and label services company, in the sale of a major
stake to Sony Music Entertainment.
Navigating the scene: “Indie music labels will continue to proliferate and continue to capture market share — especially those that offer artists personal attention, mentorship and creative marketing and distribution capabilities — which in turn result in increased demand for sophisticated counsel to navigate structuring of new labels, capital raises, exits and deals with artists and investors,” says Eisman.
|
|||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 62
|
https://www.splithistory.com/manh/
|
en
|
MANH Split History
|
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A MANH split history review and split-adjusted CAGR.
|
en
|
/favicon.ico
| null |
Manhattan Associates (MANH) has 1 split in our MANH split history database. The split for MANH took place on January 13, 2014. This was a 4 for 1 split, meaning for each share of MANH owned pre-split, the shareholder now owned 4 shares. For example, a 1000 share position pre-split, became a 4000 share position following the split.
When a company such as Manhattan Associates splits its shares, the market capitalization before and after the split takes place remains stable, meaning the shareholder now owns more shares but each are valued at a lower price per share. Often, however, a lower priced stock on a per-share basis can attract a wider range of buyers. If that increased demand causes the share price to appreciate, then the total market capitalization rises post-split. This does not always happen, however, often depending on the underlying fundamentals of the business.
Looking at the MANH split history from start to finish, an original position size of 1000 shares would have turned into 4000 today. Below, we examine the compound annual growth rate — CAGR for short — of an investment into Manhattan Associates shares, starting with a $10,000 purchase of MANH, presented on a split-history-adjusted basis factoring in the complete MANH split history.
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wrong_mix_range_subsidiary_00028
|
FactBench
|
2
| 59
|
https://rootsofpeace.org/give-at-work
|
en
|
Give at Work — Roots of Peace
|
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en
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https://images.squarespace-cdn.com/content/v1/5b69fa24506fbeb93ef780e2/1604357623932-SJ6LQC9FDFUI66ODFK32/favicon.ico
|
Roots of Peace
|
https://rootsofpeace.org/give-at-work
|
Your company may match your donation, doubling your impact.
The companies listed below offer gift matching programs to their employees. Roots of Peace is grateful to these businesses and to their employees who choose to provide financial support for our programs. Below is a brief list of companies that offer matching programs to their employees.
Matching Gifts FAQs
My employer participates in a matching-gift program, but requires verification of my non-profit contribution. What kind of receipt will Roots of Peace provide for my gift and what form do I use to request my employer's match?
Roots of Peace sends a letter with donation information within 48 hours of receipt of the donation. Bring a printed copy to your employer's Human Resources department and request their matching gift form.
If your employer requires verification of your gift from us on a form, please email the form to atashi@rootsofpeace.org. Many companies match gifts through online gift verification services like Benevity, YourCause, etc. for which no additional form will be needed.
Companies will match only the amount paid to Roots of Peace.
Sustaining donors should submit one request annually after they have made their final payment in the current calendar year. Further, companies will also only match the tax deductible amount of your contribution. Roots of Peace will verify the tax deductible portion of your contribution.
If you have any questions, please email atashi@rootsofpeace.org
COMPANIES
3Com Corporation
3Mgives
4Charity Com.Inc.
A I G – American Int’l Group
Abbott Laboratories
Accenture
ACCO Brands Corporation
ACE Charitable Foundation
Act Now Productions
Acxiom Corporation
Adams Street Partners LLC
Adaptec, Inc.
Adelante Capital Management LLC
Adobe Systems Matching Gifts
Advanced Fibre Communications
Advent Employee Matching Gifts Fund
AECOM Technology Corporation
AES Corporation
Aetna Foundation, Inc.
Agilent Technologies Foundation
Aimco, Inc.
Air Products & Chemicals Inc.
Alaska Airlines
Alco Standard Foundation
Alex Brown & Sons, Inc.
Alexander & Baldwin, Inc.
Allendale Mutual Insurance Co.
Alliance Captial
Alliance Data
AllianceBernstein Capital Mgmt Corporation
Alliant Techsystems
Allianz Global Risks
US Allied Corporation Foundation
Allied World
Assurance Company
Allstate Giving Campaign
Altera Corporation
Altria Group, Inc.
ALZA Corporation
AMD Foundation
America’s Charities, Inc.
American Express
American Express Foundation
American International Group, Inc.
American President Companies
Ameriprise
Ameriprise Financial, Inc.
Ameritech
Amgen Foundation
Ampex Corporation
Analog Devices
Anchor Brewing Company
Andersen Tax
Andvari, Inc.
Andy Corporation
Annual Reviews
Aon Foundation
APL Limited Foundation
Apple, Inc.
Applera Corporation
Applied Materials
Arch Insurance
Arch U.S. MI Svcs. Inc.
ARCO Foundation
Argo Group US
Arkwright Foundation, Inc.
Armco Foundation
Art.Com Inc.
Arthur J Gallagher Foundation
Artisan Partners
Aspect
Aspect Global Giving Program
Assurant Foundation
AstraZeneca Pharmaceuticals LP
AT&T Foundation
Atlantic Richfield
Atlassian Software Systems, inc.
ATMI Matching Gifts Program
Atron Charity Trust
Autodesk Foundation Employee Engagement Fund
Automatic Data Processing, Inc.
Avaya Communication
Aventis Pharmaceuticals
AXA Foundation
Axis Architecture
Ayco Charitable Foundation
BAE Systems
Baird Foundation, Inc.
Baker & McKenzie LLP
Bancroft-Whitney
Bank of America Charitable Foundation
Bank of New York Mellon
Bank of the West
Bank of the West Employee Giving
Barclays Educational Matching Gift Progr
Barclays Global Investors
Barnes Group Foundation, Inc.
BATS Global Markets, Inc.
Baxter International Foundation
Bayshore Global Management, LLC
BEA Systems Foundation
Bearing Point Charitable Foundation
Beatrice Foods Co.
Beckman Coulter
Becton Dickinson & Company
Bell Atlantic Foundation
Bell-Carter Foods, Inc.
Berkeley Systems, Inc.
Berry Appleman & Leiden LLP
Birkenstock Footprint Sandals, Inc.
Bite Communications Corporation
BitMover, Inc.
BlackRock Matching Gift Program
Blauvelt Demarest Foundation, Inc.
Blue Shield of California
Blum Capital Partners
Blume Capital Mgmt. Inc.
Boeing Company
Boston Consulting Group, Inc.
Boston Scientific
BP America BP Foundation
Bristol-Myers Squibb Foundation
Brobeck Charitable Foundation
Brobeck, Phleger & Harrison
Brocade Communications Systems Inc
Brody Foundation Brondell
BTW Consultants, Inc.
Buck Institute for Education
Business Wire
Butler Manufacturing Company
BZW
Barclays
C.M. Capital Corporation
CA Technologies Matching Gifts
Cadence Design Systems, Inc.
California Endowment
California HealthCare Foundation
California Wellness Foundation
Callan Assoc., Inc.
Calpak
Calpine Foundation
Capital Group
Co Charitable Fndtn.
Capital One
Capricorn Investment Group LLC
Cardinal Health
Care2.com, Inc.
Carillon Point Account
Carnegie Foundation
Carnegie Foundation for Advancement of Teaching
Carolyn Foundation Carolyn Hammerberg
Carter-Hawley Hale Stores Caterpillar Foundation
CBIC Ins.
CBS Television
Cengage Learning
Champion International Corporation
Charles Schwab Foundation
Chase Manhattan Foundation
Chevron Humankind
ChoicePoint, Inc.
Chronicle Books LLC
Chubb & Son
Chuck E. Cheese Ciena Corporation
CIGNA Foundation
Cingular Wireless
Circuit City Foundation
Cisco Systems Foundation
Citibank/Citicorp Citigroup Foundation
Citrix Systems, Inc.
Clariant Corporation
Clif Bar & Company
ClimateWorks Foundation
CMP Media LLC
CNA Foundation
Coca-Cola Enterprises, Inc.
Cohen Financial
Colgate-Palmolive Company
College Futures Foundation
Columbia Sportswear Company
Combined Health Appeal
Cal Companion Group
Compaq Computer Corporation
Compton Foundation Inc
Computer Associates International, Inc.
Conestoga-Rovers & Associates
Congregation Emanu-el ConocoPhillips
Consolidated Natural Gas Co. Fndn.
Contel Corporation
Continental Can Company, Inc.
Continental Ins. Co.
Cooper Tire & Rubber Company
Corcoran Construction Consulting, Inc.
Cornerstone Advisors, Inc.
Corning Glass Foundation Corning Incorporated Foundation
Costco Corporate Match Covidien
CPC International
Crane Professional Services
Cray Research Foundation
Creedon Keller and Partners, Inc.
Crum & Forster
Crump Insurance Services, Inc.
CSAA Insurance Group
CSC Index, Inc.
CTB MacMillan McGraw-Hill
Cultural Homestay International
Cupertino Electric Inc.
Danforth Foundation
David & Lucile Packard Foundation
Davidson Companies
Decimus Corporation
Del Monte Foods
Dell Employee Giving Campaign
Deloitte & Touche Delphix
Deluxe Check Printers
Deluxe Corporation Foundation
Denise Minaberry
Deutsche Bank Americas Foundation
Dey, L. P.
DFS Group Limited
Di Giorgio Foundation
Diageo North America Foundation
Digital Realty Trust, LP
DIGITAS LBI
Discovery Communications
Disney Employee Matching Gifts
Doctors Management Company
Dodge & Cox
Dolby Laboratories Inc.
Dolby Match Program
Dolphin Corporation
Donaldson, Lufkin & Jenrette
Dow AgroSciences LLC
Dow Corning Corporation
Dow Jones and Company
DPIC Companies, Inc.
Driscoll Strawberry Associates, Inc
Dropbox
DST Systems, Inc.
Dun & Bradstreet Foundation
Duty Free Shoppers Group Ltd.
E & J Gallo Winery
E*Trade Financial Corporation
E. S. L. Inc.
Eaton Corporation
eBay Foundation
Ecliptek Corporation
Ecolab, Inc.
EFD – E Funds eFunds Matching Gift
Elaine Perachio Electronic Arts
Eli Lilly & Company Foundation, Inc.
Elsevier Foundation Embarq
EMD Serono, Inc.
Emerson Network Power
Emhart Corporation Engineering & Manuf.
ENGPAC
Epocrates Matching Gifts Epocrates, Inc.
Equilar, Inc.
Equinix, Inc.
Equitable Agribusiness
Equitable Foundation
Equitable Life
Equitable Life Assurance
Equitable Real Estate
Esurance Insurance Service Inc.
Esurance Insurance Service, Inc.
Everen Foundation Expedia, Inc.
Expedia, Inc. Matching Gift Program
Exxon Corporation
ExxonMobil Foundation F5 Networks, Inc
Fair, Isaac & Company Inc.
Fannie Mae Foundation
Farallon Capital Management, LLC
Farella Braun & Martel LLP
Federated Department Stores
Federated Home Enter. Elec.
Fidelity Investments
Financial Fitness Association
Fireman’s Fund Foundation
First Boston Corp.
First Data Corp.
First Interstate Bank
Fleet Laboratories
FleetBoston Financial Foundation
Fluor Corporation
FM Global
Foundation Follett Corporation
Ford Foundation
Forest Laboratories, Inc. Formium
Fortinet
Fortune Real Property Management
Frankel Allen Charities
Franklin Templeton Investments
Freddie Mac Foundation
Freedom Forum
Freeport-McMoran Foundation
Fremont Group Foundation
Friedman and Associates
Frog Design’s Matching Contribution Prog
G3 Enterprises Gallo Salami, Inc.
Gannett Foundation
Gap Foundation / Be What’s Possible
Gartner Group Inc.
Gartner, Inc.
Gates Foundation
GATX Corporation
Gay & Lesbian Fund
Geisse Foundation
Gelfand Partners Architects, Inc.
Gemini Computers, Inc.
Genentech Employee Giving Program
General Electric Foundation
General Mills Foundation
General Re Corporation
Genstar Corporation
Genworth Foundation
Georgia-Pacific Corporation
Gerson Bakar Foundation
Gigamon Inc
Gillette Company
Ginger Labs, Inc.
GlaxoSmithKline Foundation
GMAC Commercial Mortage Corp.
Goldman Fund
Goldman Sachs Matching Gifts
Goodrich Company
Google Matching Gift Program
GOPRO
Gordon and Betty Moore Foundation
Graham Holdings Grainger Inc.
Grantham, Mayo, Van Otterloo & Co.
Greater Bay Bancorp Foundation
Great-West Life & Annuity Insurance Company
GreenPoint Foundation
GTE Foundation
Guidant Foundation, Inc.
Guinness UDV North America
Gulf and Western Foundation
Gulf Oil Corporation
H.M. Gousca Company
Haas Jr Matching Gifts Fund
Hales & Company Inc.
Hambrecht & Quist Group
Hanson Bridgett Law Offices Harcourt Education
Harder + Company Community Research
Harris Bank
Harvey M. Rose Associates, LLC
HB Capital Resources, Ltd.
Hearthstone Advisors, Inc.
Hefferman Insurance
Heidrick & Struggles Foundation
Heller Financial
Henry J. Kaiser Family Foundation
Hewlett Foundation
Hewlett Packard Enterprise
Home Depot Foundation
Honeywell Foundation
Hopkins & Carley
Hospira Employee Giving Campaign
Houghton Mifflin Company
HP Inc
HSBC Matching Gift Program
Hulu, LLC
Humanity United
Hyperion
Hyperion Solutions
I N G Foundation
IAC Foundation, Inc.
IBJ Foundation, Inc.
IBM Corporation
IKON Office Solutions
Illinois Tool Works Foundation
ime Warner
imes Mirror Foundation Impact Assets
Indymac Bank
Integrated Circuit Systems, Inc.
Intel Corporation
INTEL FOUNDATION
Internal Drive DBA
ID Tech Camps
International Data Group
Internet Industry Publishing, inc.
InterPacific Group, Inc.
Intuit
Invest In Others Charitable Foundation
Involved Iparadigms LLC
Iris Environmental Irwin Home Equity
iStar Financial Inc.
ITG – Investment Technology Group, Inc
Itochu International, Inc.
Itron Community Investment
J P Morgan & Co. Incorporated
James Irvine Foundation
James Simkalo
Janus
Jefferies & Company, Inc.
JK Group Trustees
JLL Community Connections
John Hancock Mutual Life Ins. Co.
John S. & James L. Knight Foundation
John Wiley & Sons, Inc.
Johnson & Johnson
Johnson and Higgins
Johnson and Johnson Dividend
Johnson Controls Foundation
Jones Lang Lasalle Americas
Joseph E. Seagram & Sons, Inc.
JPMorgan Chase & Co.
JPMorgan Chase Foundation
JSR Micro, Inc.
Juniper Networks
Juniper Networks Foundation K/P Corporation
Kaiser Foundation
Kaiser Permanente
Kansas City Southern Indus.
Kaplan Educational Ctr.
Kaplan, Inc. Matching Gifts Program
Kapor Enterprises, Inc.
Kayser Family Foundation
Kemper Insurance Companies
Kempner Fund
Kennedy/Jenks Consultants, Inc.
Kennedy/Jenks Consulting Inc.
Ketron Financial, LLC
KeyBank Foundation
Keysight Technologies
Kimberly Clark
Kirkland & Ellis Foundation
KMART Corporation
Knight Ridder
Kochis Fitz
Kohlberg Kravis Roberts Komag, Inc.
Kraft Foods Foundation
KSFO Corporation
KT Foundation
L V M H – S D G Matching Gift Program
Lam Research Corporation
Larkin Company
ledyne Technologies
Legacy Marketing Group
Lego Education
Lehman Brothers
Lemo USA, Inc.
Lend Lease Real Estate Investments
Lend Lease/First Union
Levi Strauss Foundation
Lexis Nexis
Libbey, Inc.
Lincoln Financial Foundation
Linkedin
Liquid Air Corp.
Lithotype Company
LiveOps
Lockheed Martin Space Systems
Logistix
Logitech
Logitech, Inc.
Longview Foundation Lookout Inc
Lotus Development Corporation
LPL Financial
LSI Logic Corporation
Lucent Technologies
Lucile Packard Foundation
Lurie Management, LLC
LVMH Selective Distribution Grp, LLC
MAC Publishing, LLC
MacArthur Foundation Matching Gift Program
Mack Trucks, Hayward
Macquarie Bank Limited
Macromedia
Macworld Communications
Macy & Co.
Magic Pan, Inc.
Main Management Llc
Makena Capital Management
Mal Warwick Associates
Manufacturers Hanover Trust
MAP Royalty, Inc.
Maple Hill Foundation
Marin Community Foundation
Marin Software
Matching Gifts
Maritz Inc.
Marsh & McLennan Matching Gifts to Ed
Martin Marietta Corporation
MassMutual Financial Group
MasterCard International, Inc.
Matson Foundation
Matson Navigation Company
Matthews International Capital
Management Mayfield Fund LLC
McAfee, Inc.
McCormick & Company
McDonald’s Corporation
McDonnell Douglas
McGraw-Hill Companies, Inc
McKesson Foundation
McKesson Foundation, Inc.
McQuaid Bedford and Van Zandt LLP
Medarex Matching Gifts Program
MedImmune LLC
Medtronic Foundation
MegaZone
Mentor Graphics Foundation
Merced Systems, Inc.
Merck Partnership for
Giving Merrill Lynch & Co. Foundation, Inc.
MFS Charitable Foundation
MicroEdge
Micrographic Systems
Microsoft Matching Gifts Program
Millipore Foundation
MMI Companies, Inc.
MMM – Minnesota Mining & Mfg.
Mobil Corporation
Molex, Inc.
Monarch Match Co.
Monsanto
Montgomery Ward Foundation
Montron Corporation
Moody’s Matching Gifts Program
Morgan Stanley
Morgan Stanley Dean Witter
Morrison & Foerster Foundation
Morton Frozen Foods
Morton International, Inc.
Morton Salt
Morton-Thiokol
Moss Adams LLP
Motorola Foundation
MRW & Associates, Inc.
MSCI, Inc. Matching Donations
MUFG Union Bank
Mufg Union Bank All Charities Matching
Mutual Insurance Company
Nalco Chemical Company
National City Corp.
National Semiconductor Corp.
National Semiconductor Corpora
National Starch & Chemical Fndn, Inc.
Navigators Management Company
Navis LLC
NCR Corporation
NEC Electronics America
Neiman Marcus Group
Nellcor Puritan
Nestle Foundation
net Healthcare Foundation
Netflix
NetScout Systems Inc.
Network Associates, Inc.
Neustar Matching Gifts Program
New England Business Service
New York Life
NewEnergy, Inc.
Newhall Land & Farming Company
News Corp Giving
Newsweek Matching Gift Program
Nieman Marcus
Nikon Precision, Inc.
Nintendo of America Inc.
Nokia
Nokia Matching Gift Program
NORCAL
Nordson Corporation
Northern Trust Company
Norton Company
Novartis US Foundation
Novellus Systems, Inc.
NRG Global Giving
Nuveen Investments, LLC
NVIDIA
NVIDIA Corporation O’Donnell Associates
North, Inc.
OCLC Online Computer Library Center, Inc.
Odyssey America Reinsurance Company
Office Depot Matching Gifts
Olin Corp Charitable Trust
Olin Corporation
OPSWAT, Inc.
Oracle Corp Matching Gifts Program
Orion Capital Companies
OSIsoft, LLC
OTA Limited Partnership
Pacific Coast E&S Insurance Services
Pall Corporation
Palm Foundation
Parkside Lending
Parnassus Investments
Partech International, Inc.
Passport Foundation
Paul Hastings, LLP
Paul Masson Vineyrds
Paypal Gives Employee Engagement Fund
PC World Pearson, Inc.
Pepsico Foundation
Pequot Capital Management, Inc.
Personal Products Co
Pfizer Foundation
PG&E Corporate Foundation
Pharmaceutical Lab
Philip Morris Companies Inc.
Pik-Nic Company
Pioneer Hi-Bred International, Inc.
Piper Jaffray Matching Gift Program
PiperJaffray Pitney Bowles
Platinum Technology
PNC Foundation
Polaroid Corporation
Popsugar
Power Integrations
PPG Industries Foundation
PQ Corporation
Premier Insurance Co
Price Waterhouse Cooper (PwC)
Private Ocean LLC
Prologis Foundation
Provident Companies, Inc.
Providian Financial Corporation
Prudential Financial Inc
Prudential Foundation
Public Policy Associates, Inc.
Quad/Graphics, Inc.
Quadra Foundation, Inc.
Quadrus
Quaker Hill Foundation
Quaker Oats Foundation
Quantum Corporation
Quest Diagnostics
R. Donnelley & Sons Company
RadioShack
Ralston Purina
Rambus, Inc.
RBC Capital Markets Corporation
RealNetworks Foundation
Recourse Technologies
REDHAT
RedHat Software
Redwood Financial Svs Corp.
Risk Management Solutions, Inc.
RLI Employee Matching Gift Program
RMIC Assets, Inc.
Roche
Rockefeller Group
International, Inc.
Rockwell Collins
Rodney Nash
Roll International Charitable Giving
Rolm Corporation Rosenberg Capital, LLC
Rosendin Electric Inc
Roxio, Inc.
Royal & SunAlliance DPIC
Royal Crown Beverage
Russell Investments
RW Foundation
D. Bechtel, Jr. Foundation
H. Cowell Foundation Sabre Holdings Give Together Campaign
Safeco Insurance Companies
Saint-Gobain Corporation Foundation
salesforce.com
Sallie Mae Fund
Salomon Brothers Inc.
Samsung Electronics North America
San Francisco Foundation
San Jose Mercury News
Sanders
SanDisk Corporation
Sandoz Agro Inc.
Santa Fe/Southern Pacific
SAP Software Solutions
Sara Lee
SB Group US
SBC Foundation
Schering-Plough Foundation
Schneider Electric
Scitor Corporation
Security Pacific
Sedgwick, Inc.
Select Equity Group Foundation
Sempra Energy
Sentry Insurance Foundation
Sephora USA Inc.
Shaklee Corporation
Shasta Beverages
Shell Oil Company Foundation
Shilling Family Foundation
Shugart Associates
Siemens Info. and Communication
Sierra Electronic
Sierra Health Foundation
Silicon Graphics Computer Systems
Silicon Labs
Silicon Valley Bank
Silicon Valley Community Foundation
Silver Spring Networks
Simpson Manufacturing Co., Inc
Skjervem, Inc. Skoll Foundation
Skoll Global Threats Fund
Smart Modular Technologies, Inc.
Smithkline Beckman
Sobrato Development Companies
Sobrato Organization Sohio
Sony Electronics Inc.
Sony USA Foundation, Inc.
Southern Pacific Co.
S. West Foundation
Spansion Matching Gift Program
Specialized Bicycle Components
Spencer Foundation
Sprint Foundation
SPX Foundation
Squibb
St. Paul Companies Foundation
Standard Oil Company
Stanford Research Institute (SRI)
Stanley Works
Starbucks Foundation
Starr Companies
State Farm Insurance Companies
State Street Bank & Trust Company
Steelcase Foundation
Stocker Foundation
Stone Yamashita Partners
Street Family Gift Fund
Stuart Foundation
Sun Microsystems Foundation
Sunpower Corporation
SunTrust Foundation
Supercell
Susie Tompkins Buell Foundation
Susquehanna International Group, LLP
Sutro and Co.
Swanee Hunt Foundation
Symantec Giving Station
Symantec Global Impact
Synertek, Inc.
Synopsys Foundation
Syntex Corporation
Gary and Kathleen Rogers Supporting Family Foundation
Rowe Price Program for Charitable Giving
Tableau Software
Takeda Pharmaceuticals, Inc.
Tandy Corporation
Tauck Family Foundation
TE Connectivity
Teenage Research Unlimited, Inc.
Tektronix Foundation
Teledyne Technologies
Tellabs Giving Program
Temple Foundation
Temple-Inland Foundation
Tencue Productions Inc.
Tenet Healthcare Foundation
Teradata Cares
Tesoro
Tetra Tech EM Inc.
Texas Instruments Foundation
Texas Pacific Group Textron, Inc.
The Clorox Gift Campaign
The Clowes Fund, Inc.
The Code Works, Inc.
The Fort James Foundation
The Kuntz Foundation
The NCR Foundation
The Prudential Foundation
The St. Paul Companies, Inc.
Thermo Fisher Scientific
Thomas J. Lipton Foundation
Thomson Financial/United States Employee
Thomson North America Legal
Thomson Reuters
Thrivent Financial
Thrivent Financial For Lutherans Foundation
TIAA-CREF
Ticketfly, Inc.
Tiffany & Company
Time Warner Foundation
Time, Inc.
Times Mirror Foundation T-Mobile, USA
Toyota Info Technology Center USA Inc
TPG Capital, L.P.
Transamerica Corporation
Transmeta Corporation
Travelers Insurance
TRIPADVISOR Matching Gifts
TRW Foundation
Tucker Foundation
Turley Wine Cellars
Tyco International
U.S. Bancorp Foundation UBM, LLC
UBS Foundation
USA Unilever
United States Foundation, Inc.
Union Bank of California Foundation
Union Pacific Corporation
Union Texas Petroleum
Uniphase Corporation
Unisource Foundation
United Airlines Charitable Giving Program
United Business Media LLC
United Defense
United Technologies
Unity Software
Unum Charitable Fund
UPS Foundation
Urban Green Investments
Urban Policy Development LLC
US Air
US Bank Foundation
US Fidelity & Guaranty Corp.
US West
USG Foundation, Inc.
USA Corporation
Valent
Valero Refining Company
Valhalla Charitable Foundation
ValueAct Capital
Varian Medical Systems
Veeva Systems
Verisk Analytics
Veritas Software Foundation
Verizon Foundation
VF Foundation
Virgin Mobile USA, LLC
Visa GivingStation
VISA Matching Gift Program
Vivendi Universal
VMWare Foundation
VMWare Matching Gift Program
W. P. Carey Co., Inc.
W.W. Grainger Inc.
Wachovia Foundation
Walmart Foundation
Ware & Freidenrich
Washington Mutual Foundation
Waste Management
Waters Corporation
Wealth Management Advisors, Inc.
Webroot Software, Inc.
Weil Capital Managment
WellPoint Foundation
Wells Fargo Community Support Campaign
Wenilda Sligh
Westamerica Matching Gift Prog
Western Annuity Svs., Inc.
Western Athletic Clubs, Inc.
Western Digital
Western Payments Alliance
Western Union Foundation
Westinghouse Electric Corporation
Wetherby Asset Management
William and Flora Hewlett Foundation
William Blair & Co. Foundation
Williams Corporation
Williams-Sonoma Foundation
Willis Lease Finance Corporation
Wm .Wrigley Jr. Company Founda
WMX Technologies, Inc.
World Reach Inc Matching
xas Instruments Foundation
Xcel Energy Foundation
Xilinx Corporation
XiNET
XL America XL Catlin
XMR Corporation xtron
Yahoo Inc
Yahoo! Employee Charitable Giving Progra
yco
Yelp Foundation Yelp Inc
Young and Rubicam Foundation
Zephyr Real Estate
Zurich North America
Zynga Inc.
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Companies that match donations
Ramon Torres and Cristina Castro in Romeo & Naomi Ramirez by Kathryn Walat.
Photo © Heidi Bohnenkamp, 2015.
Many employers offer a matching gift program that allows you to increase your giving to your favorite organizations. This can double or even triple your gift to the Playwrights’ Center, giving you the increased benefits and visibility that comes with your new level of giving. Inquire with your company’s human resources department to see if your gift to the Center qualifies for a matching gift.
Companies that match
The following is a list of companies who have generously matched gifts to the Center in the past. This list is not comprehensive, so if you don’t see your employer here, ask!
Search page using command+F or ctrl+F, or jump to: # • A • B • C • D • E • F • G • H • I • J • K • L • M • N • O • P • Q • R • S • T • U • V • W • X • Y • Z
#
3Com Corporation
3M Company
A
Abacus Capital Investments
Abbott Laboratories Fund
Abbott Northwestern Center for Outpatient Surgery
ABN AMRO Bank
Accenture Foundation, Inc.
Access Fund
ACE INA Foundation
Acrometal Management Corp.
Acxiom Corporation
Adams Harkness & Hill Inc.
Adaptec Foundation
Adaptec Inc.
ADC Foundation
ADC Telecommunications
Ademco Distribution
Adobe Systems, Inc.
ADP, Inc.
Advantis
Advantus Capital Management
A.E. Staley Manufacturing Co.
A&E Television Networks
AEGON TRANSAMERICA
AEP
AES Corporation
Aetna, Inc.
Aetna Foundation
Aetna Life & Casualty
AG Communications Systems
AGIA Inc.
Agilent Technologies
Agribank FCB
Agriliance Air Products & Chemicals, Inc.
AgStar Financial Services, ACA
Aid Association for Lutherans
AIG Matching Grants Program
Aileen S. ANdrew Foundation
AIM Foundation
Air Liquide America Corporation
Air Products and Chemicals Inc.
Albemarle Corp.
AlCOA Foundation
Alco Standard Fdn.
Alexander and Baldwin Foundation
Alexander and Baldwin Inc.
Alexander Haas Martin and Partners
Alexander Hamilton Life
Allegiance Corp. and Baxter International
Allegro Microsystems Inc.
Allendale Insurance Foundation
Allendale Mutual Insurance Co.
AllianceBernstein
Alliance Capital Management LP
Alliance Coal LLC
AllianceOne, Inc.
Alliant Energy
Alliant Techsystems Inc.
Allianz Life Insurance Company of North America
AlliedSignal Inc.
Allstate Foundation, The
Allstate Giving Campaign
Alpha & Omega Consulting
Altera Corp. Contributions Program
Altria Employee Involvement Programs
Altria Group Inc.
AMBAC Indemnity Corporation
AMD Corporate Giving Program
American Express Co.
American Express Foundation
AMERICAN EXPRESS Gift Matching Program
American Fidelity Corp.
American General Corp.
American Honda Motor Co. Inc.
American Inter Group
American International Companies (AIG)
American International Group, Inc.
American National Bank and Trust Co. of Chicago
American Standard Foundation
American Stock Exchange
Ameriprise Financial
Ameriprise Philanthropic Program
Ameritech Corporation
Amgen, Inc.
Amgen Center
Amgen Foundation
AMN Healthcare Services, Inc. Corp. Giving Program
AmSouth BanCorp. Foundation
AMSTED Industries Inc.
Amylin Pharmaceuticals, Inc. Corp. Giving Program
Anadarko Petroleum Corp.
Analog Devices
Analog Devices Inc.
Analysts International Corp., Minneapolis
Analytics Operations Engineering
Anchor/ Russell Capital Advisors Inc.
Andersen Corporation
Andersons Inc.
Andrea Frankel Allen Charities
Anheuser-Busch Foundation
Antioch Companies/ Webway
AOL Time Warner Foundation
AON Foundation
Apache Corporation
Apogee Enterprises, Inc.
Apple Computer, Inc.
Applera Corporation
Applied Communications Tech.
Applied Materials Foundation, The
APS
Aquila, Inc.
Arcadia Financial
Archdiocese of Saint Paul and Minneapolis
Archer-Daniels-Midland Co. (ADM)
Archer Daniels Midland Foundation
Archie D. and Bertha H. Walker Foundation
Arch Insurance Group Inc.
ARCO Foundation
Ares Advanced Technology
Ares Management LLC
Argonaut Group Inc.
Aristokraft Inc.
Arkansas Best Corporation
Arkwright Mutual Insurance Co.
Armco Inc.
Armstrong Foundation
Arthur J. Gallagher Foundation
Ashland Oil Foundation, Inc.
Aspect Global Giving Program
Aspect Global Systems Inc.
Aspect Telecommunications
Associate Corp. of North America
Assurant Health
Assurant Inc.
Astra Merck, Inc.
AstraZeneca Pharmaceutical LP
AT&T
AT&T Communications Systems
AT&T Foundation
Atapco
ATC
A-Tek
ATK Sporting Equipment
Atlantic Data Services Inc.
Atochem North America Foundation
ATOFINA Chemicals, Inc.
ATOFINA Pharmaceutical Foundation
Autodesk Inc.
Automatic Data Processing, Inc.
Avaya
Aventis Pharmaceuticals
Avery Dennison Foundation
Avon Matching Gifts Program
Avon Products Foundation, Inc.
AXA Foundation
Azko Nobel, Inc.
B
BAE Systems
Baker Hughes Foundation
Bakers Square
Ball Corporation
Banc One Foundation
Banc One Wisconsin Corporation
Bank of America
Bank of America Corporation
Bank of America Foundation
Bank of America N.A.
Bank of Tokyo-Mitsubishi
Bank One NA
Bankers Trust Corporation
Bankers Trust Foundation
Banta Corporation Foundation Inc.
BASF Corporation
Baughman Company PA
BAX Global
Baxter Allegiance Foundation
Baxter International Foundation
Bay Networks
Bayer CropScience
Bayer HealthCare Pharmaceuticals
BCS Insurance Company
Bea Foundation
Bearingpoint Charitable Foundation, Inc.
Bechtel Foundation
Bechtel Group Foundation
Beckman Coulter, Inc. Corporate Giving Program
Beckton Dickenson
Becton Dickinson & Company (BD)
Becton-Dickinson Corp.
Belden Wire and Cable Co.
Bell Atlantic Corporation
Bell & Howell Foundation
Bell Hulbert Associates
BellSouth
Bemis Associates Inc.
Bemis Company Foundation
Ben & Jerry's Benfield, Inc.
BeneTemps Inc.
Berkshire Mortgage Finance Bethesda LP
Bernstein Real Estate Co.
Best Buy Co., Inc.
Bestfoods
BF Goodrich Company
Bill & Melinda Gates Foundation
Binney and Smith Inc.
Biogen Idec Foundation, Inc.
Bituminous Casualty Corp.
BKD LLP
Black and Decker
Black and Decker Corporation
Blandin Foundation
Bloomingdale's
Blount Foundation, Inc.
Blue Cross and Blue Shield of Minnesota
BMC Industries, Inc.
BNSF Railway Foundation
Boeing Co.
Boeing Company Contributions Program, The
Boeing Employees Community Fund
Bonneville International Corp.
Booz Allen Hamilton
Borden Family of Cos.
Boston Edison Co.
Boston Gear
Boston Scientific Corporation
BP America, Inc.
BP Amoco Corporation
BP Corporation North America Inc.
BP Foundation, Inc.
Brady Corporation
Brakeley, John Price Jones Inc.
Braun Intertec Corporation
Bremer Bank (Brainerd)
Bridgestone/ Firestone Trust Fund
Brinks HOme Security, Inc.
Bristol-Myers Squibb Foundation
Bromelkamp Company
Brown Group, Inc.
Brown & Williamson Tobacco Corporation
Buffalo Wild Wings Grill Bar, Inc.
Bunge Corporation
Burlington Air Express
Burlington Industries, Inc.
Burlington North Rail Rd.
Burlington Northern Santa Fe
Business & Legal Reports Inc.
Butler Manufacturing Company
C
Cable and Wireless
Cabot Corp Foundation
Cabot Oil & Gas Corporation
Cadence Design Systems Inc.
Café Latte
Calpine
California Community Foundation
California Endowment, The
California Wellness Foundation, The
Callaway Golf COmpany Foundation
Caltex Petroleum Corp.
CambridgeSoft
CAN Insurance Companies
Candle Foundation, The
Capital Group Inc.
Capital Group Companies, Inc.
Cardinal Health Foundation
Cardinal Health, Dublin, OH
Carolyn Foundation
Cargill, Inc.
Carlson Companies, Inc.
Carillon Point
Carl M. Freeman Golf
Carnegie Corporation of New York
Carolina Power & Light Co.
Case Corporation
Casey Foundation, Margueritte
Caterpillar Foundation
Caterpillar Inc.
Caterpillar Tractor Co.
CBS Foundation Inc.
CBS Inc.
CBS/ Westinghouse Foundation
CCB Foundation
Centerpulse Spine-Tech Inc.
Centre Insurance Company
Cephalon Inc.
Ceridian Corporation
CertainTeed Corp.
CertainTeed Corporation Foundation
CertCo, Inc.
Cessna Foundation
Champion International Corp.
Charles River Laboratories Inc.
Charles S. Mott Foundation
Charles Schwab Corporation Foundation
Charles Schwab & Company, Inc. and Subsidiaries
Charles Stewart Mott Foundation
ChartHouse Learning
Chase Manhattan Bank
Chase Manhattan Corporation
Chase Manhattan Foundation
Chemical Bank
Cheney Foundation, Ben B.
Chesapeake Corporation Foundation
Chesebrough-Pond’s USA
Chevron Corporation
Chevron Matching Gift Program
Chevron Phillips CHemical Company LP
ChevronTexaco Corporation
Chicago Title & Trust Co. Foundation.
Children’s Foundation
ChOC Foundation
Choice Hotels International
ChoicePoint, Inc.
Chrysler Foundation, The
Chubb Group of Insurance Companies
Chubb & Son Inc
Church & Dwight Company Inc.
CHS Inc.
Ciba Corning Diags
CIGNA Foundation
Cimarex Energy Company
Cingular Wireless
Circuit City Foundation
Circuit City Stores, Inc.
Cisco Systems, Inc.
Citgo Petroleum
CITGO Petroleum Corp.
Citibank/ Citicorp
Citibank NA
Citicorp Foundation
Citigroup Foundation
Claiborne Foundation, Liz
Clariant Corp.
Clorox
Clorox Company Foundation, The
Club Corp. International
C.M. Capital Foundation
CMS Hartzell Manufacturing
CNA Foundation
CNA Surety Corp.
CNS
COACH
Coca-Cola Company, The
Coldwell Banker Burnet
Coleman Company
Colgate-Palmolive Company
Colonial Management Association, Inc.
Colonial Management Group
Colonial Pipelines Company
Columbus Life Insurance Co.
Commercial Federal Bank
Commonwealth Fund
Community First Bank Shares Inc.
Community First National Bank
Community First Technologies Inc.
Community Solutions Fund
Compaq Computer Corporation
Components Corp. of America
Computer Associates
Computer Associates International, Inc.
Computer City Supercenters
Computer Network Technology Corporation
ComputerWorld
COMSAT Corp.
ConAgra Foods Foundation
Conexant Systems, Inc. Corporate Giving Program
Conoco Inc.
ConocoPhillips Company
CONRAIL Inc.
Conseco Finance Foundation
Consolidated Communications
Consolidated Natural Gas Co.
Consolidated Papers Foundation
Constellation Energy Group
Consulting Partners Inc.
Consumer Electronics Association
Consumers Energy Foundation
Continental Corp, The
Converium Reinsurance (North America) Inc.
Cooper Industries Foundation
Cooper Industries Inc.
Cooper Tire & Rubber Co.
Copley Foundation, Helen K. and James S.
Corn Products International
Corning Inc Foundation
Corporate Communications
Corporate Community Affairs
Corporate Software, Inc.
Corporate Software and Technology
Costco
Countrywide Credit Industries, Inc.
Countrywide Home Loans, Inc. Corporate GIving Program
Covidien
CPC International, Inc.
CPI Corporation
CPI Philanthropic Fund
C.R. Bard, Inc.
Crail-Johnson Foundation
Cranston Printworks Co.
Cray Research
Creative Strategy, Inc.
Credit Agricole Indosuez
Credit Suisse
Crestar Financial Corp.
Crown Life Insurance Co.
CSC Index, Inc.
CSX Corporation
Cyberoptics Corporation
Cyprus Amax Minerals Co.
D
Daiichi Sankyo, Inc.
DaimlerChrysler Corporation Fund
Dain Rauscher Foundation
Danforth Foundation
Dannon
Dalsin Industries Inc.
Datascope Corporation
Datatel
Davey Company Foundation, The
David L. Babson and Co. Inc.
Davidson & Associates Inc.
Dean Witter Discover
DeKalb Genetics Corp
Del Monte Foods
Deloitte Foundation
Deluxe Corporation Foundation
Delta Airlines Foundation
Deluxe Corp.
Demont & Associates Inc.
Design Guys Incorporated
Detroit Edison Co.
Deutsche bank Americas Foundation
Deutsche Bank NA
Devon Energy Corporation
DFS Group Ltd.
Diageo Global Business Support
Diageo North America
Dictaphone Corp.
Digital Equipment
Disney Company Foundation, Walt, The
Diversified Pharmaceutical
DL Ryan Company, LTD
DMcD Productions, Inc.
Dominion Foundation
Donaldson Company, Inc.
Dorsey & Whitney, LLP
Dow AgroSciences, LLC
Dow Chemical Co Foundation
Dow Corning Corp.
Dow Corning Inc.
Dream Street Foundation
DST Systems Inc.
DTE Energy
Duke Energy
Duke Power Co.
DuMonde Solutions
Duracell International Inc.
Dynegy Inc.
E
E. A. Sween
East bay Community Foundation, The
Eastern Bank & Trust Co.
Eastern Enterprises
Eastern Mountain Sports
Eaton Charitable Fund
Eaton Corporation
Eaton Vance Management
eBay Inc.
Ecolab Foundation
Ecolab Inc.
Edina Realty, Inc.
Edison International Corporate Giving Program
Edison International Foundation
EEX
EFunds
El Paso Energy Foundation
ELF Atochem North America Inc.
Eli Lily & Company Foundation
EMBARQ
Emerson
Emerson Electric Co.
EMI Music Foundation
Empak, Inc.
Employees Community Fund
Energizer Charitable Trust
Energizer/ Eveready Battery Co.
Energy for Others
Enpath Medical, Inc.
Enron Foundation
Ensign-Bickford Foundation
Entegris Inc.
Entergy Corporation
EOG Resources
Equifax Community Relations
Equifax Inc.
Equistar Chemicals, LP
Equitable Insurance Companies, The
Equitable Life Assurance Society of the United States
Equitable Resources
Equiva Services LLC
ERE Yarmouth
Ericsson, Inc.
Erie Insurance Group
Ernst & Young Foundation
Essex Group, Inc.
Ethicon, Inc.
Everen Foundation
Explorer Pipelines Company
Express Financial Services
ExxonMobil
ExxonMobil Corporation Contributions Program
ExxonMobil Foundation
F
Factory Mutual Insurance Company
Fair, Isaac and Company Inc.
Fannie Mae Foundation
Farmers Group, Inc. Corporate Giving Program
Farmers Insurance Group
Federal Home Loan Bank/ Dallas
Federal Home Loan Mortgage Corp.
Federated Department Stores, Inc.
Federated Insurance Companies
Feingold & Feingold Insurance
Fergus Falls Medical Group, PA
FGM Inc.
Fidelity Foundation
Fidelity Investments Charitable Gift Fund
Fidelity Investments, Fdn.
Fiduciary Trust Company
Fiduciary Trust Co., Boston
Fieldstone Foundation, The
FINA Inc.
Fingerhut Corp.
Fingerhut Companies, Inc.
Fireman’s Fund Insurance Co.
First Bank Systems
First Data Corporation
First Data Resources
First Energy Corp.
First National Bank Bemidji
First National Bank of Hudson
First National Banks (Sioux Falls), The
First Tennessee/ First Horizon
First Union Foundation
Fleet
Fleet Bank
Flowerree Foundation
Fluor Foundation, The
Fluor Foundation FM Global Foundation
FM Global
FMC Corp.
FMC Technologies
Focal Communications Corp.
Follett Corp.
Ford Family Foundation, The
Ford Matching Gift Program
Ford Motor Company
Fort James Corp. and Subsidiaries
Fort James Foundation
Fortis Benefits
Fortis Financial Group
Fortis Health
Fortis Insurance
Fortis Woodbury
Fortune Brands Inc.
Foundation for Educational Funding Inc.
Freddie Mac
Freddie Mac Foundation
Frederic W. Cook & Co. Inc.
Freedom Forum
Freeport-McMoRan
Frey Foundation
Friedman Billings Ramsey & Co.
Fuji Bank, Ltd.
Fujitsu Network Comm.
Fuller Company Foundation, H.B.
Fulton Financial Corporation
G
Gallo Winery Corporate Giving Program, E. & J.
Gannett Communities Fund
Gannett Co. Inc.
Gannett Foundation
Gap Foundation, The
Gap Inc.
Gartner Group
Gartner - The Matching Gift Center
Gary-Williams Co./ Piton Foundation
Gary Williams OIl Producer
Gate City Bank
GATX Corp.
GE Foundation (General Electric)
Geico
GEICO Philanthropic Foundation
GenCorp Foundation, incorporated
Genentech General Physics Corporation
Genentech, Inc. Corporate Giving Program
General Cologne Re Geo
General Dynamics
General Mills Foundation
General Mills Inc.
General Motors Foundation
General Re Corporation (Gen Re)
General Re Services Corporation
Gensler & Associates
Genworth Foundation
Geon Co.
Georgia-Pacific Corporation
Georgia Power Foundation
Geotrace Technologies Inc.
Gerber Products Co.
Gerling Global Reinsurance Corp. of America
Getty Trust, J. Paul
Giddings & Lewis Foundation, Inc.
Gillette Co.
Gillette Company, The
Gilman Paper Co.
GKN Foundation
Glaxo, Inc.
Glaxo Wellcome Inc.
GlaxoSmithKline
GlaxoSmithKline Foundation
GlaxoSmithKline Foundation
Glenmede Corp.
Global Impact/ Countrywide Financial Corporation
Globe Newspaper Co. and Subsidiaries
GMAC-RFC
Gnat Inc.
Goldman Fund, Richard and Rhoda
Goodrich Corporation
Goodyear Tire & Rubber Co.
Google
Graco Inc.
Grainger Company, The
Grainger Inc.
Grainger Matching Gifts
Grand Canyon Association
Grant Thornton Foundation
GreenPoint Bank
GreenPoint Financial
Grenzebach Glier & Associates Inc.
Grinnell Mutual Reinsurance Co.
GTE Foundation
Guardian Life Insurance Company
Guidant Corp.
Guidant Foundation
H
H & R Block Inc.
Haas Fund, Walter and Elise
Haas, Jr. Fund, Evelyn and Walter
Haemonetics Corp.
Halleland, Lewis, Nilan, Sipkins & Johnson, PA
Halliburton Energy Services
Halliburton Foundation Inc.
Hallmark Corporation Foundation
Hambrecht & Quist Group
Hambrecht & Quist, LLC
Hampton and Harper Inc.
Hampton Inns
Hannah M.A. Co.
Hanover Capital
Harcourt General Inc.
Harley-Davidson motor Company
Harrah’s Entertainment Inc.
Harris Trust & Savings Bank: Harris Bankcorp
Harsco Corporation Fund
Hartford Insurance Group
Hartford Steam Boiler Inspection & Insurance Company - HSB Group Inc.
Harsco Corporation
Hartzell Manufacturing
Hawaiian Electric Industries Inc.
Hazen Foundation, Inc., Edward W., The
H.B. Fuller Company Foundation
HC Starck, Inc.
Heinz H.J. Co.
Heller Financial Inc.
Hemmings Motor News
Henry A. Bromelkamp & Co.
Henry Luce Foundation
Heron Foundation, F.B., The
Hess Corporation
Heublein Foundation Inc.
Hewitt Associates
Hewlett Foundation, William and Flora, The
Hewlett-Packard Company
Hibernia National Bank
Hickory Tech Corporation Foundation
Higher Education Publications Inc.
Highland Bank
Highmark Blue Cross/ Blue Shield
Hillman Company
Hill’s Pet Nutrition Inc.
HJ Heinz Company Foundation
Hoechst Celanese
Hoechst Celanese Foundation
Hoechst Marion Foussel Inc.
Hofmann Foundation, K.H.
Holyoke Mutual Insurance Co.
Holyoke Mutual Insurance Co. in Salem
Home Depot
Home Depot Foundation
Home Loans First TEnnessee Matching Gift Program
Home Savings of America
Homecrest Industries, Inc.
Honeywell Inc.
Hormel Foods Corporation
Hospira Foundation
Hospitality Franchise Systems
Houghton Mifflin Company
Household International Inc. (HSBC)
HP
HRTek Corp.
HSBC Bank USA, N.A. Corporate Giving Program
HSBC - North America
Hub Distributing, Incorporated
Huck International, Inc. and Cordant Technologies Inc.
Hudson Webber Foundation
Hutchinson Technology Incorporated
Hypo Real Estate Corporation
I
IBM Corporation
IBM International Foundation
IBM Matching Grant Program
IDS Financial Services, Inc.
IKON Office Solutions, Inc.
IKOS Systems
Illinois Tool Works Inc.
Imation Corp.
Imo Industries, Inc.
Independence Investment Associates Inc.
Industrial Bank of Japan, Ltd.
Industrial Indemnity
IndyMac Bancorp Inc.
Information Technology Systems
ING Capital Holdings
ING Foundation
Ingram Micro Inc. Corporate Giving Program
Insight Investment Management
Institutional Investor, Inc.
Instron Corp.
Insurance Service Office Inc.
Intek Weatherseal Products
Intel Corporation
Intel Foundation
Intelsat International Monetary Fund
Interlake Corporation
Interlake Inc.
International Business Machines Corp.
International Dairy Queen, Inc.
International Data Group
International Design Center
International Paper Company Foundation
Interra Financial
Intuit
Intuit Foundation, The
Invensys Process Systems
INVEST Financial Corp.
Irvine Foundation, James, The
ISC Group, Inc.
Itasca Consulting Group, Inc
ITG, Inc.
ITT Industries
ITW (Illinois Tool Works)
J
J&H Marsh & McLennan
J&R Tool Company
Jackson National Community Fund
Jacobs Family Foundation, Inc.
Jamee and Marshall Field Foundation
James S Copley Foundation
Javelin Solutions
JBT Corporation
JC Penney
Jefferies & Company, Inc.
Jefferies Group, Inc.
Jefferson-Pilot Financial
Jiffy Lube
John D. and Catherine T. MacArthur Foundation
John G. Kinnard & Co., Inc.
John Hancock Advisers Inc.
John Hancock Financial Services Inc.
John Hancock Mutual Life Insurance Co.
John Wiley & Sons Inc. Publishers
Johnson Controls Inc.
Johnson Higgins
Johnson & Johnson Companies
Johnson & Johnson Family of Cos.
Johnstech International Corp
John Wiley & Sons Inc
Jones, Lang, LaSalle Juniper Networks, Inc.
Joseph E. Seagram & Sons Inc.
Josiah Macy Jr. Foundation
Jostens Inc.
JP Morgan Chase
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K
Kaiser Family Foundation
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Kaplan Inc.
Karlsson Consulting WK
Kato Engineering, Inc.
Kawasaki Motors Corporation
Keane, Inc.
Kellogg Foundation
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Kerr-McGee Corporation
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KeyCorp
Key Foundation
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KFC
Kimberly-Clark Corp
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Kindler Morgan Foundation
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Kirkland & Ellis
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KLA-Tencor Foundation
Kmart Corporation
KN Energy Foundation
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Knight Foundation, John S. and James L.
Knight Ridder Inc.
Kobe Steel USA, Inc.
KPMG Foundation, The
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Kraft Foods, Inc.
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KraftMaid Cabinetry, Inc.
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Kresge Foundation
Kroy, Inc.
KTLA- TV
L
Lam Research Corp.
Lamson & Sessions Co.
Land O’Lakes Foundation
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Lend Lease Real Estate Investments
Leo Burnett Co. Inc.
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Lexis-Nexis
LexisNexis Corporate Giving Program
Lexmark International Inc.
Lilly Endowment Inc.
Lipton, Thomas J. Co.
Lloyd’s Food Products, Inc.
Lockheed Martin Corporation
Loews Corporation
Lord Abbett
Lorillard Tobacco Co.
Lorton Data Inc.
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Lotus Development Corporation
Louisiana-Pacific Foundation
Lubrizol Corp.
Lubrizol Foundation
Lucent Technologies
Lumpkin Family Foundation, The
Lutheran Brotherhood
Lyondell Chemical Company
M
M.A. Mortenson Company
MacArthur Foundation
Maclean-Fogg Co.
Macromedia
Macy's Foundation
Maguire Oil Co.
Mainstreet Bank
Majestic Realty Foundation
Mallinckrodt Group, Inc.
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Malt-O-Meal Company
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Manulife Financial
Marathon Oil Company Foundation
Marine Foundation
Maritz Inc.
Mark IV Capital, Inc.
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Maritz Inc.
Marshall Bankfirst Corp.
Mass Mutual
Massachusetts FInancial Services Co.
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Massachusetts Mutual Life Insurance Company
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MassMutual-Blue Chip Co.
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Mattel Foundation
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McDATA
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MCG Compensation Healthcare
McGraw-Hill Companies Inc., The
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Mead Witter
Meadows Foundation
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Meredith Corporation
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Meritor Savings Bank
Merrill Lynch & Company Foundation Inc.
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Metris Companies Foundation
MetLife Foundation
Metropolitan Financial Corp.
MFS Microsoft Giving Campaign
M-I LLC
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Michaud, Cooley & Erickson
MicroAssist, Inc.
Micron Technology Inc.
Microsoft Corporation
Microsoft Giving Campaign
Microsoft Matching Gifts Program
Mid-Continent Engineering Inc.
Midcontinent Media
Midland National
Midway Chevrolet
Midwest Communications, Inc.
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Millipore Corp.
Millipore Foundation
Minerals Technologies Inc.
Minnegasco
Minnesota Life
Minnesota Mutual Life
Minnesota Mutual Life Insurance Co.
Minnesota Power, Inc.
Minnesota Timberwolves Basketball Limited Partnership
Minnesota Twins
Minnesota Vikings Football Club, LLC
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Mitsubishi Electric America Foundation
Mitsubishi Intl. Corp., The
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MMC
MMC Capital Foundation, Inc.
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MN Mutual Life Ins. Co.
Mobil Oil Corporation
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Moen Inc.
MoneyGram International
Monsanto Company
Monsanto Fund
Montana Power Company Foundation
Monterey Peninsula Foundation
Montgomery Ward & Company, Inc.
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MONY (Mutuals of NY)
MONY Life Insurance Company
Moody’s COrporation
Moody’s Foundation, The
Morgan Construction Co.
Morgan Family Foundation
Morgan Stanley & Co.
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Morton International, Inc.
Morrison & Foerster
Morrison & Foerster, LLP
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Mosaic Company, The
Motiva Enterprises
Motorola Foundation
Motorola Inc.
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N
Nabisco Foods Group
NACCO Industries Inc.
Nalco Chemical Company
Nalco Company
Narragansett Electric Co.
National City Bank of Pennsylvania
National Computer Systems
National Instruments Corporation
National Kidney Foundation of Southern California
National Multiple Sclerosis Society
National Semiconductor Corporation
National Starch & Chemical Foundation
Nationwide Mutual Insurance
NationsCredit Corp.
Natural Gas Clearinghouse
Natural Resource Group
NBCUniversal
NCR Corporation
NCR Foundation, The
NCS Pearson RJR
NEC Electronics America, Inc. Corporate Giving Program
NEES Cos.
Neiman Marcus Group, The
Nellie Mae
Nestle
Network Associates
Network Associates Matching Gift Program
New Century Energies
New Century Energies Foundation
New England Business Service Inc.
New England Electric
New England Electric System Cos.
New Jersey Bell Telephone Co.
New United Motor Manufacturing, Inc. Corporate Giving Program
New York Life Foundation
New York Life Ins.
New York Times Co.
Newcars.com
Newfield Exploration Company
Newhall Land & Farming Company
Newmont Mining Corp.
Newsweek, Inc.
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Nexen Petroleum USA Inc.
Niagara Mohawk Power Corp.
Nicor Gas
Nike Inc.
Nims Associates Inc.
Nintendo
Nissan North America Inc.
Nissan North America, Inc. Corporate Giving Program
NL Industries, Inc.
Nokia Inc.
Nordson Corp.
Nordson Corporation Contributions Program
Norfolk & Dedham Group
Norfolk Southern Foundation
Nortel Networks
Nortel Networks Inc.
Northern States Power Co.
Northern Trust Corporation
Northrop Grumman Foundation, The
NorthStar Capital Markets Inc.
Northwestern Energy
Northwestern Mutual Life Insurance
Norton Co.
Norton Company Foundation
Novartis Corp.
Novartis US Foundation
Noveel Inc.
NRG (Natural Resource Group)
NRG Energy, Inc.
NTT America, Inc. Corporate Giving Program
NVEST Cos., LP
NYCE Corporation
NYNEX Corporation
O
Oak Associates, Ltd.
Occidental Petroleum Charitable Foundation, Inc.
OG & E Company Foundation
Oklahoma State University Foundation
Old Navy
Olin Corporation
Olive Garden, The
Omni Travel
Omron Foundation Inc
Ondeo Nalco Company
ONEOK Foundation
OppenheimerFunds Inc.
Opus Corporation
Oracle Corporation
Orfalea Family Foundation, The
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Oryx Energy Co.
Osmonics Inc.
OTC, MN
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Outboard Marine Corp.
Owens-Corning
Owens-Illinois, Inc.
P
Paccar Foundation
Pacific Enterprises
Pacific Gas & Electric Company Contributions Program
Pacific Huts & Castles, Inc.
Pacific Life Foundation
PacifiCorp Foundation
Packard Foundation, David and Lucile, The
Pactiv Corporation
Palm Foundation, The
Palos Verdes Peninsula Education Foundation
Pan Energy Corp.
Panhandle Easter Corp.
Panhandle Royalty Company
Payden & Rygel
PBG Foundation
PC WOrld/ IDG Central Services
PEC Solutions, Inc.
Pegasus Systems
Pella Corporation
Penn Central Corporation
Penn Virginia Corporation
Pennzoil Co.
Pennzoil-Quaker State
Pentair, Inc.
Peoples Energy Corporation
Peoples Gas Corp.
Pepsi Bottling Group Foundation, Inc.
PepsiCo Foundation Inc.
Perkins Charitable Foundation
Peterson-Anthony Insurance Agency Inc.
Pew Charitable Trust
Pfizer Inc.
PG & E Corporation Foundation, The
Pharmacia Matching Gift/ Pfizer Foundation
Pharmacia & Upjohn Foundation
Pharmacia & Upjohn Inc.
Phelps Dodge Corporation
Philip Morris Companies Inc.
Phillip Morris USA
Pillsbury Corporation
PIMCO
Pioneer Group Inc.
Pioneer Hi-Bred International Inc.
Piper Jaffray & Co.
Pitney Bowes Inc.
Pittway Corporation
Pizza Hut, Inc.
PJM Interconnection
Platinum Technology
Playboy Enterprises Inc.
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Plumas Community Foundation
Plymouth Rock Foundation
PMI Foundation, The
PNC Bank Foundation
Pogo Producing Co.
Pohlad Family Foundation
Polaris Industries, Inc.
Polaroid Corporation
Potash Corporation of Saskatchewan Inc
Power Team, MN
PPG Industries Inc.
PQ Corporation
Premark International Inc.
Prentice Hydro-Ax
Pricewaterhousecoopers Foundation
Prince Fdn.
Principal Financial Group Foundation
Procter & Gamble Fund
Progress Casting Group Inc.
Progressive Insurance
Progressive Investment Corp.
Prophet Corporation, The
Provident Cos. Inc.
Providian Financial
Prudential Comm. Giving Campaign
Prudential Foundation, The
Prudential Ins. Co. of America
Public Strategies Group
Publix Super Markets Charities Inc.
Q
Quad Graphics
Quaker Chemical Corporation
Quaker Hill Foundation
Quaker Oats Foundation, The
Qualcomm Incorporated
Quantum Corporation
Quest Diagnostics Incorporated
R
R. R. Donnelley & Sons Co.
R. J. R. Nabisco Foundation Inc.
Radio City Music Hall Productions, Inc.
Radio Shack
Radio Shack Matching Gifts Program
Rahr Malting Co.
Raley’s Inc. Corporate GIving Program
Ralston Purina Company
Rapid Packaging Inc
Rasmussen Millwork
Rauscher
Rayonier Foundation
Raytheon Company
RBC Wealth Management
RBC Tile & Stone Company
Reader’s Digest Association Inc.
Reader's Digest Foundation
RealNetworks, Inc.
Red Wing Shoe Company
Reebok Foundation
Reell Precision Manufacturing Corporation
Regis Corporation
REI (Recreational Equipment Inc)
Rejuvenation, Inc.
Reliable Life Ins. Co.
Reliant Energy (Minnegasco)
Remmele Engineering Inc.
Resource Trust Co.
Response Analysis
Retek Inc.
Reuters America Inc.
REW Group, Inc.
Rexene Corp.
Rexnord
Rexnord Corp.
Richardson, Richter & Associates
Richfield Bank & Trust Co.
Ridgewood Savings
Riverway Co.
RJ Reynolds Tobacco, Inc.
RLI Insurance Co.
Robert Wood Johnson Foundation
Roche Matching Gifts Program
Rockefeller Brothers Fund Inc.
Rockefeller Family and Associates
Rockefeller Group
Rockford, Inc.
Rockler Cos., Inc.
Rockwell Collins
Rockwell Collins Charitable Corporation
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Robins, Kaplan, Miller Ciresi L.L.P.
Rolm Co.
RONIN Development Corp.
Roosevelt Bank
Rose Hills Foundation
Rosewood Corp.
Ross Johnston & Kersting Inc.
Rounds Vanduzer Architects, P.C.
Rubbermaid Inc.
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Russell Sage Foundation
Ryan Companies
Ryco Division Reilly-Whiteman Inc.
Ryder System Charitable Foundation, Inc., The
S
Sabre Holdings
Safeco Corporation
SAFECO Insurance Companies
Safety-Kleen
Sage Publications, Inc.
SAIC
Saint-Gobain Corporation
Saint Paul Foundation
Saint Paul Travelers Companies Inc
Sallie Mae
San Antonio Area Foundation/ USAA
San Francisco Foundation, The
Sandoz Inc.
Sanofi-Aventis
SAP
SAP America, Inc. Corporate Giving Program
Sara Lee Corporation
Sara Lee Foundation
Sauer-Danfoss
Sauer-Sundstrand
SBC Communications Inc.
SBC Foundation
Schindler Elevator Corporation
Schoeneckers, Inc
Schwan Food Company, The
Schering-Plough foundation
Schindler Elevator Corporation
Schwab Foundation, Charles, The
Schwab Foundation, Charles and Helen
SCICOM Data
Science Applications International Corp.
Scitor Corporation
Scientific-Atlanta Foundation, Inc.
Scott Paper Company
Seagate Technology, Inc.
Securian Financial Group, Inc.
Security Life of Denver Ins.
Security State Bank
Sedgwick, Inc.
Sedgwick, James Inc.
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SemGroup LP
Sempra Energy
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Sephora Service Corps
Services Securian Foundation
Shaklee Corporation
Shearson Lehman Brothers, Inc.
Sheldahl Inc.
Shell Oil Company Foundation
Shenandoah Life Insurance Co.
Sherwin-Williams Co.
Shiva Corporation
Siemens VDO Automotive
Sierra Health Foundation
Sierra Pacific Resources Charitable FOundation
Sifco Industries Inc.
Silicon Graphics Inc.
Silicon Valley Community Foundation
Simon Foundation, Inc., William E.
Simpson manufacturing Co.
Sit Investment Associates, Inc.
Sizzler International, Inc.
SJE-Rhombus Controls
SmithKline Beecham
SNET
Softsoap Enterprises
Solano Community Foundation
Sonat Inc.
Sony Corporation of America
Sony Pictures Entertainment
Sony USA Fnd. Inc.
Sounds True, Inc.
Southern California Gas Company
Southern Company Services
Southern Star Central Gas Pipeline
Southways
Southwest Gas Corporation Foundation, The
Southwestern Bell Fdn.
Southwestern/ Great American
Specialty Mfg. Co., The
Spectrum Field Services
Speer, Leeds & Kellogg
Spiegel, Inc.
Sprint Corporation
Sprint Foundation
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SPX Corp
SPX Foundation
Square D Foundation
Stanley Works, The
Starbucks
State Farm Insurance
State Street Corporation
Stellent Inc.
Storage Tek Foundation
St. Jude Medical, Inc.
St. Paul Bank
St. Paul Companies Foundation
St. Paul Companies Inc.
St. Paul Radiology
Stahl Construction Company
Stanley Works
Starbucks Coffee Company
Starbucks Foundation, The
Starbucks Matching GIfts Program
State Farm Companies Foundation
State Street FOundation, Inc.
Steelcase Foundation
Stein Foundation/ Fund No. 2, Louis and Bessie
StrideRite Corporation
Stillpoint Institute, Inc.
Stilwell Financial Inc.
STREM Chemicals
Stride Rite Corp.
Strong Financial Corporation
Stuart Companies
Stuart Foundation
Stylmark, Inc.
Subaru of America
Sulzer Spine-Tech
Sun Life Assurance Co. of Canada
Sun Microsystems Foundation
Sun Microsystems Inc.
Sunbeam Corporation
Sundet Foundation
Sundstrand Corporation
Suntrust Bank, Atlanta
Super 8 Motel
Superior Technologies
SUPERVALU INC.
Susquehanna Investment Group
Swiss Bank Corp.
Symantec Corporation
Symantec Giving program
Syngenta Company
Synopsys Foundation, The
SYSCO Corporation
T
T. Rowe Price
T. Rowe Price Associates, Inc.
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Taco Bell
Takeda Pharmaceuticals North America, Inc.
Takeda Pharmaceuticals North America
Tandy Corp.
Target Corporation
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Tapemark
Tastefully Simple, Inc.
Tauck World Discovery
TC Group Matching Gifts Program
TCF Bank, fsb
TCF FInancial Corp.
TCF National Bank Minnesota
TE Connectivity
Teagle Foundation, Inc.
Technometrics Inc.
Teichert Foundation
Tektronix Inc.
Telcordia Technologies
Teledyne Technologies Inc.
Teleflex Foundation
Tellabs
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Tellabs Inc.
Temple-Inland Foundation
Temple-Island Inc.
Tenet Healthcare Foundation
Tennant Company
Tennant Foundation
TENNANT
Tenneco Inc.
TEPPCO
Tesoro Corporation Contributions Program
Tesoro, Hawaii
Tesoro Petroleum Corp.
Tetley USA Inc.
Texaco Foundation
Texas Commerce Bank
Texas Instruments Foundation
Texas Instruments Inc.
Textron Charitable Trust
Textron Inc.
Tektronix Foundation
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THAT Corp.
The N. American Coal Corp.
The St. Paul Co.
The Staley Works
Thomson Corporation, The
Thomson Legal & Regulatory
Thomson Tax & Accounting
Thomson West
Thomson Reuters
Thomson Reuters Legal
Thrivent Financial for Lutherans
Tiffany & Co.
Tiger Management Corporation
Time Inc.
Times Mirror
Time Warner Inc.
Tomkins Corp. Foundation
Tom’s of Maine
Tootsie Roll Industries, Inc.
Toro Company
Toro Foundation, The
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Tower Asphalt
Towers Perrin
Transamerica Corporation
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Travelers Companies Inc.
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Travelers Foundation
Travelers Insurance Co.
Tropicana Products, Inc.
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TRW Foundation
TRW Inc.
TSI Incorporated
Tupperware
Turner Investment Partners
Tyco
Tyco Healthcare/ Mallinckrodt Corporate Giving Program
Tyco International, Ltd.
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U
UAM Charitable Foundation Inc.
UBS
UBS Financial Services Inc.
UBS Foundation U.S.A.
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UBS/ Paine Webber
UFE Inc.
UGI Utilities Inc.
Unibase Direct
Unified Foodservice Purch.
Unilever United States Foundation, Inc.
Unilever United States Inc.
Union Bank of California Foundation
Union Pacific Corporation
Union Pacific Fund
Union Texas Petroleum
Uniphase Corporation
Unisource Foundation
United Asset Management
United Business Media Community Connection Foundation
United Parcel Service
United Properties
United Space Alliance
United States Trust Co, NA
United Technologies Corp.
UnitedHealth Group
Unitrin Inc.
Universal Music Group
Universal Studios
Universal Studios Hollywood
Unocal Foundation
UNUM Corporation
UnumProvident
Uponor North America Inc.
UPS Foundation, The
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US Bancorp-Piper Jaffray
US Borax Inc.
US Cellular
US Fidelity and Guaranty Corp.
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USG Corp.
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V
Valero Energy Corporation
Valspar Corporation, The
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VERITAS Software
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Vivendi
Von Liebig Foundation, Inc., William J., The
Vulcan Materials Co.
W
W. K. Kellogg Foundation
W. K. Kellogg Foundation Match Wachovia
W. M. Keck Foundation
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Waitt Family Foundation
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Watson Wyatt
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WCCO AM/TV-WLTE FM
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Williams
Williams Company
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Winn-Dixie Stores Inc.
Winter Wyman & Co.
Wisconsin Energy Corporation
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WRQ
Wyeth
X
Xcel Energy Foundation
Xerox
Xerox Corporation
Xerox Foundation, The
Xilinx
XTO Energy Inc.
XTRA Corporation
Xtra Corp. Charitable Foundation
Y
Yahoo!
Yamaha Corporation of America Corporate Giving Program
Young Life
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Z
Zeelan Industries Inc.
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Zero-Max Inc.
Zinpro
Zurich Reinsurance Center
Zurn Industries Inc.
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FactBench
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https://www.fool.com/investing/2019/11/10/industry-focus-technology-10-18-2019-segment-12.aspx
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en
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Does Manhattan Associates Have a Moat?
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[] |
[
""
] | null |
[
"Brian Feroldi",
"www.facebook.com"
] |
2019-11-10T00:00:00
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How does the supply chain specialist keep rivals at bay?
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en
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https://g.foolcdn.com/misc-assets/logo-tmf-primary-favicon.ico
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The Motley Fool
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https://www.fool.com/investing/2019/11/10/industry-focus-technology-10-18-2019-segment-12.aspx
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Manhattan Associates (MANH 0.38%) is a leading provider of software and consulting services that help companies optimize their supply chain. The company has grown considerably since it was founded, and long-term investors have earned multibagger returns for hanging on. In this episode of Industry Focus: Tech, host Dylan Lewis and Fool.com contributor Brian Feroldi break down Manhattan Associates' financial statements and competitive advantages and talk about the growth opportunity ahead.
To catch full episodes of all The Motley Fool's free podcasts, check out our podcast center. To get started investing, check out our quick-start guide to investing in stocks. A full transcript follows the video.
This video was recorded on Oct. 18, 2019.
Dylan Lewis: First, though, let's lay the groundwork. What exactly do they do?
Brian Feroldi: These guys are a software and consulting business that specializes in supply chain management. If you are a company that has to deal with inventory, warehousing, transportation shipping, Manhattan is the premiere name in helping to optimize a supply chain, to increase throughput, reduce errors, speed up order times, those kinds of things. These guys sell primarily to retailers, but they also have wholesaler customers, as well as manufacturing businesses and logistics providers. They've really come in vogue recently because they help retailers provide an omnichannel shopping experience to their customers, which we know is just a mega trend that's happening in retail. For those that aren't familiar with that term, omnichannel is just a fancy way of saying they provide a unified customer shopping experience, no matter whether they interact with the company at a brick and mortar store, on the mobile side, through social media, an e-commerce channel, through their website -- basically anywhere that a customer would interact with a brand, that would be omnichannel.
Lewis: Yeah. The value prop here that Manhattan Associates is offering touches on a lot of different things that are super important in retail right now with the e-commerce landscape really putting a lot of pressure on margins for retailers. You think about omnichannel and being available everywhere, that's huge. But also, all of these things we're talking about in terms of supply chain logistics, these are the types of things that add to costs if they're run inefficiently. We talked a little bit about inventory there, too. Having too much inventory on the books obviously creates a lot of problems for businesses. This is something that is trying to make all of these older retailers run a little bit more efficiently, a little bit smarter, and be a little bit more competitive in the modern e-commerce landscape.
Feroldi: Yeah. Retailers these days have tremendous pressure on them to really make investments into their e-commerce capabilities. One way that they are differentiating themselves from companies like Amazon.com is to order things like buying online and picking up in stores, or shipping directly from their retail stores to consumer homes from either a retail store or their warehouses. Those are all things that Manhattan Associates excels at and really is the leader in. So, they have a big trend that's behind them.
Lewis: If you look over at their customers, some pretty big stamps of approval. They have Home Depot, Under Armour, Safeway, which is a huge supermarket over here in the D.C. area, Target, just to name a few, but the list goes on. It's clear they're offering something that people find valuable.
Feroldi: Yeah, and these guys are the identified leader by consulting firms such as Gartner. If you are a brand that wants to get into the space and you need help, Manhattan Associates is the premiere name to go to.
Lewis: Let's talk a little bit about the transition with SaaS here. This is something that often creates a lot of problems, creates some messy financials and some difficult comps for companies.
Feroldi: Yeah. Manhattan Associates has basically five sources of revenue. No. 1 would be their software-as-a-service offering, which is only about 4% of revenue right now. But as we know from SaaS offerings, they are very high margin, and this is a major focus of the business right now. This is the fastest growing segment for Manhattan Associates. 140% revenue growth last year.
No. 2 would be their legacy licensing software business. This is when companies purchased a license upfront from the company and just ran their supply chain from it. This has fallen to 8% of revenue. This number is declining as the SaaS conversion takes place, and we should expect that to continue to happen.
Third would be customer support services. This would be maintenance revenue for that software. This is a decent chunk of the business, 26% right now. It's actually still growing at a moderate pace. But as SaaS becomes more and more, the SaaS number should also overwhelm this target, too. Those three sectors are just going to be overwhelmed by SaaS revenue growth in the next couple of years.
And this company's biggest source of revenue, surprisingly, is actually professional services. Those are where companies pay Manhattan Associates consulting fees to help with implementation of the software, planning, training of the customers, converting and transferring their old data, education, system upgrades. This comprises 60% of total revenue, so it's not out of line to call this a hybrid software and consulting business.
And then finally, the last little bit is just hardware sales, where they sell third-party hardware that works with their software natively, so like RFID readers, scanners, barcode readers. They are really just a middleman for getting this stuff to customers in a convenient way.
But combine all that together, and that's how this company makes its money.
Lewis: You really get a sense of that hybrid model you were talking about when you look over at the gross margins for this business -- right now, somewhere in the mid-50% range. You typically expect a software company to be 70% and higher, maybe even into the 80% range. The consulting business does bring margins down a little bit lower than you'd expect them to be for a software business.
Feroldi: Yeah. And as you mentioned, that's the consolidated number. This company doesn't break out specifically margin by those revenue opportunities, but I think it's fair to say that the professional services revenue -- which again, is the bulk -- probably has a 40%, 50% margin, something along those lines. But it's really the SaaS and the licensing software and the support software that has the very high margins.
Lewis: You look over at the business. I mentioned that when companies make these transitions, it tends to have a weird effect on financials. We saw that looking at their year-by-year revenue. They showed declines over the last couple of years. That's because they had to eat some revenue due to some accounting changes and this business model shift they're going through.
Feroldi: If you look at their revenue, in 2016, $580 million in revenue. Last year, 2018, that dropped to $560 million, for two primary reasons. No. 1, the shift to focus on software-as-a-service, which we have said time and time again is lower revenue upfront in exchange for a more dependable, recurring revenue model over time. And then, there was another accounting rule change that changed the way they booked their hardware revenue. Those two things have combined to basically make the revenue go nowhere but down for the last couple of years.
However, 2019 should start to reverse that trend. The current estimate is about $600 million in revenue for this year, and $630 million for 2020. So, the pain points of the SaaS conversion are starting to be behind this company.
Lewis: And this company was really in a strong position to go through this transition. You look over at the balance sheet, over $100 million in cash. Zero long-term debt. You can afford to take those short-term pinches when your balance sheet is that strong.
Feroldi: Yeah. These guys have operated with zero debt for as long as I've been following them, years. It's just the ethos of the company. Another thing that I like about this business is, even throughout this SaaS transition process, they've been producing more than $100 million in net income and free cash flow. They haven't had to go into a huge free cash flow sinkhole and net income sinkhole that we've seen with other SaaS conversions. That's something that investors should like about this business.
Lewis: You mentioned that it is a fairly sticky business. That's borne out when you look at the renewal rates for customers. While they're going through this transition from licensed to SaaS, I have to imagine that people are going to stick around, and once that transition is made, that's going to be nice, easy money for them. They also have a fairly strong brand in the space.
Feroldi: Yeah. Those two things are what give this company a moat. When you think about what it takes to get the software going for the logistics side of your business, the warehouse, the inventory, that is a very complicated process to get up and running. Once you're in Manhattan Associates' ecosystem, it's very hard to leave and go elsewhere for any reason. The switching costs of this business are very high, and the brand name is very high. They actually say that when they are competing head-to-head against other companies in the industry, their win rate with customers is about 70%. That's very high. I think the brand here helps them attract new customers, and the high switching costs help keep them around. Those make for a very dependable business.
Lewis: This is a company that's been around for a little while. It's not in the start-up, 80% year over year growth mode that we talk about with some of the companies on the show. What does growth look like for them? What are you seeing with this business over the next couple of years?
Feroldi: One thing, when we're looking at a software-as-a-service company, or a potential one, is that management touts this huge total addressable market opportunity number. Manhattan Associates doesn't really do that. They more point to the mega trends that are the long-term drivers of their business. We already touched upon one. Really changing consumer preferences with how they shop. The general move is toward e-commerce, omnichannel, and smaller, more frequent shipments to customers. That applies to individual consumers as well as businesses. That trend is generally pushing retailers to make investments in their supply chain and to become leaner. That's an opportunity that Manhattan Associates really supplies.
The other thing that we've seen is that the "retail apocalypse", where we've seen so many weak retailers go out of business, that's putting huge pressure on those that are remaining to really become much more competitive and fend off the competition from Amazon -- again, leading them right into Manhattan Associates' hands. It's astounding, the number of retailers that still haven't made this a priority. A recent survey showed that about 80% of retailers admit that they are not offering their customers a unified brand experience. Only 22% of them are making an omnichannel sales experience a top priority. That's a mismatch that is only going to become a stronger incentive over time to work with Manhattan Associates.
|
||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
2
| 18
|
http://www.ompoint.com/cv_here.htm
|
en
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OmPoint Innovations
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"OmPoint Innovations",
"OmPoint",
"Java",
"Java Development",
"J2EE",
"Java Servlets",
"JSP",
"J2EE components",
"Groovy",
"Groovy programming language",
"Groovlets",
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[] | null |
The soul of Java is innovation, and we communicate that through all of our client work as well as our research and development of original software.
| null |
March 2007 – Dec. 2010
J.P. Morgan Retirement Plan Services (RPS), Kansas City, MO. Remote office in Flagstaff, AZ.
Certified ScrumMaster:
Since January 2010 worked as ScrumMaster to create FastTrack to Agile with Scrum courseware, and internal RPS development Scrum wiki site. Also contributed to J.P.Morgan RPS "ScrumCentral" Sharepoint site. Worked as ScrumMaster and team member on IT Process Improvement Analysis project (Oct. – Dec. 2010).
Senior Developer:
Started on the MaxPlans development team. Created and updated the MaxPlans product line of web applications: OurMax (Fixed Cash Balance plans) and MyMax, (Traditional DB plans) and other supporting applications. We created and updated a suite of products that designed hybrid (cash balance) Defined Benefit (DB) pension plans. This involved embedding actuarial rules into the software which in turns help the actuaries create complex designs for corporations, thereby speeding up their work tremendously. The software output PDF files, and other types of data. Laurent worked on various software development projects, as well as serving as the lead refactoring developer for OurMax, and lead security advisor.
Responsibilities included:
Object Oriented Analysis and Design (OOAD) with UML: Refactoring solution for OurMax.
Coding solutions in C# and ASP.NET
Creating a comprehensive security plan for ongoing risk mitigation.
Creating a comprehensive refactoring plan to bring OurMax to desired target state.
Business Systems Analyst (BSA):
Laurent shifted into the BSA role when the MaxPlans business was spun off. As BSA, he worked on specific technology solutions on the Common Services team, as well as leading efforts for adjacent teams, as needed. Responsibilities include:
OOAD with UML: Participant Group Service rewrite/refactor for IVR.project.
Functional Specification creation: Non-Qualified Retirement Plans, Secure Message Center, Plan Sponsor Portal Indicative Data, and more...
Technical Specification creation using Java, and associated technologies:
Spring, iBATIS, Apache Tiles, Ehcache, XML, and more...
Interfacing between Business and IT requirements and needs.
SDLC guidance and involvement, including working with QA test leads.
Wrote 200+ page Java courseware on the above technologies and taught it numerous times at the Kansas City RPS IT HQ (to train the Technical Leads).
India Program Manager:
Since October 2008. Worked to create the RPS IT Mumbai India Office (extension of our RPS IT KC location). Duties included:
|
|||||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
0
| 6
|
https://money.cnn.com/magazines/fortune/fortune_archive/1999/12/06/269953/index.htm
|
en
|
50 The antiquated Dow can't even begin to measure today's fleet Internet economy. So we scoured every e
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1999-12-06T00:00:00
| null |
(FORTUNE Magazine) – If you think of the Dow Jones industrial index as 20th-century and stodgy, you could well find yourself welcoming FORTUNE's e-50 index as millennial and fly. We want this assembly of companies to serve dependably as Wall Street's barometer of e-commerce, so we've chosen the constituents with utmost care. The list encompasses wildly ambitious startups like Global Crossing, which hopes its transatlantic network will serve as the backbone for entire e-industries, and old-timers like AT&T, which was founded in 1875, began trading publicly in 1900, and today gets about 20% of its revenue from data services. We've picked Internet auctioneer eBay, which operates with a skeletal staff of just 138 employees, and behemoth IBM, which has almost 300,000.
Dozens of dot-coms failed to make the cut. We eliminated companies that we deemed passing fads (the rejects shall remain nameless) in favor of promising startups like Razorfish, a new-generation consulting firm in Manhattan that eked out a $2 million profit in the past four quarters. In fact, more than half the companies here are profitable--remarkable, given that this is an e-list.
The most important shared attribute of the companies on these pages has nothing to do with margins or size. These companies get it: They understand the profundity of the Internet and its power to change business. We're confident you'll see interesting performance from them. So check 'em out.
--Christine Chen
[A]Revenue Four qtrs. ended 6/30 [B]Profits Four qtrs. ended 6/30 [C]Market cap As of 11/4/99 [D]Employees[1] [E]IPO date Year founded[2] [F]What makes it a FORTUNe-50 company
ALL FIGURES IN MILLIONS
E-COMPANIES
[A] [B] [C] [D] [E] America Online[3] $4,777 $762 $164,308 12,100 3/19/92 www.aol.com 1985 [F]With 19 million subscribers, AOL's the No. 1 online service and a Net predator, having gobbled CompuServe and Netscape. Its biggest challenge: sustaining stellar growth--its stock is up 300% this year.
Charles Schwab $4,113 $498 $34,194 13,300 9/23/87 www.schwab.com 1986 [F]The Web's top stockbroker controls $263 billion in customer assets and conducts 67% of its trades online. Success now depends on fending off Wall Street firms that want a piece of the online action.
Amazon.com $1,015 -$291 $21,202 2,100 5/15/97 www.amazon.com 1994 [F]The retail e-heavyweight has 12 million customers and a projected $1.4 billion in sales this year. Can it ever make a profit? With CEO Jeff Bezos' lavish spending habits, it's hard to tell.
E*Trade Group[4] $621 -$54 $8,341 1,735 8/16/96 www.etrade.com 1982 [F]CEO Christos Cotsakos wants you to go to E*Trade for every financial service imaginable--bill paying, stock trades, and mortgages. A recent surge of acquisitions may bring that dream closer to reality.
Knight/Trimark Group[5] $618 $119 $4,389 446 7/8/98 www.knight-sec.com 1995 [F]Capitalizing on the convergence of technology and Wall Street, Knight/Trimark handles nearly 20% of all Nasdaq trades, making it the back office for much of the stock trading that people do online.
Yahoo $341 $22 $47,946 803 4/12/96 www.yahoo.com 1995 [F] With steady ad revenues, inroads into e-commerce and auctions, and acquisitions like GeoCities, the Internet's most popular portal is ready to compete with AOL.
Ameritrade Holding[6] $301 $12 $3,740 985 3/4/97 www.ameritradeholding.com 1992 [F]Ameritrade is only the sixth-largest online brokerage, but it seems to have positioned itself as the choice of the masses by charging just $8 a trade. The company now generates 80% of its revenue from the Web.
EarthLink Network $254 -$88 $1,409 1,343 1/22/97 www.earthlink.net 1994 [F]This ISP is on fire. EarthLink connects more than 1.5 million users to the Net; it recently snapped up rival MindSpring and announced the rollout of superfast DSL service.
Priceline.com $189 -$125 $7,963 194 3/30/99 www.priceline.com 1998 [F]Backed by an IPO that raised $160 million, the "name your own price" company is expanding beyond airline tickets to auto sales, home financing, and online groceries.
CMGI[7] $176 $476 $12,567 1,024 1/25/94 www.cmgi.com 1986 [F]CEO David Wetherell has transformed the company into a major Net venture capital firm. With its acquisition of the AltaVista portal, CMGI gains crucial promotional leverage for its other subsidiaries.
Lycos[7] $136 -$52 $5,687 456 4/2/96 www.lycos.com 1995 [F]No longer an also-ran portal, Lycos now gets 30 million visitors monthly. It's looking to diversify through the formation of a venture fund and the acquisition of the financial information site Quote.com.
Excite@Home[8] $129 -$324 $14,647 570 7/11/97 www.home.net 1995 [F]Excite@Home's motto is "All band, all device, all the time." But its outlook might better be phrased "All up in the air" until AT&T decides what to do with its 26% stake.
eBay $125 $7 $17,106 138 9/24/98 www.ebay.com 1995 [F]eBay has outgrown its Beanie Babies roots; it should net $15 million this year. With the purchase of Butterfield & Butterfield, the 134-year-old auction house, eBay's aiming for high-end customers.
DoubleClick $103 -$22 $5,947 482 2/23/98 www.doubleclick.net 1996 [F]DoubleClick has pulled in $136 million in revenues this year selling online ad space and delivering online ads for clients like Microsoft and IBM. Some 10,000 sites use its ad-tracking software.
RealNetworks $89 -$4 $9,148 434 11/21/97 www.real.com 1994 [F]If you download Fiona Apple songs or videos to your Web browser, chances are you use RealNetworks software. It enables Websites to broadcast music and video content, and enables users to receive it.
CNet $79 $40 $3,481 491 7/2/96 www.cnet.com 1995 [F]The tech-news-and-information supplier has become a leader in its field, thanks in part to a deal with NBC that makes it the Peacock Network's primary source of infotech news on the Net.
Healtheon $68 -$68 $2,347 648 2/11/99 www.healtheon.com 1995 [F]Netscape guru Jim Clark founded Healtheon to propel health care into cyberspace. Results have been mixed. The stock is up, but Healtheon actually gets 80% of its revenue offline, from consulting and IT support.
eToys $38 -$47 $6,276 306 5/20/99 www.etoys.com 1996 [F]When eToys launched in 1997, skeptics said toy industry titans, like an army of GI Joe dolls, would destroy it. Instead, Toysrus.com tanked, and eToys acquired its closest competitor, toys.com.
VerticalNet $8 -$21 $2,515 220 2/11/99 www.verticalnet.com 1995 [F]VerticalNet runs more than 50 trading communities, where vendors can hawk everything from steel pipes to almond butter. The company hopes that product sales will replace advertising as the primary revenue generator.
NET SOFTWARE AND SERVICE COMPANIES
Microsoft[3] $19,747 $7,785 $471,573 31,396 3/13/86 www.microsoft.com 1975 [F]Microsoft would like you to think that all its revenues come from e-business--not quite. Though all its products are Web-integrated, people often still buy Office and Windows 98 for offline tasks.
Oracle[9] $9,063 $1,332 $85,776 44,000 3/12/86 www.oracle.com 1977 [F]Oracle is storming e-business--around 65% of its revenues are from the Net. Look for this number to grow in the future as customers' reliance on stand-alone databases shrinks.
Intuit[7] $848 $377 $5,942 3,675 3/12/93 www.intuit.com 1983 [F]Still king of personal-finance software with its durable Quicken and TurboTax programs, Intuit hopes a pact with AOL and Excite to develop Quicken.com will make its business more Net-focused.
Network Associates $785 -$127 $2,871 2,700 10/6/92 www.networkassociate.com 1992 [F]If the Internet is the information superhighway, then this company is the highway patrol. Network Associates is the No. 1 maker of encryption and antivirus software, controlling 17% of the market.
Cambridge Tech. Partners $628 $35 $726 4,444 4/12/93 www.ctp.com 1991 [F]A specialist in management consulting and systems integration, Cambridge gets 40% of its revenue from e-business; a couple of lucrative new contracts should make the percentage soar.
TMP Worldwide $585 $10 $2,976 5,200 12/16/96 www.tmpw.com 1967 [F]To break into e-business, headhunter TMP has made more than 100 acquisitions since 1990. Its job-search site, Monster.com, features more than 180,000 listings and actually makes a profit.
USWeb/CKS $375 -$182 $3,057 1,960 12/8/97 www.uswebcks.com 1995 [F]USWeb/CKS is one of the largest Internet professional firms, developing Websites, advertising campaigns, and e-commerce applications for the likes of Apple, Levi's, and Schwab.
Citrix Systems $323 $93 $7,169 620 12/8/95 www.citrix.com 1989 [F]Citrix develops application server software for the Web for customers like Cadbury Schweppes and the U.S. Navy. Microsoft, which owns 6% of the company, accounts for 15% of its sales.
Macromedia $167 $24 $2,690 553 12/13/93 www.macromedia.com 1992 [F]Some people compare the company to a cyber-Michelangelo (uh, okay...); it provides customers with Web publishing tools, CD and video players, and graphics-development software. Network Solutions $142 $17 $4,801 385 9/26/97 www.netsol.com 1979 [F]The government is forcing competition on Network Solutions, the top distributor of domain names. Watch for the company, which gets 90% of its revenues from this area, to expand into IT services.
Concentric Network $110 -$82 $1,054 508 8/1/97 www.concentric.com 1991 [F]Concentric was your typical garage startup; today it provides Web hosting, Internet telephony, and virtual private networks for biggies like Microsoft's WebTV Networks and AT&T. Exodus Communications $108 -$82 $7,080 472 3/19/98 www.exodus.net 1992 [F]With 13 Internet data centers, Exodus hosts servers and manages Websites for customers like CBS Sports and eBay. Through acquisitions, it's expanding into security services.
BroadVision $71 $10 $6,777 271 6/21/96 www.broadvision.com 1993 [F]The company's marketing software system, One-to-One, enables users to tailor-make Websites to manage order fulfillment, billing, payment, and customer service.
Inktomi[6] $71 -$24 $5,709 185 6/10/98 www.inktomi.com 1996 [F]Named after a mythical Lakota arachnid, Inktomi built the search engine technology for Net stars like Yahoo and Lycos. It's on a tear--the stock has risen about 1,100% since its June 1998 IPO. Security First Technologies[10] $44 -$19 $1,345 312 5/23/96 www.s1.com 1995 [F]The company was ahead of its time with its ill-fated attempt at launching an online bank in 1995. Now it sells software that enables others to put their banking operations online.
Razorfish $36 $2 $1,896 414 4/27/99 www.razorfish.com 1995 [F]Razorfish is a newfangled e-consulting firm with an impressive list of clients: Charles Schwab, Time Warner, and the Smithsonian Institution. It helps them with Web strategy and systems integration.
NET HARDWARE COMPANIES
IBM $87,448 $7,701 $167,567 291,067 1911 www.ibm.com 1911 [F]Okay, IBM still makes much of its money on mainframes. But with fully 25% of revenues coming from e-business, Big Blue has also shown up a lot of whippersnappers.com.
Lucent Technologies[4] $38,303 $4,766 $211,415 153,000 4/4/96 www.lucent.com 1995 [F]Data equipment constitutes just an estimated 20% of Lucent's revenues, but its acquisition of Ascend shows the company is serious about bridging old phone technologies with Internet networks. Intel $28,194 $7,371 $285,803 64,500 1971 www.intel.com 1968 [F]Intel has blazed its way into the Internet economy, selling almost $1 billion a month (or about 50% of revenues) on the Web--in products ranging from chips to motherboards.
Dell Computer[11] $21,670 $1,750 $110,530 24,400 6/22/88 www.dell.com 1984 [F]Dell and e-business? Well, duh! The Austin computer maker was one of the first to take advantage of e-tailing. The biggest surprise may be that Dell nonetheless generates only 40% of its revenues from its Website. Cisco Systems[7] $12,154 $2,096 $237,215 21,000 2/16/90 www.cisco.com 1984 [F]Cisco's equipment that directs Net traffic is the basis for entire e-industries. CEO John Chambers has bought companies at breakneck speed--12 so far this year, with plans to nab 20 to 25 next year.
Sun Microsystems[3] $11,726 $1,031 $85,861 29,700 3/4/86 www.sun.com 1982 [F]Sun's servers are integral to the speed and accessibility of many Websites. Yet surprisingly, the company, whose slogan is "The network is the computer," says just 50% of sales come from the Net.
EMC $4,459 $967 $75,371 9,700 4/24/86 www.emc.com 1979 [F]Only 10% of EMC's sales come from the Web, but its data-storage systems are so essential to Internet efficiency that the company demands a spot on this list.
Qualcomm[6] $3,937 $201 $43,919 11,600 12/13/91 www.qualcomm.com 1981 [F]It's been a killer year for the San Diego company. After a lengthy battle with Ericsson, Qualcomm will likely succeed in getting its technology chosen as the standard for the next generation of Internet-enabled cell phones.
Network Appliance[9] $335 $42 $6,327 816 11/21/95 www.netapp.com 1992 [F]Almost anyone looking for storage on the Net turns to Network Appliance, which makes cache systems that retain frequently viewed information. Sales have grown more than 70% in each of the past 17 quarters.
Broadcom $335 $40 $15,994 436 4/17/98 www.broadcom.com 1991 [F]Not every semiconductor has to do with the Internet--but all of Broadcom's do. Its chips are used in cable modems and high-speed networking gear--the conduits and ramps of the e-highway.
Juniper Networks $31 -$30 $14,455 190 6/25/99 www.juniper.net 1992 [F]Juniper went public in June at $34 a share, and is now trading around $275. Its flagship product, a super-speedy Internet router, accounts for almost all its revenues.
NET COMMUNICATION COMPANIES
AT&T $56,968 $6,037 $154,791 107,800 1900 www.att.com 1875 [F]Ma Bell, an e-biz? Sort of. AT&T gets less than 20% of revenues from data traffic. It hopes its pricey cable TV play works, so that it won't be stuck wiring voice calls from Topeka to Omaha well into the next millennium.
MCI WorldCom $30,720 -$883 $162,492 77,000 8/11/89 www.wcom.com 1983 [F]With its record-breaking $129 billion acquisition of Sprint this year, MCI WorldCom faces growing pains. It may have to divest part of its valuable Internet backbone--you can bet there will be plenty of takers.
Qwest Communications $3,424 -$5 $27,404 8,700 6/24/97 www.qwest.com 1997 [F]Though only 23% of its revenues are from data services, Qwest bills itself as a next-generation telco. There's truth to that. Analysts predict that in five years, half of Qwest's revenues will be data-derived.
Global Crossing[12] $691 $79 $26,109 10,000 8/17/98 www.globalcrossing.com 1997 [F]Global Crossing's goal is to network the world through a web of undersea cables. It's starting slowly--this year data revenues will account for less than one-third of its estimated $870 million in sales.
REPORTER ASSOCIATES Christine Chen, Feliciano Garcia, Ahmad Diba, and Karen Vella-Zarb
Notes
[1]As of latest fiscal year end, unless otherwise noted. [2]For some companies, only data on date of incorporation were available. [3]Data are for fiscal year ended June 30, 1999. [4]Data are for fiscal year ended Sept. 30, 1999. [5]Revenues include net interest. [6]Financial data are for fiscal year ended Sept. 30, 1999; employees as of Sept. 30, 1998. [7]Data are for fiscal year ended July 31, 1999. [8]Legal name is At Home Corp. [9]Financial data are for the four quarters ended July 31, 1999. [10]Name change to S1 Corp. pending. [11]Financial data are for the four quarters ended Aug. 31, 1999. [12]Employee figure includes Frontier, acquired Sept. 28, 1999.
|
||||||||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 97
|
https://www.linkedin.com/pulse/manhattan-associates-mafia-tim-judge
|
en
|
The Manhattan Associates Mafia
|
https://media.licdn.com/dms/image/C4E12AQGDxnPXv0rL9A/article-cover_image-shrink_720_1280/0/1555946869332?e=2147483647&v=beta&t=rwPMtw5JXN1X_u6GMZFySLCBmy1wzZM9ZjfdlPhT02s
|
https://media.licdn.com/dms/image/C4E12AQGDxnPXv0rL9A/article-cover_image-shrink_720_1280/0/1555946869332?e=2147483647&v=beta&t=rwPMtw5JXN1X_u6GMZFySLCBmy1wzZM9ZjfdlPhT02s
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[
"https://media.licdn.com/dms/image/C4E12AQGDxnPXv0rL9A/article-cover_image-shrink_720_1280/0/1555946869332?e=2147483647&v=beta&t=rwPMtw5JXN1X_u6GMZFySLCBmy1wzZM9ZjfdlPhT02s"
] |
[] |
[] |
[
""
] | null |
[
"Tim Judge"
] |
2019-04-18T15:10:55+00:00
|
Most likely you have used Paypal at some point to send money to a friend, make a payment online, or pay for an Ebay auction. PayPal operates in 202 markets and has 254 million active, registered accounts worldwide.
|
en
|
https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca
|
https://www.linkedin.com/pulse/manhattan-associates-mafia-tim-judge
|
Most likely you have used Paypal at some point to send money to a friend, make a payment online, or pay for an Ebay auction. PayPal operates in 202 markets and has 254 million active, registered accounts worldwide. In addition, you have probably heard of the "PayPal Mafia" which is the name given to the former PayPal alumni who have since founded and developed additional technology companies such as Tesla Motors, LinkedIn, Palantir Technologies, SpaceX, YouTube, Yelp, and Yammer, to name a few. Most of these elite members attended Stanford University or University of Illinois at Urbana–Champaign at some point in their studies. Six members, Peter Thiel, Elon Musk, Reid Hoffman, Luke Nosek, Ken Howery, and Keith Rabois, have since become billionaires.
What is it about companies like Paypal that attract employees that have this entrepreneurial spirit and drive? Is there something about the way the company culture operates that helps these entrepreneurs further develop and hone their craft and skills? Or, is it the combination of a specific study program (Computer Science or Engineering Programs) from the likes of Stanford and Illinois (or perhaps Georgia Tech, hint foreshadowing here :) with the proper company culture that challenges the employees and allows these entrepreneur types to flourish.
I have no concrete answers here, but I do believe Atlanta’s version of Paypal is Manhattan Associates. Manhattan, although very far from Silicon Valley, has spawned so many small to medium size successful companies, I could not fit there founders all on one graphic. In addition, I did not include all of the incredible leaders and executives that now hold leadership positions at other companies including: Andrew McGrath (KeHE), Jeff Cashman (Ally Commerce), Pervinder Johar (Blume Global), Andrew Kirkwood (Blujay Solutions), and Richard Haddrill (Bally), just to name a few. As you can see the list goes on and on.
The average company in this short study has been in existence for 6.6 years after the person left Manhattan. Considering more than half of businesses fail within the first 5 years and only 30% make it past year 7, that is not to shabby. Interesting more still, is I would have thought most employees would have had a very short stint at Manhattan before starting their own company. However, the data did not reflect that at all. It turns out that the average tenure for our founders at Manhattan was over 7 years! Similarly, "The Paypal Mafia" stayed about the same amount of time, although they did not mesh well with the Ebay executives and left within 4 years after acquisition.
Similar to Paypal, a large percentage of these Manhattan Associates alumni studied an engineering and/or computer science discipline at the same school. In this case, it was Georgia Tech instead of Stanford or Illinois. In addition, both Paypal and Manhattan had environments that inspired a solid balance between challenging tasks and required skills which allowed employees to maximize their potential against their goals. Due to an extremely competitive marketplace, and shared struggle, the Paypal employees were able to challenge each other and foster an environment of common purpose and accountability. From the late 90's through early 2000's, I believe Manhattan was able to achieve the same.
What do you believe some of the unique elements were at Manhattan and Paypal that spawned so many successful startups? Was it a mix of a growing technology startup culture in Atlanta (Silicon Valley 40-50 years ago), innovative technology/service culture, collegiate study program combined with interview process focused on grit/problem solving? I would love to hear what you think.
Lastly, many of the bonds formed in "The Paypal Mafia" have continued on to this day and they continue to help each other post Paypal. Therefore, it is with great hope that "The Manhattan Associates Mafia" continue to form those tight bonds and help each other on a similar journey. Any Manhattan Mafia founder (I know I missed a lot), Georgia Tech alumni founder, or Atlanta based CEO/founder, let's plan on grabbing lunch in 2019. I know many of you but would like to get to know many more! I wish all of you the best success for your companies and your careers!
Finally, a special call out to Alan Dabbiere, who arguably would be considered the Peter Thiel or "Don" of the MA Mafia. Thank you.
Tim Judge is President & CEO of Agillitics, a supply chain planning, optimization, and analytics firm based in Atlanta, GA. Tim frequently writes on the topics of leadership, management, and trends in supply chain and analytics.
|
|||
wrong_mix_range_subsidiary_00028
|
FactBench
|
3
| 39
|
https://www.morningstar.com/stocks/manhattan-associates-earnings-strong-cloud-results-shine-while-pipeline-builds
|
en
|
Manhattan Associates Earnings: Strong Cloud Results Shine While Pipeline Builds
|
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] |
[] |
[] |
[
""
] | null |
[
"Dan Romanoff"
] |
2023-05-02T00:00:00
|
Morningstar is an investment research company offering mutual fund, ETF, and stock analysis, ratings, and data, and portfolio tools. Discover actionable insights today.
|
en
|
/favicon.ico
|
Morningstar, Inc.
|
https://www.morningstar.com/stocks/manhattan-associates-earnings-strong-cloud-results-shine-while-pipeline-builds
|
Narrow-moat Manhattan Associates MANH reported first-quarter results above guidance and our expectations. The firm again raised its outlook for 2023 as it capitalizes on cross-selling opportunities and demonstrates its product resilience in the face of macroeconomic headwinds. Impressively, 25% of its cloud business in the quarter was generated from net new logos as verticals that are increasingly using a direct-to-consumer model recognize cost-reductions and operating efficiencies from Manhattan’s cloud-native platform. While macroeconomic challenges persist, Manhattan has invested to diversify its business and is less reliant on retail. We believe the decision is paying off, resulting in an outlook raise from management. We are raising our fair value estimate to $162 per share from $155 and view shares as fairly valued.
First-quarter revenue grew 24% year over year to $221 million as reported, compared with our expectations of $201 million. Each segment aside from hardware came in above our estimates, headlined by year-over-year growth in cloud subscriptions at 53% and services’ growth at 29%. Retail, manufacturing, and wholesale drove more than 80% of bookings in the quarter, with balanced demand across all geographies. Remaining performance obligations increased 42% to $1.2 billion, with 98% of obligations represented by cloud-native subscriptions. Active warehouse management remains the key driver with an installed base of more than 100 since its launch nearly three years ago, but transportation management and omnichannel were good as well. Manhattan’s cloud transition continues unimpeded, with win rates of about 75%, and 25% of new cloud bookings from net new customers and 35% from cross-selling.
Manhattan also achieved solid profitability with adjusted operating margin of 28.8%, up from 26.9% a year ago. As cloud customers increase while hardware and software licenses decrease, we model continued margin growth and view its profitability outlook as reasonable.
|
||||
wrong_mix_domainrange_leader_00015
|
FactBench
|
3
| 41
|
https://www.science.gov/topicpages/a/age%2Brelative%2Brisk
|
en
|
age relative risk: Topics by Science.gov
|
[
"https://www.science.gov/scigov/desktop/en/images/SciGov_logo.png"
] |
[] |
[] |
[
""
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[] | null |
en
| null |
Deregulation of CRTCs in Aging and Age-related Disease Risk
PubMed Central
Escoubas, Caroline C.; Silva-GarcÃa, Carlos G.; Mair, William B.
2017-01-01
Advances in public health in the last century have seen a sharp increase in human life expectancy. With these changes have come increased incidence of age-related pathologies and health burdens in the elderly. Patient age is the biggest risk factor for multiple chronic conditions that often occur simultaneously within one individual. An alternative to disease centric therapeutic approaches is that of âgeroscienceâ, which aims to define molecular mechanisms that link age to overall disease risk. One such mechanism is deregulation of CREB-regulated transcriptional coactivators, CRTCs. Initially identified for their role in modulating CREB transcription, the last five years has seen an expansion in knowledge of new cellular regulators and roles of CRTCs beyond CREB. CRTCs have been shown to modulate organismal aging in C. elegans and to impact age-related diseases in humans. Here, we discuss CRTC deregulation as a new driver of aging, and integrating link between age and disease risk. PMID:28365140
Risk factors for age-related maculopathy.
PubMed
Connell, Paul P; Keane, Pearse A; O'Neill, Evelyn C; Altaie, Rasha W; Loane, Edward; Neelam, Kumari; Nolan, John M; Beatty, Stephen
2009-01-01
Age-related maculopathy (ARM) is the leading cause of blindness in the elderly. Although beneficial therapeutic strategies have recently begun to emerge, much remains unclear regarding the etiopathogenesis of this disorder. Epidemiologic studies have enhanced our understanding of ARM, but the data, often conflicting, has led to difficulties with drawing firm conclusions with respect to risk for this condition. As a consequence, we saw a need to assimilate the published findings with respect to risk factors for ARM, through a review of the literature appraising results from published cross-sectional studies, prospective cohort studies, case series, and case control studies investigating risk for this condition. Our review shows that, to date, and across a spectrum of epidemiologic study designs, only age, cigarette smoking, and family history of ARM have been consistently demonstrated to represent risk for this condition. In addition, genetic studies have recently implicated many genes in the pathogenesis of age-related maculopathy, including Complement Factor H, PLEKHA 1, and LOC387715/HTRA1, demonstrating that environmental and genetic factors are important for the development of ARM suggesting that gene-environment interaction plays an important role in the pathogenesis of this condition.
Risk assessment model for development of advanced age-related macular degeneration.
PubMed
Klein, Michael L; Francis, Peter J; Ferris, Frederick L; Hamon, Sara C; Clemons, Traci E
2011-12-01
To design a risk assessment model for development of advanced age-related macular degeneration (AMD) incorporating phenotypic, demographic, environmental, and genetic risk factors. We evaluated longitudinal data from 2846 participants in the Age-Related Eye Disease Study. At baseline, these individuals had all levels of AMD, ranging from none to unilateral advanced AMD (neovascular or geographic atrophy). Follow-up averaged 9.3 years. We performed a Cox proportional hazards analysis with demographic, environmental, phenotypic, and genetic covariates and constructed a risk assessment model for development of advanced AMD. Performance of the model was evaluated using the C statistic and the Brier score and externally validated in participants in the Complications of Age-Related Macular Degeneration Prevention Trial. The final model included the following independent variables: age, smoking history, family history of AMD (first-degree member), phenotype based on a modified Age-Related Eye Disease Study simple scale score, and genetic variants CFH Y402H and ARMS2 A69S. The model did well on performance measures, with very good discrimination (C statistic = 0.872) and excellent calibration and overall performance (Brier score at 5 years = 0.08). Successful external validation was performed, and a risk assessment tool was designed for use with or without the genetic component. We constructed a risk assessment model for development of advanced AMD. The model performed well on measures of discrimination, calibration, and overall performance and was successfully externally validated. This risk assessment tool is available for online use.
Dietary compound score and risk of age-related macular degeneration in the Age-Related Eye Disease Study
USDA-ARS?s Scientific Manuscript database
Purpose: Because foods provide many nutrients, which may interact with each other to modify risk for multifactorial diseases such as age-related macular degeneration (AMD), we sought to develop a composite scoring system to summarize the combined effect of multiple dietary nutrients on AMD risk. Th...
Distinct age-related differences in temporal discounting and risk taking in adolescents and young adults.
PubMed
de Water, Erik; Cillessen, Antonius H N; Scheres, Anouk
2014-01-01
Age-related differences in temporal discounting (TD) and risk taking, and their association, were examined in adolescents and young adults (n = 337) aged 12-27 years. Since monetary rewards are typically used in TD and risk-taking tasks, the association between monetary reward valuation and age and decision making in these tasks was explored as well. TD declined linearly with age, with a particularly sharp decline from 15 to 16 years. In contrast, risk taking was not correlated with age and TD. Reward valuation was not associated with TD and risk taking, and age-related differences in TD remained significant after controlling for reward valuation. Together, these findings suggest that risk taking and TD are two separate constructs with distinct age-related differences in adolescence and young adulthood. © 2014 The Authors. Child Development © 2014 Society for Research in Child Development, Inc.
Age-related functional limitations, countermeasures, and crash risks : traffic tech.
DOT National Transportation Integrated Search
2012-03-01
This study updates and extends our understanding of how : age-related functional deficits, including changes in vision, : cognition, strength, and flexibility can increase older drivers : crash risks. The report discusses the potential of a variet...
Vitamin E and risk of age-related cataract: a meta-analysis.
PubMed
Zhang, Yufei; Jiang, Wenjie; Xie, Zhutian; Wu, Wenlong; Zhang, Dongfeng
2015-10-01
We conducted a meta-analysis to evaluate the relationship between vitamin E and age-related cataract (ARC). The fixed- or random-effect model was selected based on heterogeneity. Meta-regression was used to explore potential sources of between-study heterogeneity. Publication bias was evaluated using Begg's test. The dose-response relationship was assessed by a restricted cubic spline model. Relevant studies were identified by a search of PubMed and the Cochrane Library to May 2014, without language restrictions. Studies involved samples of people of all ages. Dietary vitamin E intake, dietary and supplemental vitamin E intake, and high serum tocopherol levels were significantly associated with decreased risk of ARC, the pooled relative risk was 0·73 (95% CI 0·58, 0·92), 0·86 (95% CI 0·75, 0·99) and 0·77 (95% CI 0·66, 0·91), respectively. Supplemental vitamin E intake was non-significantly associated with ARC risk (relative risk=0·92; 95% CI 0·78, 1·07). The findings from dose-response analysis showed evidence of a non-linear association between dietary vitamin E intake and ARC. The risk of ARC decreased with dietary vitamin E intake from 7 mg/d (relative risk=0·94; 95% CI 0·90, 0·97). The findings of the meta-analysis indicated that dietary vitamin E intake, dietary and supplemental vitamin E intake, and high level of serum tocopherol might be significantly associated with reduced ARC risk.
Relative risk of fatal crash involvement by BAC, age, and gender
DOT National Transportation Integrated Search
2000-04-01
The objective of this study was to re-examine and refine estimates for alcohol-related relative risk of driver involvement in fatal crashes by age and gender as a function of blood alcohol concentration (BAC) using recent data. The method of study wa...
Quantifying risk over the life course - latency, age-related susceptibility, and other time-varying exposure metrics.
PubMed
Wang, Molin; Liao, Xiaomei; Laden, Francine; Spiegelman, Donna
2016-06-15
Identification of the latency period and age-related susceptibility, if any, is an important aspect of assessing risks of environmental, nutritional, and occupational exposures. We consider estimation and inference for latency and age-related susceptibility in relative risk and excess risk models. We focus on likelihood-based methods for point and interval estimation of the latency period and age-related windows of susceptibility coupled with several commonly considered exposure metrics. The method is illustrated in a study of the timing of the effects of constituents of air pollution on mortality in the Nurses' Health Study. Copyright © 2016 John Wiley & Sons, Ltd. Copyright © 2016 John Wiley & Sons, Ltd.
Shorter telomere length increases age-related tumor risks in von Hippel-Lindau disease patients.
PubMed
Wang, Jiang-Yi; Peng, Shuang-He; Ning, Xiang-Hui; Li, Teng; Liu, Sheng-Jie; Liu, Jia-Yuan; Hong, Bao-An; Qi, Nie-Nie; Peng, Xiang; Zhou, Bo-Wen; Zhang, Jiu-Feng; Cai, Lin; Gong, Kan
2017-09-01
Von Hippel-Lindau (VHL) disease is a rare autosomal dominant cancer syndrome caused by alterations of VHL gene. Patients are predisposed to develop pheochromocytomas and solid or cystic tumors of the central nervous system, kidney, pancreas, and retina. Remarkable phenotypic heterogeneity exits in organ involvement and tumor onset age between and within VHL families. However, no reliable markers have been found to predict the age-related tumor risks in VHL patients. A large Chinese cohort composed of 300 VHL patients and 92 healthy family controls was enrolled in our study. Blood relative telomere length was measured in 184 patients and all the controls available for genomic DNA samples. Age-related risks for the five major VHL-associated tumors were evaluated using Kaplan-Meier plots and Cox regression analysis. Differences in clinical phenotype were observed between Chinese cohort and the United Kingdom cohort. VHL patients showed significantly shorter telomere length than healthy family controls(P = 0.0183), and a positive correlation was found between telomere length and onset age of the five major tumors, respectively. Moreover, patients in the shorter telomere group (age-adjusted telomere length â¤Â 0.44) suffered higher age-related risks for VHL-associated central nervous system hemangioblastomas (HR: 1.879, P = 0.004), renal cell carcinoma (HR: 2.126, P = 0.002) and pancreatic cyst and neuroendocrine tumors (HR: 2.093, P = 0.001). These results indicate that blood shorter telomere length is a new biomarker for age-related tumor risks in VHL patients, which will be crucial to genetic counseling and future research about the role of telomere shortening in the pathogenesis of VHL-associated tumors. © 2017 The Authors. Cancer Medicine published by John Wiley & Sons Ltd.
Quantifying Risk Over the Life Course â Latency, Age-Related Susceptibility, and Other Time-Varying Exposure Metrics
PubMed Central
Wang, Molin; Liao, Xiaomei; Laden, Francine; Spiegelman, Donna
2016-01-01
Identification of the latency period and age-related susceptibility, if any, is an important aspect of assessing risks of environmental, nutritional and occupational exposures. We consider estimation and inference for latency and age-related susceptibility in relative risk and excess risk models. We focus on likelihood-based methods for point and interval estimation of the latency period and age-related windows of susceptibility coupled with several commonly considered exposure metrics. The method is illustrated in a study of the timing of the effects of constituents of air pollution on mortality in the Nursesâ Health Study. PMID:26750582
Risk Factors for Falls and Fall-Related Injuries in Adults 85 Years of Age and Older
PubMed Central
Grundstrom, Anna C.; Guse, Clare E.; Layde, Peter M.
2011-01-01
Background Falls are a leading cause of morbidity and mortality in older adults. No previous studies on risk factors for falls have focused on adults 85 years and older, the most rapidly growing segment of adults. Methods We examined demographic, health, and behavioral risk factors for falls and fall-related injuries in adults 65 years and older, with a particular focus on adults 85 years and older. We analyzed self-reported information from the Behavioral Risk Factor Surveillance System (BRFSS) for 2008. Results Data was available for 120,923 people aged 65 or older and 12,684 people aged 85 or older. Of those aged 85 or older, 21.3% reported at least one fall in the past 3 months and 7.2% reported at least one fall related injury requiring medical care or limiting activity for a day or longer. Below average general health, male sex, perceived insufficient sleep, health problems requiring assistive devices, alcohol consumption, increasing body mass index and history of stroke were all independently associated with a greater risk of falls or fall related injuries. The greater risk of falling in those 85 years and older appeared to be due to the deterioration of overall health status with age; among those with excellent overall health status, there was no greater risk of falling in adults 85 years and older compared to those 65â84 years of age. Conclusions Our results suggest that those with risk factors for falls and fall-related injuries may be appropriate targets for evidence-based fall prevention programs. PMID:21862143
Risk factors for falls and fall-related injuries in adults 85 years of age and older.
PubMed
Grundstrom, Anna C; Guse, Clare E; Layde, Peter M
2012-01-01
Falls are a leading cause of morbidity and mortality in older adults. No previous studies on risk factors for falls have focused on adults 85 years and older, the most rapidly growing segment of adults. We examined demographic, health, and behavioral risk factors for falls and fall-related injuries in adults 65 years and older, with a particular focus on adults 85 years and older. We analyzed self-reported information from the Behavioral Risk Factor Surveillance System (BRFSS) for 2008. Data was available for 120,923 people aged 65 or older and 12,684 people aged 85 or older. Of those aged 85 or older, 21.3% reported at least one fall in the past 3 months and 7.2% reported at least one fall related injury requiring medical care or limiting activity for a day or longer. Below average general health, male sex, perceived insufficient sleep, health problems requiring assistive devices, alcohol consumption, increasing body mass index and history of stroke were all independently associated with a greater risk of falls or fall related injuries. The greater risk of falling in those 85 years and older appeared to be due to the deterioration of overall health status with age; among those with excellent overall health status, there was no greater risk of falling in adults 85 years and older compared to those 65-84 years of age. Our results suggest that those with risk factors for falls and fall-related injuries may be appropriate targets for evidence-based fall prevention programs. Copyright © 2011 Elsevier Ireland Ltd. All rights reserved.
Genetic Risk for Age-Related Cognitive Impairment Does Not Predict Cognitive Performance in Middle Age.
PubMed
Korthauer, Laura E; Awe, Elizabeth; Frahmand, Marijam; Driscoll, Ira
2018-05-26
Alzheimer's disease (AD) is characterized by memory loss and executive dysfunction, which correspond to structural changes to the medial temporal lobes (MTL) and prefrontal cortex (PFC), respectively. Given the overlap in cognitive deficits between healthy aging and the earliest stages of AD, early detection of AD remains a challenge. The goal of the present study was to study MTL- and PFC-dependent cognitive functioning in middle-aged individuals at genetic risk for AD or cognitive impairment who do not currently manifest any clinical symptoms. Participants (N = 150; aged 40-60 years) underwent genotyping of 47 single nucleotide polymorphisms (SNPs) in six genes previously associated with memory or executive functioning: APOE, SORL1, BDNF, TOMM40, KIBRA, and COMT. They completed two MTL-dependent tasks, the virtual Morris Water Task (vMWT) and transverse patterning discriminations task (TPDT), and the PFC-dependent reversal learning task. Although age was associated with poorer performance on the vMWT and TPDT within this middle-aged sample, there were no genotype-associated differences in cognitive performance. Although the vMWT and TPDT may be sensitive to age-related changes in cognition, carriers of APOE, SORL1, BDNF, TOMM40, KIBRA, and COMT risk alleles do not exhibit alteration in MTL- and PFC-dependent functioning in middle age compared to non-carriers.
Risk Factors and Biomarkers of Age-Related Macular Degeneration
PubMed Central
Lambert, Nathan G.; Singh, Malkit K.; ElShelmani, Hanan; Mansergh, Fiona C.; Wride, Michael A.; Padilla, Maximilian; Keegan, David; Hogg, Ruth E.; Ambati, Balamurali K.
2016-01-01
A biomarker can be a substance or structure measured in body parts, fluids or products that can affect or predict disease incidence. As age-related macular degeneration (AMD) is the leading cause of blindness in the developed world, much research and effort has been invested in the identification of different biomarkers to predict disease incidence, identify at risk individuals, elucidate causative pathophysiological etiologies, guide screening, monitoring and treatment parameters, and predict disease outcomes. To date, a host of genetic, environmental, proteomic, and cellular targets have been identified as both risk factors and potential biomarkers for AMD. Despite this, their use has been confined to research settings and has not yet crossed into the clinical arena. A greater understanding of these factors and their use as potential biomarkers for AMD can guide future research and clinical practice. This article will discuss known risk factors and novel, potential biomarkers of AMD in addition to their application in both academic and clinical settings. PMID:27156982
Age-related macular degeneration: the importance of family history as a risk factor.
PubMed
Shahid, Humma; Khan, Jane C; Cipriani, Valentina; Sepp, Tiina; Matharu, Baljinder K; Bunce, Catey; Harding, Simon P; Clayton, David G; Moore, Anthony T; Yates, John R W
2012-03-01
Family history is considered a risk factor for age-related macular degeneration (AMD). With the advent of effective therapy for the disease, the importance of family history merits further investigation. This study quantifies the risk associated with family history, first, by a case-control study of reported family history and, second, by examining the siblings of AMD cases. The authors recruited cases with advanced AMD, spouses and siblings. All subjects were carefully phenotyped. Clinical findings in the siblings were compared with spouses. Information about family history was collected. The ORs for reported family history of AMD were calculated. Analyses were adjusted for age, smoking and genotype. 495 AMD cases, 259 spouses and 171 siblings were recruited. The OR for AMD was 27.8 (CI 3.8 to 203.0; p=0.001) with a reported family history of an affected parent and 12.0 (CI 3.7 to 38.6; p<0.0001) with a history of an affected sibling. ORs adjusted for age and smoking were higher. Examination of siblings confirmed their increased risk with 23% affected by AMD and an OR of 10.8 (4.5 to 25.8; p<0.0001). Adjusting for age increased the OR to 16.1 (6.2 to 41.8). The risk of AMD is greatly increased by having an affected first-degree relative. Those at risk need to be made aware of this and AMD patients should advise siblings and children to seek prompt ophthalmological advice if they develop visual symptoms of distortion or reduced vision.
Risk Factors Associated with Age-Related Macular Degeneration
PubMed Central
2006-01-01
Objective: To investigate possible risk factors for age-related macular degeneration (AMD) in participants in the Age-Related Eye Disease Study (AREDS). Design: Case-control study. Participants: Of the 4757 persons enrolled in AREDS, 4519 persons aged 60 to 80 years were included in this study. The lesions associated with AMD ranged from absent in both eyes to advanced in one eye. Main Outcome Measures: Stereoscopic color fundus photographs of the macula were used to place participants into one of five groups, based on the frequency and severity of lesions associated with AMD. Participants with fewer than 15 small drusen served as the control group. Results: Staged model building techniques were used to compare each of the four case groups with the control group. Increased age was a consistent finding of all four of the case groups compared with the control group, and all the following associations were age adjusted. Persons with either intermediate drusen, extensive small drusen, or the pigment abnormalities associated with AMD (group 2) were more likely to be female, more likely to have a history of arthritis, and less likely to have a history of angina. Persons with one or more large drusen or extensive intermediate drusen (group 3) were more likely to use hydrochlorothiazide diuretics and more likely to have arthritis. Hypertension, hyperopia, presence of lens opacities, and white race were also found more frequently in this group as well as in persons with neovascular AMD (group 5). Only persons in group 5 were more likely to have an increased body mass index, whereas persons with geographic atrophy (group 4) as well as those in groups 3 and 5 were more likely to have completed fewer years in school or to be smokers. Those with geographic atrophy were also more likely to use thyroid hormones and antacids. Conclusions: Our findings for smoking and hypertension, which have been noted in previous studies, suggest that two important public health recommendations
Smoking-attributable medical expenditures by age, sex, and smoking status estimated using a relative risk approachâ
PubMed Central
Maciosek, Michael V.; Xu, Xin; Butani, Amy L.; Pechacek, Terry F.
2015-01-01
Objective To accurately assess the benefits of tobacco control interventions and to better inform decision makers, knowledge of medical expenditures by age, gender, and smoking status is essential. Method We propose an approach to distribute smoking-attributable expenditures by age, gender, and cigarette smoking status to reflect the known risks of smoking. We distribute hospitalization days for smoking-attributable diseases according to relative risks of smoking-attributable mortality, and use the method to determine national estimates of smoking-attributable expenditures by age, sex, and cigarette smoking status. Sensitivity analyses explored assumptions of the method. Results Both current and former smokers ages 75 and over have about 12 times the smoking-attributable expenditures of their current and former smoker counterparts 35â54 years of age. Within each age group, the expenditures of formers smokers are about 70% lower than current smokers. In sensitivity analysis, these results were not robust to large changes to the relative risks of smoking-attributable mortality which were used in the calculations. Conclusion Sex- and age-group-specific smoking expenditures reflect observed disease risk differences between current and former cigarette smokers and indicate that about 70% of current smokersâ excess medical care costs is preventable by quitting. PMID:26051203
Cancer Risk in Relatives of Testicular Cancer Patients by Histology Type and Age at Diagnosis: A Joint Study from Five Nordic Countries.
PubMed
Kharazmi, Elham; Hemminki, Kari; Pukkala, Eero; Sundquist, Kristina; Tryggvadottir, Laufey; Tretli, Steinar; Olsen, Jörgen H; Fallah, Mahdi
2015-08-01
None of the population-based epidemiologic studies to date has had a large enough sample size to show the familial risk of testicular cancer (TC) by age at diagnosis for patients and their relatives or for rare histologic subtypes. To estimate absolute and relative risks of TC in relatives of TC patients by age at diagnosis in patients and their relatives and histological subtypes. In a joint population-based cohort study, 97 402 first-degree relatives of 21 254 TC patients who were diagnosed between 1955 and 2010 in five European countries were followed for cancer incidence. Standardized incidence ratios (SIRs) were estimated using histology-, age-, period-, and country-specific incidence rates as references. Lifetime cumulative risks were also calculated. The lifetime cumulative risk of TC in brothers of a patient with TC was 2.3%, which represents a fourfold increase in risk (SIR 4.1, 95% confidence interval [CI] 3.6-4.6) compared to the general population. TC in a father increased the risk by up to twofold in his son (95% CI 1.7-2.4; lifetime risk 1.2%) and vice versa. When there were two or more TC patients diagnosed in a family, the lifetime TC risk for relatives was 10-11%. Depending on age at diagnosis, twins had a 9-74% lifetime risk of TC. Family history of most of the histologic subtypes of TC increased the risk of concordant and most discordant subtypes. There was a tendency toward concordant age at diagnosis of TC among relatives. This study provides clinically relevant age-specific cancer risk estimates for relatives of TC patients. Familial TC patients tended to develop TC at an age close to the age at diagnosis of TC among their relatives, which is a novel finding of this study. This joint European population study showed that sons and brothers of testicular cancer patients are at higher risk of developing this cancer at an age close to the age at diagnosis of their relatives. Copyright © 2015. Published by Elsevier B.V.
A longitudinal study of DNA methylation as a potential mediator of age-related diabetes risk.
PubMed
Grant, Crystal D; Jafari, Nadereh; Hou, Lifang; Li, Yun; Stewart, James D; Zhang, Guosheng; Lamichhane, Archana; Manson, JoAnn E; Baccarelli, Andrea A; Whitsel, Eric A; Conneely, Karen N
2017-12-01
DNA methylation (DNAm) has been found to show robust and widespread age-related changes across the genome. DNAm profiles from whole blood can be used to predict human aging rates with great accuracy. We sought to test whether DNAm-based predictions of age are related to phenotypes associated with type 2 diabetes (T2D), with the goal of identifying risk factors potentially mediated by DNAm. Our participants were 43 women enrolled in the Women's Health Initiative. We obtained methylation data via the Illumina 450K Methylation array on whole blood samples from participants at three timepoints, covering on average 16 years per participant. We employed the method and software of Horvath, which uses DNAm at 353 CpGs to form a DNAm-based estimate of chronological age. We then calculated the epigenetic age acceleration, or Πage , at each timepoint. We fit linear mixed models to characterize how Πage contributed to a longitudinal model of aging and diabetes-related phenotypes and risk factors. For most participants, Πage remained constant, indicating that age acceleration is generally stable over time. We found that Πage associated with body mass index (p = 0.0012), waist circumference (p = 0.033), and fasting glucose (p = 0.0073), with the relationship with BMI maintaining significance after correction for multiple testing. Replication in a larger cohort of 157 WHI participants spanning 3 years was unsuccessful, possibly due to the shorter time frame covered. Our results suggest that DNAm has the potential to act as a mediator between aging and diabetes-related phenotypes, or alternatively, may serve as a biomarker of these phenotypes.
Frequency-risk and duration-risk relations between second-hand smoke exposure and menopausal symptoms among middle-aged women in Guangzhou, China.
PubMed
Ye, X; Yao, Z; Xu, Y; Zhou, S; Gao, Y; Chen, S; Yang, Y
2015-04-01
Tobacco smoking and menopausal symptoms are strongly associated, but the possible effects of second-hand smoke (SHS) have not been evaluated. This study aimed to explore the possible frequency-risk and duration-risk relations between SHS exposure and menopausal symptoms among non-smoking, middle-aged women. A cross-sectional survey was conducted in Guangzhou, China using a stratified three-stage sampling method. Menopausal symptoms were measured by the modified Kupperman Index with a cut-off point of 7. The frequency-risk and duration-risk relations between SHS exposure and menopausal symptoms were examined using logistic regression models. Compared with non-exposure, SHS exposure was associated with increased menopausal symptoms (odds ratio (OR) = 1.69, 95% confidence interval (CI) 1.22-2.33 for exposure in any of the venues). The trend analysis showed that there were frequency-risk (OR = 1.43 for occasional exposure; OR = 2.30 for regular exposure; p for linear trend < 0.001) and duration-risk (OR = 1.09 for 1-15 years; OR = 1.99 for > 15 years; p for linear trend < 0.001) relations. When examining the frequency-risk and duration-risk relations by source of exposure (in homes or in workplaces), there was still evidence of increasing trend for risk of menopausal symptoms. Findings from the present study suggest that SHS exposure is positively associated with menopausal symptoms in middle-aged women in a dose-response manner and highlight the need for further research to establish the mechanisms of the association.
Potential host-related risk factors for recurrent urinary tract infection in Saudi women of childbearing age.
PubMed
Ahmed, Abul-Fotouh Abdel-Maguid; Solyman, Awatif Abdel-Karim; Kamal, Sanaa Moharram
2016-08-01
Risk factors for recurrent urinary tract infection (rUTI) in women may differ between individuals, age, and the community. This study aimed to evaluate host related risk factors for rUTI in sexually active Saudi women during the childbearing period. A case-control study was conducted in five healthcare centers and included married, nonpregnant women aged 18-40 years. A total of 217 women had rUTI (cases) and 252 did not (controls). A validated questionnaire, with a face-to-face interview, was applied to assess various demographic, behavioral, medical, and sexual data. Additionally, a thorough physical examination, saliva and blood analyses, uroflowmetry, and genitourinary ultrasonography were performed. Multivariate logistic regression analysis was used to identify the significant host related risk factors associated with rUTI. In multivariate analysis, attributable risks for rUTI were a history of childhood UTI [odds ratio (OR)â=â6.8)] back-to-front douching/wiping after bowel movement (ORâ=â2.6), younger age at first intercourse (ORâ=â6.3), increased frequency of sexual intercourse (ORâ=â4.8), obstructed urinary flow (ORâ=â1.9), and genital prolapse (ORâ=â3.4). A total of 9.68Â % of cases and none of the controls had high postvoid residual urine (positive predictive value for rUTIâ=â100Â %). This is the first reported study to evaluate host related risk factors for rUTI in childbearing-age women in Saudi Arabia. Study findings indicate the association between rUTI and various factors that have been already established, with addition of improper rectal hygiene as a potential risk for recurrence.
Clinical risk factors for age-related macular degeneration: a systematic review and meta-analysis
PubMed Central
2010-01-01
Background Age-related macular degeneration (AMD) is the leading cause of blindness in Western countries. Numerous risk factors have been reported but the evidence and strength of association is variable. We aimed to identify those risk factors with strong levels of evidence which could be easily assessed by physicians or ophthalmologists to implement preventive interventions or address current behaviours. Methods A systematic review identified 18 prospective and cross-sectional studies and 6 case control studies involving 113,780 persons with 17,236 cases of late AMD that included an estimate of the association between late AMD and at least one of 16 pre-selected risk factors. Fixed-effects meta-analyses were conducted for each factor to combine odds ratio (OR) and/or relative risk (RR) outcomes across studies by study design. Overall raw point estimates of each risk factor and associated 95% confidence intervals (CI) were calculated. Results Increasing age, current cigarette smoking, previous cataract surgery, and a family history of AMD showed strong and consistent associations with late AMD. Risk factors with moderate and consistent associations were higher body mass index, history of cardiovascular disease, hypertension, and higher plasma fibrinogen. Risk factors with weaker and inconsistent associations were gender, ethnicity, diabetes, iris colour, history of cerebrovascular disease, and serum total and HDL cholesterol and triglyceride levels. Conclusions Smoking, previous cataract surgery and a family history of AMD are consistent risk factors for AMD. Cardiovascular risk factors are also associated with AMD. Knowledge of these risk factors that may be easily assessed by physicians and general ophthalmologists may assist in identification and appropriate referral of persons at risk of AMD. PMID:21144031
RISK FACTORS AND CLINICAL SIGNIFICANCE OF PRECHOROIDAL CLEFT IN NEOVASCULAR AGE-RELATED MACULAR DEGENERATION.
PubMed
Kim, Jong Min; Kang, Se Woong; Son, Dae Yong; Bae, Kunho
2017-11-01
To investigate the risk factors associated with prechoroidal cleft occurrence after treatment for neovascular age-related macular degeneration (nAMD) and to elucidate its clinical significance. Two hundred thirty-four subjects who were treated for neovascular age-related macular degeneration were assessed to identify prechoroidal cleft on optical coherence tomography. Clinical variables were compared between patients manifesting a cleft (cleft group) and patients who did not (control group). Prechoroidal cleft was detected in 29 of 234 patients (8.1%). Although the baseline visual acuity was not different between the 2 groups, logMAR visual acuity at final visit was 0.89 ± 0.74 (with approximate Snellen equivalent of 20/160) in the cleft group and 0.65 ± 0.69 (with approximate Snellen equivalent of 20/100) in controls (P < 0.05). Within cleft group, the early-onset (<6 months) subgroup had even worse visual outcomes than the late-onset subgroup (P < 0.05). Multiple logistic regression analyses revealed that the incidence of prechoroidal cleft was positively correlated with having received intravitreal gas injection to displace a submacular hemorrhage and a diagnosis of retinal angiomatous proliferation and typical neovascular age-related macular degeneration (P < 0.05). Diagnosis of retinal angiomatous proliferation and typical neovascular age-related macular degeneration, and a submacular hemorrhage treated by pneumatic displacement were the independent risk factors for development of prechoroidal cleft. Eyes with a cleft, especially clefts that develop early, generally had worse prognoses than eyes without clefts.
Association of vitamin C with the risk of age-related cataract: a meta-analysis.
PubMed
Wei, Lin; Liang, Ge; Cai, Chunmei; Lv, Jin
2016-05-01
Whether vitamin C is a protective factor for age-related cataract remains unclear. Thus, we conducted a meta-analysis to summarize the evidence from epidemiological studies of vitamin C and the risk of age-related cataract. Pertinent studies were identified by searching in PubMed and in Webscience. The random effect model was used to combine the results. Meta-regression and subgroups analyses were used to explore potential sources of between-study heterogeneity. Publication bias was estimated using Egger's regression asymmetry test. Finally, 15 articles with 20 studies for vitamin C intake and eight articles with 10 studies for serum ascorbate were included in this meta-analysis. The relative risk (RR) and 95% confidence interval of cataract for the highest versus the lowest category of vitamin C intake was 0.814 (0.707-0.938), and the associations were significant in America and Asia. Significant association of cataract risk with highest versus the lowest category of serum ascorbate was found in general [0.704 (0.564-0.879)]. Inverse associations were also found between serum ascorbate and nuclear cataract and posterior subcapsular cataract. Higher vitamin C intake and serum ascorbate might be inversely associated with risk of cataract. Vitamin C intake should be advocated for the primary prevention of cataract. © 2015 Acta Ophthalmologica Scandinavica Foundation. Published by John Wiley & Sons Ltd.
Opposite differential risks for autism and schizophrenia based on maternal age, paternal age, and parental age differences
PubMed Central
Boomsma, Jacobus J.
2016-01-01
Abstract Background and objectives: Effects of maternal and paternal age on offspring autism and schizophrenia risks have been studied for over three decades, but inconsistent risks have often been found, precluding well-informed speculation on why these age-related risks might exist. Methodology: To help clarify this situation we analysed a massive single population sample from Denmark including the full spectrum of autistic and schizophrenic disorders (eliminating between-study confounding), used up to 30 follow-up years, controlled for over 20 potentially confounding factors and interpret the ultimate causation of the observed risk patterns using generally accepted principles of parent-offspring conflict and life-history theory. Results: We evaluated the effects of paternal age, maternal age and parental age difference on offspring mental disorders and found consistently similar risk patterns for related disorders and markedly different patterns between autistic and schizophrenic disorders. Older fathers and mothers both conferred increased risk for autistic but not schizophrenic disorders, but autism risk was reduced in younger parents and offspring of younger mothers had increased risk for many schizophrenic disorders. Risk for most disorders also increased when parents were more dissimilarly aged. Monotonically increasing autism risk is consistent with mutation accumulation as fathersâ age, but this explanation is invalid for schizophrenic disorders, which were not related to paternal age and were negatively correlated with maternal age. Conclusions and implications: We propose that the observed maternally induced risk patterns ultimately reflect a shifting ancestral life-history trade-off between current and future reproduction, mediated by an initially high but subsequently decreasing tendency to constrain foetal provisioning as women proceed from first to final pregnancy. PMID:27637201
Natural history of age-related lobular involution and impact on breast cancer risk.
PubMed
Radisky, Derek C; Visscher, Daniel W; Frank, Ryan D; Vierkant, Robert A; Winham, Stacey; Stallings-Mann, Melody; Hoskin, Tanya L; Nassar, Aziza; Vachon, Celine M; Denison, Lori A; Hartmann, Lynn C; Frost, Marlene H; Degnim, Amy C
2016-02-01
Age-related lobular involution (LI) is a physiological process in which the terminal duct lobular units of the breast regress as a woman ages. Analyses of breast biopsies from women with benign breast disease (BBD) have found that extent of LI is negatively associated with subsequent breast cancer development. Here we assess the natural course of LI within individual women, and the impact of progressive LI on breast cancer risk. The Mayo Clinic BBD cohort consists of 13,455 women with BBD from 1967 to 2001. The BBD cohort includes 1115 women who had multiple benign biopsies, 106 of whom had developed breast cancer. Within this multiple biopsy cohort, the progression of the LI process was examined by age at initial biopsy and time between biopsies. The relationship between LI progression and breast cancer risk was assessed using standardized incidence ratios and by Cox proportional hazards analysis. Women who had multiple biopsies were younger age and had a slightly higher family history of breast cancer as compared with the overall BBD cohort. Extent of LI at subsequent biopsy was greater with increasing time between biopsies and for women age 55 + at initial biopsy. Among women with multiple biopsies, there was a significant association of higher breast cancer risk among those with involution stasis (lack of progression, HR 1.63) as compared with those with involution progression, p = 0.036. The multiple biopsy BBD cohort allows for a longitudinal study of the natural progression of LI. The majority of women in the multiple biopsy cohort showed progression of LI status between benign biopsies, and extent of progression was highest for women who were in the perimenopausal age range at initial biopsy. Progression of LI status between initial and subsequent biopsy was associated with decreased breast cancer risk.
Diminishing Risk for Age-Related Macular Degeneration with Nutrition: A Current View
PubMed Central
Schleicher, Molly; Weikel, Karen; Garber, Caren; Taylor, Allen
2013-01-01
Age-related macular degeneration (AMD) is the leading cause of blindness in the elderly. Clinical hallmarks of AMD are observed in one third of the elderly in industrialized countries. Preventative interventions through dietary modification are attractive strategies, because they are more affordable than clinical therapies, do not require specialists for administration and many studies suggest a benefit of micro- and macro-nutrients with respect to AMD with few, if any, adverse effects. The goal of this review is to provide information from recent literature on the value of various nutrients, particularly omega-3 fatty acids, lower glycemic index diets and, perhaps, some carotenoids, with regard to diminishing risk for onset or progression of AMD. Results from the upcoming Age-Related Eye Disease Study (AREDS) II intervention trial should be particularly informative. PMID:23820727
Molecular inflammation: underpinnings of aging and age-related diseases.
PubMed
Chung, Hae Young; Cesari, Matteo; Anton, Stephen; Marzetti, Emanuele; Giovannini, Silvia; Seo, Arnold Young; Carter, Christy; Yu, Byung Pal; Leeuwenburgh, Christiaan
2009-01-01
Recent scientific studies have advanced the notion of chronic inflammation as a major risk factor underlying aging and age-related diseases. In this review, low-grade, unresolved, molecular inflammation is described as an underlying mechanism of aging and age-related diseases, which may serve as a bridge between normal aging and age-related pathological processes. Accumulated data strongly suggest that continuous (chronic) upregulation of pro-inflammatory mediators (e.g., TNF-alpha, IL-1beta, IL-6, COX-2, iNOS) are induced during the aging process due to an age-related redox imbalance that activates many pro-inflammatory signaling pathways, including the NF-kappaB signaling pathway. These pro-inflammatory molecular events are discussed in relation to their role as basic mechanisms underlying aging and age-related diseases. Further, the anti-inflammatory actions of aging-retarding caloric restriction and exercise are reviewed. Thus, the purpose of this review is to describe the molecular roles of age-related physiological functional declines and the accompanying chronic diseases associated with aging. This new view on the role of molecular inflammation as a mechanism of aging and age-related pathogenesis can provide insights into potential interventions that may affect the aging process and reduce age-related diseases, thereby promoting healthy longevity.
Molecular Inflammation: Underpinnings of Aging and Age-related Diseases
PubMed Central
Chung, Hae Young; Cesari, Matteo; Anton, Stephen; Marzetti, Emanuele; Giovannini, Silvia; Seo, Arnold Young; Carter, Christy; Yu, Byung Pal; Leeuwenburgh, Christiaan
2013-01-01
Recent scientific studies have advanced the notion of chronic inflammation as a major risk factor underlying aging and age-related diseases. In this review, low-grade, unresolved, molecular inflammation is described as an underlying mechanism of aging and age-related diseases, which may serve as a bridge between normal aging and age-related pathological processes. Accumulated data strongly suggest that continuous (chronic) up-regulation of pro-inflammatory mediators (e.g., TNF-α, IL-1β, 6, COX-2, iNOS) are induced during the aging process due to an age-related redox imbalance that activates many pro-inflammatory signaling pathways, including the NF-κB signaling pathway. These pro-inflammatory molecular events are discussed in relation to their role as basic mechanisms underlying aging and age-related diseases. Further, the anti-inflammatory actions of aging-retarding caloric restriction and exercise are reviewed. Thus, the purpose of this review is to describe the molecular roles of age-related physiological functional declines and the accompanying chronic diseases associated with aging. This new view on the role of molecular inflammation as a mechanism of aging and age-related pathogenesis can provide insights into potential interventions that may affect the aging process and reduce age-related diseases, thereby promoting healthy longevity. PMID:18692159
Calculating excess lifetime risk in relative risk models.
PubMed Central
Vaeth, M; Pierce, D A
1990-01-01
When assessing the impact of radiation exposure it is common practice to present the final conclusions in terms of excess lifetime cancer risk in a population exposed to a given dose. The present investigation is mainly a methodological study focusing on some of the major issues and uncertainties involved in calculating such excess lifetime risks and related risk projection methods. The age-constant relative risk model used in the recent analyses of the cancer mortality that was observed in the follow-up of the cohort of A-bomb survivors in Hiroshima and Nagasaki is used to describe the effect of the exposure on the cancer mortality. In this type of model the excess relative risk is constant in age-at-risk, but depends on the age-at-exposure. Calculation of excess lifetime risks usually requires rather complicated life-table computations. In this paper we propose a simple approximation to the excess lifetime risk; the validity of the approximation for low levels of exposure is justified empirically as well as theoretically. This approximation provides important guidance in understanding the influence of the various factors involved in risk projections. Among the further topics considered are the influence of a latent period, the additional problems involved in calculations of site-specific excess lifetime cancer risks, the consequences of a leveling off or a plateau in the excess relative risk, and the uncertainties involved in transferring results from one population to another. The main part of this study relates to the situation with a single, instantaneous exposure, but a brief discussion is also given of the problem with a continuous exposure at a low-dose rate. PMID:2269245
Calculating excess lifetime risk in relative risk models.
PubMed
Vaeth, M; Pierce, D A
1990-07-01
When assessing the impact of radiation exposure it is common practice to present the final conclusions in terms of excess lifetime cancer risk in a population exposed to a given dose. The present investigation is mainly a methodological study focusing on some of the major issues and uncertainties involved in calculating such excess lifetime risks and related risk projection methods. The age-constant relative risk model used in the recent analyses of the cancer mortality that was observed in the follow-up of the cohort of A-bomb survivors in Hiroshima and Nagasaki is used to describe the effect of the exposure on the cancer mortality. In this type of model the excess relative risk is constant in age-at-risk, but depends on the age-at-exposure. Calculation of excess lifetime risks usually requires rather complicated life-table computations. In this paper we propose a simple approximation to the excess lifetime risk; the validity of the approximation for low levels of exposure is justified empirically as well as theoretically. This approximation provides important guidance in understanding the influence of the various factors involved in risk projections. Among the further topics considered are the influence of a latent period, the additional problems involved in calculations of site-specific excess lifetime cancer risks, the consequences of a leveling off or a plateau in the excess relative risk, and the uncertainties involved in transferring results from one population to another. The main part of this study relates to the situation with a single, instantaneous exposure, but a brief discussion is also given of the problem with a continuous exposure at a low-dose rate.
Age and Cancer Risk
PubMed Central
White, Mary C.; Holman, Dawn M.; Boehm, Jennifer E.; Peipins, Lucy A.; Grossman, Melissa; Henley, S. Jane
2015-01-01
This article challenges the idea that cancer cannot be prevented among older adults by examining different aspects of the relationship between age and cancer. Although the sequential patterns of aging cannot be changed, several age-related factors that contribute to disease risk can be. For most adults, age is coincidentally associated with preventable chronic conditions, avoidable exposures, and modifiable risk behaviors that are causally associated with cancer. Midlife is a period of life when the prevalence of multiple cancer risk factors is high and incidence rates begin to increase for many types of cancer. However, current evidence suggests that for most adults, cancer does not have to be an inevitable consequence of growing older. Interventions that support healthy environments, help people manage chronic conditions, and promote healthy behaviors may help people make a healthier transition from midlife to older age and reduce the likelihood of developing cancer. Because the number of adults reaching older ages is increasing rapidly, the number of new cancer cases will also increase if current incidence rates remain unchanged. Thus, the need to translate the available research into practice to promote cancer prevention, especially for adults at midlife, has never been greater. PMID:24512933
Cancer risks after radiation exposure in middle age.
PubMed
Shuryak, Igor; Sachs, Rainer K; Brenner, David J
2010-11-03
Epidemiological data show that radiation exposure during childhood is associated with larger cancer risks compared with exposure at older ages. For exposures in adulthood, however, the relative risks of radiation-induced cancer in Japanese atomic bomb survivors generally do not decrease monotonically with increasing age of adult exposure. These observations are inconsistent with most standard models of radiation-induced cancer, which predict that relative risks decrease monotonically with increasing age at exposure, at all ages. We analyzed observed cancer risk patterns as a function of age at exposure in Japanese atomic bomb survivors by using a biologically based quantitative model of radiation carcinogenesis that incorporates both radiation induction of premalignant cells (initiation) and radiation-induced promotion of premalignant damage. This approach emphasizes the kinetics of radiation-induced initiation and promotion, and tracks the yields of premalignant cells before, during, shortly after, and long after radiation exposure. Radiation risks after exposure in younger individuals are dominated by initiation processes, whereas radiation risks after exposure at later ages are more influenced by promotion of preexisting premalignant cells. Thus, the cancer site-dependent balance between initiation and promotion determines the dependence of cancer risk on age at radiation exposure. For example, in terms of radiation induction of premalignant cells, a quantitative measure of the relative contribution of initiation vs promotion is 10-fold larger for breast cancer than for lung cancer. Reflecting this difference, radiation-induced breast cancer risks decrease with age at exposure at all ages, whereas radiation-induced lung cancer risks do not. For radiation exposure in middle age, most radiation-induced cancer risks do not, as often assumed, decrease with increasing age at exposure. This observation suggests that promotional processes in radiation carcinogenesis
Associations between genetic polymorphisms of insulin-like growth factor axis genes and risk for age-related macular degeneration
USDA-ARS?s Scientific Manuscript database
Purpose: Our objective was to investigate if insulin-like growth factor (IGF) axis genes affect the risk for age-related macular degeneration (AMD). Methods: 864 Caucasian non-diabetic participants from the Age-Related Eye Disease Study (AREDS) Genetic Repository were used in this case control st...
Low Vision Rehabilitation, Age-Related Vision Loss, and Risk: A Critical Interpretive Synthesis
PubMed Central
Laliberte Rudman, Debbie; Egan, Mary Y.; McGrath, Colleen E.; Kessler, Dorothy; Gardner, Paula; King, Judy; Ceci, Christine
2016-01-01
Purpose: Given the centrality of risk in geriatric rehabilitation, it is critically important to attend to how conceptualizations of risk shape research, policies, and rehabilitation practices. This paper presents a critical interpretive synthesis (CIS) of literature addressing risk and low vision rehabilitation for older adults with age-related vision loss (ARVL) to identify key guiding assumptions regarding risk and discuss implications for what gets attended to, and not attended to, within research and rehabilitation. Design and Methods: This CIS combined guidelines proposed by Dixon-Woods and colleagues (2006âConducting a critical interpretive synthesis of the literature on access to healthcare by vulnerable groups. BMC Medical Research Methodology, 6, 35) and Alvesson and Sandberg (2011âGenerating research questions through problematization. Academy of Management Review, 36, 247â271; 2013âConstructing research questions: Doing interesting research. London: Sage). The iterative review process involved 3 steps: literature search and selection, data extraction, and syntheses to identify boundary assumptions. The dataset included 83 research and practice description articles. Results: Older adults with ARVL were constructed as âat riskâ for various adverse outcomes, particularly dependency and self-harm, and as posing risks to others. An epidemiological approach to risk based in assumptions aligned with a technico-scientific perspective was dominant, with risk conceptualized as an embodied, individual-level phenomenon that is to be determined and managed through objective screening and expert monitoring. Implications: Key concerns include a lack of: attention to the tensions created when rehabilitation research and practice attempt to promote independence while simultaneously reducing risk, incorporation of aging adultsâ perspectives on risk, and analysis of environmental factors that shape risks. Research that starts by valuing older adultsâ
Differential DNA Methylation in Relation to Age and Health Risks of Obesity.
PubMed
Mansego, MarÃa Luisa; Milagro, FermÃn I; Zulet, MarÃa Ãngeles; Moreno-Aliaga, MarÃa J; MartÃnez, José Alfredo
2015-07-24
The aim of this study was to evaluate whether genome-wide levels of DNA methylation are associated with age and the health risks of obesity (HRO); defined according to BMI categories as "Low HRO" (overweight and class 1 obesity) versus "High HRO" (class 2 and class 3 obesity). Anthropometric measurements were assessed in a subsample of 48 volunteers from the Metabolic Syndrome Reduction in Navarra (RESMENA) study and 24 women from another independent study, Effects of Lipoic Acid and Eicosapentaenoic Acid in Human Obesity (OBEPALIP study). In the pooled population; the methylation levels of 55 CpG sites were significantly associated with age after Benjamini-Hochberg correction. In addition, DNA methylation of three CpG sites located in ELOVL2; HOXC4 and PI4KB were further negatively associated with their mRNA levels. Although no differentially methylated CpG sites were identified in relation to HRO after multiple testing correction; several nominally significant CpG sites were identified in genes related to insulin signaling; energy and lipid metabolism. Moreover, statistically significant associations between BMI or mRNA levels and two HRO-related CpG sites located in GPR133 and ITGB5 are reported. As a conclusion, these findings from two Spanish cohorts add knowledge about the important role of DNA methylation in the age-related regulation of gene expression. In addition; a relevant influence of age on DNA methylation in white blood cells was found, as well as, on a trend level, novel associations between DNA methylation and obesity.
Nature Versus Nurture: Does Proteostasis Imbalance Underlie the Genetic, Environmental, and Age-Related Risk Factors for Alzheimer's Disease?
PubMed
Kikis, Elise A
2017-08-22
Aging is a risk factor for a number of "age-related diseases", including Alzheimer's disease (AD). AD affects more than a third of all people over the age of 85, and is the leading cause of dementia worldwide. Symptoms include forgetfulness, memory loss, and cognitive decline, ultimately resulting in the need for full-time care. While there is no cure for AD, pharmacological approaches to alleviate symptoms and target underlying causes of the disease have been developed, albeit with limited success. This review presents the age-related, genetic, and environmental risk factors for AD and proposes a hypothesis for the mechanistic link between genetics and the environment. In short, much is known about the genetics of early-onset familial AD (EO-FAD) and the central role played by the Aβ peptide and protein misfolding, but late-onset AD (LOAD) is not thought to have direct genetic causes. Nonetheless, genetic risk factors such as isoforms of the protein ApoE have been identified. Additional findings suggest that air pollution caused by the combustion of fossil fuels may be an important environmental risk factor for AD. A hypothesis suggesting that poor air quality might act by disrupting protein folding homeostasis (proteostasis) is presented.
Relative and absolute risks of all-cause and cause-specific deaths attributable to atrial fibrillation in middle-aged and elderly community dwellers.
PubMed
Ohsawa, Masaki; Okamura, Tomonori; Ogasawara, Kuniaki; Ogawa, Akira; Fujioka, Tomoaki; Tanno, Kozo; Yonekura, Yuki; Omama, Shinichi; Turin, Tanvir Chowdhury; Itai, Kazuyoshi; Ishibashi, Yasuhiro; Morino, Yoshihiro; Itoh, Tomonori; Miyamatsu, Naomi; Onoda, Toshiyuki; Kuribayashi, Toru; Makita, Shinji; Yoshida, Yuki; Nakamura, Motoyuki; Tanaka, Fumitaka; Ohta, Mutsuko; Sakata, Kiyomi; Okayama, Akira
2015-04-01
The relative and absolute risks of outcomes other than all-cause death (ACD) attributable to atrial fibrillation (AF) stratified age have not been sufficiently investigated. A prospective study of 23,634 community dwellers aged 40 years or older without organic cardiovascular disease (AF=335, non-AF=23,299) was conducted. Multivariate-adjusted rates, rate ratios (RRs) and excess deaths (EDs) for ACD, cardiovascular death (CVD) and non-cardiovascular death (non-CVD), and sex- and age-adjusted RR and ED in middle-aged (40 to 69) and elderly (70 years or older) for ACD, CVD, non-CVD, sudden cardiac death (SCD), stroke-related death (Str-D), neoplasm-related death (NPD), and infection-related death (IFD) attributable to AF were estimated using Poisson regression. Multivariate-adjusted analysis revealed that AF significantly increased the risk of ACD (RR [95% confidence interval]:1.70 [1.23-2.95]) and CVD (3.86 [2.38-6.27]), but not non-CVD. Age-stratified analysis revealed that AF increased the risk of Str-D in middle-aged (14.5 [4.77-44.3]) and elderly individuals (4.92 [1.91-12.7]), SCD in elderly individuals (3.21 [1.37-7.51]), and might increase the risk of IFD in elderly individuals (2.02 [0.80-4.65], p=0.098). The RR of CVD was higher in middle-aged versus elderly individuals (RRs, 6.19 vs. 3.57) but the absolute risk difference was larger in elderly individuals (EDs: 7.6 vs. 3.0 per 1000 person-years). Larger absolute risk differences for ACD and CVD attributable to AF among elderly people indicate that the absolute burden of AF is higher in elderly versus middle-aged people despite the relatively small RR. Copyright © 2015 Elsevier Ireland Ltd. All rights reserved.
A risk score for the prediction of advanced age-related macular degeneration: Development and validation in 2 prospective cohorts
USDA-ARS?s Scientific Manuscript database
We aimed to develop an eye specific model which used readily available information to predict risk for advanced age-related macular degeneration (AMD). We used the Age-Related Eye Disease Study (AREDS) as our training dataset, which consisted of the 4,507 participants (contributing 1,185 affected v...
Association Between Random Measured Glucose Levels in Middle and Old Age and Risk of Dementia-Related Death.
PubMed
Rosness, Tor Atle; Engedal, Knut; Bjertness, Espen; Strand, Bjørn Heine
2016-01-01
To investigate the association between random measured glucose levels in middle and old age and dementia-related death. Population-based cohort study. Norwegian Counties Study (middle-aged individuals; 35-49) and Cohort of Norway participants (older individuals; 65-80). Individuals without (n=74,630) and with (n=3,095) known diabetes mellitus (N=77,725); 67,865 without and 2,341 with diabetes mellitus were included in the complete case analyses (nonmissing for all included covariates), of whom 1,580 without and 131 with diabetes mellitus died from dementia-related causes. Dementia-related death was ascertained according to the Norwegian Cause of Death Registry. Cox regression was used to assess the relationship between random glucose levels (nonfasting) in individuals without and with diabetes mellitus and dementia-related death. Education, smoking, cardiovascular disease, body mass index, cholesterol, blood pressure, and physical activity were adjusted for. Individuals without diabetes mellitus at midlife with glucose levels between 6.5 and 11.0 mmol/L had a significantly greater risk of dementia-related death than those with levels less than 5.1 mmol/L (hazard ratio=1.32, 95% confidence interval=1.04-1.67) in a fully adjusted model. A dose-response relationship (P=.02) was observed. No significant association between high glucose levels in individuals aged 65 to 80 and dementia-related death was detected. High random glucose levels measured in middle-aged but not older age persons without known diabetes mellitus were associated with greater risk of dementia-related death up to four decades later. © 2016, Copyright the Authors Journal compilation © 2016, The American Geriatrics Society.
Risks of newly onset hemorrhagic stroke in patients with neovascular age-related macular degeneration.
PubMed
Lee, Wan-Ju Annabelle; Cheng, Ching-Lan; Lee, Cheng-Han; Kao Yang, Yea-Huei; Lin, Swu-Jane; Hsieh, Cheng-Yang
2017-10-01
Age-related macular degeneration (AMD) is an eye disease causing blindness in the elderly. It shares many common possible pathogenic mechanisms with cardiovascular diseases. Many studies have discussed the association between AMD and stroke, but the results were inconsistent. Our aim was to determine the associations between neovascular AMD and the risk of stroke in the Taiwanese population. This is a retrospective cohort study. We used claims data from National Health Insurance Research Database. Patients aged more than 45 years without stroke, myocardial infarction, or any AMD were selected from 2001 to 2008 and followed until 2010. The index date was defined as the date of nAMD diagnosis (ICD-9 code, 362.52). The comparison group was patients without an nAMD diagnosis with age- and sex-matched to nAMD subjects at a ratio of up to 10 to 1. Kaplan-Meier survival analysis and Cox regression analysis were used. The incidence of stroke events (ICD-9 codes, 430-434) and their subtypes (hemorrhagic and ischemic) were primary outcomes. Secondary outcomes included acute myocardial infarction (AMI), composite AMI/stroke, and all-cause mortality. Patients with nAMD had a higher risk of developing stroke, with an adjusted HR of 1.30 (95% CI, 1.01-1.68). A higher risk for hemorrhagic stroke (HR, 1.70, 95% CI, 1.03-2.83) was also found. No significant differences were observed in ischemic stroke, the composite of AMI/stroke, and all-cause mortality. Patients with nAMD had a significantly higher risk of developing stroke, which was driven mainly by the increased risk of developing the hemorrhagic subtype. Copyright © 2017 John Wiley & Sons, Ltd.
Strength training in the elderly: effects on risk factors for age-related diseases.
PubMed
Hurley, B F; Roth, S M
2000-10-01
Strength training (ST) is considered a promising intervention for reversing the loss of muscle function and the deterioration of muscle structure that is associated with advanced age. This reversal is thought to result in improvements in functional abilities and health status in the elderly by increasing muscle mass, strength and power and by increasing bone mineral density (BMD). In the past couple of decades, many studies have examined the effects of ST on risk factors for age-related diseases or disabilities. Collectively, these studies indicate that ST in the elderly: (i) is an effective intervention against sarcopenia because it produces substantial increases in the strength, mass, power and quality of skeletal muscle; (ii) can increase endurance performance; (iii) normalises blood pressure in those with high normal values; (iv) reduces insulin resistance; (v) decreases both total and intra-abdominal fat; (vi) increases resting metabolic rate in older men; (vii) prevents the loss of BMD with age; (viii) reduces risk factors for falls; and (ix) may reduce pain and improve function in those with osteoarthritis in the knee region. However, contrary to popular belief, ST does not increase maximal oxygen uptake beyond normal variations, improve lipoprotein or lipid profiles, or improve flexibility in the elderly.
The Relation of Age, Gender, Ethnicity, and Risk Behaviors to Self-Esteem among Students in Nonmainstream Schools
ERIC Educational Resources Information Center
Connor, Jennifer M.; Poyrazli, Senel; Ferrer-Wreder, Laura; Grahame, Kamini Maraj
2004-01-01
This cross-sectional study investigated self-esteem in relation to age, gender, ethnicity, and risk behaviors among a sample of nonmainstream students. Participants were 149 students in the 6th to 12th grades from two non-mainstream schools (one charter and one alternative school). Self-esteem and youth risk behaviors were determined by using aâ¦
Risk Factors for Learning-Related Behavior Problems at 24 Months of Age: Population-Based Estimates
ERIC Educational Resources Information Center
Morgan, Paul L.; Farkas, George; Hillemeier, Marianne M.; Maczuga, Steven
2009-01-01
We used a large sample of singleton children to estimate the effects of socioeconomic status (SES), race/ethnicity, gender, additional socio-demographics, gestational and birth factors, and parenting on children's risk for learning-related behavior problems at 24 months of age. We investigated to what extent these factors increased a child's riskâ¦
The association between statin use and risk of age-related macular degeneration
PubMed Central
Ma, Le; Wang, Yafeng; Du, Junhui; Wang, Mingxu; Zhang, Rui; Fu, Yihao
2015-01-01
The aim of the present study was to evaluate the association between statin use and the risk of age-related macular degeneration (AMD). A systematic search of the PubMed, EMBASE and ISI web of science databases was used to identify eligible published literatures without language restrictions up to April 2015. Summary relative ratios (RRs) and 95% CIs were estimated using a fixed-effect or random-effects model. A total of 14 studies met the inclusion criteria and were included in this meta-analysis. No significant association was observed between statin use and the risk of any AMD (RR, 0.95; 95% CI, 0.74â1.15); and stratified analysis showed that statins had a significantly different effects on early and late stages of AMD. For early AMD, statin use significantly reduced the risk approximately 17% (RR, 0.83; 95% CI, 0.66â0.99). At the late stage, we observed a significant protective association of statin use with exudative AMD (RR, 0.90; 95% CI, 0.80â0.99), in contrast with the absent association between statins and geographic atrophy (RR, 1.16; 95% CI, 0.77â1.56). These results demonstrated that statin use was protective for early and exudative AMD. Additional large prospective cohort studies and RCTs are required to determine the potential effect of statins on AMD prevention. PMID:26658620
Clinical Trials Targeting Aging and Age-Related Multimorbidity
PubMed Central
Crimmins, Eileen M; Grossardt, Brandon R; Crandall, Jill P; Gelfond, Jonathan A L; Harris, Tamara B; Kritchevsky, Stephen B; Manson, JoAnn E; Robinson, Jennifer G; Rocca, Walter A; Temprosa, Marinella; Thomas, Fridtjof; Wallace, Robert; Barzilai, Nir
2017-01-01
Abstract Background There is growing interest in identifying interventions that may increase health span by targeting biological processes underlying aging. The design of efficient and rigorous clinical trials to assess these interventions requires careful consideration of eligibility criteria, outcomes, sample size, and monitoring plans. Methods Experienced geriatrics researchers and clinical trialists collaborated to provide advice on clinical trial design. Results Outcomes based on the accumulation and incidence of age-related chronic diseases are attractive for clinical trials targeting aging. Accumulation and incidence rates of multimorbidity outcomes were developed by selecting at-risk subsets of individuals from three large cohort studies of older individuals. These provide representative benchmark data for decisions on eligibility, duration, and assessment protocols. Monitoring rules should be sensitive to targeting aging-related, rather than disease-specific, outcomes. Conclusions Clinical trials targeting aging are feasible, but require careful design consideration and monitoring rules. PMID:28364543
Age-related risk factors for bacterial aetiology in community-acquired pneumonia.
PubMed
Sahuquillo-Arce, José M; Menéndez, Rosario; Méndez, Raúl; Amara-Elori, Isabel; Zalacain, Rafael; Capelastegui, Alberto; Aspa, Javier; BorderÃas, Luis; MartÃn-Villasclaras, Juan J; Bello, Salvador; Alfageme, Inmaculada; de Castro, Felipe Rodriguez; Rello, Jordi; Molinos, Luis; Ruiz-Manzano, Juan; Torres, Antoni
2016-11-01
The objective of this study was to evaluate the effect of age and comorbidities, smoking and alcohol use on microorganisms in patients with community-acquired pneumonia (CAP). A prospective multicentre study was performed with 4304 patients. We compared microbiological results, bacterial aetiology, smoking, alcohol abuse and comorbidities in three age groups: young adults (<45âyears), adults (45-64âyears) and seniors (>65âyears). Bacterial aetiology was identified in 1522 (35.4%) patients. In seniors, liver disease was independently associated with Gram-negative bacteria (Haemophilus influenzae and Enterobacteriaceae), COPD with Pseudomonas aeruginosa (ORâ=â2.69 (1.46-4.97)) and Staphylococcus aureus (ORâ=â2.8 (1.24-6.3)) and neurological diseases with S. aureus. In adults, diabetes mellitus (DM) was a risk factor for Streptococcus pneumoniae and S. aureus, and COPD for H. influenzae (ORâ=â3.39 (1.06-10.83)). In young adults, DM was associated with S. aureus. Smoking was a risk factor for Legionella pneumophila regardless of age. Alcohol intake was associated with mixed aetiology and Coxiella burnetii in seniors, and with S. pneumoniae in young adults. It should be considered that the bacterial aetiology may differ according to the patient's age, comorbidities, smoking and alcohol abuse. More extensive microbiological testing is warranted in those with risk factors for infrequent microorganisms. © 2016 Asian Pacific Society of Respirology.
Orthostatic hypertension as a risk factor for age-related macular degeneration: Evidence from the Irish longitudinal study on ageing.
PubMed
Bhuachalla, BláithÃn NÃ; McGarrigle, Christine A; O'Leary, Neil; Akuffo, Kwadwo Owusu; Peto, Tunde; Beatty, Stephen; Kenny, Rose Anne
2018-06-01
Age related macular degeneration (AMD) is a leading cause of irreversible visual loss in developed countries. It is associated with vascular risk factors including hypertension. Dysregulated blood pressure (BP) behaviour including orthostatic hypertension (OHTN), hypotension (OH) and BP variability (BPV) are associated with end-organ damage, particularly in the brain. We investigated if abnormal orthostatic BP (OBP) was a risk factor for AMD, for which a vascular aetiology is implicated. A nationally representative, cross-sectional study was carried out 2009/2010 in The Irish Longitudinal Study on Ageing (TILDA). Beat-to-beat BP data, measured by digital photoplethysmography during active stand, was used to characterise OBP behaviour in the 30-110â¯s after standing. OH, OHTN, BPV and normal stabilisation recovery phenotypes were defined. AMD was identified following masked grading of 45° monoscopic colour retinal photographs, which were centred on the macula and taken with a NIDEK AFC-210 non-mydriatic auto-fundus camera. The relationship between OBP recovery phenotypes and AMD in 3750 adults aged â¥50â¯years was investigated using multivariate logistic regression models, adjusted for traditional AMD risk factors. From 30 to 110â¯s post active stand, systolic and diastolic OHTN was associated with increased odds of AMD after adjustment for demographics, health behaviours including smoking, family history of AMD, self-report (SR) diabetes, SR cataracts, objective hypertension and prescribed antihypertensives. No evidence of heterogeneity of OHTN effect was found between those who were hypertensive to those who were normotensive. This study provides evidence that OHTN may be an independent cardiovascular risk factor for AMD. Copyright © 2018 Elsevier Inc. All rights reserved.
Prevalence and risk factors for age-related macular degeneration in Indians: a comparative study in Singapore and India.
PubMed
Gemmy Cheung, Chui Ming; Li, Xiang; Cheng, Ching-Yu; Zheng, Yingfeng; Mitchell, Paul; Wang, Jie Jin; Jonas, Jost B; Nangia, Vinay; Wong, Tien Yin
2013-04-01
To compare the prevalence and risk factors for age-related macular degeneration (AMD) in 2 Indian populations, 1 living in urban Singapore and 1 in rural central India. Population-based, cross-sectional studies of Indians aged 40+ years. Our analysis included 3337 Singapore-residing participants and 3422 India-residing participants. All participants underwent comprehensive systemic and ocular examinations and retinal photography. AMD was graded from retinal photographs according to the Wisconsin Age-Related Maculopathy Grading System. Systemic and ocular risk factors were assessed for association with AMD. Singapore-residing participants were older (mean age 57.8 years vs 53.8 years) and, after adjusting for age and sex, were more likely to have previous cataract surgery, higher body mass index, hypertension, diabetes, previous myocardial infarction, higher cholesterol, and lower creatinine levels, but less likely to be current smokers, than India-residing participants. The age-standardized prevalence of early and late AMD was 4.45% and 0.34%, respectively, in Singapore and 5.80% and 0.16%, respectively, in India. Shorter axial length was associated with early AMD in both Singapore and India, whereas previous cataract surgery, higher body mass index, hypertension, and lower cholesterol were associated with early AMD in Singapore but not in India. The prevalence of AMD was similar among Indian adults living in urban Singapore and rural India, despite differences in cardiovascular risk factor profile and demographics. Copyright © 2013 Elsevier Inc. All rights reserved.
Cardiovascular risk factors: Is the metabolic syndrome related to aging? Epidemiology in a Portuguese population.
PubMed
Ribeiro, Armindo Sousa; Seixas, Rui; Gálvez, Juan Manuel; Climent, Vicente
2018-05-16
The primary objective of our study is to determine the prevalence of the metabolic syndrome in the population. The secondary objective is to determine the prevalence of cardiovascular risk factors, anthropometric alterations and the prevalence of target organ damage and their relationship with aging. The sample for the study was obtained by means of a consecutive population-based demonstration in 803 adults over 18 years of age belonging to the labor force of the company Grupo Delta SA. The study was carried out according to the guidelines of the Declaration of Helsinki. The individuals included in the study voluntarily participated, once informed of the purpose of the study, giving their prior verbal consent, to the company's human resources department, in the case of Delta Group workers. 23.8% of the population has metabolic syndrome more prevalent in males, no smoking, no significant alcohol consumption, sedentary, with a high Body mass index (BMI). Its prevalence increases with age. We found that the prevalence of metabolic syndrome increases with age and is present in people of working age, increasing the risk of cardiovascular diseases, work-related absences, and socio-economic costs. Copyright © 2018 Diabetes India. Published by Elsevier Ltd. All rights reserved.
Age-Related Sensory Impairments and Risk of Cognitive Impairment
PubMed Central
Fischer, Mary E; Cruickshanks, Karen J.; Schubert, Carla R; Pinto, Alex A; Carlsson, Cynthia M; Klein, Barbara EK; Klein, Ronald; Tweed, Ted S.
2016-01-01
Background/Objectives To evaluate the associations of sensory impairments with the 10-year risk of cognitive impairment. Previous work has primarily focused on the relationship between a single sensory system and cognition. Design The Epidemiology of Hearing Loss Study (EHLS) is a longitudinal, population-based study of aging in the Beaver Dam, WI community. Baseline examinations were conducted in 1993 and follow-up exams have been conducted every 5 years. Setting General community Participants EHLS members without cognitive impairment at EHLS-2 (1998â2000). There were 1,884 participants (mean age = 66.7 years) with complete EHLS-2 sensory data and follow-up information. Measurements Cognitive impairment was a Mini-Mental State Examination score of < 24 or history of dementia or Alzheimerâs disease. Hearing impairment was a pure-tone average of hearing thresholds (0.5, 1, 2 and 4 kHz) of > 25 decibel Hearing Level in either ear. Visual impairment was Pelli-Robson contrast sensitivity of < 1.55 log units in the better eye and olfactory impairment was a San Diego Odor Identification Test score of < 6. Results Hearing, visual, and olfactory impairment were independently associated with cognitive impairment risk [Hearing: Hazard Ratio (HR) = 1.90, 95% Confidence Interval (C.I.) = 1.11, 3.26; Vision: HR = 2.05, 95% C.I. = 1.24, 3.38; Olfaction: HR = 3.92, 95% C.I. = 2.45, 6.26]. However, 85% with hearing impairment, 81% with visual impairment, and 76% with olfactory impairment did not develop cognitive impairment during follow-up. Conclusion The relationship between sensory impairment and cognitive impairment was not unique to one sensory system suggesting sensorineural health may be a marker of brain aging. The development of a combined sensorineurocognitive measure may be useful in uncovering mechanisms of healthy brain aging. PMID:27611845
Age-Related Sensory Impairments and Risk of Cognitive Impairment.
PubMed
Fischer, Mary E; Cruickshanks, Karen J; Schubert, Carla R; Pinto, Alex A; Carlsson, Cynthia M; Klein, Barbara E K; Klein, Ronald; Tweed, Ted S
2016-10-01
To evaluate the associations between sensory impairments and 10-year risk of cognitive impairment. The Epidemiology of Hearing Loss Study (EHLS), a longitudinal, population-based study of aging in the Beaver Dam, Wisconsin community. Baseline examinations were conducted in 1993 and follow-up examinations have been conducted every 5 years. General community. EHLS members without cognitive impairment at EHLS-2 (1998-2000). There were 1,884 participants (mean age 66.7) with complete EHLS-2 sensory data and follow-up information. Cognitive impairment was defined as a Mini-Mental State Examination score of <24 or history of dementia or Alzheimer's disease. Hearing impairment was a pure-tone average of hearing thresholds (0.5, 1, 2, 4 kHz) of >25 dB hearing level in either ear, visual impairment was a Pelli-Robson contrast sensitivity of <1.55 log units in the better eye, and olfactory impairment was a San Diego Odor Identification Test score of <6. Hearing, visual, and olfactory impairment were independently associated with cognitive impairment risk (hearing: hazard ratio (HR) = 1.90, 95% confidence interval (CI) = 1.11-3.26; vision: HR = 2.05, 95% CI = 1.24-3.38; olfaction: HR = 3.92, 95% CI = 2.45-6.26)). Nevertheless, 85% of participants with hearing impairment, 81% with visual impairment, and 76% with olfactory impairment did not develop cognitive impairment during follow-up. The relationship between sensory impairment and cognitive impairment was not unique to one sensory system, suggesting that sensorineural health may be a marker of brain aging. The development of a combined sensorineurocognitive measure may be useful in uncovering mechanisms of healthy brain aging. © 2016, Copyright the Authors Journal compilation © 2016, The American Geriatrics Society.
Processing speed and memory mediate age-related differences in decision making.
PubMed
Henninger, Debra E; Madden, David J; Huettel, Scott A
2010-06-01
Decision making under risk changes with age. Increases in risk aversion with age have been most commonly characterized, although older adults may be risk seeking in some decision contexts. An important, and unanswered, question is whether these changes in decision making reflect a direct effect of aging or, alternatively, an indirect effect caused by age-related changes in specific cognitive processes. In the current study, older adults (M = 71 years) and younger adults (M = 24 years) completed a battery of tests of cognitive capacities and decision-making preferences. The results indicated systematic effects of age upon decision quality-with both increased risk seeking and increased risk aversion observed in different tasks-consistent with prior studies. Path analyses, however, revealed that age-related effects were mediated by individual differences in processing speed and memory. When those variables were included in the model, age was no longer a significant predictor of decision quality. The authors conclude that the reduction in decision quality and associated changes in risk preferences commonly ascribed to aging are instead mediated by age-related changes in underlying cognitive capacities. (c) 2010 APA, all rights reserved
Relative risk of listeriosis in Foodborne Diseases Active Surveillance Network (FoodNet) sites according to age, pregnancy, and ethnicity.
PubMed
Pouillot, Régis; Hoelzer, Karin; Jackson, Kelly A; Henao, Olga L; Silk, Benjamin J
2012-06-01
Quantitative estimates of the relative risk (RR) of listeriosis among higher-risk populations and a nuanced understanding of the age-specific risks are crucial for risk assessments, targeted interventions, and policy decisions. The RR of invasive listeriosis was evaluated by age, pregnancy status, and ethnicity using 2004-2009 data from the Foodborne Diseases Active Surveillance Network (FoodNet). Nonparametric logistic regression was used to characterize changes in risk with age and ethnicity. Adjusted RRs and 95% confidence intervals (CIs) were evaluated using negative binomial generalized linear models. Among non-pregnancy-associated cases, listeriosis incidence rates increased gradually with age (45-59 years: RR, 4.7; 95% CI, 3.3-6.8; >85 years: RR, 53.8; 95% CI, 37.3-78.9; reference: 15-44 years). The RR was significantly higher for Hispanics than for non-Hispanics (RR, 1.8; 95% CI, 1.3-2.5). Among women of reproductive age (15-44 years), pregnant women had a markedly higher listeriosis risk (RR, 114.6; 95% CI, 68.9-205.1) than nonpregnant women. The RR was higher for Hispanic than non-Hispanic women, regardless of pregnancy status, and this increased during the study period (2004-2006: RR, 1.9; 95% CI, 1.0-3.3; 2007-2009: RR, 4.8; 95% CI, 3.1-7.1). This study quantifies the increases in risk of listeriosis among older persons, pregnant women, and Hispanics in the United States. Additional research is needed to better describe the independent effects of age on risk while accounting for underlying conditions. These estimates are needed both to optimize risk assessment models and to inform targeted interventions and policy decisions.
Long-term physical activity and risk of age-related cataract: a population-based prospective study of male and female cohorts.
PubMed
Zheng Selin, Jinjin; Orsini, Nicola; Ejdervik Lindblad, Birgitta; Wolk, Alicja
2015-02-01
To examine the association of total and specific types of physical activity, including walking or bicycling, exercising, work or occupational activity, home or housework, and leisure time inactivity with the risk of age-related cataract in women and men. Population-based prospective cohort study. A total of 52 660 participants (23 853 women and 28 807 men) 45 to 83 years of age from the Swedish Mammography Cohort and the Cohort of Swedish Men. Physical activity was assessed using a self-administered questionnaire at baseline. Cataract diagnosis and extraction were identified through linkage to registers. Incident age-related cataract diagnosis and cataract extraction. During a mean 12.1 years of follow-up (between January 1, 1998, and December 31, 2011; 634 631 person-years), 11 580 incident age-related cataract cases were identified. After adjusting for potential confounders, the highest quartile of total physical activity was statistically significantly associated with 13% decreased risk of cataract compared with the lowest (hazard ratio [HR], 0.87; 95% confidence interval [CI], 0.82-0.92). Walking or bicycling (>60 minutes/day vs. hardly ever; HR, 0.88; 95% CI, 0.82-0.95) and work or occupational activity (heavy manual labor vs. mostly sitting; HR, 0.84; 95% CI, 0.78-0.91) also were associated with decreased risk of cataract. Exercise training and home or housework were not associated with cataract risk. Leisure time inactivity was associated with increased risk of cataract (>6 vs. <1 hours/day; HR, 1.27; 95% CI, 1.07-1.50). The HR for high long-term total physical activity compared with low levels both at 30 years of age and at baseline was 0.76 (95% CI, 0.69-0.85). Our findings indicate that high total physical activity, especially in the long term, and such specific types of physical activity as walking or bicycling and work or occupational activity, may be associated with decreased risk of age-related cataract. Conversely, high inactivity levels may be
Senescent Cells: A Novel Therapeutic Target for Aging and Age-Related Diseases
PubMed Central
Naylor, RM; Baker, DJ; van Deursen, JM
2014-01-01
Aging is the main risk factor for most chronic diseases, disabilities, and declining health. It has been proposed that senescent cellsâdamaged cells that have lost the ability to divideâdrive the deterioration that underlies aging and age-related diseases. However, definitive evidence for this relationship has been lacking. The use of a progeroid mouse model (which expresses low amounts of the mitotic checkpoint protein BubR1) has been instrumental in demonstrating that p16Ink4a-positive senescent cells drive age-related pathologies and that selective elimination of these cells can prevent or delay age-related deterioration. These studies identify senescent cells as potential therapeutic targets in the treatment of aging and age-related diseases. Here, we describe how senescent cells develop, the experimental evidence that causally implicates senescent cells in age-related dysfunction, the chronic diseases and disorders that are characterized by the accumulation of senescent cells at sites of pathology, and the therapeutic approaches that could specifically target senescent cells. PMID:23212104
The relation of age, gender, ethnicity, and risk behaviors to self-esteem among students in nonmainstream schools.
PubMed
Connor, Jennifer M; Poyrazli, Senel; Ferrer-Wreder, Laura; Grahame, Kamini Maraj
2004-01-01
This cross-sectional study investigated self-esteem in relation to age, gender, ethnicity, and risk behaviors among a sample of nonmainstream students. Participants were 149 students in the 6th to 12th grades from two nonmainstream schools (one charter and one alternative school). Self-esteem and youth risk behaviors were determined by using a modified version of the Rosenberg Self-Esteem Scale (Rosenberg, 1965) and the National Alternative High School Youth Risk Behavior Survey (Grunbaum et al., 1999), respectively. Results indicated that nonmainstream students with high self-esteem were more likely to engage in their first sexual experience and to begin marijuana use later in life. African American students reported having their first sexual experience at an older age, but having more sexual partners than did Latino students. The implications of these findings are discussed.
Metabolic syndrome but not obesity measures are risk factors for accelerated age-related glomerular filtration rate decline in the general population.
PubMed
Stefansson, Vidar T N; Schei, Jørgen; Solbu, Marit D; Jenssen, Trond G; Melsom, Toralf; Eriksen, Bjørn O
2018-05-01
Rapid age-related glomerular filtration rate (GFR) decline increases the risk of end-stage renal disease, and a low GFR increases the risk of mortality and cardiovascular disease. High body mass index and the metabolic syndrome are well-known risk factors for patients with advanced chronic kidney disease, but their role in accelerating age-related GFR decline independent of cardiovascular disease, hypertension and diabetes is not adequately understood. We studied body mass index, waist circumference, waist-hip ratio and metabolic syndrome as risk factors for accelerated GFR decline in 1261 middle-aged people representative of the general population without diabetes, cardiovascular disease or kidney disease. GFR was measured as iohexol clearance at baseline and repeated after a median of 5.6 years. Metabolic syndrome was defined as fulfilling three out of five criteria, based on waist circumference, blood pressure, glucose, high-density lipoprotein cholesterol and triglycerides. The mean GFR decline rate was 0.95 ml/min/year. Neither the body mass index, waist circumference nor waist-hip ratio predicted statistically significant changes in age-related GFR decline, but individuals with baseline metabolic syndrome had a significant mean of 0.30 ml/min/year faster decline than individuals without metabolic syndrome in a multivariable adjusted linear regression model. This association was mainly driven by the triglyceride criterion of metabolic syndrome, which was associated with a significant 0.36 ml/min/year faster decline when analyzed separately. Results differed significantly when GFR was estimated using creatinine and/or cystatin C. Thus, metabolic syndrome, but not the body mass index, waist circumference or waist-hip ratio, is an independent risk factor for accelerated age-related GFR decline in the general population. Copyright © 2017 International Society of Nephrology. Published by Elsevier Inc. All rights reserved.
Income differentials in functional disability in old age: relative risks of onset, recovery, decline, attrition and mortality.
PubMed
Broese van Groenou, Marjolein I; Deeg, Dorly J H; Penninx, Brenda W J H
2003-04-01
Socioeconomic status (SES) differences in health decline in late life may be underestimated, because the relatively higher risks of attrition of lower-SES persons are seldom taken into account. This longitudinal study aimed at comparing income differences in the course of disability, non-mortality attrition and mortality in older adults. A sample population of 3107 older adults who participated in the 1992/1993 baseline of the Longitudinal Aging Study Amsterdam was examined regarding changes in functional disability in 1998/1999. SES was indicated by household income. Multinomial regression analyses revealed that, for men without disability at baseline, the relative rate for attrition was four times higher and the mortality rate was twice as high for low-income vs high-income persons. For non-disabled women, the relative risk for the onset of disability was nearly twice as high for low-income vs high-income persons. For both men and women, these risks decreased only slightly when behavioral and psychosocial risk factors were taken into account. Among persons with disability at baseline, the relative risks for attrition (for women) and mortality (for men) were twice as high for low-income persons, but no income differences were found with respect to recovery and decline. Adjustment for risk factors decreased the relative risks for attrition and mortality to a non-significant level. Income inequality in health in late life is to a large degree explained by the higher incidence of disability among lower-status women and by the higher attrition and mortality risks among lower-status men.
Age at menopause, reproductive history and venous thromboembolism risk among postmenopausal women
PubMed Central
Canonico, Marianne; Plu-Bureau, Geneviève; OâSullivan, Mary Jo; Stefanick, Marcia L.; Cochrane, Barbara; Scarabin, Pierre-Yves; Manson, JoAnn E.
2013-01-01
Objectives To investigate VTE risk in relation to age at menopause, age at menarche, parity, bilateral oophorectomy and time since menopause, as well as any interaction with randomized HT assignment among postmenopausal women. Methods Using pooled data from the Womenâs Health Initiative HT clinical trials including 27,035 postmenopausal women ages 50 to 79 years with no history of VTE, we assessed the risk of VTE in relation to age at menopause, age at menarche, parity, bilateral oophorectomy and time since menopause by Cox proportional hazard models. Linear trends, quadratic relationships and interactions of reproductive life characteristics with HT on VTE risk were systematically tested. Results During the follow-up, 426 women reported a first VTE, including 294 nonprocedure-related events. No apparent interaction of reproductive life characteristics with HT assignment on VTE risk was detected and there was any significant association of VTE with age at menarche, age at menopause, parity, oophorectomy or time since menopause. However, analyses restricted to nonprocedure-related VTE showed a U-shaped relationship between age at menopause and thrombotic risk that persisted after multivariable analysis (p<0.01). Compared to women aged 40 to 49 years at menopause, those with early menopause (age<40 years) or with late menopause (age>55 years) had a significant increased VTE risk (HR=1.8;95%CI:1.2â2.7 and HR=1.5;95%CI:1.0â2.4, respectively). Conclusion Reproductive life characteristics have little association with VTE and do not seem to influence the effect of HT on thrombotic risk among postmenopausal women. Nevertheless, early and late onset of menopause might be newly identified risk factors for nonprocedure-related VTE. PMID:23760439
Relations of Growth in Effortful Control to Family Income, Cumulative Risk, and Adjustment in Preschool-age Children
PubMed Central
Lengua, Liliana J.; Moran, Lyndsey; Zalewski, Maureen; Ruberry, Erika; Kiff, Cara; Thompson, Stephanie
2014-01-01
The study examined growth in effortful control (executive control, delay ability) in relation to income, cumulative risk (aggregate of demographic and psychosocial risk factors), and adjustment in 306 preschool-age children (50% girls, 50% boys) from families representing a range of income (29% at- or near-poverty; 28% lower-income; 25% middle-income; 18% upper-income), with 4 assessments starting at 36â40 mos. Income was directly related to levels of executive control and delay ability. Cumulative risk accounted for the effects of income on delay ability but not executive control. Higher initial executive control and slope of executive control and delay ability predicted academic readiness, whereas levels, but not growth, of executive control and delay ability predicted social competence and adjustment problems. Low income is a marker for lower effortful control, which demonstrates additive or mediating effects in the relation of income to childrenâs preschool adjustment. PMID:25253079
Anesthesiologist- and System-Related Risk Factors for Risk-Adjusted Pediatric Anesthesia-Related Cardiac Arrest.
PubMed
Zgleszewski, Steven E; Graham, Dionne A; Hickey, Paul R; Brustowicz, Robert M; Odegard, Kirsten C; Koka, Rahul; Seefelder, Christian; Navedo, Andres T; Randolph, Adrienne G
2016-02-01
Pediatric anesthesia-related cardiac arrest (ARCA) is an uncommon but potentially preventable adverse event. Infants and children with more severe underlying disease are at highest risk. We aimed to identify system- and anesthesiologist-related risk factors for ARCA. We analyzed a prospectively collected patient cohort data set of anesthetics administered from 2000 to 2011 to children at a large tertiary pediatric hospital. Pre-procedure systemic disease level was characterized by ASA physical status (ASA-PS). Two reviewers independently reviewed cardiac arrests and categorized their anesthesia relatedness. Factors associated with ARCA in the univariate analyses were identified for reevaluation after adjustment for patient age and ASA-PS. Cardiac arrest occurred in 142 of 276,209 anesthetics (incidence 5.1/10,000 anesthetics); 72 (2.6/10,000 anesthetics) were classified as anesthesia-related. In the univariate analyses, risk of ARCA was much higher in cardiac patients and for anesthesiologists with lower annual caseload and/or fewer annual days delivering anesthetics (all P < 0.001). Anesthesiologists with the highest academic rank and years of experience also had higher odds of ARCA (P = 0.02). After risk adjustment for ASA-PS ⥠III and age ⤠6 months, however, the association with lower annual days delivering anesthetics remained (P = 0.03), but the other factors were no longer significant. Case-m
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Press releases, 8.9.2006 High-level external relations meetingGovernment
Communications UnitPress release 308/2006 8.9.2006Prime Minister Matti
Vanhanen, President of the European Commission...
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Finland abroad: Ghana
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High-level external relations meeting
Government Communications Unit
Press release 308/2006
8.9.2006
Prime Minister Matti Vanhanen, President of the European Commission José Manuel Barroso, Foreign Minister Erkki Tuomioja, and the Commissioner responsible for External Relations, Benita Ferrero-Waldner, will meet on Saturday 9 September, prior to the ASEM Summit. The meeting is part of the follow-up to the June European Council meeting and its purpose is to achieve closer cooperation between the various actors in the field of external relations.
The agenda for the meeting includes forthcoming summits during Finland’s Presidency, current international issues and concrete ways of making external action more effective. At the last minute, negotiations regarding Iran have prevented EU High Representative Javier Solana from attending this and other events to be held on Saturday in Helsinki in connection with the summit.
Further information: Liisa Talonpoika, Counsellor, Prime Minister’s Office, tel. +358 9 1602 2184 or +358 40 820 1285
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https://www.fig.net/fig2017/registered.asp
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FIG Working Week 2017
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Name Organisation Country Ms Aalto, Kaisa Sanoma Oyj Finland Mr Aaltonen, Antero Nls Finland Ms Aaltonen, Elisa Maanmittauslaitos Finland Mr Aaltonen, Jukka Maanmittauslaitos Finland Mr Aaltonen, Mikko ICT-Specialist, National Land Survey Finland Mr Aarnio, Timo National Land Survey of Finland Finland Mr Abayomi Abdulrasheed, Alabi Principal Partner, Enyowakof & Associates Ltd Nigeria Ms Abdul Hamid, Nor Zetty Akhtar PhD STUDENT, UNIVERSITY OF NEW SOUTH WALES Australia Prof Abdul Rahman, Alias Head of 3d Gis, Universiti Teknologi Malaysia Malaysia Dr Abdullah, Mohd Zaid President, Pejuta Malaysia Mr Abijo, Olufemi Member, Nigerian Institution of Surveyors Nigeria Mr Abiodun, Oyedokun Chairman, Nigerian Institution of Surveyors Nigeria Mr Abrokwa, Yaw Korankye Head, Estate Department, the West African Examinations Council Ghana Mr Abuga, Adolph Assistant Director of housing, State Department of Housing and Urban Development Kenya Mr Acar, Hayrettin Reseearch Assistant, KTU, Department of Geomatics Türkiye Ms Acquah Ababio, Ama Serwaa Valuation and Estate Surveyor, Ghana Institution of Surveyors Ghana Mr Adaranijo, Ibikunle Ganiyu Rafiu Lebotas Surveys Consultants Nigeria Mr Addai Deseh, Kwadwo Director/ Principal Surveyor, Daov Tech Design Group Ltd Ghana Mr Addo Tawiah, Edwin Senior Vice President, Ghana Institution of Surveyors Ghana Mr Adedeji, Owolabi Olanrewaju Ceo, Benchmark Survey & Associates Nigeria Mr Adedurin, Isaac Managing Director, Ogis Consult Limited Nigeria Mr Adekoya, Emmanuel Adeleke Senior Special Asst on Survey, Office of the State Surveyor General, Lagos State Nigeria Mr Adeniji, Wahab Titilayo Ceo, Watfield Associates Nigeria Mr Adeniran, Musibau Fellow, Nigerian Institution of Surveyors Nigeria Mr Adeshina, Azeem Adebola Chairman, Geo'daz Consultants Nig. Ltd. Nigeria Mr Adesina, Ayokunnu Deputy Surveyor General, Office of the State Surveyor General, Lagos State Nigeria Mr Adetoyinbo, Adewale Oluwaseun Registered Surveyor, Akin Oyegbola & Associates Nigeria Mr Adjoumany Emile, Kokoh Côte d'Ivoire, Ordre des Géomètres-Experts de Côte d'Ivoire Cote D'Ivoire Mr Afolayan, Olamilekan Hammed Md, Apeloye Hammed International Nigeria Limited Nigeria Mr Agbevordi, Obed Projects Coordinator, Tema Development Corporation Ghana Mr Agbonika, Pamela Unekwuojo SURVEYOR, Surveyors Council of Nigeria SURCON Nigeria Mr Agboola, Johnson Federal University of technology Akure Nigeria Dr Ahene, Rexford Land Administration Specialist, AHEAD-CS/ World Bank / FAO-NRC United States Dr Ahlgren, Kevin Geodesist, NOAA National Geodetic Survey United States Mr Ahmed, Said Engineer, Stockholm City Planning Office Sweden Mr Ahmetaj, Korab Cadastral Expert, Kosovo Cadastral Agency Kosovo, Republic of Mr Ahomäki, Tapio Trimble Finland Mr Ahonen, Jari Kmt Finland Mr Ahven, Urmas Head of departement, Tartu City Government Estonia Prof Aigbavboa, Clinton Professor, University of Johannesburg South Africa Mr Ailas, Heikki Uudenmaan ELY-keskus Finland Dr Aje, Isaac O Federal University of technology Akure Nigeria Mr Ajoku, Ifeanyi Kenneth Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Ajonijebu, Johnson Adewale Site Cordinator, Johnson & Johnson Nigeria Mr Ajulo, Ife Emmanuel Project Engineer, Unique Master Limited Nigeria Mr Akanbi, Taiwohassan CHIEF PROTOCOL OFFICER, Surveyors Council of Nigeria SURCON Nigeria Mr Akande, Adetunji Moruf Council Member, Surveyor General of the Federation Nigeria Mr Akarogbe, Peter Ededajirogho Chairman/CEO, Iterlen Industrial Services limited Nigeria Mr Akinade, Basiru Ayoade MD/CEO, Beryl Geo-Informatics LTD Nigeria Ms Akingbo, Motunrayo site engineer, City field integrated service Nigeria Mr Akingbogun, Ayoola Akinola Managing Director, Pointmile Geotech Nigeria Mr Akintola, Raifu Adebisi Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Akinwale, Ayoola Ademola Senior Surveyor, Office of the Surveyor General Nigeria Mr Akritidis, Polychronios Secretary General, Technical Champer of Greece Greece Mr Al Najashi, Salim SO1 Geospatial Database Infr, National Survey Authority Oman Mr Al Shedayed, Abdulla President, Georeference Saudi Arabia Mr Ala, Jari student, Metropolia Finland Mr Alain, Buka Etike Membre, Fédération Des Ingegneurs Géomètres Topographes Congo, Democratic Republic of the Ms Alakärppä, Jenni National Land Survey of Finland Finland Mr Alander, Jukka Sito Oy Finland Mr Alao, Kehinde Adetunji CEO, Kkubs Associates Nigeria Ms Ala-Orvola, Anne Maanmittausinsinööri (DI), Maanmittauslaitos Finland Mr Alara, Olugbenga Chairman, Lagos State Branch, Nigerian Institution of Surveyors Nigeria Mr Alhaqbani, Dhafer GEODETIC ENGINEER , General Commission of Survey, KSA Saudi Arabia Dr Alkan, Mehmet Associate Prof.Dr., Yildiz Technical University Türkiye Mr Alkherayef, Othman General Director, General Commission for Survey Saudi Arabia Mr Allan, Mark President, New Zealand Institute of Surveyors (NZIS) New Zealand Mr Aloysius Ikeora, Uduezue Director, Sojek Surveys & Consultants Nigeria Mr Alqahtani, Ahmad Student, University King Saud Saudi Arabia Mr Amadi, Willie Yeboah Technical Director, de-Mappers Ltd Ghana Ms Amar, Tungalag CEO, Mongolian Geospatial Association Mongolia Dr Ambarwulan, Wiwin Researcher, Geospatial Information Agency, Indonesia Indonesia Ms Amsing, Carline Intern, Kadaster Netherlands Mr An, Jong Tae Deputy Director , Ministry of Land, Infrastructure and Transport Korea, Republic of Mr Anaebonam, Anthony Chimezie Fellow, Nigerian Institution of Surveyors Nigeria Ms Anand, Aanchal Land Administration Specilist, World Bank United States Ms Andersen, Birgitte Landsyd I/S Denmark Mr Andersen, Søren Landsyd I/S Denmark Mr Andersson, Magdalena Business Developer, Lantmäteriet Sweden Ms Andiani, Andiani Geological Agency Indonesia Indonesia Mr Anele, Casmir Anayochukwu Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Anhorn, Johannes Teamleader GEORISK Project, Federal Institute for Geosciences and Natural Resources - BGR Germany Prof Annaert, Axel Lecturer, Antwerp Maritime Academy Belgium Mr Annala, Kimmo Paikkatietoinsinööri, Tornion kaupunki Finland Mr Anosikeh, Joe Managing Director, Survicom Services Nigeria Limited Nigeria Mr Ansio, Timo Makli/kmt Finland Mr Antonio, Danilo Programme Management Officer, UN-Habitat/GLTN Kenya Mr Anttila, Kari Maanmittauslaitos Finland Ms Apedo, Gloria Afua GIS Officer, Ghana Water Company Ltd. Ghana Mr Apostolopoulos, Konstantinos Phd student, National Technical University of Athens Greece Mr Asare, Kwasi Darko Head of Estates, Tema Development Corporation Ghana Mr Ashaye, Nureni Babatunde Managing Director, Ashland Surveys Nigeria Mr Aslan, Mustafa Regional Director, General Diractorate of Land Registry and Cadastre of Turkey Türkiye Mr Asmundela, Mauri director, cadastral surveys, National land survey of Finland Finland Mr Assane, Tall Chargé Relations Extérieures, Ordre National des Géomètres Experts du Sénégal (ONGES) Senegal Mr Astermo, Svante Retired, The Swedish organisation for built and environment Sweden Ms Attaouia, Belhadj Centre of Space Techniques Algeria Ms Auhto, Tiina Finnish Transport Agency Finland Mr Aula, Pirkka Manager, Regional Planning, Regional Counsil of North Karelia Finland Mr Austin Pius Chidebe, Njepuome Fellow, Nigerian Institution of Surveyors Nigeria Mr Autiomäki, Mika Tuotantopäällikkö, Maanmittauslaitos Finland Mr Awusionu, Kingsley Managing Director, Surface Positioning Nigeria Mr Awuya, Yusuf Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Azorliade, Joshua Surveyor, Quest Consolidated Ltd Ghana Mr Babatunde, Olasunkanmi Alabi Managing Director, Geocentrics Concept Limited Nigeria Mr Bacchus, Michel Association Francaise De Topographie France Prof BaÄiÄ, Željko Vice Dean, University of Zagreb Faculty of Geodesy Croatia Mr Baek, Kyu Yeong Deputy Director , Ministry of Land, Infrastructure and Transport Korea, Republic of Mr Bærug, Sølve Assoc. Prof., Norwegian University of Life Sciences Norway Mr Baffa, Abdullahi Chief Technical Officer, National Boundary Commission Nigeria Ms Baffour Awuah, Janet Geomatic engineer, Quest Consolidated Limited Ghana Ms Bailey, Caroline Sales Manager EMEA, Pix4D Switzerland Mr BÄ k, PaweÅ Student, State Higher Vocational School in Ciechanow Poland Mr Bakici, Sedat Head of Geomatics Department, General Diractorate of Land Registry and Cadastre of Turkey Türkiye Mr Bankole, Adewale Adam Principal Consultant, Geomate Links Consulting Ltd Nigeria Mr Baral, Suman GIS-Databae Expert, Habitat for Humanity Nepal Nepal Mr Barazani, Shimon Deputy Director Manager Cadast, Survey Of Israel Israel Mr Barbieri, Maurice President, CLGE Switzerland Ms Bargholz, Maria Finance, International Federation of Surveyors Denmark Ms Barón, Lina Profesional Especializado, Superintendencia de Notariado y Registro Colombia Mr Barreira, Edgar Young Surveyor, Ordem dos Engenheiros Portugal Mr Barron, Chris Bentley Systems Germany Prof Barry, Michael Professor, University of Calgary Canada Mr BaÅçiftçi, Fuat Selçuk University Türkiye Mr Batur, Timur Bilinç General Director, Chamber of Surveying and Cadastre Engineers of Turkey Türkiye Mr Beaupré, Jean François Université Laval Canada Mr Beaupre, Wilfrid CEO, Geo-Plus Canada Mr Becirevic, Diana FIG YS representative, CLGE Belgium Dr Becker, Ralf RWTH Aachen, Geodetic Institute Germany Ms Belda, Karoliina Surveyor, Stockholm City Planning Office Sweden Mr Bentley, Greg Chief Executive Officer Bentley Systems United States Mr Benvenuti, Antonio Consiglio Nazionale Geometri e Geometri Laureati Italy Ms Berg, Nina kiinteistörekisterinhoitaja, Tampereen kaupunki Finland Ms Berglund, Julia City of Malmö Sweden Mr Bergsli, Marcus NavVis Germany Mr Bernard, Musas Kund Membre, Fédération des Ingerieurs Géomètres Topographes de la RDC Congo, Democratic Republic of the Mr Bhandari, Biplov Research Associate, Asian Institute of Technology and Sahana Software Foundation Thailand Mr Bietoru, Awudu Ebisintei Surveyor General, Surveyors Council of Nigeria SURCON Nigeria Mr Bilgen, Burhaneddin Geomatics Engineering Department Türkiye Ms Bilker-Koivula, Mirjam Senior Research Scientist, Finnish Geospatial Research Institute Finland Mr Biström, Jan Manager, TerraTec Oy Finland Mr Bittencourt, Fabio Area Sales Manager, Spatineo Inc. Finland Ms Björklund, Julia Section director, Stockholm City Planning Office Sweden Ms Blackler, Helen Student Representative, DVW Germany Mr Blaise, Mawana Lawaba Membre, Federation Des Ingenieurs Geometres Topographes Rdcongo Congo, Democratic Republic of the Mr Blasi, Reinhard Market Development Officer, European GNSS Agency (GSA) Czech Republic Ms Blaszczak Bak, Wioleta assistant professor, University of Warmia and Mazury in Olsztyn, Institute of Geodesy Poland Mr Blauensteiner, Franz Secretary General, Austrian Society for Surveying and Geoinformation Austria Mr Blick, Graeme Land Information New Zealand New Zealand Mr Bloksma, Ron Information consultant, Kadaster â Dutch Land Registry Netherlands Mr Boehm, Jan University College London United Kingdom Mr Bogghed, Anders Msc in Forestry, Lantmäteriet Sweden Mr Bolarinwa, Olukunle Matthew Ceo, Blevic Concept Nigeria Limited Nigeria Mr Bong, Sen Kui Managing Director, Ukurancang Perunding Sdn. Bhd. Malaysia Ms Boronenko, Olga Head of Division, Rosreestr Russian Federation Mr Borri, Francesco Geom. Borri Francesco Italia Mr Boudon, Remy Expert, EDF France Mr Bouhamidi, Moulay Hafid Prospection Director, Moroccan Agency for Sustainable Energy Masen Morocco Mr Boukbech, Mustapha Member, Ordre National des Ingénieurs Géomètres Topographes ONIGT Morocco Ms Bouwens, Jolanda Head of Communication, Cadastre, Land Registry and Mapping Agency Netherlands Mr Brahima, Traore Vice President, Ordre Des Geometres Experts Cote D'ivoire Cote D'Ivoire Mr Brancato, Daniele Cng&gl Italy Mr Brandhof, Vibeke Boisen vice chairman , Danish chartede surveyers Denmark Mr Bratheim, Per Christian Norwegian Mapping Authority Norway Dr Broberg, Anna Mapita Oy Finland Mr Brock, John Director, Brock Surveys Pty. Ltd. Australia Mr Brown, Daniel Odotei Professional Member, Ghana Institution Of Surveyors Ghana Mr Bshouty, Eliana Technion Israel Mr Bui, Quang Thanh Lecturer, VNU University of Science Viet Nam Ms Buntinx, Ine phd researcher, KU Leuven Public Governance Institute Belgium Mr Burkhllal, Rashid Regional Director EMEA East , CHC Navigation Russian Federation Ms Burmanje, Dorine Chair Executive Board, Cadastre, Land Registry and Mapping Agency Netherlands Mr Burns, Tony Managing Director, Land Equity International Australia Ms Busch, Elena Senior Engineer, Norwegian Mapping Authority Norway Ms Butlere, Jolanta Latvijas Mernieku biedriba (Latvian Association of Surveyors) Latvia Mr Caesens, Thomas Land Surveying Company Caesens Belgium Dr Cagdas, Volkan Associate professor, Yildiz Technical University Türkiye Mr Calvert, Matthew Engineer, Stockholm City Planning Office Sweden Mr Camilleri, J Randolph President, Malta Institution of Surveyors Malta Mr CandaÅ, ErtuÄrul Chair Person, Chamber of Surveying and Cadastre Engineers of Turkey Türkiye Ms Candas, Ezgi Istanbul Technical University Türkiye Mr Capra, Alessandro DIEF Dept.-UNIMORE Italy Mr Carrasco Hellwig, Patricio J Current Director, Hydrographic and Oceanographic Service of the Chilean Navy Chile Mr Carter, Jerry Ceo, Ncees United States Mr Castrén, Antti Real Estate Manager, Finnish Transport Agency Finland Mr Cavero Abad, Pedro Joaquin Presidente HonorÃfico, Colegio Oficial de Ingenieros Técnicos en TopografÃa Spain Mr Ãelik, Ali Tkgm Türkiye Ms Celik Simsek, Nida Karadeniz Technical University Türkiye Mr Chan, K HSD Consultancy Hong Kong SAR, China Mr Charles, Charlesye David Deputy President, Nigerian Institution of Surveyors Nigeria Ms Chayati, Siti Noor Student, University College London United Kingdom Mr Chen, Yongjun Senior Engineer, The First Institute of Topographic Survey, NASG China, People's Republic of Mr Cheu, John Managing Partner, Resources Surveys Services Malaysia Ms Chew, Fooi Sim Director, Paradigm Survey Malaysia Dr Chigbu, Njike Head of Department, Abia State Polytechnic Aba Nigeria Prof Choi, Yunsoo Prof., University of Seoul Korea, Republic of Mr Choukri, Taoufik Project Director, COWI Denmark Mr Choy, Kwok Ming Land Surveyor, Jurukur Cekap Malaysia Dr Choy, Suelynn Senior Lecturer, RMIT University Australia Mr Christensen, Kim Ingemann General Secretary, Den danske Landinspektørforening Denmark Mr Christensen, Torben Lund Editor, Den danske Landinspektørforening Denmark Mr Christl, Arnulf Direcctor, Metaspatial Austria Mr Chtouki, Hassan A department Manager, Urbanism Agency of Berrechid Morocco Mr Chu, Heng Deputy Division Director, Chongqing Provincial Urban Planning Bureau China, People's Republic of Mr Chua, Kwang Chih Partner, Jurukon Malaysia Malaysia Mr Chuah, Ah Bah Licensed Land Surveyor, Jurukur Chuah & Rakan Malaysia Mr Chukwubike .o., Ejianya Md/ceo (treasurer), Emco Associate Nig. Ltd.(nis) Nigeria Mr Chukwuka, Onyeka Michael Surveyor Gen., Onyeka Chuks Nigeria Ms Ciepielewska, Maria Information Architect, Lantmäteriet Sweden Prof Clemen, Christian Professor, HTW Dresden Germany Ms Clemens, Vibeke Bo Personal Secretary, Den danske Landinspektørforening Denmark Mr Cliffoord, Michael Lantmäteriet Sweden Prof Cloete, Chris Professor, University of Pretoria South Africa Mr Colbert, Dan Trimble United States Mr Colliander, Jukka Maanmittausinsinööri (AMK), Maanmittauslaitos Finland Mr Costa, Pedro Major, CIGeoE Portugal Mr Coutts, Brian Senior Lecturer, University of Otago New Zealand Ms Craig, Jodie Trimble United States Mr Crooks, Robert Director / Surveyor, Jabek Pty Limited Australia Mr Curabaz, Bilal Tkgm Türkiye Mr Cyril, Ezeamaka Techincial Assistant , Kaduna State Government Nigeria Mr Czaban, Luke Technical Officer, University of Southern Queensland Australia Mr Czaban, Luke Technical Officer, University of Southern Queensland Australia Mr Da, Bassioni Gabin Business Development Manager , Trimble Export Ltd Ghana Mr Dabiri, Thomas Chairman Managing Director, Hydroark International Limited Nigeria Ms Dabrundashvili, Tea Land Tenure Officer, Food and Agriculture Organization of the United Nations Italy Mr Dada, Folorunso Tunde Principal Partner, Dafot International Surveys Nigeria Mr Dahiru, Salisu National Project Coordinator, NEWMAP Nigeria Ms Dahlberg, Ulrika Lantmäteriet Sweden Mr Dal Buono, Luca Member, Consiglio Nazionale Geometri e Geometri Laureati Italy Mr Dalbin, Jean François Président, Ordre des Géomètres-Experts France Mr Dalmasso, Alessandro C.N.G.e.G.L. Italy Dr Dalyot, Sagi Asst Prof, The Technion Israel Mr Dare Lanre, Oguntinuade Executive Director , Dary Survey Nigeria Limited Nigeria Mr Darkey, Emmanuel Kwasi Head of Develpoment, Tema Development Corporation Ghana Mr David, Taiwo Principal Partner, Dotpoints Heritage Concepts Ltd Nigeria Mr Davidsson, Jonne CTO, Pointscene.com Finland Mr De Bakker, Marinus board member & lecturer, GIN & HAS University of Applied Sciences Netherlands Mr De Brabander, Lore Bole Belgium Prof De Graeve, Jan Jan De Graeve Belgium Prof De Vries, Walter Timo Chair / Head Land Management, Technical University of Munich Germany Prof De Wulf, Alain Prof., Ghent University Belgium Mr De Vuyst, Gertjan zaakvoerder, De Vuyst Gertjan Belgium Mr De Zeeuw, Cornelis Director, Kadaster Netherlands Dr Degbegnon, Léopold 26, Ordre des Géomètres Experts du Bénin (OGE) Benin Mr Delano, Matt Trimble United States Prof Deng, Jinsong Zhengjiang University China, People's Republic of Dr Deniz, Ilke Research Assistant, Bulent Ecevit University Türkiye Dr Denys, Paul lecturer, School of Surveying, Otago University New Zealand Dr Detchev, Ivan Instructor, University of Calgary Canada Mr Dev, Habendra Prasad Survey Officer, Department of Land Information & Archieve Nepal Mr Deveikis, Steponas Lecturer, Vilnius University, Lithuania Lithuania Mr Dib, Mohammed Réda Ordre des géomètres experts fonciers Algeria Ms Dijkstra, Paula Regional Manager, Kadaster Netherlands Ms Dillén, Johanna Department director, Stockholm City Planning Office Sweden Mr Dimgba, Chigozie Managing Director, Polaris Consulting Company Limited Nigeria Prof Dimopoulou, Efi National Technical University Greece Mr Djaba, Juliana Na Ghana Ms Djaba, Stephen Director, Geo-Tech Surveys Ltd/Licensed Surveyors Association Ghana Mr Djupos, Tor-Erik Trimble United States Mr Dobrianskij, Roman Operations Director, AccuEarth Czech Republic Mr Docci, Nando research associate, University of Applied Sciences Northwestern Switzerland Switzerland Mr Dolff, Svante Enhetschef, Lantmäteriet Fastighetsbildning Sweden Ms Domitrovic Bacic, Lidija Fakulty of Geodesy Croatia Mr Donatien, Kanyemesha Mukalenga Membre, Fédération Des Ingegneurs Géomètres Topographes Congo, Democratic Republic of the Mr Donnelly, Nic Technical Manager Geodesy, Land Information New Zealand New Zealand Mr Dorndorf, Alexander Leibniz University of Hannover, Geodetic Institute Germany Prof Doytsher, Yerach Technion - Israel Institute of Technology Israel Mr Dragun, Dino Surveyor, GEOxyz Belgium Ms Dufek, Tanja HafenCity University Hamburg Germany Ms Dumashie, Diane Vice-President, International Federation of Surveyors United Kingdom Ms Duquenne, Francoise Presidente, Association Francaise De Topographie France Mr Durdag, Utkan Mustafa Research Assistant, Yildiz Technical University Türkiye Mr Dyer, Mark Surveyor-General, Land Information New Zealand New Zealand Mr Dyer, Mark Surveyor-General, Land Information New Zealand New Zealand Mr Dzietczyk, Anna C2sscafgc Poland Ms Dzihrina, Diah GIS Analyst, Ministry of Land Affairs and Spatial Planning Indonesia Indonesia Ms Eelderink, Martine Land Registration, Kadaster Netherlands Ms Eerik, Ãlleke Advisor, Estonian Land Board Estonia Ms Eerolainen, Vuokko Helsingin kaupunki Finland Dr Egiashvili, David Senior Land Tenure Officer, FAO Georgia Dr Ehigiator Irughe, Raphael Associate Professor, University of Benin, Benin City Nigeria Prof Ehiorobo, Jacob Deputy Vice Chancellor(admin), University of Benin Nigeria Mr Ehme, Tobias HTW Dresden Germany Mr Eichhorn, Andreas Professor, Technical University of Darmstadt Germany Mr Ekpo, Christopher Alexander Council Member, Surveyors Council of Nigeria SURCON Nigeria Ms Ekström, Ninna Järvenpään kaupunki Finland Dr Elbattay, Ali Assistant Professor Remote Sen, Arabian Gulf University Bahrain Mr Elder, Ben Global Director Valuation, RICS United Kingdom Mr Elebiyo, Michael Olusegun Manager, Denny Surveys Ltd Nigeria Mr Elegbeku, Akinyemi Duduyemi Solomon Ceo, Amasel Surveys and Partners Nigeria Mr Elekwa, Chikezie Ukpai Managing Director, Supergeomatics Nigeria Limited Nigeria Prof Elnaggar, Dalal President, Egyptian Committee for Surveying and Mapping Egypt Mr Emmanuel, Ofojebe Deputy Surveyor General, Ministry of Lands,Physical Planning &Rural Development. Nigeria Prof Enemark, Stig Professor Emeritus, Aalborg University Denmark Mr Engberg, Lars Ret. Senior Adviser, Lantmäteriet Sweden Ms Engström Askelin, Sara Section director, Stockholm City Planning Office Sweden Mr Ercan, Orhan Vice-President, International Federation of Surveyors Türkiye Mr ErdoÄan, Ayhan Secretary General, Chamber of Surveying and Cadastre Engineers of Turkey Türkiye Mr ErdoÄan, Mustafa Member of Board, Chamber of Surveying and Cadastre Engineers of Turkey Türkiye Mr Erdogan, Nihat Branch Director, General Diractorate of Land Registry and Cadastre of Turkey Türkiye Mr Eresta Jay, Virgo President, Indonesian Surveyors Association Indonesia Ms Eriksson, Anna Director of Development, Lantmäteriet Sweden Mr Eriksson, Göran Görn Eriksson Lantmäterikonsult Sweden Mr Erkan, TurÄay Vice Chair Person, Chamber of Surveying and Cadastre Engineers of Turkey Türkiye Ms Erkkilä, Elina Kiinteistöinsinööri, Tampereen kaupunki Finland Mr Ernst de la Graete, Ludovic Tensen & Huon Belgium Mr Ernst, Julius President, OVG- Austrian Society for Surveying and Geoinformation Austria Mr Erol, Tansu Engineer, Tkgm Türkiye Mr Ersbo, Gunnar Samhällsbyggarna/Lantmäteriet Sweden Ms Eskelinen, Laura Finnish Geospatial Research Institute Finland Ms Etuonovbe, Angela Kesiena Chair: Commission 4, FIG Nigeria Mr Eurenius, Bengt Lantmäteriet, Sweden Sweden Mr Evers, Kristian Geophysicist, Danish Ministry of Energy, Utilities and Climate Denmark Mr Ewurum, Chkwuemeka Olusegun Samuel SURVEYOR, Surveyors Council of Nigeria SURCON Nigeria Mr Ezeh, Francis Chukwuemeka National Treasurer, Nigerian Institution of Surveyors Nigeria Mr Ezeh, Sunday Aniagolu Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Ezekiel Amadi, Ezemonye Principal Partner, Lexicon Law Consult Nigeria Mr Fadason, Ruya Tambaya Managing Partner/CEO, RUTFA QUANTZ CONSULTANTS Nigeria Mr Fagbamigbe, Olatunde Ebenezer Ceo, Geodetic Technologies Ltd Nigeria Ms Fairlie, Kate Land Equity International United Kingdom Mr Fakologbon, Adeleke Babatunde Managing Director, Nielson Nig Ltd Nigeria Mr Fatoki, Oluwafemi Adebayo Ceo, Famous Planet Resources Ltd Nigeria Mr Femic, Mladen Geodetic engineer, Monteput d.o.o Montenegro Mr Ferdiansyah, Harry Otto-Friedrich-Universität Bamberg Germany Mr Fernandes, Rui Professor, University of Beira Interior Portugal Mr Ferre, Ghyslain Ecole Superieure Des Geometres Et Topographes France Mr Fidan, Sinan Head of Dept., General Diractorate of Land Registry and Cadastre of Turkey Türkiye Ms Filiatrault, Chantal Geo Plus Canada Mr Fishbein, Vadim Senior Coordinator, Survey of Israel Israel Mr Flaceliere, Bernard Association Francaise De Topographie France Ms Flogie Dolinar, Erna Deputy Director General, The Surveying and Mapping Authority of the Republic of Slovenia Slovenia Mr Folahanmi, Rotimi William Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Foo, Jong Kan Director, J K FOO CONSORTIUM PTE LTD Singapore Mr Fossá, Stein head of dept. Mapping, Umhvørvisstovan Faroe Islands Mr Foster, Robert Honorary President, NSPS - USA United States Ms Franssila, Satu Tampereen kaupunki Finland Ms Friis-Hansen, Louise Director, FIG Denmark Ms Fröjse, Linda Technical Advisor, Rijkswaterstaat CIV Netherlands Ms Galpin, Claire Ordre des Géomètres-Experts France Ms Gammelmo, Leikny Ph.D. student, Norwegian University of Life Sciences, Faculty of Landscape and Society Norway Dr Gan, Muye Zhejiang University China, People's Republic of Mr Gavor, Christopher Valuer General, Office of the Valuer General South Africa Mr Gbade Oladiran, Fola Managing Director, Measured & Crafted Nigeria Ms Gentana, Dewi Padjadjaran University Indonesia Prof Georgiadou, Yola Professor, University of Twente Netherlands Dr Gertrude, Njar Executive Director , Geetee Surveys Consult Nigeria Ltd Nigeria Ms Gevorkjan, Zepyur Engineer, Stockholm City Planning Office Sweden Mr Ghielmetti, Stefano Trimble United States Mr Gholamhosseini, Maliheh Construction Engineering Organization of Hormozgan province Iran (Islamic Republic of) Mr Giah Jr, Albert D. Association of Professional Surveyors of Liberia Liberia Dr Gikas, Vassilis Professor, National Technical University of Athens Greece Dr Gillins, Daniel Geodesist, National Geodetic Survey United States Mr Giri, Rajan Surveyor, Survey Department Nepal Mr Gleeson, Barry Rics United Kingdom Mr Goh, Leong Sen Director, Studioukur Geomatics Sdn Bhd Malaysia Mr Gorgan, Maxim Land Tenure Consultant, Food and Agriculture Organization of the United Nations (FAO) Hungary Dr Gottwald, Reinhard Prof. of Geodetic Metrology, University of Applied Sciences and Arts Northwestern Switzerland FHNW Switzerland Dr Grant, Donald B Assoc. Prof. in Geospatial Sci, RMIT University Australia Mr Gregoire, Lefebvre Geometre Belgium Mr Gregory, Alan Director, Alan Gregory Pty Ltd Australia Mr Grelard, Hervé Directeur Général, Ordre des Géomètres-Experts France Mr Griesmar, Bernard Trimble United States Prof Grimaldi, Pietro Professore - Presidente, Laboratorio Fotogrammetria Architettonica, Politecnico Bari - COIFA Italy Mr Grover, Richard senior lecturer, Oxford Brookes University United Kingdom Ms Grubisic, Franka Head of IT Section, Faculty of Geodesy University of Zagreb Croatia Mr GuarÃn, Andrés Agencia Nacional de Tierras Colombia Prof Guinness, Robert Research Scientist, Finnish Geospatial Research Institute, National Land Survey of Finland Finland Mr Guzel, Gungor Tkgm Türkiye Mr Haakana, Tuomo Maankäyttöasiantuntija, Tornator Oyj Finland Mr Haapala, Jaakko Production Manager, National Land Survey of Finland Finland Mr Haarsma, Durk publishing director , Geomares Netherlands Mr Haasdyk, Joel Private Sweden Mr Hagemans, Eric senior advisor, Kadaster Netherlands Mr Haido, Abubakar Aliyu Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Haikara, Jukka GIS Engineer, City of Jyväskylä Finland Ms Hakala, Maria kartoittaja, Maanmittauslaitos Finland Mr Halidu, Abdullahi Salisu Lecturer Ii, Ministry of Education, Science and Technology Kaduna, Kaduna State, Nigeria Nigeria Mr Halilu, Abubakar Jikamshi Vice President, Nigerian Institution of Surveyors Nigeria Mr Hallikainen, Vesa Maanmittauslaitos Finland Mr Halme, Pekka Chair, Local Organising Committee Finland Mr Ham, Geonwoo Changwon National University Korea, Republic of Mr Hamed Yacouba, Dagnoko Land Surveyor, Ogeci Cote D'Ivoire Mr Hamilton, John Geodesist, Terrasurv United States Mr Hammond, Graham Director of Physical Geography, Geoscience Australia Australia Dr Hancock, Craig Head of Civil Engineering, University of Nottingham Ningbo China United Kingdom Mr Harcombe, Paul Member, GeoMitchell Consulting Group Australia Mr Hardos, Jan President of Chamber, Chamber of Surveyors and Cartographers, Slovakia Slovakia (Slovak Republic) Ms Harmaajärvi, Aila Espoon kaupunki, kaupunkisuunnittelu Finland Mr Harrington, Alex Surveyor, Beca New Zealand Mr Harrison, Robert Harrison Friedmann Australia Mr Hartikainen, Lauri CEO, Pointscene.com Finland Mr Hartikainen, Lauri CEO, Pointscene.com Finland Mr Hartikka, Erno Surveyor (B.Eng., Surveying), Maanmittauslaitos - NLS Finland Dr Hartvigsen, Morten Land Tenure Officer, Food and Agriculture Organization of the United Nations (FAO) Hungary Mr Hassan, Suleiman Registrar, SURVEYORS COUNCIL OF NIGERIA Nigeria Ms Haugland, Nina Project manager, Statens vegvesen Region sør Norway Mr Haulos, Sakari Maaoikeusinsinööri, Vantaan käräjäoikeus / maaoikeus Finland Mr Hautamäki, Kari Maanmittauslaitos Finland Mr Hautamäki, Reijo Tuotantopäällikkö, MML Finland Mr Hautojärvi, Julia Nls Finland Mr Hebrom, Wisdom Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Hedlund, Ulf Section director, Stockholm City Planning Office Sweden Mr Heikkilä, Juho Finnish Forest Centre Finland Mr Heikkinen, Seppo Environmental Adviser, Fortum Finland Dr Heine, Erwin BOKU University Vienna Austria Mr Heinisuo, Juuso Hämeenlinnan kaupunki Finland Mr Heino, Heikki Korkein oikeus Finland Dr Heinonen, Tuomo Land Administration Specialist, MAAPro Finland Ms Helin, Marja Assistant to Director General, National Land Survey of Finland Finland Ms Hellemann, Petra President, Geosuisse Switzerland Ms Hellsten, Katja Student, Metropolia Finland Mr Henriksson, Tommi Student, Metropolia Finland Ms Henriques, Maria Lnec Portugal Mr Henriques, Per System administrator, Stockholm City Planning Office Sweden Mr Hidalgo, Pablo Manager of SICE Department, Instituto Geografico Militar de Chile Chile Dr Hiironen, Juhana Aalto yliopisto Finland Ms Hiironen, Taru Espoon kaupunki/kaupunkisuunnittelukeskus Finland Mr Hoang Kim, Quang Founder, ANTHI VIETNAM COMPANY LIMITED (Member of VGCR) Viet Nam Mr Hoffrén, Esa Senior advisor, Centre for Economic Development,Transport and the Environment,Southwest Finland Finland Mr Hoffren, Juha Maanmittauslaitos Finland Mr Hohol, John President, FIG Foundation United States Mr Hokkanen, Jani National Land Survey of Finland Finland Mr Holdener, David FHNW University of Applied Sciences and Arts Northwestern Switzerland Switzerland Mr Hollander, Pär Lantmäteriet Sweden Mr Holm, Juha-Pekka Rovakaira Oy Finland Mr Holmén, Kristian Chief Expert (LLM), National Land Survey of Finland Finland Mr Holwerda, Jabik Kadaster Netherlands Mr Hong, Ki Young University of Seoul Korea, Republic of Ms Honkanen, Janne Trimble Finland Dr Honkavaara, Eija Mml Finland Mr Honkonen, Janne Ceo, Esri Finland Mr Hoogwerf, Peter President, Geo- Informatie Nederland Netherlands Dr Horemuz, Milan Associate professor, Royal Institute of Technology Sweden Ms Horie, Yoko PASCO Corporation Japan Mr Hotinen, Jari Teacher, Helsinki Vocational College Finland Mr Hovi, Mikko Finnish Transport Agency Finland Dr Hriscu, Alina Market Development Officer, European GNSS Agency (GSA) Czech Republic Mr Htun Aung, Soe Assistant Director, Irrigation and Water Utilization Management Department Myanmar Mr Hu, Wei Hi-target China, People's Republic of Ms Hu, Xueji Assisstant Researcher, NASG China, People's Republic of Mr Huippa, Sami Maanmittauslaitos Finland Ms Humby, Lara masters student, University of Cape Town South Africa Ms Hussain, Amena Aalto yliopisto Finland Ms Hylin, Jenny Surveyor, Stockholm City Planning Office Sweden Mr Hyyppä, Juha Finnish Geodetic Institute, Department of Photogrammetry and Remote Sensing Finland Ms Hägglund Eriksson, Malin Terratec Sweden AB Sweden Mr Häikiö, Paavo President, Finnish Association of Geodetic and Land Surveyors Finland Mr Häkkinen, Ville Maanmittauslaitos Finland Mr Häkli, Pasi Senior Reasearch Scientist, Finnish Geospatial Research Institute, National Land Survey of Finland Finland Mr Hämäläinen, Lauri Aalto University Finland Ms Hämäläinen, Päivi maankäyttöpäällikkö, Tuusulan kunta Finland Ms Hämäläinen, Tanja Kaarinan kaupunki Finland Ms Högblom Moisio, Alexandra Cadastal surveyor, Lantmäteriet Sweden Ms Höglund, Lena Project Coordinator, Lantmäteriet Sweden Ms Højgaard, Pia Director General, Danish Geodata Agency Denmark Mr Idowu, Tayo Ebenezer Managing Director, Tayo Noble & Associates Nigeria Ikonen, Pirjo Head of Public Sector Sales, Karttakeskus Oy Finland Ms Ikäheimo, Aino Sito Oy Finland Mr Ilves, Risto Program Manager, National Land Survey of Finland Finland Prof Ioannidis, Charalabos Professor, NTUA Greece Mr Ä°pek, Ali Secretary for Organization, Chamber of Surveying and Cadastre Engineers of Turkey Türkiye Mr Ipek, Muhittin Chamber of Survey and Cadastre Engineers Türkiye Mr Ironside, Simon Associate, Eliot Sinclair New Zealand Mr Isang, Emem Paul Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Ismail, Md Rodi Treasurer, Pejuta Malaysia Dr Ismail, Rahah Director General, Valuation Dan Property Services Department, Ministry of Finance, Malaysia Malaysia Mr Ivan, Gyula Government Office of the Capital City Budapest Hungary Mr Jaffar, Mustafa Head of Unit, Dubai Municipality United Arab Emirates Mr Jahun, Ibrahim Saidu SURVEYOR, Surveyors Council of Nigeria SURCON Nigeria Dr Jakobsson, Antti yli-insinööri, Maanmittauslaitos Finland Dr Janecka, Karel University of West Bohemia Czech Republic Mr Janonius Löwgren, Daniel Lantmäteriet, the Swedish mapping, cadastral and land registration authority Sweden Mr Jansson, Lars LJ Consulting Sweden Mr Jauhiainen, Jani Maanmittauslaitos Finland Mr Jenni, Lorenz BSF Swissphoto AG Switzerland Mr Jensen, Rene Danish Geodata Agency Denmark Mr Jeskulke, Michael project manager, Dr. Pecher AG Germany Mr Jibril, Ibrahim Usman Minister of State, Federal Ministry of Environment Nigeria Mr Joala, Vahur Organisation Leica geosystems Finland Mr Johnston, Gordon Director, Venture Geomatics Ltd United Kingdom Mr Jokela, Joonas National Land Survey of Finland Finland Dr Jokela, Jorma Research Manager, Finnish Geospatial Research Institute FGI Finland Mr Jokitalo, Timo Maanmittauslaitos / National Land Survey Finland Ms Jonasson, Sara Surveyor, Stockholm City Planning Office Sweden Mr Jones, Brent Esri United States Mr Joseph, Joseph Galilee District Manager, SURVEY OF ISRAEL Israel Mr Jung, Weon Joo deputy Director, Korea Land and Geospatial InformatiX Corp. Korea, Republic of Mr Junttila, Markus MSc Survey Engineer, National Land Survey Finland Ms Juric, Marija Lantmäteriet Sweden Mr Jussila, Pekka staff, NLS Finland Mr Juulsager, Torben President, Danish Association of Chartered Surveyors Denmark Mr Jylhae, Tuomas Finnish Association of Surveyors MAKLI/Finnish Young Surveyors Finland Ms Jäntti, Jaana Lagarto Finland Mr Järvelä, Mika City of Lahti Finland Mr Järvinen, Seppo National Land Survey of Finland / Aalto University Finland Mr Kabir, Muhammad Mansur Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Kadaali, Neri Assistant Valuer, Katuramu and Company Uganda Dr Kaden, Robert Postdoc, ZAFT e.V an der HTW Dresden Germany Ms Kadlecikova, Vanda Product Engineer, Leica Geosystems Switzerland Ms Kadlecikova, Vanda Product Engineer, Leica Geosystems AG Switzerland Mr Kagoro, Timothy Valuation Surveyor, Valuator Limited Uganda Mr Kahiu, John Land Information Officer, UN-Habitat/GLTN Kenya Mr Kahrıman, BarıŠFig 2018 Türkiye Mr Kahveci, Muzaffer Chamber of Survey and Cadastre Engineers Türkiye Mr Kaizu, Masaru Principal Engineer, PASCO corporation Japan Mr Kakko, Mairolt Clge / Egü / Reib Estonia Mr Kalantari, Mohsen Senior Lecturer, The University of Melbourne Australia Mr Kalejs, Kaspars Surveyor, Implenia Sverige AB Sweden Mr Kalenjuk, Slaven Project Assistant, University of Technology Graz Austria Ms Kallela, Liisa National Land Survey of Finland Finland Ms Kallio, Ulla Senior Research Scientist, FGI, NLS Finland Mr Kallioinen, Jukka Valokynä, published by CAD CAM Association Finland Mr Kalliokoski, Petri Maanmittauslaitos Finland Mr Kantola, Juha Maanmittauslaitos Finland Ms Karaarslan, Yeliz Accountant, Chamber of Surveying and Cadastre Engineers of Turkey Türkiye Dr Karabin, Marcin full-time research worker, Warsaw University of Technology Poland Mr Karakus, Abdulkadir Head of Dep., Genaral Directorate of Agrarian Reform Türkiye Mr Karhu, Panu Maanmittauslaitos Finland Ms Karhunen, Anni Cadastral Surveyor, City of Helsinki Finland Ms Kariniemi, Tarja Järvenpään kaupunki Finland Mr Karl, Maximilian Chair AK 6, DVW Germany Mr Karlsson, Kari-Pekka Special Expert, Ministry of Agriculture and Forestry Finland Mr Karppi, Matti maanmittausinsinööri, Tuusulan kunta Finland Mr Karsli, Fevzi Prof. Dr., Karadeniz Technical University Türkiye Mr Kasim, Olukolade Director, Oak Surveys Nigeria Ms Kaskivaara, Erja Espoon kaupunki, kaupunkisuunnittelukeskus Finland Mr Kaul, Christian Head of Department, Office of Spatial Development Canton Zurich Switzerland Mr Kautto, Tuomas National Land Survey of Finland Finland Mr Kavanagh, James Director - Land, RICS United Kingdom Mr Ke, Baogui Associate Researcher, Chinese Academy of Surveying and Mapping China, People's Republic of Mr Keith, Bruce President, CIWEM United Kingdom Mr Kelebeng, Timon President, Botswana Surveying and Mapping Association Botswana Mr Kelly, Kevin M Geodesist, Esri United States Ms Kemppainen, Liisa Sito Oy Finland Dr Kenji, Mishima Chief Surveyor, PASCO Japan Mr Kenny, Paul Teacher, Riverina Tafe Australia Mr Kermundu, Gilbert Chief Government Valuer, Ministry of Lands, Housing & Urban Development Uganda Mr Khan, Shafiq Engineer, Stockholm City Planning Office Sweden Mr Khoramshahi, Ehsan PhD student, University of Helsinki Finland Ms Kiisla, Marju Tartu City Goverment Estonia Ms Kika Angwin, Quinraine Senior Research Fellow, Hyr.Asia,.Ltd Japan Mr Kilpiäinen, Seppo Finnish Forestry Centre Finland Dr Kim, Jae myung Lecturer, University of Seoul Korea, Republic of Ms Kim, Mee Jeong Team Leader, Korea Land and Geospatial InformatiX Corp. Korea, Republic of Ms Kim, Munui surveror , Korea Land and Geospatial InformatiX Corp. Korea, Republic of Mr Kim, Taik Jin Director of Spatial Info. syst, Ministry of Land, Infrastructure and Transport Korea, Republic of Dr Kingdon, Robert Instructor, University of New Brunswick Canada Mr Kinnunen, Janne-Ville Maanmittauslaitos Finland Ms Kinuthia, Bancy Estate Management Officer, State Department for Housing and Urban Development- Kenya Kenya Ms Kirici, Ulku Research Assistant, Ondokuz Mayis University Türkiye Dr Kirkko-Jaakkola, Martti Finnish Geospatial Research Institute Finland Ms Kislova, Maria Mosgorgeotrest Russian Federation Mr Kitto, Thomas Registered Surveyor, deWitt Consulting Australia Mr Kiu, Chiong Ting Managing Director, bormap surveys sb Malaysia Mr Kivipelto, Taavi Maanmittauslaitos Finland Ms Kivistö, Leila Väestörekisterikeskus Finland Mr Kjellson, Bengt Director General & Chief Ex, Lantmäteriet Sweden Dr Klaus, Michael Project Director, Hanns Seidel Foundation China, People's Republic of Mr Klaus, Roland General Manager, GIS/Transport Nigeria Ms Klein, Isabelle TU Dresden Germany Prof Klein, Ulrike Professor, Bochum University of Applied Sciences Germany Mr Klick, Johannes Bentley Systems Germany Mr Knowles, Trevor Manager Clearances, Land Information New Zealand New Zealand Ms Knox, Carol Orange County CLSA United States Ms Ko, Hye Jung surveror , Korea Land and Geospatial InformatiX Corp. Korea, Republic of Mr Kobiowu, Aderemi Femi Ceo, Korem Geo Data Services Nigeria Mr Kocab, Milan Chef de projet, VUGTK,v.v.i., Czech Republic Dr Kohli, Divyani Post-doc Researcher, ITC, University of Twente Netherlands Ms Kohonen, Helka-Marja National Land Survey of Finland NLS Finland Mr Koivu, Veli-Heikki CEO, Terra Point Cloud Oy Finland Mr Koivula, Hannu Senior Research Scientist, Finnish Geospatial Research Institute Finland Mr Kokkonen, Arvo Director General, National Land Survey of Finland Finland Ms Kolis, Karin Aalto University Finland Mr Kombelo Lambro, Verlain Membre, Federation Des Ingénieurs Geometres Topographes Congo, Democratic Republic of the Dr Komu, Felician Lead Consultant, Majengo Estates Dev Limited Tanzania, United Republic of Mr Konttinen, Kalle Chief of Land Consolidation, Maanmittauslaitos, National Land Survey of Finland Finland Prof Kopacik, Alojz Head of Department, Department of Surveying of STU in Bratislava Slovakia (Slovak Republic) Mr Korhonen, Ilpo Tieto Finland Oy Finland Ms Korhonen, Nele Aalto University Finland Ms Korhonen, Saija kirjaamislakimies, Maanmittauslaitos Finland Mr Korhonen, Visa Chief of Land Consolidations, National Land Survey of Finland Finland Ms Korsisaari, Katja Finnish Transport Agency Finland Mr Koskela, Heikki National Land Survey Finland Mr Koski, Christian Finnish Geospatial Research Institute FGI Finland Mr Koskinen, Jussi Salas Director, Geotrim Oy Finland Mr Koso, William Supervising Geodetic Engineer, TEMA DEVELOPMENT CORPORATION Ghana Mr Kosonen, Antti Director of Innovations, National Land Survey of Finland Finland Mr Kostamo, Hanne Kirjaamislakimies, Maanmittauslaitos Finland Mr Kostov, Gintcho Dr., GEO ZEMIA Bulgaria Ms Kostova, Tonka Geo Zemia Bulgaria Dr Kotilainen, Seija Senior Advisor (Dr.Sc inTech.), National Land Survey of Finland Finland Mr Kowalewski, Dirk CEO, navXperience GmbH Germany Mr Krannila, Annamaija National Land Survey of Finland Finland Mr Krigsholm, Arto Seinäjoki, Maanmittauslaitos Finland Ms Krigsholm, Pauliina Researcher, National Land Survey of Finland Finland Ms Krooks-Sundqvist, Ann-Christine Staden Jakobstad Finland Ms Kruth, Jaana National Land Survey of Finland Finland Ms Kudehinbu, Anne Air Navigation Safety Officer, Nigerian Civil Aviation Authority Nigeria Mr Kueh, Hui Urg Deputy Director, Land & Survey Department Malaysia Prof Kuhlmann, Heiner Professor, University of Bonn, IGG Germany Ms Kuittinen, Soili Maanmittauslaitos Finland Mr Kukkula, Mika National Land Survey of Finland Finland Mr Kuosmanen, Samuli Mittasuora Oy Finland Mr Kurkinen, Jani Maanmittauslaitos Finland Mr Kuruvakadua, Tevita General Manager, ITAUKEI LAND TRUST BOARD Fiji Prof Kutterer, Hansjörg Director General, Federal Agency For Cartography And Geodesy Germany Mr Kuusijärvi, Teppo Finnish Transport Agency Finland Mr Kuusiniemi, Antti Helsingin kaupunki Finland Mr Kvist, Robert Staden Jakobstad Finland Mr Kyhälä, Kalevi Development Director, JM Suomi Oy Finland Mr Kylmäaho, Jani Head of Development, National Land Survey of Finland Finland Mr Kyriakidis, Charalampos Ph.D. candidate, National Technical University of Athens Greece Mr Kärkkäinen, Ilkka National land service Finland Finland Mr Kärkkäinen, Pekka National Land Survey Finland Ms Köksal, Ferah Pırlanta Substitute Member of Board, Chamber of Surveying and Cadastre Engineers of Turkey Türkiye Mr Laakso, Ilkka Tuotantopäällikkö, Maanmittauslaitos Finland Dr Laakso, Mari Senior Research Scientist, Finnish Geospatial Research Institute / National Land Survey Finland Ms Laaksonen, Heli National Land Survey of Finland Finland Mr Laari, Jussi Head of Degree Program, Metropolia University of Applied Sciences Finland Mr Lahtinen, Jukka Kanta-Hämeen käräjäoikeus / Maaoikeus Finland Mr Laiho, Risto Finnish Transport Agency Finland Mr Lam, Lit Yin Chairman, The Hong Kong Institution of Engineering Surveyors (HKIES) Hong Kong SAR, China Mr Lamboo, Ted Bentley Systems Germany Mr Lamquet, Sylvain Sylvain Lamquet Belgium Mr Land, Nick Esri United States Mr Lapshin, Aleksei Na Russian Federation Mr Lapshin, Aleksei docent, MIIGAiK Russian Federation Ms Larsson, Karolina Cadastral surveyor, Stockholm City Planning Office Sweden Mr Latorre Bossa, Holman Student, Universidad de los Andes Colombia Ms Lauhkonen, Hanna Nls Finland Mr Laurema, Marjaana FCG Koulutus Oy Finland Mr Laurila, Pasi Principal lecturer, Lapland University of Applied Sciences Finland Mr Lauronen, Petteri Maanmittausinsinööri, Maanmittauslaitos Finland Mr Lazarevski, Predrag Student, Faculty of Civil Engineering North Macedonia Mr Lebourdais, Florian Chargé de mission EIA, Ordre des Géomètres-Experts France Prof Lee, Hungkyu Professor, Changwon National University Korea, Republic of Ms Lee, Hyunsook deputy Director, Korea Land and Geospatial InformatiX Corp. Korea, Republic of Mr Lee, Jeong Min deputy Director, Korea Land and Geospatial InformatiX Corp. Korea, Republic of Mr Lee, Jung Kyu Assistance director , Korea Land and Geospatial InformatiX Corp. Korea, Republic of Mr Lee, Wonjong University of Seoul Korea, Republic of Mr Leed, Lena Lantmäteriet Sweden Mr Lehtikangas, Kaisa Maanmittausinsinööri DI, Maanmittauslaitos Finland Ms Lehtinen, Jade Communications Assistant, National Land Survey of Finland Finland Mr Lehtola, Tomi National Land Survey of Finland Finland Mr Lehtonen, Pekka Lehtonen Pekka Finland Mr Leibushor, Hagay Jerusalem district manager, Surveying center of Israel Israel Mr Leiknes, Arve Head of department , Western Norway University of Applied Sciences Norway Mr Leinonen, Risto Kuopio, MML Finland Dr Leksono, Bambang Edhi Senior Lecturer, Institute of Technology Bandung Indonesia Mr Lemmen, Christiaan Geodetic Advisor, Kadaster Netherlands Dr Lengoiboni, Monica Assistant Professor, ITC, University of Twente Netherlands Ms Lepheana, Matsireletso Director of Finance, Land Administration Authority Lesotho Mr Lepistö, Tiina Tietopalveluasiantuntija, Maanmittauslaitos Finland Mr Leppänen, Marko Nls Finland Mr Lere, Olusegun Adewale MD/CEO, O.A Lere & Associate LTD Nigeria Mr Lerke, Otto Research Associate, University of Stuttgart, Institute of Engineering Geodesy Germany Ms Li, Juan Director, China Institute of Real Estate Appraisers and Agents China, People's Republic of Prof Li, Jun Xiamen University China, People's Republic of Ms Li, Ling Director, Geographical Monitoring Institute of Guangxi Autonomous Region China, People's Republic of Mr Li, Peng Senior Engineer, The Third Institute of Geodetic Survey, NASG China, People's Republic of Ms Li, Ying Division Director, Jiangxi Provincial Administration of Surveying, Mapping and Geoinformation China, People's Republic of Ms Liao Rong, Rosy Director, China Land Surveying and Planning Institute China, People's Republic of Prof Lichti, Derek Professor, The University of Calgary Canada Dr Lidberg, Martin Section Head Reference Frames, Lantmäteriet Sweden Mr Liew, Bernard Deputy Director , Sabah Lands and Surveys Department Malaysia Ms Liikanen, Tarja Finnish Transport Agency Finland Mr Lilje, Mikael Vice-President, International Federation of Surveyors Sweden Prof Lim, Samsung Associate Professor, The University of New South Wales Australia Dr Lin, Yangbin Jimei University China, People's Republic of Mr Lind, Heikki Director, National Land Survey of Finland Finland Ms Lindén, Cecilia PMO, National Property Board Sweden Sweden Mr Lindén, Dennis Director, Land Registration, Lantmäteriet Sweden Mr Lindfors, Sture DI, Seepsula Oy Finland Prof Lisec, Anka Zveza geodetov Slovenije and University of Ljubljana Slovenia Mr Liu, Jianchuan Senior Engineer, Sichuan Provincial Geomatics Center, NASG China, People's Republic of Ms Liu, Sisi Program Officer, NASG China, People's Republic of Mr Liukkonen, Oskari Sito Oy Finland Mr Ljung, Emil Lantmäteriet Sweden Ms Lodin, Maria Senior Adviser, Kartverket Norway Ms Loevhoeiden, Laila Deputy Director , Norwegian Mapping Authority, Geodetic Divisjon Norway Mr Longhurst, Alan Director, PHL Surveyors Australia Ms Louwsma, Marije Cadastre, Land Registry and Mapping Agency Netherlands Ms Lu, Yanxia Director, China Land Surveying and Planning Institute China, People's Republic of Mr Lukin, Petri Cadastral Surveyor M.Sc., National Land Survey of Finland Finland Mr Lumban Raja, Denny Human Resource Development Centre for Apparatus Indonesia Mr Lundquist, Anders Deputy Director General, Lantmäteriet Sweden Mr Lupis, Karl K I Lupis Surveyors Australia Mr Lusa, Tuomo National Land Survey Finland Mr Luukkonen, Heikki CEO, TerraTec Oy Finland Mr Lüthy, Jürg H. Acht Grad Ost AG Switzerland Ms Lyxell StÃ¥lnacke, Marie HR director, Lantmäteriet Sweden Ms Lähetkangas, Irma Ylijohtaja, Maanmittauslaitos Finland Mr Lähteenoja, Pentti Ministry of Agriculture and Forestry Finland Mr Lönnfeldt, Erik Handelsbanken Finland Mr Ma, Aaron Posimo Oy / CHC China, People's Republic of Ms Macaraig, Maricel Geodetic Engineer, MCRG Engineering Services, Technical Consultancy & Realty Office Philippines Ms Magiri, Gyneth Deputy Director valuation , Nairobi City County Kenya Mr Mahoney, Rob Chair - ILMS SSC, RICS United Kingdom Ms Maisi, Hanna Maanmittauslaitos Finland Ms Majamäki, Tarja Järvenpään kaupunki Finland Mr Malefetsane, Rammoko Survey Manager, Land Administration Authority Lesotho Mr Malmberg, Sonja Nls Finland Ms Maltais, Chrystine Ecce Terra Canada Mr Mamadou, Ndir Président, Ordre National des Géomètres Experts du Sénégal (ONGES) Senegal Mr Mame Ounte, Fall Directeur du Cadastre, Direction Générale des Impôt et Domaines du Sénégal Senegal Mr Manaloto, Cromwell CNGeGL Italy Mr Manandhar, Sanjaya Survey Officer- Instructor, Land Management Training Centre Nepal Ms Mangina, Konstantina Graduate Valuer, Valuation Office Agency United Kingdom Dr Manolache, Valeriu President, Romanian Association of Private Surveyors Romania Dr Mansberger, Reinfried Ass. Prof., University of Natural Resources and Life Sciences Vienna (BOKU) Austria Mr Mansner, Jarno toimistopäällikkö, Helsingin kaupunki, Kaupunkimittausosasto Finland Mr Mansour, Diouf Membre du Conseil, Ordre National des Géomètres Experts du Sénégal (ONGES) Senegal Mr Mantere, Sami National Land Survey of Finland Finland Mr Manthe, Christian DB Engineering & Consulting Germany Mr Maphale, Lopang PHD Candidate, University of Cape Town Botswana Mr Marbell, William Continent Manager-Africa, Trimble Inc. United States Mr Marila, Markus Key Account Manager, ESRI Finland Mr Marjomaa, Mikko Cartographer, National Land Survey of Finland Finland Mr Markkula, Markku Deputy Director General, National Land Survey of Finland Finland Prof Martey, Emmanuel Tetteh President of GhIS, Ghana Institution Of Surveyors Ghana Mr Martikainen, Joni Student, Metropolia Ammattikorkeakoulu Finland Mr Martin, Daniel Senior Surveyor, Dickson Hearn Pty Ltd Australia Dr Martin, David Group Head, Esrf France Mr Martinez, Pascal Bentley Systems Germany Mr Martins, Bento Researcher, SEGAL-UBI Portugal Mr Massamba, Fall Membre du Conseil, Ordre National des Géomètres Experts du Sénégal (ONGES) Senegal Dr Masum, Fahria Individual consultant Germany Mr Matela, Motlotlo Director Survey, Land Administration Authority Lesotho Mr Mattila, Timo Tuusulan kunta Finland Mr Mattila, Tuukka Aalto University School of Engineering Finland Mr Maukonen, Esko Metsähallitus Finland Mr Mazuyer, François Président de la Commission AEI, Ordre des Géomètres-Experts France Ms McCutcheon, Robyn Siba Australia Dr McDermott, Mike International Land Policy, Legal, Institutional and Valuation Consultant Australia Mr McKenna, John Trimble, Inc United States Dr McLaren, Robin Director, Know Edge Ltd United Kingdom Ms McLean, Karen Surveying teacher, Tafe NSW Australia Mr Mears, Robert Surveyor, Woods and Partners Consultants New Zealand Ms Meggiolaro, Laura Executive Coordinator, Land Portal Foundation Italy Mr Meier, Edi CEO, Edi Meier + Partner AG Switzerland Mr Mercer, Aidan Bentley Systems Germany Ms Mertano, Anne Finnish Transport Agency Finland Ms Metsälä, Sari Espoon kaupunki, kaupunkisuunnittelu Finland Mr Mhuri, Wilson National Treasurer, Botswana Surveying and Mapping Association Botswana Ms Michaud, Stephanie Product Applications Engineer, Trimble Inc Canada Ms Midelf, Vera Engineer, Stockholm City Planning Office Sweden Mr Mihalev, Sergey Chief Surveyor, Dundee Precious Metals Chelopech Bulgaria Ms Mikkanen, Ulla organizator, NLS Finland Mr Mikola, Sami Land surveyor, National Land Survey of Finland Finland Mr Mikuta, Bronislovas Head of , State Enterprise Centre of Registers Lithuania Dr Mitchell, David Assoc Prof, RMIT University Australia Mr MitroviÄ, DuÅ¡an director, SMA Slovenia Mr Miyahara, Basara Director, Geospatial Information Authority of Japan Japan Mr Miyasaka, Masaki Assistant Manager, PASCO Japan Dr Mjøs, Leiv Bjarte Associate professor, Western Norway University of Applied Sciences Norway Mr Mochtar, Krishna Researcher, ATAKI, ITI Indonesia Mr Mocicka, Andrej Listech Pty Ltd Australia Mr Moesgaard, Poul Partner, LE34 A/S Denmark Prof Mohan, Madan Associate Professor, JAWAHARLAL NEHRU UNIVERSITY India Mr Mononen, Jyrki Expert, Finnish Transport Agency Finland Ms Montus, Tarja Topcon Netherlands Mr Mouritsen, Anne Kristine Aalborg Universitet Denmark Mr Mozetic, Blaz President, Zveza geodetov Slovenije Slovenia Mr Msaewe, Hussein University of Nottingham United Kingdom Mr Mubiru, Fahad Land Surveyor, Uganda National Roads Authority Uganda Mr Mudasiru, Lukman Babatunde Senior Surveyor, Office of the State Surveyor General, Lagos State Nigeria Mr Mugisha, Turyahikayo Allan Managing Partner, S-M Cathan Uganda Mr Mukupa, Wallace PhD Student, The University of Nottingham Ningbo China China, People's Republic of Mr Munro-Faure, Paul Retired FAO staff, FAO Italy Mr Muriithi, Robinson Managing Director & Ceo, Gebco International Ltd Kenya Mr Murti, Heru Director of Cadastral Survey , Ministry of Land Affairs and Spatial Planning Indonesia Mr Murtoniemi, Janne Director, The Land Survey of Finland Finland Mr Musa, Shaharuddin Secretary General, Pejuta Malaysia Mr Musoke, Gideon Kisakye District Staff Surveyor, Kiboga District Local Government Uganda Mr Must, Kristo Reib Estonia Mr Must, Kristo Project Manager, REIB Oà Estonia Mr Mwangi, Stephen Cheif officer, Nairobi City County Kenya Prof Müller, Hartmut Director, Mainz University Germany Ms Myllymäki, Tarja National Land Survey of Finland Finland Dr MÃ¥rtensson, Stig Göran Associated professor, Högskolan i Gävle Sweden Ms Mäenpää, Milla Coordinator, Finnish Environment Institute (SYKE) Finland Mr Mähönen, Jarkko Surveyor, Metsähallitus Finland Dr Mäkelä, Jaana Sales Director, Spatineo Inc. Finland Mr Mäki Valkama, Ismo Maanmittauslaitos Finland Mr Mäkikunnas, Jussi Maanmittausinsinööri (AMK), Maanmittauslaitos Finland Ms Mäkimarttunen, Laura kirjaamislakimies, Maanmittauslaitos Finland Mr Mäkinen, Jarmo Finnish Transport Agency Finland Ms Mäkinen, Kirsi National Land Survey of Finland Finland Mr Møller, Anders Nygaard Director, Landinspektørfirmaet LE34 A/S Denmark Mr Nabutola, Wafula Regional Director, The Royal Institution of Chartered Surveyors (RICS) Kenya Mr Nache, Florin Romanian Union of Geodesy Romania Mr Nakahori, Yoshiro Japan Federation of Surveyors Japan Mr Nam, Ho Jin Official, Ministry of Land, Infrastructure and Transport Korea, Republic of Dr Navratil, Gerhard Senior Researcher, TU Vienna Austria Mr Nehemiah, Ngene Monday Fig Academic Coodinator, Nis Nigeria Ms Neilan, Ruth Director, IGS United States Mr Neuner, Hans TU Wien - Department for Geodesy and Geoinformation Austria Mr Nevalainen, Olli Research Scientist, Finnish Geospatial Research Institute, National Land Survey of Finland Finland Mr Nevalainen, Pertti Head of cartography, National Land Survey Finland Mr Nevavuori, Kimmo Oikeusministeriö Finland Mr Newmarch, Peter President, South African Geomatics Institute South Africa Mr Ng, Eng Guan Director, Department of Survey and Mapping Malaysia Malaysia Mr Ngu, Jonathan L I Member, Land Surveyors Board Sarawak Malaysia Mr Nguyen, An Dinh Defence Mapping Agency of Vietnam Viet Nam Ms Nguyen, Hanh Vgcr Viet Nam Mr Nguyen, Phuong Na Viet Nam Mr Ni, Han President, Beijing iSpatial Co., Ltd China, People's Republic of Mr Nielsen, Mathias Student, The Danish Surveyor Association Denmark Mr Nielsen, Petur director, Umhvørvisstovan Faroe Islands Ms Niemeläinen, Mari Finnish Transport Agency Finland Ms Nieminen, Sirkku Kirjaamispäällikkö, Maanmittauslaitos Finland Mr Nilipovskiy, Vasily Vice-rector, State University of Land Use Planning Russian Federation Ms Niskala, Maija-Liisa AoR Manager, Legal Services, National Land Survey of Finland Finland Ms Nku, Maboitumelo Land Surveyor, Land Administration Authority Lesotho Mr Nnam, Victor Chukwuemeka SURVEYOR, Surveyors Council of Nigeria SURCON Nigeria Ms Nordqvist Darell, Fanny Engineer, Stockholm City Planning Office Sweden Mr Norre, Kenneth Ceo, Le34 Denmark Mr Notko, Petri Director, Basic Surveys, National Land Survey of Finland Finland Mr Nwabichie, Clement Ikpeama SURVEYOR, Surveyors Council of Nigeria SURCON Nigeria Mr Nwaobi, Obiajulu Franklin SURVEYOR, Surveyors Council of Nigeria SURCON Nigeria Prof Nwilo, Peter Head of Department, University of Lagos, Lagos - Nigeria Nigeria Mr Nwoha, Chinemerem Member, Nigerian Institution of Surveyors Nigeria Mr Nyhlen, Peter Senior advisor, Lantmäteriet Sweden Ms Nyholm, Christine Sisäinen tarkastaja, Maanmittauslaitos Finland Mr Nylund, Thomas CEO, Effen konsult Sweden Mr Nylund, Tore Staden Jakobstad Finland Ms Nyman, Katariina Trimble Finland Mr Nysæter, Helge Assistant professor, Western Norway University of Applied Sciences Norway Mr Nystrom, Steven Delegate, NSPS United States Mr Nyumba, Andrew Senior Government Valuer, Ministry of Lands, Housing and Urban Development Uganda Mr Näsi, Roope Finnish Geospatial Research Institute, NLS Finland Mr Obbink, Mark Kadaster Netherlands Mr Obeng Ayirebi, Kofi Managing Partner, Oakbuild Consult Limited Ghana Mr Obi, Emeka Afamefuna SURVEYOR, Surveyors Council of Nigeria SURCON Nigeria Mr ObradoviÄ, Željko Director General, Federal Administration for Geodetic and Real Property Affairs Bosnia and Herzegowina Ms O'brien, Melissa Product Applications Engineer, Trimble Navigation New Zealand New Zealand Mr Odedina, Mudashiru Adebowale CEO, Castwise and Co Limited Nigeria Mr Odongo Ambani, Stephen President, Institution of Surveyors of Kenya Kenya Mr Odulate, Emmanuel Ola Ceo, Marilola Consuls & Partners Limited Nigeria Mr Oduleye, Kayode Principal Partner, Oduleye Kayode and Co Nigeria Mr Odunowo, Toyin Adisa Managing Director, Alukimba Global Services Limited Nigeria Dr Oduwole, OreOluwa Principal, OreOluwa Oduwole Consult Nigeria Mr Ogabu, Joseph Council Member, Surveyors Council of Nigeria SURCON Nigeria Dr Ogba, Chima Director (projects), Geoid & Environmental Services Limited Nigeria Mr Oghenerobo, Ologbo Clifford Ceo, Thericliff Consultants Limited Nigeria Mr Ogunbadewa, Adekunle Principal Partner, Kunle Ogunbadewa & Co. Nigeria Mr Ogundiran, Tayo Chief Executive Officer, Survengeon Consults Nigeria Mr Ogunlami, Ayodeji Student, Nigerian Institution of Surveyors Nigeria Mr Ogunseitan, Oladipupo Henry Principal Surveyor , Henola Consultancy Services Nigeria Mr Ogunyomi, Emmanuel Olumide MSc. Hydrography Graduate, Plymouth University Nigeria Ms Ohanyan, Marine Consultant, Sweco Sweden Mr Oinu, Peter Council Member, Surveyors Council of Nigeria SURCON Nigeria Ms Oja, Merlin Tartu City Goverment Estonia Dr Ojala, Lasse Nls Finland Ms Ojala, Reeta Consultant, Esri Finland Oy Finland Mr Okada, Kengo CEO, RIPRO Corporation,Japan Japan Mr Okeke, Chigbo Reg. Surveyor / Director, Cudif Services Limited Nigeria Mr Okeke, Gabriel Chukwueloka Member, Nigerian Institution of Surveyors Nigeria Mr Okoli, Didacus Agodi SURVEYOR, Surveyors Council of Nigeria SURCON Nigeria Mr Okorocha, Chika Geospatial Manager, Lordsfield Limited Nigeria Mr Okoth, Morris Director, Proland Realtors Limited Kenya Dr Oksanen, Juha Finnish Geospatial Research Institute, National Land Survey of Finland Finland Mr Oku, Eyo Oboko Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Okuboyejo, Olaniyi Abayomi Ceo, Polaris Digitech Limited Nigeria Oladejo, Adijat Principal Surveyor , Blad & Associates Nigeria Mr Oladokun, Damilola Managing Partner, Sealmatics Consultants Limited Nigeria Mr Olajide, Oluwasina Ceo, Olageospatial and Services Nigeria Mr Olajugba, Oluropo Managing Director, Lordsfield Limited Nigeria Mr Olaleye, Daniel Olayimika Chief Surveyor, ARKWILL NIGERIA LIMITED Nigeria Mr Olaniran, Mikail Head of Department, The Federal Polytechnic, Ilaro Nigeria Mr Oli, Punya Prasad Chaiperson, NICS, Nepal Institution of Chartered Surveyors Nepal Mr Olkkonen, Leo Counsellor of Legislative Affa, Ministry of agriculture and forestry Finland Ms Olokeogun, Damilola Principal Surveyor, Office of the Surveyor General of the Federation Nigeria Mr Olsen, Michael Oregon State University United States Dr Oluwamotemi, David Managing Director, Kay-B Surveys Nigeria Mr Omeje, Micheal Ogbonna SURVEYOR, Surveyors Council of Nigeria SURCON Nigeria Mr Omole, Olatunde Anthony Md/ceo, Mosh Citee Moves Limited Nigeria Mr Omotunde, Ademola Principal Surveyor 1, Office of the Surveyor General, 133, Oba Femi Awolowo Way,alausa, Ikeja Nigeria Dr Ong, See Lian Chair, Commission 10, Royal Institution of Chartered Surveyors Malaysia Mr Onkalo, Pertti Tonttipäällikkö, Vaasan kaupunki Finland Mr Onsrud, Helge Director, Kartverket Norway Norway Mr Onwuzuligbo, Chukwubueze Uzochukwu SURVEYOR, Surveyors Council of Nigeria SURCON Nigeria Mr Oranye, Chuba William Principal Partner, Afriland Survey & Consultants Limited Nigeria Mr Orire, Murtala Adebayo Council Member, Surveyors Council of Nigeria SURCON Nigeria Ms Orlova, Nadege Regional Manager, Ign Fi France Mr Osalusi, Felix Oladapo Council Member, Surveyors Council of Nigeria SURCON Nigeria Ms Otuseso, Tiwatope Principal Consultant, Pathseeker Spatial Consultants Nigeria Mr Ousmane Aliou Amath, Niasse Ordre National des Géomètres Experts du Sénégal (ONGES) Senegal Mr Owoseni, Oluwajimi Director, First Concepts Nigeria Limited Nigeria Ms Ovsyannikov, Maria Sivan Design D.S. Ltd Israel Mr Oyegbola, Akinloye Olufemi President, Nigerian Institution of Surveyors Nigeria Mr Oyegbola, Oyekunle Adedolapo Partner, Akin Oyegbola & Associates Nigeria Mr Oyetunji, Peter Olusegun Ceo, Peterside Surveying and Geoinformatics Consultant Nigeria Prof Ozener, Haluk Director, Bogazici University, Kandilli Observatory and Earthquake Research Institute Türkiye Ms Ozkan, Yasemin Master Student, Ondokuz Mayıs University Türkiye Mr Ozmus, Levent Chamber of Survey and Cadastre Engineers Türkiye Dr Paasch, Jesper University of Gävle / Lantmäteriet Sweden Ms Paavilainen, Seija Kirjaamislakimies, Maanmittauslaitos Finland Mr Paez, Daniel Profesor, Universidad de los Andes Colombia Mr Pajarinen, Markku Sales Manager, Keypro Oy Finland Mr Pajula, Harri Maanmittauslaitos Finland Ms Palkki, Tuija maankäyttöinsinööri, Tuusulan kunta Finland Ms Palmu, Katja LandPro Oy Finland Ms PandžiÄ, Jelena Junior Researcher, University of Belgrade Serbia Mr Park, Ki Jung Chief Team Leader , Korea Land and Geospatial InformatiX Corp. Korea, Republic of Mr Park, Myoung Sik President , Korea Land and Geospatial InformatiX Corp. Korea, Republic of Mr Parker, Hugh Business Development Manager, Fugro Australia Mr Parkkila, Kari Kiinteistöasiantuntija, Metsähallitus Finland Mr Parsons, Ed Geospatial Technologist, Google United Kingdom Ms Partanen, Marjut Communications Specialist, National Land Survey of Finland Finland Mr Pasanen, Hannu Production Chief, National Land Survey of Finland Finland Mr Pashoulis, Varnavas Senior Land Valuation Officer, Lands and Surveys Department Cyprus Mr Patana, Juha Surveyor (MSc), Maanmittauslaitos Finland Ms PauliÅa, Ilze Head of Cadastre Supervision , State Land Service of the Republic of Latvia Latvia Mr Paunescu, Cornel president, Geodetic Union of Romania Romania Mr Paunescu, Vlad Project Manager, Topoexim Romania Mr Pedaja, Taavi Tartu City Government Estonia Mr Pedersen, Claudia Stormoen FIG Support and Event Manager, International Federation of Surveyors Denmark Mr Pei, Yanming Deputy Director General, Shanxi Provincial Administration of Surveying, Mapping and Geoinformation China, People's Republic of Mr Pekkinen, Pasi Maanmittauslaitos (National Land Survey of Finland) Finland Ms Pekkinen, Pia-Maria Communications Specialist, National Land Survey of Finland Finland Mr Peltola, Risto senior advisor, NLS Finland Ms Penkkilä, Olga Student, Aalto University Finland Mr Penttilä, Hannu Tuotantopäällikkö, Maanmittauslaitos Finland Mr Penttinen, Jaakko Maanmittausinsinööri (AMK), Maanmittauslaitos Finland Ms Peppa, Ioulia Petroula PhD, The University of Nottingham United Kingdom Prof Pereira, Rudiney Professor, Federal University of Santa Maria Brazil Mr Perez, William Global Business Dev. Manager, Trimble United States Mr Perämäki, Antti Mittausmies, Kauhavan kaupunki Finland Mr Pesonen, Juha Sito Oy Finland Ms Petrushina, Marina Manager, A SRO Russian Federation Ms Phanzu Vangu, Godelive Tresoriere, Federation Des Ingénieurs Geometres Topographes Congo, Democratic Republic of the Mr Philippe, Abadie Cabinet Philippe ABADIE France Ms Phung, Anh Vgcr Viet Nam Ms Pieper, Gertrude FM-International Oy FINNMAP Finland Mr Pietikäinen, Martti Leading Expert, National Land Survey of Finland Finland Dr Pietrzak, LudmiÅa Vice President, Association of Polish Surveyors Poland Mr Piirainen, Ari Järvenpään kaupunki Finland Mr Pirinen, Jussi Helsingin kaupunki Finland Mr Pirlot, Jean Yves Director, CLGE Belgium Ms PogorelÄnik, Ema Senior Adviser, Surveying and Mapping Authority of the Republic of Slovenia Slovenia Ms Poposka, Violeta Student, Faculty of Civil Engineering North Macedonia Ms Popovic, Dragana Phd Student, Faculty of Technical Science Serbia Mr Potka, Timo Director, National Land Survey of Finland Finland Ms Potsiou, Chryssy A President, International Federation of Surveyors Greece Prof Poutanen, Markku Director of Department, Finnish Geospatial Research Institute FGI Finland Ms Power, Lauren Senior Spatial Analyst, Geoscience Australia Australia Mr Prusakov, Alexander Center of geodesy, cartography and spatial data infrastructure Russian Federation Ms Przybilla, Monika Head of Workinggroup 1, DVW Workinggroup 1 Profession Germany Mr Pulkkinen, Juha Makli Ry Finland Mr Puupponen, Jyrki Lahti, National Land Survey of Finland Finland Ms Puustinen, Tuulia Aalto University Finland Mr Pyykönen, Mauno Head of Register, National Land Survey of Finland Finland Ms Pyysalo, Ulla Senior specialist, National Land Survey of Finland Finland Prof Qu, Weidong Full Professor, Department of Land and Reas Estate Management, Renmin University Beijing China, People's Republic of Mr Raatikainen, Luukas Marketing Coordinator, Spatineo Inc. Finland Ms Rabbani, Atifah Master Student, Bandung Institute of Technology Indonesia Dr RaduloviÄ, Aleksandra Assistant Professor, Faculty of Technical Sciences Serbia Mr Raitanen, Pekka Honorary Member of FIG, National Land Survey Finland Ms Raitaniemi, Tuula Land acquisition engineer, YIT Rakennus Oy Finland Mr Raitio, Timo Rovaniemen kaupunki Finland Mr Raittinen, Pertti Toimitusinsinööri, Maanmittauslaitos Finland Dr Rajabi, Mohammad Faculty, BCIT Canada Ms Rajala, Merja Uudenmaan ELY-keskus Finland Mr Rajalin, Jere Maa- ja metsätalousministeriö Finland Mr Ramanauskas, Rimantas Deputy Director General, State Enterprise Centre of Registers Lithuania Dr Rangelova, Elena Instructor, Geomatics Engineering, University of Calgary Canada Ms Rantala, Marja Ylijohtaja, Maanmittauslaitos Finland Mr Rantala, Petri Vantaan kaupunki / Mittausosasto Finland Mr Rantalainen, Kari National Land Survey of Finland Finland Mr Rantanen, Jesperi Paikkatietokeskus FGI Finland Mr Rantanen, Teppo Government, National Land Survey Finland Mr Ravn Christensen, Uffe Jimenez Head of function, Danish Geodata Agency Denmark Ms Ravn-Christensen, Cecilie Land Tenure Expert, LE34 Denmark Mr Reed, Thomas Principal, Holding Jones Vanderveen Inc. 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Czech Republic Mr Sipilä, Jari Senaatti-kiinteistöt Finland Mr Siregar, Soni Mittausmies, Kirkkonumen kunta- Tontti ja paikkatieto palvelut Finland Mr Sirviö, Eero Technician, Land Survey, Metsähallitus Finland Mr Sivan, Shlomo CEO, Sivan Design D.S. Ltd Israel Mr Skogster, Patrik Project Manager, Municipality of Tuusula Finland Mr Skopljak, Boris Trimble United States Mr Skrubbeltrang, Jørgen Senior consultant, Danish Geodata Agency Denmark Dr SladiÄ, Dubravka Assistant professor, Faculty of Technical Sciences, University of Novi Sad Serbia Mr Smejkal, David Czech Association of Certified Property Appraisers Czech Republic Mr SmodiÅ¡, Martin Sma Slovenia Mr Soh, Kheng Peng Chief Surveyor, Singapore Land Authority Singapore Mr Solomon, Musa Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Song Wang, Koh Licensed Land Surveyor, Jurukur Bestari Malaysia Mr Soot, Matthias TU Dresden Germany Ms Sorjonen, Marjo National Land Survey of Finland Finland Ms Soukki, Anu Chief of office, City Of Helsinki, Real Estate Department Finland Ms Sowah, Yvonne Managing Director, Alpha Property Services Ltd Ghana Dr Srebro, Haim ex Director General, Survey of Israel Israel Mr Staiger, Rudolf International Federation of Surveyors Germany 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National Land Survey of Finland Finland Ms Toivo, Kaarina Student, Namibia University of Science and Technology Namibia Mr Toivonen, Aleksi MAKLI / Maanmittauspäivien järjestelytoimikunta / Destia Rail Oy Finland Mr Tomandl, Libor Head - Cadastral Branch Office, Czech Office for Surveying, Mapping and Cadastre Czech Republic Mr Tomson, Aivar Director, DTZ Baltic Estonia Mr Toola, Hannu Maanmittauslaitos Finland Ms Topcon / Viasys VDC, Saila Sorsa Marketing Manager, Topcon / Viasys VDC Finland Mr Topcon / Viasys VDC, Salla Jäntti Project Engineer, Topcon / Viasys VDC Finland Mr Topcon / Viasys VDC, Teemu Nivell VP, Sales, Topcon / Viasys VDC Finland Mr Toppinen, Taisto Chief of Land Register, National Land Survey of Finland Finland Mr Tossavainen, Jarkko Kuopio, Maanmittauslaitos Finland Mr Tran, Van Thang Director, Defence Mapping Agency of Vietnam Viet Nam Mr Trinh, Anh Co Vice President, Vietnam Association of Geodesy, Cartography, Remote Sensing Viet Nam Mr Tsakoumis, Georgios Managing Director, Akkt Engineering Greece Mr Tse, Wk Senior Land Surveyor, Civil Engineering and Development Department, Hong Kong Government SAR Hong Kong SAR, China Mr Tseu, Robert Chen Chee Licensed Surveyor, Jurukur TerraFirma Mali Mr Tsokar, Daniel Terfa Council Member, Surveyors Council of Nigeria SURCON Nigeria Mr Tunis, Bengt Rekisteripäällikkö, Maanmittauslaitos Finland Mr Tunis, Rasmus Aalto-university Finland Mr Tuokko, Jurkka Head of Mapping, NLS Finland Finland Mr Tuomaala, Juha Director, National Land Survey of Finland Finland Mr Tuomaala, Leena-Riitta Nls Finland Ms Tuomainen, Merja Puumalan kunta Finland Mr Tuppurainen, Kari Johtava asiantuntija, Maanmittauslaitos Finland Ms Turpeinen, Ritva Kartoittaja, Maanmittauslaitos Finland Mr Turunen, Harri Maanmittauslaitos Finland Mr Tuukkanen, Timo Bentley Systems Germany Mr Tynkkynen, Paavo Survey Manager, CRA Survey Pty Ltd Australia Mr Tätilä, Pekka Chief Engineer, National Land Survey of Finland Finland Dr Törhönen, Mika-Petteri Lead Land Specialist, The World Bank United States Ms Törrönen, Riikka Secretary in customer service, The National Land Survey Finland Finland Mr Udochi, Eugene Secretary General, Nigerian Institution of Surveyors Nigeria Ms Uggla, Maria Surveyor, Stockholm City Planning Office Sweden Ms Ujainen, Johanna Maanmittauslaitos Finland Mr Ulvi, Teemu Research Engineer, Finnish Environment Institute SYKE Finland Ms Underwood, Narelle Surveyor-General of NSW, DFSI Spatial Services Australia Mr Unger, Eva-Maria Land Administration Advisor, Kadaster Netherlands Ms Unger, Jelena Head of Regional Cadast Office, State Geodetic Administration Croatia Mr Ungern, Henrik National Land Survey of Finland Finland Mr Uno, Ndekhedehe Etim Principal, Oceanridge Limited Nigeria Ms Uotinen, Mirja DI, Maanmittauslaitos Finland Ms Urban Karr, Jill Executive Director, Trimble United States Ms Ursin, Heli National Land Survey Finland Mr Uusitalo, Jaakko City of Tampere Finland Mr Uusitalo, Kirmo Chief Technology Officer, Keypro Oy Finland Mr Uwadiale, John MD/Chief Surveyor, Curlingbird Nigeria Limited Nigeria Prof Vacca, Giuseppina Assistant professor, University of Cagliari Italy Ms Vainikka, Heini NavVis GmbH Germany Mr Vajavaara, Raimo Ministry of Agriculture and Forestry Finland Mr Valère, Lawson Ordre des Géomètres-Experts France Ms Walfridsson, Märit Director of studies, University of Gävle Sweden Ms Valkealaakso, Heidi Espoon kaupunki / Kaupunkisuunnittelukeskus Finland Mr Valstad, Tor Manager, GeoForum Norway Ms Van Den Berg, Christelle Projectmanager, Kadaster international Netherlands Prof Wan Hussin, Wan Muhd Aminuddin Director, Precise Survey Services/USM Malaysia Prof Van Nes, Akkelies Professor, Western Norway University of Applied Sciences Norway Prof Van Oosterom, Peter TU Delft Netherlands Mr Vanderschueren, Marc Director/surveyor, Ubg Belgium Mr Wang, Cheng Xiamen University China, People's Republic of Ms Wang, Jinyue Research Associate, Institute of Engineering 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Korea, Republic of Mr Yildirim, Ridvan Ertugrul Research Assistant, Ondokuz Mayis University Türkiye Ms Yıldırım, Umut Fig 2018 Türkiye Mr Yildiz, Umit Expert, TKGM-TURKEY Türkiye Mr Yin, Andy ComNav Technology Ltd. China, People's Republic of Ms Ylisela, Pirkko Director of Communication, National Land Survey of Finland Finland Mr Yong, See Lai Member, The Association of Authorised Surveyors Malaysia Malaysia Mr Yousfi, Khalid President, Ordre National des Ingénieurs Géomètres Topographes ONIGT Morocco Mr Yssaf, Monir Geobat Morocco Mr Yu, Guiyin Director of Dept. of Editorial, China Surveying and Mapping Publicity Center China, People's Republic of Mr Yu, Haikun Chief Engineer, Henan Provincial Institute of Remote Sensing and Geomatics China, People's Republic of Mr Yu, Jianjun Deputy Director, Zhejiang Provincial Geomatics Center China, People's Republic of Mr Yu, Zhoulu Zhejiang University China, People's Republic of Mr Yun, Seonghyeon Changwon national university Korea, Republic of Mr Yusof, Sabri Prinsipal, Juruukur Sutera Malaysia Mr Yusuf, Jimoh Bamidele Senior Site Engineer, Unique Master Limited Nigeria Mr Zacharias, Egos, Nikolaos PRESIDENT, EGOS(eyropean group of surveyors) Greece Ms Zalaba, Pirska senior councillor, Ministry of Agriculture Hungary Mr Zeng, Jue Director, China Land Surveying and Planning Institute China, People's Republic of Mr Zetterquist, Fredrik Chair, UN-ECE WPLA Sweden Prof Zevenbergen, Jaap professor, University of Twente - ITC Netherlands Mr Zhang, Haodong The Hong Kong Institute of Surveyors Hong Kong SAR, China Ms Zhang, Jianhua General Manager, Zhonghai Spatial Information Technology Engineering Co.,Ltd. China, People's Republic of Ms Zhang, Jing Zhejiang University China, People's Republic of Prof Zhang, Jixian Director General, National Quality Inspection and Testing Center of Surveying and Mapping Products China, People's Republic of Ms Zhang, Wen jun HSS Shandong China, People's Republic of Mr Zhang, Xianli Senior Engineer, Hebei Provincial Administration of Geoinformation China, People's Republic of Ms Zhao, Min Division Director, Heilongjiang Provincial Administration of Surveying, Mapping and Geoinformation China, People's Republic of Mr Zhengxuan, Bai ChinterGEO China, People's Republic of Dr Zhu, Ling Li Research manager, Finnish Geospatial research institute Finland Mr Ziem, Eberhard DVW e. V. Germany Ms Zimic, Andja Project Director, Lanmäteriet Sweden Mr Zschieschang, Marc t.b.a Faro Technologies Europe Germany Ms Zufanova, Vladimira Czech Office for Surveying, Mapping and Cadastre Czech Republic Mr Zurhorst, Michael President, BDVI e.V. 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Road Maintenance in Africa: Approaches and Perspectives
Directory of Open Access Journals (Sweden)
M Mostafa Hassan
2018-01-01
Full Text Available In Africa, roads are the dominant mode of passenger and freight transport, for which the need is growing rapidly. It is noticeable that most of the African countries do not do enough to ensure the sustainability of road infrastructure as it has been widely reported that roads are affected, to varying degrees, by premature deterioration. Most of the African countries have adopted institutional reforms, notably entailing the creation of road funds and road agencies, and made significant progress on road maintenance. However, many challenges remain to be addressed in all of them to ensure appropriate maintenance. Although spending on road maintenance has increased over time in all African countries it remains insufficient to cover the needs. Poorly maintained roads constrain mobility, significantly raise vehicle operating costs, increase accident rates and their associated human and property costs, and aggravate isolation, poverty, poor health, and illiteracy in rural communities. This paper focuses, in particular, on road maintenance in some African countries considering types of road maintenance and the different approaches aiming at a comparison to reflect on similarities and differences.
Road Maintenance in Africa: Approaches and Perspectives
Science.gov (United States)
M, Mostafa Hassan
2018-06-01
In Africa, roads are the dominant mode of passenger and freight transport, for which the need is growing rapidly. It is noticeable that most of the African countries do not do enough to ensure the sustainability of road infrastructure as it has been widely reported that roads are affected, to varying degrees, by premature deterioration. Most of the African countries have adopted institutional reforms, notably entailing the creation of road funds and road agencies, and made significant progress on road maintenance. However, many challenges remain to be addressed in all of them to ensure appropriate maintenance. Although spending on road maintenance has increased over time in all African countries it remains insufficient to cover the needs. Poorly maintained roads constrain mobility, significantly raise vehicle operating costs, increase accident rates and their associated human and property costs, and aggravate isolation, poverty, poor health, and illiteracy in rural communities. This paper focuses, in particular, on road maintenance in some African countries considering types of road maintenance and the different approaches aiming at a comparison to reflect on similarities and differences.
Construction and maintenance of underground mine roads
Energy Technology Data Exchange (ETDEWEB)
Logan, A.S.; Seedsman, R.W. [Coffey Partners International Pty. Ltd. (Australia)
1995-12-31
Good roads are essential in moving men and materials to and from the underground workplace. An underground coal industry funded project was recently completed on underground mine road construction and maintenance. This paper discusses practical approaches to construction and maintenance of underground mine roads using transferable civil technologies and innovative techniques. Mine pavements are generally low-cost (relative to civil roads), constructed to varying standards using locally available materials to best meet the mobility needs of the mine. Performance of pavements is thus largely dependent on the environmental conditions, quality of the available road making materials, maintenance policies and available resources. This paper explains the causes of bad roads in various underground environments. It details available management strategies, construction and water control techniques, road maintenance and vehicle considerations. It concludes that the trend to larger rubber tires mining equipment needs to be matched with construction and maintenance of high quality road surfaces. For large operations, the total cost due to poor roads may equate to in excess of $A1 million per annum. The strategies outlined in this paper provide the basis for construction and maintenance of underground mine roads to help achieve desired production targets. (author). 2 tabs., 4 figs., 7 refs.
Trajectory of a road vehicle during road maintenance
OpenAIRE
Stachová Darina
2017-01-01
Consider a vehicle moving on a road whose usage over time creates an uneven surface on the road. Road unevenness that we encounter on surface communications often arises as a consequence of dynamical effects of moving vehicles, of weather changes, and due to road construction works. This article concerns with mathematical modeling of the trajectory of a road vehicle moving on such a surface during the course of road maintenance.
Unsurfaced Road Maintenance Management
Science.gov (United States)
1992-12-01
This draft manual describes an unsurfaced road maintenance management system for use on military installations. This system is available in either a manual or computerized mode (Micro PAVER). The maintenance standards prescribed should protect Govern...
25 CFR 170.802 - How is road maintenance funded?
Science.gov (United States)
2010-04-01
... 25 Indians 1 2010-04-01 2010-04-01 false How is road maintenance funded? 170.802 Section 170.802 Indians BUREAU OF INDIAN AFFAIRS, DEPARTMENT OF THE INTERIOR LAND AND WATER INDIAN RESERVATION ROADS PROGRAM BIA Road Maintenance § 170.802 How is road maintenance funded? (a) The U.S. Congress funds a BIA...
25 CFR 170.801 - What is the BIA Road Maintenance Program?
Science.gov (United States)
2010-04-01
... 25 Indians 1 2010-04-01 2010-04-01 false What is the BIA Road Maintenance Program? 170.801 Section... ROADS PROGRAM BIA Road Maintenance § 170.801 What is the BIA Road Maintenance Program? The BIA Road... subpart contains a list of activities that are eligible for funding under the BIA road maintenance program. ...
2010/11 McMurdo Station Snow Road Strength and Maintenance
Science.gov (United States)
2017-02-01
McMurdo Station. Part of this study in- cluded tracking the road maintenance and temperature and testing the road strength at predetermined mile...data provides insight as to the direct effects of various maintenance and environmental factors on the strength of the roads . Un- derstanding the...13 4.2 Maintenance vs. road strength
Costs of performance based maintenance for local roads: Case study Albania
Science.gov (United States)
JokanoviÄ, Igor; GrujiÄ, Bojana; ZeljiÄ, Dragana; GrujiÄ, Žarko; Svilar, Mila
2017-12-01
The provision and maintenance of road infrastructure is a major global business, consequently it is essential that road maintenance services are provided in the most cost effective manner. Without regular maintenance, roads can rapidly fall into disrepair, preventing realization of the longer term impacts of road improvements on development, such as increased agricultural production and growth in school enrollment, which is of particular importance for a network of local (access) roads. Inadequate local roads maintenance in Albania is proposed to be solved by implementing performance based maintenance approach for which the costing exercise is presented within the paper.
Road Maintenance and Rehabilitation Program Using Functional and Structural Assessment
Science.gov (United States)
Setianingsih, A. I.; Sangaji, S.; Setyawan, A.
2017-02-01
Road sector development policy in Bangka Belitung emphasis on equitable development, which is opening up new areas for industrial development zones of potential marine and coastal tourism, so that having an impact on the budget priority to build a new road. This led to a minimal budget provided for the maintenance of the existing road. This study aimed to evaluate the condition of the pavement both functionally and structurally, the growth of traffic density and the availability of existing road maintenance costs. Then, to analyze the influence of existing road conditions, traffic density and road maintenance costs to the type of road maintenance management. The results are compared with the results of the existing maintenance conducted by the Public Works Department of Bangka Belitung province. Evaluation of pavement conditions consists of visual assessment of pavement condition using IRI, pavement condition assessment functionally with deflection method using test data tool Benkelman Beam (BB) and the actual traffic load. IRI value, deflections and traffic growth gained from years 2011-2015 subsequently created regression models to obtain the relationship and the correlation coefficient. The analysis showed that using the same relative magnitude of the budget from 2011 to 2015, giving priority to the maintenance of the road with good conditions capable of providing the road with a steady state of 100%. Recommendations can be given that maintain the road with good conditions reflecting that preservation provide maximum results with the more efficient maintenance cost.
The road maintenance funding models in Indonesia use earmarked tax
Science.gov (United States)
Gultom, Tiopan Henry M.; Tamin, Ofyar Z.; Sjafruddin, Ade; Pradono
2017-11-01
One of the solutions to get a sustainable road maintenance fund is to separate road sector revenue from other accounts, afterward, form a specific account for road maintenance. In 2001, Antameng and the Ministry of Public Works proposed a road fund model in Indonesia. Sources of the road funds proposal was a tariff formed on the nominal total tax. The policy of road funds was proposed to finance the road network maintenance of districts and provincials. This research aims to create a policy model of road maintenance funds in Indonesia using an earmarked tax mechanism. The research method is qualitative research, with data collection techniques are triangulation. Interview methods conducted were semi-structured. Strength, Weakness, Opportunities, and Threat from every part of the models were showen on the survey format. Respondents were representative of executives who involved directly against the financing of road maintenance. Validation model conducted by a discussion panel, it was called the Focus Group Discussion (FGD). The FGD involved all selected respondents. Road maintenance financing model that most appropriately applied in Indonesia was a model of revenue source use an earmarked PBBKB, PKB and PPnBM. Revenue collection mechanism was added tariff of registered vehicle tax (PKB), Vehicle Fuel Tax (PBBKB) and the luxury vehicle sales tax (PPnBM). The funds are managed at the provincial level by a public service agency.
Gravel Roads: Maintenance and Design Manual
Science.gov (United States)
This manual was developed with a major emphasis on the maintenance of gravel roads, including some basic design elements. The purpose of the manual is to provide clear and helpful information for doing a better job of maintaining gravel roads.
Payment mechanisms for winter road maintenance services
Directory of Open Access Journals (Sweden)
Adel Abdi
2013-12-01
Full Text Available In countries with severe winters a major part of the annual budget for road maintenance is allocated on performance of winter road maintenance tasks. Finding appropriate remuneration forms to compensate entrepreneurs for performed road measures during winter is not an easy task in order to minimise or eliminate disputes and satisfy both client organisations and contractors. On the other hand improper reimbursement models lead either to the clientâs annual budget imbalance due to unnecessary cost overruns or affect contractorâs cash-flow. Such cases in turn affect just-in-time winter road maintenance and then traffic safety. To solve such problems, a number of countries in cold regions like Sweden have developed different remuneration models based more on weather data called Weather Index. Therefore the objective of this paper is to investigate and evaluate the payment models applied in Sweden. The study uses a number of approaches namely; domestic questionnaire survey, analysis of a number of contract documents, a series of meetings with the project managers and an international benchmarking. The study recognised four remuneration models for winter maintenance service of which one based on weather data statistics. The study reveals the payment model based on weather data statistics is only applied for the roads with higher traffic flow and the model generates most uncertainty.
Costs of performance based maintenance for local roads: Case study Albania
OpenAIRE
JokanoviÄ Igor; GrujiÄ Bojana; ZeljiÄ Dragana; GrujiÄ Å½arko; Svilar Mila
2017-01-01
The provision and maintenance of road infrastructure is a major global business, consequently it is essential that road maintenance services are provided in the most cost effective manner. Without regular maintenance, roads can rapidly fall into disrepair, preventing realization of the longer term impacts of road improvements on development, such as increased agricultural production and growth in school enrollment, which is of particular importance for a network of local (access) roads. Inade...
Model based decision support for planning of road maintenance
NARCIS (Netherlands)
van Harten, Aart; Worm, J.M.; Worm, J.M.
1996-01-01
In this article we describe a Decision Support Model, based on Operational Research methods, for the multi-period planning of maintenance of bituminous pavements. This model is a tool for the road manager to assist in generating an optimal maintenance plan for a road. Optimal means: minimising the
Road maintenance optimization through a discrete-time semi-Markov decision process
International Nuclear Information System (INIS)
Zhang Xueqing; Gao Hui
2012-01-01
Optimization models are necessary for efficient and cost-effective maintenance of a road network. In this regard, road deterioration is commonly modeled as a discrete-time Markov process such that an optimal maintenance policy can be obtained based on the Markov decision process, or as a renewal process such that an optimal maintenance policy can be obtained based on the renewal theory. However, the discrete-time Markov process cannot capture the real time at which the state transits while the renewal process considers only one state and one maintenance action. In this paper, road deterioration is modeled as a semi-Markov process in which the state transition has the Markov property and the holding time in each state is assumed to follow a discrete Weibull distribution. Based on this semi-Markov process, linear programming models are formulated for both infinite and finite planning horizons in order to derive optimal maintenance policies to minimize the life-cycle cost of a road network. A hypothetical road network is used to illustrate the application of the proposed optimization models. The results indicate that these linear programming models are practical for the maintenance of a road network having a large number of road segments and that they are convenient to incorporate various constraints on the decision process, for example, performance requirements and available budgets. Although the optimal maintenance policies obtained for the road network are randomized stationary policies, the extent of this randomness in decision making is limited. The maintenance actions are deterministic for most states and the randomness in selecting actions occurs only for a few states.
25 CFR 170.803 - What facilities are eligible under the BIA Road Maintenance Program?
Science.gov (United States)
2010-04-01
... AND WATER INDIAN RESERVATION ROADS PROGRAM BIA Road Maintenance § 170.803 What facilities are eligible under the BIA Road Maintenance Program? (a) The following public transportation facilities are eligible for maintenance under the BIA Road Maintenance Program: (1) BIA transportation facilities listed in...
25 CFR 170.804 - How is BIA's Road Maintenance Program related to the IRR Program?
Science.gov (United States)
2010-04-01
... 25 Indians 1 2010-04-01 2010-04-01 false How is BIA's Road Maintenance Program related to the IRR... WATER INDIAN RESERVATION ROADS PROGRAM BIA Road Maintenance § 170.804 How is BIA's Road Maintenance Program related to the IRR Program? The following chart illustrates how BIA's Road Maintenance Program is...
Sound recordings of road maintenance equipment on the Lincoln National Forest, New Mexico
Science.gov (United States)
D. K. Delaney; T. G. Grubb
2004-01-01
The purpose of this pilot study was to record, characterize, and quantify road maintenance activity in Mexican spotted owl (Strix occidentalis lucida) habitat to gauge potential sound level exposure for owls during road maintenance activities. We measured sound levels from three different types of road maintenance equipment (rock crusherlloader,...
33 CFR 211.78 - Maintenance and conveyance of access roads.
Science.gov (United States)
2010-07-01
... Site Development and Use § 211.78 Maintenance and conveyance of access roads. The Government will not... 33 Navigation and Navigable Waters 3 2010-07-01 2010-07-01 false Maintenance and conveyance of access roads. 211.78 Section 211.78 Navigation and Navigable Waters CORPS OF ENGINEERS, DEPARTMENT OF THE...
AUTOMATIC CONTROL SYSTEM OF WINTER AUTOMOBILE-ROAD MAINTENANCE
Directory of Open Access Journals (Sweden)
I. I. Leonovich
2008-01-01
Full Text Available In order to ensure a rational usage of financial and material resources directed on winter automobile-road maintenance in theRepublicofBelarusan automatic control system of winter maintenance is under its development and introduction. The main purpose of the system is to obtain and use meteorological information on the state of a road network that allows to take necessary organizational and technological solutions ensuring safety and continuity of traffic during winter. This system also presupposes to ensure constant control over the state of roadway covering, expenditure of anti-glazed frost materials at all levels of management.The paper considers main aspects pertaining to introduction of the automatic control system of winter maintenance
New optimization strategies of pavement maintenance: A case study for national road network in Indonesia using integrated road management system
Science.gov (United States)
Hamdi, Hadiwardoyo, Sigit P.; Correia, A. Gomes; Pereira, Paulo
2017-06-01
A road network requires timely maintenance to keep the road surface in good condition onward better services to improve accessibility and mobility. Strategies and maintenance techniques must be chosen in order to maximize road service level through cost-effective interventions. This approach requires an updated database, which the road network in Indonesia is supported by a manual and visual survey, also using NAASRA profiler. Furthermore, in this paper, the deterministic model of deterioration was used. This optimization model uses life cycle cost analysis (LCCA), applied in an integrated manner, using IRI indicator, and allows determining the priority of treatment, type of treatment and its relation to the cost. The purpose of this paper was focussed on the aspects of road maintenance management, i.e., maintenance optimization models for different levels of traffic and various initial of road distress conditions on the national road network in Indonesia. The implementation of Integrated Road Management System (IRMS) can provide a solution to the problem of cost constraints in the maintenance of the national road network. The results from this study found that as the lowest as agency cost, it will affect the increasing of user cost. With the achievement of the target plan scenario Pl000 with initial value IRI 2, it was found that the routine management throughout the year and in early reconstruction and periodic maintenance with a 30 mm thick overlay, will simultaneously provide a higher net benefit value and has the lowest total cost of transportation.
The present condition of forest roads as a result of their past maintenance
OpenAIRE
Hribernik, BoÅ¡tjan; PotoÄnik, Igor
2006-01-01
Forest roads are built for forest management purposes, to which planning of their use and maintenance is adapted. The increasing importance of non-forestry use of forest roads leads to higher maintenance standard, which by formed maintenance system causes permanent shortage of funds. Higher maintenance costs occur due to the past forest roads construction characteristics, which gave priority to quick opening of villages and farms, on the account of building quality. Other funds expenditure re...
Challenges of raising road maintenance funds in developing countries: An analysis of road tolling in Zimbabwe
Directory of Open Access Journals (Sweden)
T. C. Mbara
2010-11-01
Full Text Available The condition of Zimbabwe's roads has been declining due to insufficient maintenance and rehabilitation. Year on year, budget allocations have compared unfavourably with funding considered adequate to maintain highway networks and conduct modest construction work. Road infrastructure shortcomings have manifested themselves in the form of high vehicle operating costs and rampant potholes, leading to a decline in road safety and a deterioration of service levels for those who use roads to deliver goods or connect to international markets. In order to try and stop this vicious cycle of decline, the Government of Zimbabwe, on 8 August 2009, introduced a new policy of road-user charges, which involved the setting-up of 22 toll gates on the trunk road network. The overall objective was to raise revenue in order to close the funding gap, blamed for declining road quality. Although alternative methods of financing road maintenance have been debated for years, a generally accepted understanding is that road users should pay costs for road provisioning. This paper assesses the implementation of a road tolling system in Zimbabwe and describes matters relating to, inter alia, implementation strategy, initial performance outcomes and sustainability.
Advanced decision support for winter road maintenance
Science.gov (United States)
2008-01-01
This document provides an overview of the Federal Highway Administration's winter Maintenance Decision Support System (MDSS). The MDSS is a decision support tool that has the ability to provide weather predictions focused toward the road surface. The...
25 CFR 170.808 - Can BIA Road Maintenance Program funds be used to improve IRR transportation facilities?
Science.gov (United States)
2010-04-01
... 25 Indians 1 2010-04-01 2010-04-01 false Can BIA Road Maintenance Program funds be used to improve... THE INTERIOR LAND AND WATER INDIAN RESERVATION ROADS PROGRAM BIA Road Maintenance § 170.808 Can BIA Road Maintenance Program funds be used to improve IRR transportation facilities? No. BIA Road...
25 CFR 170.2 - What is the IRR Program and BIA Road Maintenance Program policy?
Science.gov (United States)
2010-04-01
... 25 Indians 1 2010-04-01 2010-04-01 false What is the IRR Program and BIA Road Maintenance Program... and BIA Road Maintenance Program policy? (a) It is the policy of the Secretary of the Interior and the... designed to enable Indian tribes to participate in all contractible IRR and BIA Road Maintenance programs...
Development Of Optimum Maintenance amp Rehabilitation Strategies For Urban Bituminous Concrete Surfaced Roads
Directory of Open Access Journals (Sweden)
Dr Pardeep Kumar Gupta
2015-02-01
Full Text Available ABSTRACT In India the road traffic volume has increased manifolds during the post-independence period. The traffic axle loading may also in many cases be much heavier than the specified limit. As a result of which the existing road network has been subjected to severe deterioration leading to premature failure of the pavements.In such a scenario development of the effective pavement management strategies would furnish useful information to ensure the compatible and cost- effective decisions so as to keep the existing road network intact. The pavement deterioration models can prove to be an effective tool which can assist highway agencies to forecast economic and technical outcome of possible investment decisions regarding maintenance management of pavements. The optimum maintenance and rehabilitation strategies developed in this study would be useful in planning pavement maintenance strategies in a scientific manner and ensuring rational utilization of limited maintenance funds. Once this strategy for urban road network is implemented and made operational this would serve as window to the other urban road network of different regions.
25 CFR 170.809 - Can a tribe perform road maintenance under a self-determination contract or self-governance...
Science.gov (United States)
2010-04-01
... 25 Indians 1 2010-04-01 2010-04-01 false Can a tribe perform road maintenance under a self..., DEPARTMENT OF THE INTERIOR LAND AND WATER INDIAN RESERVATION ROADS PROGRAM BIA Road Maintenance § 170.809 Can a tribe perform road maintenance under a self-determination contract or self-governance agreement...
Pavement condition assessment to forecast maintenance program on JKR state roads in Petaling district
Science.gov (United States)
Hamsan, R.; Hafiz, H.; Azlan, A.; Keprawi, M. F.; Malik, A. K. A.; Adamuddin, A.; Abdullah, A. H.; Shafie, A. M.
2018-02-01
This research allows local authorities to project road maintenance in term of activities and financial expenditure through pavement condition assessment and then Highway Development and Management (HDM-4) analysis. Current form of road maintenance carried out by local authority is on reactive manner where corrective actions were taken based on reports recorded. Some went unrecorded hence causing prolonged damages. This causes the local authority unable to project the required cost to maintain the roads. This affects the socio-economy of the surrounding routes. Hence, it is seen, as preventive maintenance of the roads will provide more feasible option in term of work force and finance to the local authority. To overcome this issue, a preventive model was introduced. This was done through pavement condition assessment (PCA) where analysis was done through HDM-4. Nondestructive test and destructive test were conducted in order to provide an indicator to the road's health. This were then analyzed in HDM-4 where the result was benchmarked with maintenance standard. The scope of this research is set to PCA where DT and NDT were performed on the routes of Petaling and the output is analyzed in HDM-4. The result of this research provides a 10 years forecast maintenance budget in maintaining the roads in Petaling. This allows the local authority to perform good practice in term of maintaining the roads while at the same time helps them in forecasting their budget for the upcoming years. This research will have a strong impact on the local socio-economy as well as local road user confidence towards the authority over good practices. This research can be further expanded to other type of roads as well as highway bridges.
CLEAN-ROADS project: air quality considerations after the application of a novel MDSS on winter road maintenance activities
Science.gov (United States)
Pretto, Ilaria; Malloci, Elisa; Tonidandel, Gabriele; Benedetti, Guido; Di Napoli, Claudia; Piazza, Andrea; Apolloni, Roberto; Cavaliere, Roberto
2016-04-01
With this poster we present the environmental benefit on air quality derived by the application of the CLEAN-ROADS pilot project. The CLEAN-ROADS project addresses the problem of the environmental pollution caused by de-icing salts during winter road maintenance activities in the Province of Trento (Italy). A demonstrative Maintenance Decision Support System (MDSS) has been developed in order to improve the intervention procedures of the road management service. Specifically it aims to optimize the efficiency of how available resources (e.g., salt consumption) are currently used while guaranteeing the current level of road safety. The CLEAN-ROADS project has been tested and validated on a test area located in a valley bottom (Adige Valley), where the highest optimization margins are to be expected. The project supports current road maintenance practices, which has proved to be reliable and accurate, with a new scalable and energy-efficient road monitoring system. This system is based on a network of road weather stations (road weather information system, RWIS) installed on the test route. It is capable to collect real-time data about the road conditions and to perform short-term and now-cast road weather forecasts, which actively integrate weather data and bulletins covering the target area [1]. This poster presents the results obtained from a three-year monitoring activity with the aim to (1) determine the impact of de-icing salts on air quality and (2) quantify the improvements obtained by the application of the CLEAN-ROADS project on air quality. The Ambient Air Quality and Cleaner Air for Europe Directive (2008/50/EC) states that contributions to exceedances of particulate matter PM10 limit values that are attributable to road winter salting may be subtracted when assessing compliance with air quality limit values, once provided that reasonable measures have been taken to lower concentrations [2]. As the de-icing salts used in road maintenance are mainly based
Environmental Management Model for Road Maintenance Operation Involving Community Participation
Science.gov (United States)
Triyono, A. R. H.; Setyawan, A.; Sobriyah; Setiono, P.
2017-07-01
Public expectations of Central Java, which is very high on demand fulfillment, especially road infrastructure as outlined in the number of complaints and community expectations tweeter, Short Mail Massage (SMS), e-mail and public reports from various media, Highways Department of Central Java province requires development model of environmental management in the implementation of a routine way by involving the community in order to fulfill the conditions of a representative, may serve road users safely and comfortably. This study used survey method with SEM analysis and SWOT with Latent Independent Variable (X), namely; Public Participation in the regulation, development, construction and supervision of road (PSM); Public behavior in the utilization of the road (PMJ) Provincial Road Service (PJP); Safety in the Provincial Road (KJP); Integrated Management System (SMT) and latent dependent variable (Y) routine maintenance of the provincial road that is integrated with the environmental management system and involve the participation of the community (MML). The result showed the implementation of routine maintenance of road conditions in Central Java province has yet to implement an environmental management by involving the community; Therefore developed environmental management model with the results of H1: Community Participation (PSM) has positive influence on the Model of Environmental Management (MML); H2: Behavior Society in Jalan Utilization (PMJ) positive effect on Model Environmental Management (MML); H3: Provincial Road Service (PJP) positive effect on Model Environmental Management (MML); H4: Safety in the Provincial Road (KJP) positive effect on Model Environmental Management (MML); H5: Integrated Management System (SMT) has positive influence on the Model of Environmental Management (MML). From the analysis obtained formulation model describing the relationship / influence of the independent variables PSM, PMJ, PJP, KJP, and SMT on the dependent variable
ANALYSIS OF GROUP MAINTENANCE STRATEGY -ROAD PAVEMENT AND SEWERAGE PIPES-
Science.gov (United States)
Tanimoto, Keishi; Sugimoto, Yasuaki; Miyamoto, Shinya; Nada, Hideki; Hosoi, Yoshihiko
Recently, it is critical to manage deteriorating sewerage and road facilities efficiently and strategically. Since the sewerage pipes are mostly installed under road pavement, the works for the replacement of the sewerage pipes are partially common to the works for the road. This means that the replacement cost can be saved by coordinating the timing of the replacements by sewerage pipe and road pavement. The purpose of the study is to develop the model based on Markov decision process to derive the optimal group maintenance policy so as to minimize lifecycle cost. Then the model is applied to case study area and demonstrated to estimate the lifecycle cost using statistical data such as pipe replacement cost, road pavement rehabilitation cost, and state of deterioration of pipes and road pavement.
The Impact of Road Maintenance Substances on Metals Surface Corrosion
OpenAIRE
Jolita PetkuvienÄ; Dainius Paliulis
2011-01-01
The purpose of research is to assess changes in the visual metal surface due to the exposure of road maintenance salts and molasses (âSafecoteâ). Chlorides of deicing salts (NaCl, CaCl2) are the main agents affecting soil and water resources as well as causing the corrosion of roadside metallic elements. Molasses (âSafecoteâ) is offered as an alternative to deice road pavement by minimizing the corrosion of metal elements near the road. A laboratory experiment was carried out to immerse and s...
Optimal Maintenance Works for the Aborshada Road in the Western Region of Libya
Directory of Open Access Journals (Sweden)
Youssef Medhat Abdelrahman
2014-09-01
Full Text Available In this research, the condition of a road pavement was investigated for the Aborshada Road in the Gharian region of Libya to determine the optimal maintenance works. Previously, a simple engineering judgment was the only procedure followed by the Gharian municipal engineers for evaluating pavements and prioritizing maintenance. The surface condition of the Aborshada Road pavement was investigated using âthe Pavement Condition Index (PCIâ visual technique. The pavement was inspected to survey the different distresses in each sample unit. Ninteen pavement distresses were classified according to the PCI standards (PCI for roads and parking lots became an ASTM standard in 2007 (D6433-07. It was necessary to know the most common distresses of the Aborshada Road to provide assistance for the decision maker in his evaluation of the pavement and the optimum repair method to be selected.
Development of Pavement Maintenance Management System (PMMS of Urban Road Network Using HDM-4 Model
Directory of Open Access Journals (Sweden)
Tanuj Chopra
2017-04-01
Full Text Available The aim of the study is to develop Pavement Maintenance Management System (PMMS for four road sections of urban road network (Patiala, Punjab, India using Highway Development and Management (HDM-4 model. The HDM-4 provides a deterministic approach in data input and process data of existing road condition, traffic volume and pavement composition to predict road deterioration as per the urban road conditions in terms of International Roughness Index (IRI value. This study presents the use of HDM-4 model for the computation of optimum Maintenance and Rehabilitation (M&R strategy for each road section and comparative study of scheduled and condition responsive M&R strategies. The results of present study will be useful for gaining better support for decision-makers for adequate and timely fund allocations for preservation of the urban road network.
Review on the Pavement-repairing Measures as a Condition for the Choice of Road-Maintenance Strategy
Directory of Open Access Journals (Sweden)
Nedevska Ivana
2017-01-01
Full Text Available The road-maintenance strategies vary from one country to another, and even between the road management authorities within a one single country. It is not surprising, as there is not best maintenance method, nor a universal set of strategies that can be applied equally everywhere. Generally, there are strategies acceptable in certain conditions, but the factors influencing the selection process are diverse and very complex. This paper will present a review of the various measures that can be applied on the roads, which is certainly the basic condition of selection of an appropriate maintenance strategy.
Marginal costs for road maintenance and operation - a cost function approach
OpenAIRE
Haraldsson, Mattias
2007-01-01
Using observational data covering the whole Swedish national road network for the period 1998-2002, this paper estimates a set of maintenance and operation cost functions. It is found that costs for all operation and maintenance measures increase with traffic intensity, with two exceptions; total operation and winter operation measures are fixed cost activities. All other operation and maintenance measures have short run elasticities in the range 0.25-0.60. The impact of an additional vehicle...
Predictors of children's sleep onset and maintenance problems after road traffic accidents.
Science.gov (United States)
Wittmann, Lutz; Zehnder, Daniel; Jenni, Oskar G; Landolt, Markus A
2012-01-01
Sleep onset and maintenance problems are a frequent complaint after traumatic events in children. However, the association of traumatic experiences and disturbed sleep remains to be explained. To examine the incidence of sleep onset and maintenance problems in children after road traffic accidents and identify potential predictors of sleep onset and maintenance problems, including putative psychopathological mechanisms as well as stressors affecting the family system. In 33 children treated for injuries after road traffic accidents, sleep and measures of psychopathology were assessed 10 days, 2 months, and 6 months after hospital admission. The predictive value of four clusters of predictor variables for children's sleep onset and maintenance problems was prospectively tested by multiple regression analyses. These clusters included socio-demographic, injury- and accident-related, and psychopathological variable clusters as well as factors reflecting stressors concerning mothers and family. Children suffering from posttraumatic stress reported a prolonged subjective sleep latency. The severity of sleep onset and maintenance problems was predicted by female sex and the child's as well as mothers' posttraumatic stress disorder (PTSD) severity. Sleep onset and maintenance problems in children after trauma appear to result from a complex interaction of multiple factors. Our findings support the transactional model of sleep-wake regulation that bears implications for the development of adequate intervention strategies.
Priority of road maintenance management based on halda reading range on NAASRA method
Science.gov (United States)
Surbakti, M.; Doan, A.
2018-02-01
The road pavement, constantly experiencing stress-strain due to traffic load through it, can cause damage to the pavement. Therefore, early detection and repair of the damage will be able to prevent more severe damage that can develop into pavement failure. A road condition survey is one of the earliest attempts to detect the initial damage of a pavement. In this case the driving comfort is the most important part for the driver in assessing road conditions that are affected by the level of road surface roughness. To determine the level of roughness of the road, one of the methods developed is the measurement using the NAASRA method. In this method the roughness of the road is an accumulation of the average unevenness of the road, with the general setting on halda of 100 m. However, with this 100-meter setting, in some places the final value of the roughness value is too large or too small so that it will result in the priority of the road maintenance. This is what underlies roughness research by comparing halda settings at 50 m and 200 m different from the general settings above.This study uses the International Roughness Index (IRI) method in determining the level of road stability concerning driving discomfort. IRI score obtained from direct survey in field by using Roughometer-NAASRA.The final result shows that there is a significant difference between the reading of halda which is set at 100 m reading with halda set with 50 and 200 meter readings. This may lead to differences in handling priorities, which may impact on the sustainability of road network maintenance management (Sustainaible Road Management)
Municipal consultation key to understanding haul road maintenance agreements for Saskatchewan rural municipalities
International Nuclear Information System (INIS)
Leibel, R.E.A.
1998-01-01
Current municipal perspectives regarding the oil and gas industry in Saskatchewan were described. Municipal jurisdiction and authority regarding road development and heavy haul road maintenance agreements were defined. Based on actual work experience, collaborative working relationships between the oil and gas industry and the municipal sector is well worth some industry time and effort since it will result in cost savings for the industry. In general, rural municipalities receive very limited tax benefits to recapture the costs of road reconstruction and maintenance caused by heavy industry traffic. Road servicing costs can be recaptured only if companies respect the weight limits, hauling regulations and road bans. On the whole, municipalities in Saskatchewan are favourably disposed towards the oil and gas industry, and have done well in the past to accommodate industry's needs. It is not unreasonable therefore to expect that industry show sensitivity to the impact of its activities on the local municipality, and does its level best to be on good terms with the municipalities through early two-way communication. Text of some relevant acts of the Legislature respecting the powers and authorities of rural municipalities are appended
Comparison of Fuzzy AHP and Fuzzy TOPSIS for Road Pavement Maintenance Prioritization: Methodological Exposition and Case Study
Directory of Open Access Journals (Sweden)
Yashon O. Ouma
2015-01-01
Full Text Available For road pavement maintenance and repairs prioritization, a multiattribute approach that compares fuzzy Analytical Hierarchy Process (AHP and fuzzy Technique for Order Preference by Ideal Situation (TOPSIS is evaluated. The pavement distress data was collected through empirical condition surveys and rating by pavement experts. In comparison to the crisp AHP, the fuzzy AHP and fuzzy TOPSIS pairwise comparison techniques are considered to be more suitable for the subjective analysis of the pavement conditions for automated maintenance prioritization. From the case study results, four pavement maintenance objectives were determined as road safety, pavement surface preservation, road operational status and standards, and road aesthetics, with corresponding depreciating significance weights of W=0.37,0.31,0.22,0.10T. The top three maintenance functions were identified as Thin Hot Mix Asphalt (HMA overlays, resurfacing and slurry seals, which were a result of pavement cracking, potholes, raveling, and patching, while the bottom three were cape seal, micro surfacing, and fog seal. The two methods gave nearly the same prioritization ranking. In general, the fuzzy AHP approach tended to overestimate the maintenance prioritization ranking as compared to the fuzzy TOPSIS.
Identification of National Road Maintenance Needs Based on Strategic Plan of Directorate General of Bina Marga (2015-2019
Directory of Open Access Journals (Sweden)
Rizky Ardhiarini
2016-05-01
Full Text Available The enhancement of connectivity between the main corridors of the economy in South Sumatera, as a purpose of the Strategic Plan of Directorate General Bina Marga and also an objective of MP3EI, Master Plan for Acceleration and expansion of Indonesia's Economic Development which is an ambitious plan by the Indonesian government to accelerate the realization of becoming a developed country would be able to achieve on the requirement of good condition on performance and pavement. In order to support the optimal condition of the road, the identification of road management was conducted to determine the necessity of road maintenance based on technical conditions and importance level of development of the road traversed. The management program proposed is expected to be used as a baseline in determining the maintenance of the road network in South Sumatera from 2015 until 2019. This research used Multi-criteria Analysis (MCA method, which consists of: (1 road network performance, covering width of roadways, traffic flow, V/C ratio, travel speed and travel time of the vehicle, and (2 pavement condition, with IRI, SDI, and the proportion of good pavement condition as a parameter. Multi-criteria analysis used combined road condition assessment score and importance level of development of the area traversed by. This analysis was conducted from 2015 until 2019. The research concluded that maintenance necessity in 2015 were dominated by routine maintenance (95.86% of the total length, then in 2016 until 2019 the needs were dominated by routine maintenance (near 100% of the total length. As the maintenance applied, a vast amount of total road length fulfilled as an achievement target. The results are follows: (a 100% with width of roadways ⥠7 meter, (b 97.83% with V/C ratio  60km/hour, (d 17.32% with travel time (TT 95%, (f 90.37% with IRI < 4 m/Km, and (g 91.59 with SDI < 50. Yet with the achievement of 100% of total road length with a
Routine road maintenance water quality and habitat guide : best management practices
Science.gov (United States)
2009-01-01
Since June 9, 1999 the Oregon Department of Transportation (ODOT) has implemented the Routine Road Maintenance: Water Quality and Habitat Guide Best Management Practices (the Guide), and is considered the cornerstone of the ODOT'd Office of Maintenan...
The Road Pavement Condition Index (PCI Evaluation and Maintenance: A Case Study of Yemen
Directory of Open Access Journals (Sweden)
Karim Fareed M. A.
2016-12-01
Full Text Available The pavement condition index (PCI is a simple, convenient and inexpensive way to monitor the condition of the surface of roads, identify maintenance and rehabilitation (M-and-R needs as well as ensure that road maintenance budgets are spent wisely. In this research, the pavement condition was evaluated in terms of the surface distresses existing at the time of the field evaluation. The PCI procedure was used in this research because it deals with the subject of pavement distress identification most comprehensively and is based on a sound statistical technique of pavement sampling.
The Evaluation of Screening Process and Local Bureaucracy in Determining the Priority of Urban Roads Maintenance and Rehabilitation
Science.gov (United States)
Hendhratmoyo, Andri; Syafi'i; Pungky Pramesti, Florentina
2017-11-01
Due to the limited budget of urban roads maintenance and rehabilitation, its prioritizationis inevitable. Many models have been developed to solve these problems. That is the reason why the purpose of this study was to evaluate the screening process in the decision making of the urban roads maintenance and rehabilitation priority. The prioritization that have to be taken into account on the effect of important criteria are road condition, traffic volume, budget processing and land use. 30 stakeholders were asked to fill in the questionnaires. The object of this case study are 188 urban roads sections at Ponorogo in order to examine the priorities. The researchers collected the data from Surface Distress Index (SDI), traffic volume, budget processing and land use of these road sections. Based on analysis, the weights of the criteria were: road condition (W1) = 0,411; traffic volume (W2) = 0,122; budget processing (W3) = 0,363 and land use (W4) = 0,105. The result of this study by the comparison of the index values of the alternatives priorities, Nyi Ageng Serang Street, was revealed to have the highest priority over the other streets regarding of maintenance and rehabilitation activities.
Perspective of the Westinghouse steam generator secondary side maintenance approach
Energy Technology Data Exchange (ETDEWEB)
Ramaley, D. [Westinghouse Electric Company LLC, Cranberry Township, Pennsylvania (United States)
2012-07-01
Historically, Westinghouse had developed a set of steam generator secondary maintenance guidelines focused around performing recurring activities each outage without direct regards to the age, deposit loading, operational status, or corrosion status of the steam generator. Through the evolution of steam generator design and steam generator condition data, Westinghouse now uses a proactive assessment and planning approach for utilities. Westinghouse works with utilities to develop steam generator secondary maintenance plans for long term steam generator viability. Westinghouse has developed a portfolio of products to allow utilities to optimize steam generator operability and develop programs aimed at maintaining the steam generator secondary side in a favorable condition for successful long term operation. Judicious use of the means available for program development should allow for corrosion free operation, long term full power operation at optimum thermal efficiency, and leveling of outage expenditures over a long period of time. This paper will review the following required elements for an effective steam generator secondary side strategy: ⢠Assessment: In order to develop an appropriate maintenance strategy, actions must be taken to obtain an accurate picture of the SG secondary side condition. ⢠Forecasting: Using available data predictions are developed for future steam generator conditions and required maintenance actions. ⢠Action: Cost effective engineering and maintenance actions must be completed at the appropriate time as designated by the plan. ⢠Evaluation of Results: Following execution of maintenance tactics, it is necessary to revise strategy and develop technology enhancements as appropriate. (author)
MODELING A COMPUTER APPLICATION FOR MANAGEMENT OF MAINTENANCE ACTIVITIES OF UNPAVED ROADS
Directory of Open Access Journals (Sweden)
LudmÃlia de Souza Dias
2015-08-01
Full Text Available ABSTRACTThis study presents a contribution to the modeling of a computer application employing a method of serviceability performance for unpaved roads, aiming the management of maintenance/restoration activities of the primary surface layer. The proposed methodology consisted of field inspections during dry (April to September and rainy (October to March periods, during which objective evaluations were performed to survey of defects and their densities and degrees of severity. To aid the functional classification of analyzed road sections and the determination of the defect with major influence on the serviceability of these roads, the method of serviceability performance proposed by Silva (2009was implemented in the Visual Basic for Applications (VBA language in Microsoft Excel software. With the use of the computer application proposed it was possible to identify among the defects analyzed in field, through the index of serviceability of the sampling unit per defect type (ISUdef, which one had the greatest influence on determining the relative serviceability index per road section (IST. The results allow us to conclude that the computer application Road achieved satisfactory results, since the objective evaluation criteria applied to road sections denotes consistency regarding their serviceability.
The Impact of Road Maintenance Substances on Metals Surface Corrosion
Directory of Open Access Journals (Sweden)
Jolita PetkuvienÄ
2011-04-01
Full Text Available The purpose of research is to assess changes in the visual metal surface due to the exposure of road maintenance salts and molasses (âSafecoteâ. Chlorides of deicing salts (NaCl, CaCl2 are the main agents affecting soil and water resources as well as causing the corrosion of roadside metallic elements. Molasses (âSafecoteâ is offered as an alternative to deice road pavement by minimizing the corrosion of metal elements near the road. A laboratory experiment was carried out to immerse and spray metals with NaCl, CaCl2, NaCl:CaCl2 and NaCl:Safecote solutions. The obtained results showed that NaCl:Safecote solution had the lowest coating with corrosion products (the average 17±4 % of the surface. The solutions of NaCl, CaCl2 and NaCl:CaCl2 had the highest percentage rate of the corrosion product on the metal surface reaching an average of 33±5 %. Article in English
A comparative study on using meta-heuristic algorithms for road maintenance planning: Insights from field study in a developing country
Directory of Open Access Journals (Sweden)
Ali Gerami Matin
2017-10-01
Full Text Available Optimized road maintenance planning seeks for solutions that can minimize the life-cycle cost of a road network and concurrently maximize pavement condition. Aiming at proposing an optimal set of road maintenance solutions, robust meta-heuristic algorithms are used in research. Two main optimization techniques are applied including single-objective and multi-objective optimization. Genetic algorithms (GA, particle swarm optimization (PSO, and combination of genetic algorithm and particle swarm optimization (GAPSO as single-objective techniques are used, while the non-domination sorting genetic algorithm II (NSGAII and multi-objective particle swarm optimization (MOPSO which are sufficient for solving computationally complex large-size optimization problems as multi-objective techniques are applied and compared. A real case study from the rural transportation network of Iran is employed to illustrate the sufficiency of the optimum algorithm. The formulation of the optimization model is carried out in such a way that a cost-effective maintenance strategy is reached by preserving the performance level of the road network at a desirable level. So, the objective functions are pavement performance maximization and maintenance cost minimization. It is concluded that multi-objective algorithms including non-domination sorting genetic algorithm II (NSGAII and multi-objective particle swarm optimization performed better than the single objective algorithms due to the capability to balance between both objectives. And between multi-objective algorithms the NSGAII provides the optimum solution for the road maintenance planning.
Using PAVER 6.5.7 and GIS program for pavement maintenance management for selected roads in Kerbala city
Directory of Open Access Journals (Sweden)
Raid R.A. Almuhanna
2018-06-01
Full Text Available Pavement Maintenance Management System (PMMS includes systematic actions to get effective management and economic maintenance cost, depending on pavement condition index (PCI. PAVER 6.5.7 software are used to compute PCI values for a selected zone of road network in Kerbala City Center (KCC. Visual inspection survey is conducted to investigate the type, severity level, and extent of failure at sections and sample unites of selected roads. The area under study had 56.8â¯km length and contain functionally all types of urban roads. The data collection is achieved for a total of 109 road sections in; 20 Major arterials, 28 Minor arterials, 14 Collectors, and 47 Local sections. Further, the collected data for each section are inventoried and evaluated using PAVER 6.5.7. Also, analysis and prediction of the PCI curve for different sections are determined for different design lives. PAVER 6.5.7 is linked with GIS to layout the results and show the priority for maintenance and rehabilitation for the whole network are established using the critical PCI value.The resulted PCI indicated that 63% of the network sections of the study area have good condition, 12% have fair condition and 25% have poor condition. Keywords: Pavement maintenance management system, Pavement condition index (PCI, PAVER 6.5.7 system, GIS, Distress type
Environmental impact assessment of wood ash utilization in forest road construction and maintenance--A field study.
Science.gov (United States)
Oburger, Eva; Jäger, Anna; Pasch, Alexander; Dellantonio, Alex; Stampfer, Karl; Wenzel, Walter W
2016-02-15
The ever increasing use of wood material as fuel for green energy production requires innovative, environmentally safe strategies for recycling of the remaining wood ash. Utilizing wood ash in forest road construction and maintenance to improve mechanical stability has been suggested as a feasible recycling option. To investigate the environmental impact of wood ash application in forest road maintenance, a two-year field experiment was conducted at two Austrian forest sites (Kobernausserwald (KO) (soil pH 5.5) and Weyregg (WE) (pH 7.7)) differing in their soil chemical properties. Two different ashes, one produced by grate incineration (GA) and the other by fluidized bed incineration in a mixture with 15 vol% burnt lime (FBA), were incorporated in repeated road sections at a 15:85% (V/V) ash-to-soil rate. Leaching waters from the road body were collected and analyzed for 32 environmentally relevant parameters over two years. Upon termination of the experiment, sub-road soil samples were collected and analyzed for ash-related changes in soil chemistry. Even though a larger number of parameters was affected by the ash application at the alkaline site (WE), we observed the most pronounced initial increases of pH as well as Al, As, Fe, Mn, Ni, Co, Cu, Mo, and NO2(â) concentrations in leachates beneath GA-treated road bodies at Kobernausserwald due to the lower soil buffer capacity at this site. Despite the observed effects our results indicate that, when specific requirements are met (i.e. appropriate ash quality, sufficient soil buffer capacity below the road body, and single time-point ash incorporation within several decades), wood ash application in forest road construction is generally environmentally acceptable.
Roadside infrastructure for safer European roads: D08 European best practice for roadside design: guidelines for maintenance and operations of roadside infrastructure. Project RISER, European Community
NARCIS (Netherlands)
Andersson, J.; Lanner, G.; Wink, W.; Halleman, B.; Naing, C.L.; Thomson, R.; Fagerlind, H.; Dupre, G.; Bisson, O.; Carcia, J.M.; Lopez, F.; Papi, J.; Martinez, A.V.; Amengual, A.; Valtonen, J.; Kelkka, M.; Goose, U.; Klootwijk, C.W.; Hoogvelt, B.; Horst, A.R.A. van der; Ridder, S. de; Hoschopf, H.; Hill, J.
2006-01-01
Maintenance and operations of road safety equipment and infrastructure ensure that all safety related elements of the road system are operating as they were designed, tested, and approved. Maintenance of road equipment should not only be considered as the repair of broken or damaged equipment, but
Historical maintenance relevant information road-map for a self-learning maintenance prediction procedural approach
Science.gov (United States)
Morales, Francisco J.; Reyes, Antonio; Cáceres, Noelia; Romero, Luis M.; Benitez, Francisco G.; Morgado, Joao; Duarte, Emanuel; Martins, Teresa
2017-09-01
A large percentage of transport infrastructures are composed of linear assets, such as roads and rail tracks. The large social and economic relevance of these constructions force the stakeholders to ensure a prolonged health/durability. Even though, inevitable malfunctioning, breaking down, and out-of-service periods arise randomly during the life cycle of the infrastructure. Predictive maintenance techniques tend to diminish the appearance of unpredicted failures and the execution of needed corrective interventions, envisaging the adequate interventions to be conducted before failures show up. This communication presents: i) A procedural approach, to be conducted, in order to collect the relevant information regarding the evolving state condition of the assets involved in all maintenance interventions; this reported and stored information constitutes a rich historical data base to train Machine Learning algorithms in order to generate reliable predictions of the interventions to be carried out in further time scenarios. ii) A schematic flow chart of the automatic learning procedure. iii) Self-learning rules from automatic learning from false positive/negatives. The description, testing, automatic learning approach and the outcomes of a pilot case are presented; finally some conclusions are outlined regarding the methodology proposed for improving the self-learning predictive capability.
36 CFR 212.5 - Road system management.
Science.gov (United States)
2010-07-01
... construction, reconstruction, decommissioning, and maintenance. (2) Identification of unneeded roads... share of the costs. (d) Maintenance and reconstruction of National Forest System roads by usersâ(1... to cover maintenance or reconstruction of roads shall be used for the purposes deposited, except that...
Principles of MONJU maintenance. Characteristic of MONJU maintenance and reflection of LWR maintenance experience to FBR
International Nuclear Information System (INIS)
Nakai, Satoru; Nishio, Ryuichi; Uchihashi, Masaya; Kaneko, Yoshihisa; Yamashita, Hironobu; Yamaguchi, Atsunori; Aoki, Takayuki
2014-01-01
A sodium cooled fast breeder reactor (FBR) has unique systems and components and different degradation mechanism from light water reactor (LWR) so that need to establish maintenance technology in accordance with its features. The examination of the FBR maintenance technology is carried out in the special committee for considering the maintenance for Monju established in the Japan Society of Maintenology (JSM). As a result of the study such as extraction of Monju maintenance feature, maintenance technology benchmark between Monju and LWR components and survey of LWR maintenance experience, it is clear that principles of maintenance are same as LWR, necessity of LWR maintenance experience reflection and points to be considered in Monju maintenance. The road map to establish a FBR maintenance technology in the technical aspect became clear and it is vital to acquire operation and maintenance experience of the plant to implement this road map, and to establish a fast reactor maintenance. (author)
Proposal for the award of two contracts for the maintenance of green areas and roads on the CERN site
CERN Document Server
2006-01-01
This document concerns the award of two contracts for the maintenance of green areas and roads, i) on the CERN site of Meyrin, LHC Point 1 and SPS Points BA5 and BA6 and ii) on the CERN site of Prévessin, all the LHC Points except Point 1 and all the SPS Points except Points BA5 and BA6. The Finance Committee is invited to agree to the negotiation of contracts with: - PAYSAGE CONCEPT (FR), the lowest bidder, for the maintenance of green areas and roads on the CERN's Meyrin site, LHC Point 1 and SPS Points BA5 and BA6 for two years for a total amount of 903 532 Swiss francs, not subject to revision until 30 June 2008. - WIESMANN (FR), the lowest bidder, for the maintenance of green areas and roads on the CERN's Prévessin site, all the LHC Points except Point 1 and all the SPS Points except Points BA5 and BA6 for two years for a total amount of 671 529 Swiss francs, not subject to revision until 30 June 2008. Both contracts will include options for three one-year extensions beyond the initial two-year period....
A good road lies easy on the land: Water harvesting from low-standard rural roads
OpenAIRE
Zeedyk, B.
2006-01-01
Metadata only record This book addresses the construction and maintenance of unpaved rural roads including strategies, techniques and practices for dealing with problems frequently encountered by landowners, land managers and maintenance personnel. Running water is the primary force affecting road condition and generating the need for maintenance. Economical maintenance means dealing effectively with water, but not just surface runoff. Standing water, seeping water, rain, snow, ice, frost ...
Value of monitoring in road network management
NARCIS (Netherlands)
Zouch, M.; Courage, W.; Napoles-Morales, O.
2014-01-01
We present a framework for road network management to assist road authorities in maintenance budget estimations and long-term maintenance strategies definition. Information about road conditions is obtained from monitoring. Available data are used to estimate and update prediction of degradation
THE PLANNING OF WOOD TRANSPORT ON THE FOREST ROADS
Directory of Open Access Journals (Sweden)
H. Hulusi Acar
2001-04-01
Full Text Available Nowadays, needs for forest and raw wood materials has been increasing with the economic developments of the societies. But, the forest areas have been decreasing because of the pressures of the societies on forest especially in developing countries. In such regions, forest areas were on high mountainous areas. This situation is the same in Turkey, especially east Black Sea region. In Turkey, forest roads are still B forms of secondary roads. The wide of these roads are minimum 4 meters, generally minimum curve radius of them are 10 meters, and some times less then that. These roads do not have pavement and maintenance works were not made there too. And these roads are not suitable for transportation with truck-trailer. The transhipment problems form a typical example of the linear programming method. When this method applied, as well as solving transportation problems, distribution problems are solved related to transhipment.
Developing optimized prioritizing road maintenance
Directory of Open Access Journals (Sweden)
Ewadh Hussein Ali
2018-01-01
Full Text Available Increased demand for efficient maintenance of the existing roadway system needs optimal usage of the allocated funds. The paper demonstrates optimized methods for prioritizing maintenance implementation projects. A selected zone of roadway system in Kerbala city represents the study area to demonstrate the application of the developed prioritization process. Paver system PAVER integrated with GIS is used to estimate and display the pavement condition index PCI, thereby to establish a priority of maintenance. In addition to simple ranking method by PCI produced by the output of PAVER, the paper introduces PCI measure for each section of roadway. The paper introduces ranking by multiple measures investigated through expert knowledge about measures that affect prioritization and their irrespective weights due to a predesigned questionnaire. The maintenance priority index (MPI is related to cost of suitable proposed maintenance, easiness of proposed maintenance, average daily traffic and functional classification of the roadway in addition to PCI. Further, incremental benefit-cost analysis ranking provide an optimized process due to benefit and cost of maintenance. The paper introduces efficient display of layout and ranking for the selected zone of roadway system based on MPI index and incremental BCR method. Although the two developed methods introduce different layout display for priority, statistical test shows that no significant difference between ranking of all methods of prioritization.
Overload road damage model
CSIR Research Space (South Africa)
Roux, MP
2005-03-01
Full Text Available Not only do overloaded vehicles pose an increased safety risk on the road (reduced stability and braking efficiency etc.), but they also accelerate the rate of deterioration of the road network and increase road maintenance costs, which in turn...
Characteristics of public roads operation
OpenAIRE
Pryimak, V.; Kyiashko, I.
2009-01-01
Characteristics of public roads operation have been considered and factors influencing TEC of public roads that go via urban areas have been determined. There have been revealed contradictions in the normative-legal base concerning maintenance of public roads and municipal roads that merge into them.
Preliminary inspection of secondary cooling system piping for maintenance plan in JMTR
International Nuclear Information System (INIS)
Hanakawa, Hiroki; Hanawa, Yoshio; Izumo, Hironobu; Fukasaku, Akitomi; Nagao, Yoshiharu; Miyazawa, Masataka; Niimi, Motoji
2008-01-01
The JMTR is under the refurbishment and will start on FY 2011. The JMTR will operate for about 20 years from 2011. Before this JMTR operation, preliminary inspection of secondary cooling system piping was carried out in order to make a maintenance plan. As the results of this inspection, it was confirmed that the corrosion was reached by piping ingot, or decrease of piping thickness could hardly be observed. Therefore, it was confirmed that the strength or the functionality of the piping had been maintained by usual operation and maintenance. According to the results of this inspection, the basic date for maintenances are confirmed and it is clear to be able to make the maintenances plan in future. (author)
Deficiency within pavement Maintenance Organization in Tanzania ...
African Journals Online (AJOL)
In addition, the rules and regulations of the public administrative system do not allow for an effective and efficient management of road maintenance. Lack of equipment and adequate qualified personnel in the field of road maintenance is too an added deficiency. As a consequence, Tanzania has started to put road ...
25 CFR 170.812 - What is emergency maintenance?
Science.gov (United States)
2010-04-01
... 25 Indians 1 2010-04-01 2010-04-01 false What is emergency maintenance? 170.812 Section 170.812 Indians BUREAU OF INDIAN AFFAIRS, DEPARTMENT OF THE INTERIOR LAND AND WATER INDIAN RESERVATION ROADS PROGRAM BIA Road Maintenance § 170.812 What is emergency maintenance? Emergency maintenance is work that...
Influence of road transport infrastructure on agricultural sector development in Nigeria
Directory of Open Access Journals (Sweden)
Ogunleye Olusogo
2018-02-01
Full Text Available The study investigated the effects of road transport infrastructure on agricultural sector development in Nigeria from 1985 to 2014, using secondary annual time series data on agricultural development (proxy by gross domestic product in the Agric sector road transport infrastructure (proxy by length of paved road per square kilometer of area export and capital, all obtained from the Central Bank of Nigeria (CBN [3], and National Bureau of Statistics (NBS [16], statistical bulletins. The data were analyzed using Granger Causality test and Ordinary Least Square estimation techniques. The study concluded that a positive and statistically significant relationship exists between road transport infrastructures (LRT also evidence was found of a unidirectional causality from agricultural sector development to transport infrastructure. The study, therefore, recommends that adequate and timely maintenance of existing roads should be carried out as well as enacting appropriate regulations that ensure proper implementation and completion of new road construction contracts in the country in order to boost agricultural sector development, reduce wastage of farm produce and increase the possibility of economic diversification.
The impact of traffic sign deficit on road traffic accidents in Nigeria.
Science.gov (United States)
Ezeibe, Christian; Ilo, Chukwudi; Oguonu, Chika; Ali, Alphonsus; Abada, Ifeanyi; Ezeibe, Ezinwanne; Oguonu, Chukwunonso; Abada, Felicia; Izueke, Edwin; Agbo, Humphrey
2018-04-04
This study assesses the impact of traffic sign deficit on road traffic accidents in Nigeria. The participants were 720 commercial vehicle drivers. While simple random sampling was used to select 6 out of 137 federal highways, stratified random sampling was used to select six categories of commercial vehicle drivers. The study used qual-dominant mixed methods approach comprising key informant interviews; group interviews; field observation; policy appraisal and secondary literature on traffic signs. Result shows that the failure of government to provide and maintain traffic signs in order to guide road users through the numerous accident black spots on the highways is the major cause of road accidents in Nigeria. The study argues that provision and maintenance of traffic signs present opportunity to promoting safety on the highways and achieving the sustainable development goals.
Hospital burden of road traffic injury: major concern in primary and secondary level hospitals in Bangladesh.
Science.gov (United States)
Mashreky, S R; Rahman, A; Khan, T F; Faruque, M; Svanström, L; Rahman, F
2010-04-01
To assess the burden of road traffic injury (RTI) in primary and secondary level hospitals in Bangladesh, and its economic impact on affected families. Cross-sectional study. The study was carried out in February and March 2001. To estimate the burden of RTI patients and the length of stay in hospital, the discharge records of primary and secondary level hospitals were used as data sources. Records from 16 district hospitals and 45 Upazila health complexes (subdistrict level hospitals), selected at random, were included in this study. A direct interview method was adopted to estimate the patient costs of RTI; this involved interviewing patients or their attendants. In this study, patient costs included money spent by the patient for medicine, transport, food and lodging (including attendants). Approximately 33% of the beds in primary and secondary level hospitals in Bangladesh were occupied by injury-related patients, and more than 19% of the injury patients had been injured in a road traffic accident. People aged 18-45 years were the major victims of RTI, and constituted 70% of the total RTI-related admissions in primary and secondary level hospitals. More than two-thirds of RTI patients were male. The average duration of hospital stay was 5.7 days, and the average patient cost for each RTI patient was US$86 (5834 BDT). RTI is a major cause of hospital admission in Bangladesh, and represents an economic and social burden for the family and the nation. A national strategy and road safety programme need to be developed to reduce the hospital burden and minimize the economic and social impact. 2010 The Royal Society for Public Health. Published by Elsevier Ltd. All rights reserved.
Infrastructure investment for tomorrow: A financing plan to eliminate the deferred maintenance on the nation's roads
OpenAIRE
Regan, Edward V.
1994-01-01
The author presents a long-term public investment proposal to preserve and upgrade the nation's infrastructure system, offering a unique financing plan to eliminate much of the backlog of deferred maintenance that plagues America's roads and bridges. The plan would allow states and municipalities to get out from under this burden with a one-time upgrading program, and then attain a new capacity to maintain and improve their infrastructure networks. Regan concludes that the goal of long-term i...
Mortality of a cohort of road construction and maintenance workers with work disability compensation.
Science.gov (United States)
d'Errico, A; Mamo, C; Tomaino, A; Dalmasso, M; Demaria, M; Costa, G
2002-01-01
Surveillance systems of occupational mortality are useful tools to identify cases of diseases suspected as occupational and to monitor their occurrence over time, in space and in population subgroups. Many surveillance systems make use of administrative data in which information about occupations and/or economic sectors of the subjects enrolled is reported, such as death certificates, hospital discharge data, census data, tax and pension records, and workers' compensation archives. In the present study we analyzed the mortality of a cohort of road construction and maintenance workers enrolled through the Italian national archive of work disability compensations, also in order to evaluate the possible use of this administrative source to monitor occupational mortality. 8,000 subjects (7,879 males) receiving a disability compensation while working in the "road construction and maintenance" sector were identified from INAIL (National Institute for Insurance of Accidents at Work) archives. Vital status of these subjects was ascertained using the information available in INAIL archives and in the national tax register. For those found to be deceased from INAIL or tax archives, or without any information on vital status, a mail follow-up was started. We considered as observation period the years from 1980 to 1993. A record linkage with the ISTAT (Italian Institute of Statistics) national mortality registry was performed and the cause of death was retrieved for 964 out of 1,259 subjects. The analysis was restricted to males, leaving altogether 863 observed deaths with ascertained cause (84.7% of 1,019 total male deaths). SMR for overall mortality and PMR for specific cause mortality were computed, using the general Italian male population as reference. Overall mortality was significantly reduced (SMR = 79.0; 95% CI = 74.2-84.0). Proportional mortality analysis revealed significant excess risks for all malignant tumours (332 deaths, PMR = 1.08) and for digestive diseases
An introduction to the integrated design of surface mine haul roads
Energy Technology Data Exchange (ETDEWEB)
Thompson, R.J.; Visser, A.T. [University of Pretoria, Pretoria (South Africa). Dept. of Mining Engineering
1997-12-01
The world-wide expansion of surface mining has led to the development of very large off-highway trucks currently capable of hauling layloads in excess of 160 t. Typical axle loads ranging from 110 t to 170 t are applied to haul roads that have been, at best, empirically designed on the premise of `satisfactory` or `failed`, both in terms of structure and function of the road. The use of these empirical pavement design techniques will prove inadequate when high axle loads are encountered. Not only will the maintenance costs of existing haul roads of inadequate thickness increase, but vehicle operating and maintenance costs will also increase prohibitively. Under these conditions there is thus a clearly defined need for improved construction and management techniques for flexible mine haulage roads, appropriate for the wheel loads of vehicles now in use. The aim of this paper is to introduce developments in haul road structural, functional and maintenance design and management which overcome the limitations associated with the previously empirical design techniques and to show how these developments are combined into an integrated design strategy combining construction techniques, available material and road maintenance equipment with hauler choice to realise a reduction in haulage and road maintenance costs. Future contributions will enumerate on the fundamental haul road structural, functional and maintenance design and management research from which these developments originated. 7 refs., 5 figs., 2 tabs.
Operating and maintenance experience of Dhruva secondary shutdown system
International Nuclear Information System (INIS)
Sharma, U.L.; Bharathan, R.
1997-01-01
Nine numbers of cadmium shut-off rods are used as primary fast acting shutdown devices while moderator dumping is used as secondary shutdown system. The secondary shutdown system in Dhruva reactor comprises of 3 dump valves and 3 control valves. Under normal operations, the control valves are used to control the moderator level and thereby the reactor power. Under Trip conditions the dump valves as well as the control valves open fully, dumping the moderator to the dump tank, thereby acting as secondary shutdown devices. While the failure of any of these valves to close fully is an incident, the failure of any of these valves to open on a demand is a safety related unusual occurrence and needs to be viewed seriously. During the last 11 years of operation of these valves, there was one incidence of a valve not closing fully and there were two instances of a valve not opening fully on demand. The possible causes, the corrective action taken to rehabilitate these valves and the elaborate system preparations undertaken to enable maintenance jobs are described. (author)
Comparison of Fuzzy AHP and Fuzzy TOPSIS for Road Pavement Maintenance Prioritization: Methodological Exposition and Case Study
OpenAIRE
Yashon O. Ouma; J. Opudo; S. Nyambenya
2015-01-01
For road pavement maintenance and repairs prioritization, a multiattribute approach that compares fuzzy Analytical Hierarchy Process (AHP) and fuzzy Technique for Order Preference by Ideal Situation (TOPSIS) is evaluated. The pavement distress data was collected through empirical condition surveys and rating by pavement experts. In comparison to the crisp AHP, the fuzzy AHP and fuzzy TOPSIS pairwise comparison techniques are considered to be more suitable for the subjective analysis of the pa...
23 CFR 633.208 - Maintenance.
Science.gov (United States)
2010-04-01
... responsibility of the State. The State may arrange for maintenance of such roads or portions thereof, by... 23 Highways 1 2010-04-01 2010-04-01 false Maintenance. 633.208 Section 633.208 Highways FEDERAL... PROVISIONS Federal-Aid Contracts (Appalachian Contracts) § 633.208 Maintenance. Maintenance of all highway...
Investigation of an innovative maintenance contracting strategy : the performance-based maintenance contract (PBMC).
Science.gov (United States)
2015-06-01
One of the major responsibilities of state Departments of Transportation (DOTs) is to maintain their road assets so : that road users can travel cost effectively, safely, and in a timely manner. Maintenance projects can be performed : either by using...
Safer Roads: Comparisons Between Road Assessment Program and Composite Road Safety Index Method
Directory of Open Access Journals (Sweden)
Mohd Razelan Intan Suhana
2017-01-01
Full Text Available In most countries, crash statistics have becoming very crucial in evaluating roadâs safety level. In Malaysia, these data are very important in deciding crash-prone areas known as black spot where specific road improvements plan will be proposed. However due to the unavailability of reliable crash data in many developing countries, appropriate road maintenance measures are facing great troubles. In light of that, several proactive methods in defining roadâs safety level such as Road Assessment Program (RAP have emerged. This research aim to compare two proactive methods that have been tested in Malaysian roads ; road assessment program and road environment risk index which was developed based on composite index theory in defining roadâs safety level. Composite road environment risk index was combining several crucial environment indicators, assigning weight and aggregating the individual index together to form a single value representing the roadâs safety level. Based on the results, it can be concluded that both road assessment program and composite road environment risk index are contradicted in six different ways such as type of speed used, type of analysis used and their final outcomes. However, with an aim to promote safer roads, these two methods can be used concurrently as the outcomes in both methods seems to fulfil each otherâs gap very well.
77 FR 38569 - Information Collection; Application for Permit for Use of Roads, Trails, or Areas Restricted by...
Science.gov (United States)
2012-06-28
... investments in NFS roads; and require commercial users to perform road maintenance commensurate with their use... commercial users to perform maintenance commensurate with their road use. Section 261.10 contains a national... appropriate investment sharing arrangements, require commercial users of NFS roads to perform maintenance...
Forest access roads: design, maintenance, and soil loss
Science.gov (United States)
Lloyd W. Swift
1988-01-01
The Regional Guide for,the South (United States Department of Agriculture 1984b) recognizes that roads and skid trails are the major sources of sediment from forestry-related activities. The overall environmental impact statement for Region 8 (United States Department of Agriculture 1984a) estimates an existing national forest road network of 56,300 km (3 1,000 miles)...
Road Maintenance Experience Using Polyurethane (PU) Foam Injection System and Geocrete Soil Stabilization as Ground Rehabilitation
Science.gov (United States)
Fakhar, A. M. M.; Asmaniza, A.
2016-07-01
There are many types of ground rehabilation and improvement that can be consider and implement in engineering construction works for soil improvement in order to prevent road profile deformation in later stage. However, when comes to road maintenance especially on operated expressways, not all method can be apply directly as it must comply to opreation's working window and lane closure basis. Key factors that considering ideal proposal for ground rehabilitation are time, cost, quality and most importantly practicality. It should provide long lifespan structure in order to reduce continuous cycle of maintenance. Thus, this paper will present two approaches for ground rehabilitation, namely Polyurethane (PU) Foam Injection System and Geocrete Soil Stabilization. The first approach is an injection system which consists two-parts chemical grout of Isocynate and Polyol when mixed together within soil structure through injection will polymerized with volume expansion. The strong expansion of grouting causes significant compression and compacting of the surrounding soil and subsequently improve ground properties and uplift sunken structure. The later is a cold in-place recyclying whereby mixture process that combines in-situ soil materials, cement, white powder (alkaline) additive and water to produce hard yet flexible and durable ground layer that act as solid foundation with improved bearing capacity. The improvement of the mechanical behaviour of soil through these two systems is investigated by an extensive testing programme which includes in-situ and laboratory test in determining properties such as strength, stiffness, compressibility, bearing capacity, differential settlement and etc.
Primary and secondary exercise dependence in a community-based sample of road race runners.
Science.gov (United States)
Cook, Brian; Karr, Trisha M; Zunker, Christie; Mitchell, James E; Thompson, Ron; Sherman, Roberta; Crosby, Ross D; Cao, Li; Erickson, Ann; Wonderlich, Stephen A
2013-10-01
The purpose of our study was to examine exercise dependence (EXD) in a large community-based sample of runners. The secondary purpose of this study was to examine differences in EXD symptoms between primary and secondary EXD. Our sample included 2660 runners recruited from a local road race (M age = 38.78 years, SD = 10.80; 66.39% women; 91.62% Caucasian) who completed all study measures online within 3 weeks of the race. In this study, EXD prevalence was lower than most previously reported rates (gamma = .248, p < .001) and individuals in the at-risk for EXD category participated in longer distance races, F(8,1) = 14.13, p = .01, partial eta squared = .05. Group differences were found for gender, F(1,1921) 8.08, p = .01, partial eta squared = .004, and primary or secondary group status, F(1,1921) 159.53, p = .01, partial eta squared = .077. Implications of primary and secondary EXD differences and future research are discussed.
Guidelines for upgrading of low volume roads
CSIR Research Space (South Africa)
Division of Roads
1993-03-01
Full Text Available The purpose of this manual is to provide guidelines on the upgrading of gravel low volume roads to roads and maintenance personnel of road authorities of all sizes. Low volume is, for the purpose of this document, defined to be less than 500...
Louisiana ESI: ROADS (Road Lines)
Data.gov (United States)
National Oceanic and Atmospheric Administration, Department of Commerce â This data set contains the state maintained primary and secondary road network of Louisiana. Vector lines in the data set represent Interstates, U.S. Highways, and...
Assessment and improvement of urban streets maintenance: Case study Kragujevac
Directory of Open Access Journals (Sweden)
JokanoviÄ Igor
2017-01-01
Full Text Available City of Kragujevac struggles with providing road maintenance services due to limited funds and low capacity within the existing Public Utility Companies. As a solution to problems with traditional methods of contracting, many road authorities have moved to contracting road maintenance works to the private sector based on performance measures. The paper presents the outcomes of the study conducted for the purpose of improving current practice and condition of urban network within the City of Kragujevac through the application of performance-based maintenance contracting.
25 CFR 170.806 - What is an IRR Transportation Facilities Maintenance Management System?
Science.gov (United States)
2010-04-01
... AND WATER INDIAN RESERVATION ROADS PROGRAM BIA Road Maintenance § 170.806 What is an IRR Transportation Facilities Maintenance Management System? An IRR Transportation Facilities Maintenance Management... 25 Indians 1 2010-04-01 2010-04-01 false What is an IRR Transportation Facilities Maintenance...
GEOSPATIAL ANALYSIS OF ROAD DISTRESSES AND THE RELATIONSHIP WITH THE SLOPE FACTOR
Directory of Open Access Journals (Sweden)
NOR A. M. NASIR
2016-05-01
Full Text Available A road is a medium that a person uses to move from one destination to another. A good road can provide comfort and safety to users, however, poor maintenance of a road might cause danger to them. Therefore, a road maintenance management system needs to be carried out to ensure the effectiveness as well as the efficiency of road maintenance itself. In this era, there are so many systems created in order to help data storage and analysis. One of the systems is the Geographic Information System (GIS. Other than getting the location of distresses, GIS also can help to classify the severity level of distresses and to correlate the distresses occurring in Universiti Kebangsaan Malaysia (UKM with the slope gradient. Road distress data was collected using GPS applications supported by Supersurv 3 software. The study shows that the GIS method helps to produce a good spatial database. The road gradient factor is related to the level of road damage.
25 CFR 170.805 - What are the local, tribal, and BIA roles in transportation facility maintenance?
Science.gov (United States)
2010-04-01
... transportation facility maintenance? 170.805 Section 170.805 Indians BUREAU OF INDIAN AFFAIRS, DEPARTMENT OF THE INTERIOR LAND AND WATER INDIAN RESERVATION ROADS PROGRAM BIA Road Maintenance § 170.805 What are the local... Road Maintenance dollars. ...
Value creation of road infrastructure networks: a structural equation approach
NARCIS (Netherlands)
Hartmann, Andreas; Ling, F.Y.Y.
2016-01-01
Although road agencies need to provide road infrastructure that is beneficial for road users, little is known about how the activities of the agencies influence the value creation of road infrastructure. From a service-dominant logic perspective, the importance of road maintenance and traffic
Local government note: new perspectives of unsealed roads in South Africa
CSIR Research Space (South Africa)
Paige-Green, P
2007-09-01
Full Text Available in most countries. In South Africa they make up more than 75 per cent of the total road network and probably 95 per cent of the low volume road network. Unsealed roads come with various disadvantages over sealed roads, primarily the ongoing... and continual maintenance as well as the accompanying environmental problems. The maintenance, whether grader blading to restore riding quality or replacing the gravel lost under traffic and environmental actions is both costly and disruptive to the normal...
Road transport management system: a self regulation initiative to promote load optimisation, vehicle maintenance and driver wellness in heavy vehicle transport in South Africa
CSIR Research Space (South Africa)
Nordengen, Paul A
2008-04-01
Full Text Available with inadequate vehicle maintenance, driver fatigue and poor driver health, contributes significantly to South Africaâs poor road safety record. This paper describes the most recent developments of an initiative to introduce meaningful self-regulation in the heavy...
Effect of road surfacing condition on tyre life
CSIR Research Space (South Africa)
Steyn, WJvdM
2005-07-01
Full Text Available simple patching of potholes and sealing of cracks to a reseal of the road or even recycling and rehabilitation of the failed sections of the road. These maintenance actions affect the surfacing of the road and therefore the experience of the tyre...
76 FR 6328 - Official Release of the January 2011 AP-42 Method for Estimating Re-Entrained Road Dust From...
Science.gov (United States)
2011-02-04
... Nonattainment and Maintenance Areas'' (EPA-420-B-10-040, December 2010). \\2\\ For estimating road dust from... maintenance areas and any PM 2.5 nonattainment and maintenance areas where re-entrained road dust is a... January 2011 AP-42 Method for Estimating Re-Entrained Road Dust From Paved Roads AGENCY: Environmental...
Problematics of Reliability of Road Rollers
Science.gov (United States)
Stawowiak, MichaÅ; Kuczaj, Mariusz
2018-06-01
This article refers to the reliability of road rollers used in a selected roadworks company. Information on the method of road rollers service and how the service affects the reliability of these rollers is presented. Attention was paid to the process of the implemented maintenance plan with regard to the machine's operational time. The reliability of road rollers was analyzed by determining and interpreting readiness coefficients.
AN AUTOMATED ROAD ROUGHNESS DETECTION FROM MOBILE LASER SCANNING DATA
Directory of Open Access Journals (Sweden)
P. Kumar
2017-05-01
Full Text Available Rough roads influence the safety of the road users as accident rate increases with increasing unevenness of the road surface. Road roughness regions are required to be efficiently detected and located in order to ensure their maintenance. Mobile Laser Scanning (MLS systems provide a rapid and cost-effective alternative by providing accurate and dense point cloud data along route corridor. In this paper, an automated algorithm is presented for detecting road roughness from MLS data. The presented algorithm is based on interpolating smooth intensity raster surface from LiDAR point cloud data using point thinning process. The interpolated surface is further processed using morphological and multi-level Otsu thresholding operations to identify candidate road roughness regions. The candidate regions are finally filtered based on spatial density and standard deviation of elevation criteria to detect the roughness along the road surface. The test results of road roughness detection algorithm on two road sections are presented. The developed approach can be used to provide comprehensive information to road authorities in order to schedule maintenance and ensure maximum safety conditions for road users.
An Automated Road Roughness Detection from Mobile Laser Scanning Data
Science.gov (United States)
Kumar, P.; Angelats, E.
2017-05-01
Rough roads influence the safety of the road users as accident rate increases with increasing unevenness of the road surface. Road roughness regions are required to be efficiently detected and located in order to ensure their maintenance. Mobile Laser Scanning (MLS) systems provide a rapid and cost-effective alternative by providing accurate and dense point cloud data along route corridor. In this paper, an automated algorithm is presented for detecting road roughness from MLS data. The presented algorithm is based on interpolating smooth intensity raster surface from LiDAR point cloud data using point thinning process. The interpolated surface is further processed using morphological and multi-level Otsu thresholding operations to identify candidate road roughness regions. The candidate regions are finally filtered based on spatial density and standard deviation of elevation criteria to detect the roughness along the road surface. The test results of road roughness detection algorithm on two road sections are presented. The developed approach can be used to provide comprehensive information to road authorities in order to schedule maintenance and ensure maximum safety conditions for road users.
Stress-in-motion (SIM) - tyre/road interface contact stresses
CSIR Research Space (South Africa)
De Beer, Morris
2012-06-01
Full Text Available Tyre or road interface stresses are those induced by vehicular traffic running on roads, and are the primary cause of surfacing problems. The cost of asphalt layers is often the most significant in road construction and maintenance work...
Quantification of carbon footprint of urban roads via life cycle assessment
DEFF Research Database (Denmark)
Mao, Ruichang; Duan, Huabo; Dong, Dan
2017-01-01
assessment method. For given years (ranged from 2004 to 2013), various activities of urban roads (e.g. newly planned road construction, maintenance of road in use, and road renovation and demolition) have been examined in this study. The results show that the total carbon footprint from urban roads...... in Shenzhen was 260 (±20) thousand tons CO2e in 2013. The major contributor was the materials use (embodied impact) from newly constructed roads, which accounts for 52.3% of the total carbon footprint, followed by the maintenance stage (24.3%). The eco-design process of road construction plays a vital role...... studies attempted to examine the impacts from transport infrastructure, especially at a city or country level. This paper, taking Shenzhen in China (a fast developing megacity) as the case study, is specially designed to quantify the carbon footprint of the urban roads by using streamlined life cycle...
Prioritization of pavement maintenance sections using objective based Analytic Hierarchy Process
Directory of Open Access Journals (Sweden)
Sarfaraz Ahmed
2017-03-01
Full Text Available The application of Analytic Hierarchy Process (AHP method for the prioritization of pavement maintenance sections is widespread now-a-days. Although the evaluation of pavement maintenance section through AHP method is simple, where the relative importance (on Saatyâs scale assigned to each parameter in the hierarchy varies between the experts (transportation professionals consulted, which leads to discrepancies in the final rankings of the sectionsâ, due to the subjectivity in the process. Further, experts base their decisions solely on their experience while consideration is not given to the actual quantitative physical condition of the roads. To overcome these difficulties an objective based AHP method is proposed in this study, where pairwise comparison values are assigned based on the collected field data from a road network in Mumbai city, consisting of 28 road sections. The final ranking list of candidate sections takes into consideration the priority weight of alternatives, which reflect the road conditions. The solution of priority ratings of AHP method is compared with the corresponding solution of road condition index method, a traditional pavement maintenance procedure. The findings of the present study suggest that objective based AHP method is more suitable for the prioritization of pavement maintenance of roads. Keywords: Prioritization, Analytic Hierarchy Process, Road condition index, Objecti
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International Holocaust Remembrance Day 2015
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International Holocaust Remembrance Day is commemorated worldwide on 27 January in memory of the victims of the Holocaust.
On 27 January 1945, the advancing Red Army entered the Auschwitz-Birkenau extermination camp complex, liberating more than 7,000 remaining prisoners, who were for the most part ill or dying.
Days earlier, the SS had forced nearly 60,000 prisoners to evacuate the camp and embark on the infamous 'Death Marches,' in which many thousands lost their lives.
2015 marks the 70th anniversary since this liberation and the 15th anniversary since the Stockholm Declaration was signed. To commemorate this important year, IHRA has issued a statement to reaffirm commitment to Holocaust education, research and remembrance.
The United Nations General Assembly passed Resolution 60/7 on 1 November 2005 to designate 27 January as the International Day of Commemoration in memory of the victims of the Holocaust, the day upon which every year the world would mark and remember the Holocaust and its victims. 70 years on from the liberation of Auschwitz, it is more important than ever to remind ourselves of the universal lessons of the Holocaust and to foster a shared culture of remembrance.
In 2015, the International Day of Commemoration will be marked by a number of national and international events. The following overview of commemoration events is based on information and links provided by IHRA member countries, observer countries, and permanent internationa partner organisations, as well as information compiled by the Permanent Office.
Member Countries: Argentina - Austria - Belgium - Canada - Croatia - Czech Republic - Denmark - Estonia - Finland - France - Germany - Greece - Hungary -Ireland - Israel - Italy - Latvia - Lithuania - Luxembourg - Netherlands - Norway - Poland - Romania - Serbia - Slovakia - Slovenia - Spain - Sweden - Switzerland - United Kingdom - United States; Observer Countries: Albania- Bulgaria – El Salvador- the former Yugoslav Republic of Macedonia – Moldova- Portugal - Turkey - Uruguay; Permanent International Partners: Claims Conference – CoE – FRA – ITS- OSCE/ODIHR – UNESCO - United Nations
Member Countries
Argentina
The Holocaust Museum in Buenos Aires have produced the following video to mark the event:
The Museum is also holding a commemorative event on 27 January entitled “Voices from Auschwitz”. The programme is available here.
Austria
The main Holocaust commemoration day in Austria is the 5th of May. On 5th of May 1945 the Mauthausen concentration camp was liberated. Another important day of remembrance in Austria is the 9th of November “Reichskristallnacht” when a number of events are held.
27 January International Holocaust Remembrance Day Events in Vienna:
The President of the National Council, Doris Bures, opened the remembrance ceremony marking International Holocaust Remembrance Day 2015 at the Austrian Parliament with contemporary eyewitness Ari Rath. This is now the fourth occasion on which the Austrian Parliament has commemorated the liberation of the National Socialist concentration and extermination camp at Auschwitz-Birkenau in this way . During the ceremony, Ari Rath spoke to Michael Kerbler and the young audience about his experiences and the conclusions he has drawn from them. In her speech opening the ceremony marking International Holocaust Remembrance Day, National Council President Doris Bures stressed the importance of remembering the Holocaust in modern Austria.
“The images captured by the liberators have been branded into our European memory”, said Bures. “The crimes, which were brought to an end with the liberation, remain unforgotten in the history of Europe”. Auschwitz was the symbol for the Nazi genocide, the murder of millions within a few years; it has become a place whose liberation seventy years ago today was selected to signify the United Nations’ International Holocaust Remembrance Day.
“The road towards finding a responsible way of dealing with Austria’s recent history was a long one,” Bures reflected. The remembrance ceremony was intended to be an expression of respect towards the victims and survivors, and their descendants. For a very long time, those who had been able to save themselves by emigrating had not been afforded the respect they were due. Thankfully, this has now changed, said Bures, and expressed her special delight at being able to welcome to the Parliament Ari Rath, the Vienna-born former Editor-in-Chief of the Jerusalem Post.
Ari Rath was born in Vienna on 6 January 1925. Being Jewish, he had had no future in Austria and in 1938 he managed to reach Palestine on a Kindertransport. In 1948, he visited Vienna for the first time since the Nazi era.
From 1957, Ari Rath was a reporter at the Jerusalem Post, in 1975 he became an editor and in 1979 he was appointed as the newspaper’s Editor-In-Chief. Since the season 2013/2014, Ari Rath has also been involved in the contemporary eyewitness theatre production “The Last Witnesses” at Vienna’s Burgtheater.
On 27th of January 2015, a large commemorative event was held on Heldenplatz in Vienna, organized by the platform “Jetzt Zeichen Setzen!” A large number of different organizations took part in this huge event-among others the Jewish Community of Vienna. The event was attended by around 2000 people, including leading politicians. Speakers included a number of Holocaust survivors and the Mayor of Vienna. Photos: Spielauer/die Grünen Wien
The Diplomatische Akademie Wien will hold a presentation on Thursday 29 January at 18:30.
ORF III will show the film “Shoah” on 25 January and will also live stream the commemorative events from Auschwitz on 27 January. The full TV programme of programmes related to 27 Janaury is available here.
The Austrian Friends of Yad Vashem, together with the city of Linz, will hold a commemorative event to mark International Holocaust Remembrance Day in the Press Centre of the Alten Rathaus on 27 January at 19:30.
Belgium
The Belgian Federal Authorities are fully engaged in this day of remembrance, which is acknowledged as being an important reminder of the universal lessons of the Holocaust and respect for the human rights of all people, irrespective of race, sex, language or religion.
On 27 January Kazerne Dossin opens its doors for a special evening opening and admission is free between 5 and 10 p.m. The programme can be viewed here.
Between 28-30 January the Ecoles Fondamentales from the Mons region organised a range of events:
An exposé on Januz Korzack and the rights of the child. (Photo left)
Update on the documentary research on the Loibl Pass camp
Meetings with witnesses and survivors, including Ben Helfgott, a member of the United Kingdom Delegation to IHRA.
Canada
Canadian governments (federal, provincial, and territorial) acknowledge 27 January as International Holocaust Remembrance Day. Non-governmental organisations across Canada will host events to mark the day and a partial list is included below:
In Toronto, the Neuberger Holocaust Education Centre invites you to join them for the sixth-annual International Holocaust Remembrance Day Lecture, generously sponsored by the Esther Bem Memorial Fund, on Sunday, January 25 at the Royal Ontario Museum.
On Tuesday, 27 January a special daytime programme will take place, offering visitors the opportunity to hear voices of liberation, 70 years later, presented in partnership with the March of the Living Toronto.
On Wednesday, 28 January, the Neuberger is proud to co-present a panel on the Lodz Ghetto photographs of Henryk Ross, the subject of a unique Art Gallery of Ontario exhibition opening on January 31. The full programme of events can be viewed here.
On January 27, 2015, visitors will be offered free entry to the Montreal Holocaust Memorial Centre. At 7pm the Centre invites you to the film Amnon's Journey (in French subtitled in English). For over a decade, Israeli master violin maker Amnon Weinstein located and lovingly brought back to life violins that had been played by Europe's Jews during the Shoah. In this moving documentary, featuring soul-stirring performances by Maestro Shlomo Mintz, Amnon leads us from his Tel Aviv workshop and through Europe in search of these remnants of a lost cultural world. This journey ends with a concert in Jerusalem's Old City. The full programme of events is available here. The Museum has also developed a youtube playlist of survivor testimony which deal with the topic of liberation: http://bit.ly/1JX2aER
The Vancouver Holocaust Education Centre will mark International Holocaust Remembrance Day and the 70th Anniversary of the Liberation of Auschwitz with a film Screening of Numbered a documentary film by Dana Doran and Uriel Sinai. An estimated 400,000 numbers were tattooed in Auschwitz and its sub-camps; only some several thousand survivors are still alive today. This event will take place on Sunday, January 25, at 7:00 p.m. at the Norman and Annette Rothstein Theatre, 950 West 41st Avenue, Vancouver. The poster for the event can be viewed here.
The Freeman Family Holocaust Education Centre of the Jewish Heritage Centre of Western Canada in Winnipeg will be marking International Holocaust Remembrance Day with a major exhibit, The Face of the Ghetto: Pictures by Jewish Photographers from the Litzmannstadt Ghetto 1940-1944. The exhibit is co-sponsored with the Winnipeg Polish community. This will be the first time that any such initiative will have occurred. The exhibit will run from January 27 to February 13 at Ogniwo, the Polish Museum. Docents from both communities will participate. On 25 January, a gala will be held alonside the world premiere at the Berney Theatre (at the Asper Jewish Community Campus) of a Polish film that documents the “Sperre,“ the 1942 roundup and removal of more than 15,000 children, elderly and ill Jews in a one-week period from the Lodz (Litzmannstadt ) Ghetto.
The North American premiere of Piotr Weychert’s powerful film, “Wielka Szpera” took place on 26 January at the Berney Theatre in a crowd which counted among it the Polish consul, and a representative of the Polish Canadian Congress, both of whom addressed the audience.
The Azrieli Foundation has a number of events planned across Canada. In Toronto there will be a film and talk about the liberation of Auschwitz at the Miles Nadal Jewish Community Centre on Sunday January 25, and at the Village Shul on January 26, 2015, and on January 27 there will be an evening event honouring three survivors from the Auschwitz-Birkenau camp (poster below). Films and memoirs from the Azrieli Foundation will be distributed and discussed on the 27th at The Calgary Jewish Federation, The Jewish Federation of Edmonton, The Nova Scotia Archives, in Cape Breton, NS and other smaller schools and libraries. Memoirs from the Azrieli Foundation will also be distributed as part of the commemorative event to be held at Ottawa at City Hall. In addition, memoires will be distributed to every Member of Parliament and Senator.
Croatia
The main commemoration of 27 January in Croatia was held in the Croatian Parliament, in the presence of the newly elected President of Republic K. Grabar-Kitarović, diplomatic corps and representatives of the religious communities, and with the participation of other high-ranking officials, among others the Minister of Foreign Affairs V. Pusić, Minister of Social Affairs M. Opačić, and Vice-President of the Parliament, D. Zgrebec. In her speech D. Zgrebec emphasized that commemoration of 27 January should send messages important for the future of humanity: messages of peace, liberty, equality, solidarity, respect of the differences and the right to personal choices.
A four-day training course on the Holocaust education was held in Varaždin, from 25 - 28 January, organized by Education and Teacher Training Agency, for Croatian primary and secondary-school teachers, and hosted domestic and foreign lecturers-experts from the field. Representatives of the President of Republic, and Ministry of Science, Education and Sport, attended the opening, together with the Mayor of Varaždin G. Habus, and Z. Kalay Kleitman ,the Ambassador of the State of Israel in the Republic of Croatia.
Ceremonies and various other activities were also held in other towns of Croatia, organized by local authorities, antifascist organizations and Jewish communities. Cultural institutions and schools joined with educational programs, film projections or book presentations.
Czech Republic
From 26 – 28 of January 2015 Museum of Romani Culture will hold educational programmes for elementary and high schools about the Second World War, Nazi genocide of the Roma and its relevance to the present day. Part of the programme will be also the screening of the documentary movie Žít! Ceija Stojka (To Live! Ceija Stojka, director: Anna Juránková-Babjárová, 40 min.), which was made for the exhibition about Ceija Stojka's artwork in the Museum of Romani Culture in 2009. Using the life story and work of famous Austrian Roma artist and writer Ceija Stojka (1933-2013), pupils and students have the opportunity to look at the events of the WWII through the eyes of a little girl who was imprisoned in various concentration camps. The programme was created with financial support of Czech Foundation for Holocaust Victims.
On Tuesday, 27 January at 18:30 a screening of the documentary To Live! Ceija Stojka also for the wider public in the Leisure Time Centre Lužánky in Brno. The screening will be followed by a discussion with Michal Schuster, historian of the Museum of Romani Culture. More information.
The full programme can be viewed here.
Denmark
In Denmark 27 January is marked as Auschwitz Day, a day of Holocaust and genocide remembrance. The day is dedicated to commemorating the victims and supporting the survivors, to promoting education and public awareness about the Holocaust and other genocides.
FREEDOM is the theme for 2015. The Danish Jewish Museum will mark the day with the showing of the documentary White Busses and Black Powers (Hvide busser og sorte magter, Norden 2014) about the Deputy Secretary-General of the Swedish Red Cross, Folke Bernadotte, who contributed to saving the Scandinavian Jews from the horrors of the concentration camps. The programme also offers a guided tour in our special exhibition HOME about Danish Jews’ experiences of their homecoming after being prisoners in the concentration camp Theresienstadt or refugees in Sweden. The full programme is available here.
Public activities
A variety of other events are carried out in relation to Auschwitz Day: Speeches, debates, concerts, film screenings, exhibitions at local museums, churches and libraries across Denmark.
Main events in Copenhagen on or around 27th of January 2015
The Municipality of Copenhagen hosts the official key event in “The Glass Hall Theatre” in the Tivoli Gardens the 27th of January 2015. The event will be comprised of speeches and music.
Concert in “Holmen’s Church” in Copenhagen including readings from Primo Levi and music by Olivier Messiaen and Francis Poulenc. The event takes place on the official Auschwitz-day.
Poetry, debate and film screening of “Night and Fog” at the “Cinematheque” –the Danish Film Industry’s filmhouse in Copenhagen on January 27th 2015. Other films about the Holocaust such as Andrzej Munks “Passenger”, André Singers “Night Will Fall” and the documentary “German Concentration Camps Factual Survey” is being shown in relation to Auschwitz-day. Full details.
The Nathanaels Church in Copenhagen is screening and debating the film “The boy in the striped pajamas” on January 27th at 7pm.
“Kulturværftet”, Elsinore. The Danish photographer, teacher and writer Peter Langwithz Smith speaks at the opening of his photography-exhibition on January 27th depicting life in Auschwitz.
Odense, Denmark the official Auschwitz-day is marked with a meeting in “the House of History” (Historiens Hus). Former Auschwitz inmate Arlette Andersen tells the story of how she was deported to and survived Auschwitz.
January 27th – “Gilleleje Church” in Gilleleje, Denmark, is hosting an event focusing on the Theresienstadt-families in Auschwitz with a speech by Preist and lecturer Kasper Morville
DIIS (Danish Institute for International Studies) is hosting a one day seminar about sexual violence from the Holocaust to the contemporary security agenda on January 29th 2015.
Educational activities
In addition to the official events related to the commemoration there are a large number of educational activities taking place all over the country in January and throughout the year – all related to Auschwitz Day. Activities consist of the following:
Talks in schools (by survivors, professionals in the field, politicians, journalists etc.): Around 5000 students attended these talks in 2014/2015.
Museum visits (exhibitions related to remembrance): Around 600 students visited Holocaust-related museums and exhibitions in 2014.
Theater: In connection to Auschwitz Day 2015 more than 500 students have seen the theatrical play “Conversation before Death” (“Samtale før døden”) about the trial of Adolf Eichmann. Learn more at www.auschwitz-dag.dk
Estonia
On January 23, a seminar on Holocaust teaching and learning was held in Tallinn, which was attended by more than 30 history and social studies teachers from across Estonia.The subject of the seminar “Teaching and Learning about the Holocaust in the 21st Century”. Helsinki University professor and University of Tallinn leading researcher Rein Raud spoke about the nature of Holocaust conceptualization today, composer of the opera "Wallenberg" Erkki-Sven Tüür spoke about creating the work and the events which led to its content, Tallinn Jewish School student Mark Stambler explained to teachers how today's young people understand the Holocaust and Yad Vashem Holocaust Research Center scholar Noa Sigal introduced new methods of teaching about the Holocaust. The Estonian Jewish Museum introduced the exhibition dedicated to the 80th anniversary of the founding of the Jewish Studies chair at the University of Tartu, which also features information about the fate of scholars during the Holocaust. The seminar was organized by the Estonian Atlantic Treaty Association in collaboration with the Ministry of Education and Research and is part of the commemoration of worldwide Holocaust Memorial Day in Estonia.
In Estonia the victims of the Holocaust were remembered at the Holocaust victims' memorial at Klooga near Tallinn on Tuesday January 27th, the
International Holocaust Remembrance Day.The traditional ceremony was attended by members of the diplomatic corps, members of the Jewish community and state officials. The speakers were Minister of Education and Research Jevgeni Ossinovski, Jewish community representative Juzef Luvistsuk, the doyen of the diplomatic corps, Russian Ambassador Yuri Merzlyakov, and Israel's deputy chief of mission Arezoo Hersel. Prayers were said by Shmuel Barzilai, cantor of the synagogue of Vienna, and Estonia's Chief Rabbi Shmuel Kot.
On the same day, the Estonian History Museum held an evening of journalist Anna Gavronski's topical films at the Maarjamäe Castle stable building. On the evening of January 27, world renowned cantor Shmuel Barzilai (Vienna) will perform at the Tallinn Brotherhood of the Blackheads House. The concert is supported by the Austrian Embassy and the Kofkin Family Foundation.
Finland
The Government of Finland, including former Prime minister of Finland Mr Matti Vanhanen, will attend the 70th anniversary event of the liberation of Auschwitz in Poland.
Finland also attends the commemoration which takes place in Prague on January 26 and 27, 2015. The speaker of the Parliament Mr Eero Heinäluoma intends to attend the commemoration.
Representatives of the Ministry for Foreign Affairs will attend the events of the Day of Remembrance of the Victims of the Holocaust in Helsinki, accompanied by the IHRA Executive Secretary Dr Kathrin Meyer and Advisor to IHRA Professor Steven Katz, as part of the initiative of the IHRA Steering Committee on Holocaust Memorial Days.
The Finnish Remembrance Association will hold a remembrance event on 27 January, at the Helsinki Synagogue from 18.00-19.45. The keynote speech will be held the President of the Republic of Finland, Mr. Sauli Niinistö, and other speakers include Mr. Dan Ashbel, the Ambassador of Israel to Finland, Mr. Janusz Niesyto, the Ambassador of Poland to Finland and Ms. Dorothee Janetzke-Wenzel, the Ambassador of Germany to Finland. A speech on behalf of IHRA will be held by IHRA’s Academic Advisor, Professor Steven Katz. The programme can be viewed here.
A Symposium on the 70th Anniversary of the Liberation of the Concentration Camp Auschwitz will be held on the topic of the Holocaust and Education from 14.00-16.30 at the Finnish National Museum Auditorium. Speakers will include Dr. Kamila Dabrowska, Museum of the History of Polish Jews, Prof. Steven T. Katz, International Holocaust Remembrance Alliance, Dr. Oula Silvennoinen, Helsinki University Secretary General and Johanna Laaja, Peace Education Institute.
France
On 27 January, the International Day of Commemoration in Memory of the Victims of the Holocaust, the anniversary of liberation of Auschwitz camp, many remembrance events will be organised throughout France. As in previous years, educational and commemorative ceremonies will be held in collaboration with local authorities and memorial sites.
On 27 January at 9.30 am, President Hollande will make a speech at the Foundation for the Memory of the Shoah.
The Shoah Memorial is also coordinating a number of educational and commemorative events across the country, with support from the Ministry of Defense and the National Office for Veterans and Victims of War, in partnership with the association Œuvre Nationale du Bleuet de France and several memorial sites linked to the persecution, internment, deportation and extermination of French Jews. The full program of events is available on the Shoah Memorial website.
Germany
The German Bundestag’s Ceremony of Remembrance marking the Day of Remembrance for the Victims of National Socialism will be held on Tuesday, 27 January 2015, beginning at 9am, in the Reichstag Building in Berlin.
Since 30 January 2014 the sculpture of the International Auschwitz Committee "to B Remembered" has sat in front of the European Parliament in Bruseels. The sculpture, developed by the French artist Michele Deodat and produced by young Volkswagen trainees, refers to the inscription above the main gate to Auschwitz I "ARBEIT MACHT FREI” and the hidden message of the prisoners who turned the "B" in the word "ARBEIT" secretly upside down. The sculpture was welcomed by the President of the European Parliament Martin Schulz, together with survivors and young people from different European countries. The message of the survivors engraved in the statue reads:
"RememBer: when injustices take place, when people are discriminated against and persecuted- never remain indifferent. Indifference kills."
On 22 January, the International Auschwitz Committee, in cooperation with the Gedenkstaette Deutscher Widerstand, the State Museum Auschwitz-Birkenau and the International Youth Centre in Osweiecim, will open the exhibition “Vergiss deinen Namen nicht: Die Kinder von Auschwitz” [Don’t Forget their Names: The Children of Auschwitz]. The event will be opened by the Minister of Justice, Heiko Maas.
On 27 Janaury, the Komische Oper in Berlin will hold a concert called "Farges Mikh Nit – Jiddische Operettenlieder“, showcasing Jiddisch operetta songs in a programme featuring songs from “Warsaw to Broadway”. The event begins at 11pm.
Greece
The following events were organized in Greece on the occasion of the International Holocaust Remembrance Day on 27 January:
In Athens the Prefecture of Attica and the Jewish Community of Athens, jointly organized a series of events. The central event, entitled “70 Years Later. From Testimony to Education”, was held on 2 February at the “Hellenic World” Cultural Centre and featured the participation of government officials, members of Parliament and the political parties, officials from the Armed Forces, dignitaries of the Church, ambassadors of states, local government officials, representatives of various organizations and, last but not least, survivors and a large audience. Speeches were delivered by the Governor of Attica, Ms Rena Dourou, the Ambassador of Israel in Greece, the Presidents of the Central Jewish Board of Greece and the Jewish Community of Athens, the survivor Mr. Issac Mizan and finally Progessor Chr. Koulouri. The day also included the laying of wreaths at the Holocaust Memorial in Athens by representatives of the government, the Parliament, the political parties, the Armed Forces, various embassies and the Prefecture, the Mayor of Athens, resistance organizations, Holocaust survivors, the Head of the Greek Delegation to IHRA Ambassador, Mrs. Photini Tomai-Constantopoulou, and Jewish Communities and organizations from Greece and abroad.
In Thessaloniki, the Region of Central Macedonia and the Jewish Community of the city organized a ceremony on 1 February at the Holocaust Memorial in the presence of representatives of the state and local authorities, of diplomatic missions and many citizens. The ceremony included a memorial service by the Rabbi of the Jewish Community, speeches by the representative of the Greek government, the representative of the Ambassador of Israel, the Governor of Central Macedonia, the Mayor of Thessaloniki, the President of the Jewish Community of the city and the President of the Central Board of Jewish Communities in Greece. The Ambassador of the United Kingdom, representing the British Chairmanship of the IHRA, was the key-note speaker.
Moreover, on 24 January the British Embassy co-organized a series of events in memory of the Jews of Thessaloniki victims and survivors of the Holocaust.with the Jewish Community in Thessaloniki Joined by the President of the Jewish Community of Thessaloniki David Saltiel, the British Ambassador John Kittmer laid a wreath on behalf of the members and observers of IHRA at a ceremony that took place at the Holocaust Memorial. Earlier in the day, representatives of the diplomatic corps in Greece received a tour of the Jewish Museum and historic sites in Thessaloniki, such as the ‘Monastiriotes’ Synagogue, the Baron Hirsch neighbourhood near the Railroad Station, where the city’s Jews were deported from to Auschwitz-Birkenau concentration camps, and the University, the site of the old Jewish Cemetery.
In Larisa, on 27 January the Jewish Community of the city organized a ceremony at the Municipal Auditorium of the city in the presence of all local authorities, where candles were lit for the 6 million victims of the Holocaust. Metropolitan Ignatios was the key-note speaker of the ceremony. Wreaths were also laid at the Jewish Martyrs' Square.
In Volos, a ceremony which included speeches by government members and local authorities, as well as laying of wreaths, was organized by the Region of Thessalia and the Jewish Community of the city at the Technical Chamber of the city on 1 February in the presence of many officials and citizens. Wreaths were laid at the Holocaust Monument.
In Ioannina, the Region of Epirus, the Jewish Community of the city, the Gani Foundation and the Municipal Cultural Centre organized an event on 27 January, which included speeches, a concert and a photo exhibition of the period 1890-1930.
Hungary
On 18 January 2015 the Government of Hungary marked the 70th anniversary of the liberation fo the Budapest ghetto and paid tribute to the memory of victims and survivors. Minister of Justice László Trócsányi, representing the Hungarian Government, laid a wreath at the Synagogue’s wall, where the Ghetto’s barrier was located, and paid reverence to the memory of all persons unlawfully deprived of their lives and liberty. State Secretary of the Prime Minister’s Office, incoming Chair of IHRA Szabolcs Takács and Deputy State Secretary of the Prime Minister’s Office, Head of the Hungarian IHRA delegation Vince Szalay-Bobrovniczky participated at the commemoration.
26 January 2015: Hungarian State Opera. Concert in remembrance of the victims of the Holocaust, paying tribute to those who perished in the concentration camps including several artists of the Hungarian State Opera. Opening speech of Mr. Miklós Szinetár, Honorary Director General of the Operahouse.
Programme: Arnold Schönberg: „A survivor from Warsaw” and Henryk Górecki: Third Symphony (soloist singer: Orsolya Hajnalka Rőser) performed by the Budapest Philharmonic Orchestra conducted by Ari Rasilainen who directed many symphonic orchestras from Europe and the United States in the last years.
Miklós Radnóti (Hungarian poet and Holocaust-victim): "How Others See" (literally: "I cannot know"), poem recited by Gabriella Varga.
Side-event: exhibition to the memory of the musician victims of the Holocaust, curator: Katalin Gerő.
27 January: Holocaust Remembrance Centre in Páva street, Budapest. Commemoration and concert on the occasion of the 70th anniversary of the liberation of the Auschwitz concentration camp.
Keynote speakers: Mr. György Haraszti, Chairman of the Advisory Board of the Holocaust Public Foundation, Ms. Lieselore Cyrus, Ambassador of Germany in Budapest, Ms. Katarzyna Sitko, Director of the Polish Cultural Institute in Budapest presented the letter of the Polish ambassador.
Concert given by violinist Zoltán Mága and an orchestra featuring also violinist Miklós Szenthelyi and pianist Béla Szakcsi-Lakatos and candle-lighting at the Wall of Victims.
Programme entitled: ”The premier demand upon all education is that Auschwitz not happen again” (Adorno)
12:30 – 14.30 Exhibition-guidance for students and teachers (in six groups – ca. 300 persons) followed by a discussion with Holocaust-survivors
15:00 – 15:05 Opening „Memories from Auschwitz” - speech by Prof. Dr. György Haraszti, Chairman of the Advisory Board of the Holocaust Public Foundation
15:05 – 15:20 Message of the Secretary General of the UNpresented by Prof. Dr. György Haraszti, Chairman of the Advisory Board of the Holocaust Public Foundation
15:20 – 15:30 Music programme violin concert played by András Vavrinecz, student of the St. Stephan Conservatory of Zugló
15:30 – 15:50 Lecture „Women’s Fates” by Edit Linda Németh, member of the Historian experts’ group of the Holocaust Public Foundation
15:50 – 16:00 Certificate handing-over ceremony (the „Saviours” essay competition)
16:00 – 16:25 Lectureby Kolos István Tálas: Mihály Herman Medárd, the saviour
16:25 Candle-lighting by students together with Holocaust-survivors at the Wall of Victims
27 January 2015: Minister of Human Capacities attends Auschwitz commemoration
Minister of Human Capacities Zoltán Balog attended the official event organised to commemorate the 70th anniversary of the liberation of the Auschwitz-Birkenau concentration camp in Poland on Tuesday, in representation of President of the Republic János Áder.Other members of the delegation include from the Prime Minister’s Office State Secretary Szabolcs Takács and Deputy State Secretary Vince Szalay-Bobrovniczky and Deputy State Secretary Csaba Latorcai, from the Ministry of Human Capacities’ Deputy State Secretary for Higher Education Zoltán Maruzsa and Deputy State Secretary for International and European Union Affairs Gergely Prőhle.The Hungarian delegation also included representatives of the Federation of Hungarian Jewish Communities (Mazsihisz) and the March of the Living Foundation.
On Tuesday the Minister said that the mass killings of Auschwitz must not happen again and any hatred against ethnic groups must be nipped in the bud. Prior to the event, the Minister said that murderous ideologies seem to keep returning to be used as an excuse for killing people based on their ethnic or religious affiliation. He added, "The expressions of hatred against other ethnic groups must always be nipped in the bud because we do not know how many steps are needed before they lead to another historical disaster", he underlined.
Ireland
Ireland’s national Holocaust Memorial Day commemoration took place on Sunday 25 January 2015 in the Mansion House in Dublin, drawing hundreds of attendees from all walks of society. The event was organised by Holocaust Education Trust Ireland (HETI) in cooperation with the Department of Justice and Equality, Dublin City Council, Dublin Maccabi Charitable Trust, Jewish Representatives Council of Ireland, Sisters of Sion, and Council for Christians and Jews.
The event featured addresses from Ireland’s three remaining Holocaust survivors – Tomi Reichental, Suzi Diamond and Jan Kaminski. President Michael D Higgins gave the keynote address, and among those giving readings were Minister for Foreign Affairs and Trade Charles Flangan T.D., Chief Justice Susan Denham, Ambassador of Israel H.E. Boaz Modai, Lord Mayor of Dublin Christy Burke, and Minister of State for New Communities, Culture and Equality, Aodhán Ó Ríordáin T.D. The press release from the Ministry for Foreign Affairs and Trade can be viewed here.
As well as the six candles traditionally lit for Jewish victims of the Holocaust, members from different ethnic groups and cultural backgrounds were also invited to light candles for other victims groups persecuted during the conflict, including political prisoners, homosexuals, Roma/Sinti, Poles, Slavs and other ethnic minorities, people with disabilities, and Christian victims. A scroll of names was read by teenage schools students from around Ireland. The names on the scroll include those who perished in the Holocaust who were cherished family members of people living in Ireland.
HETI and Trinity College Dublin (Herzog Centre and Department of History) organise an annual Holocaust Memorial Lecture. This year it will take place on Tuesday, 10 February at 7.30pm. Professor David Cesarani (Royal Holloway College, University of London) will speak on 'Friendly aliens, enemy aliens, or just aliens? Britain and the Jews of Europe 1939-1945.’ About 450 people usually attend.
The Holocaust Memorial Day 2015 booklet will be made available on the HETI website. The event recieved press coverage in the Irish Times, the Independent and on RTE News.
Israel
A summary of remembrance events taking place around 27 January:
25 January: 13:00 to 10:00 a.m. – Israeli Government Cabinet Meeting to mark International Holocaust Remembrance Day, to be attended by Avner Shalev, Chairman of the Directorate, Yad Vashem
26 January: "Next Generations Association" conference in cooperation with Yad Vashem. Performance of "Our Class", at the Habima Theatre, Tel Aviv.
27 January: The Official Israeli International Holocaust Remembrance Day Ceremony, "Massuah", Tel Yitzchak, Israel. Featured speakers: Prof. Yitzchak Kashti, Chairman; Talya Lador Fresher, Chief of State Protocol, MFA; Elyakim Rubenstein, Supreme Court Justice; Orna Ben-Dor, Director, "Because of That War". Master of Ceremonies: Kobi Meidan. Keynote Address: H.E. Ms. Vivian Bercovici, Canadian Ambassador to Israel
09.30: International Holocaust Remembrance Day Ceremony for French Nationals, Hall of Remembrance, Yad Vashem.
15.00: International Holocaust Remembrance Day Ceremony for Italian Nationals, Hall of Remembrance, Yad Vashem, Claudio Della Seta's film, shot in 1923 with depictions of family life from Italy in that year, will be screened at the event.
Chairman of Yad Vashem Avner Shalev will deliver the keynote address at the United Nations event marking International Holocaust Remembrance Day and the 70th Anniversary of the liberation of Auschwitz-Birkenau. The event at the UN General Assembly will take place with the participation of UN Secretary General Ban Ki-moon, Israel's President Reuven Rivlin, survivors and liberators. The event will be streamed live on http://www.yadvashem.org/27th/un_event.asp on Tuesday 27 January at 11:00 AM EST.
In Jerusalem, "The Anguish of Liberation as Reflected in Art, 1945-1947" displayed in the Yad Vashem Museum of Holocaust Art, will open on January 27, as part of a special evening marking International Holocaust Remembrance Day at Yad Vashem. The evening will be held in conjunction with UNSCO, in the presence of members of the Diplomatic Corps and Thomas Geve, one of the survivor-artists. The diplomats will tour the new display and participate in a commemoration event at the Yad Vashem Synagogue, during which a live broadcast of Chairman Avner Shalev's keynote address will be screened from the UN. The diplomats will also be addressed by Director of Yad Vashem's International Institute for Holocaust Research, Dr. Iael Nidam Orvieto, and the United Nations Special Coordinator for the Middle East Peace Process, Robert Serry.
Opening of the travelling exhibit "Deadly Medicine: Creating the Master Race (USHMM)" at the Ghetto Fighter's House. Speakers: Dr. David Netzer, Dr. Leonid Idelman, Mr. Ophir Pines-Paz, Prof. Shaul M. Shasha, Dr. Anat Livne.
A Beit Terezin musical commemorative event at the Mishkenot Shaananim in Jerusalem. Students of the Jerusalem Academy of Music and Dance will perform pieces on the work of Viktor Ullmann. Artistic director: Prof. Michael Wolpe
28 January: Institute Francais Israel in cooperation with Beit Terezin will hold a piano recital at the Krieger Hall in Haifa. Pianist: Edna Stern, an Israeli living in France, will play various works. Mrs. Stern will focus on work of the composer Gideon Klein.
A special online event, the IRemember Wall on Yad Vashem's Facebook page, will provide people across the globe with a unique opportunity to engage in online commemorative activity. Each participant will be "linked" to a name of one of the over 4.3 million men, women and children currently found in the Central Database of Shoah Victims' Names, thus creating an opportunity for personal commemoration.
In addition: Multiple film Screenings and Lectures marking the day will be held across the country. Finally, Yad Vashem staff members will participate in conferences, seminars, exhibitions, ceremonies, lectures, and government meetings around the world to mark January 27th- including Rwanda, Latvia, Denmark, Switzerland, South Africa, Singapore, Vietnam, Ghana, Senegal, The Ivory Coast, The Czech Republic, Ukraine, Croatia, Moldova, Austria, Lichtenstein, the UK, Germany, Venezuala and Canada among others. Some of these are arranged in conjunction with the Israeli Ministry for Foreign Affairs.
Italy
The Museo dello Sbarco di Salerno wil hold a remembrance ceremony around a wagon used for deportations from Rome to Auschwitz.
Un Ponte per Anne Frank is launching an online national campaign ceremony to commemorate the 70th anniversary of the liberation of Auschwitz, encouraging people to never forget, to prevent another Holocaust and to improve our world learning from the errors of our past.
On occasion of the 70th anniversary of the liberation of Auschwitz, the Regione Toscana in cooperation with Museo della Deportazione and ANED Toscana will organise a train to take 600 people, including students, teachers and the survivors Andra and Tatiana Bucci and Marcello Martini to visit Auschwitz-Birkenau.
An overview of some initiatives among the hundreds held all over Italy on occasion of the International Remembrance Day in 2015 can be viewed here. The following initiatives listed are only those related to the Italian Jewish Communities but ceremonies and events took place in almost all institutions (schools, ministries, provinces etc.) across Italy.
of the other events which took place in Italy around 27 January can be found here.
Latvia
No information is available at this time.
Lithuania
27 January 2015 marks the 70th anniversary of the liberation of Auschwitz-Birkenau. The Secretariat of the International Commission for the Evaluation of the Crimes of the Nazi and Soviet Occupation Regimes in Lithuania conduct different commemorative events and incite educational institutions and their Tolerance Education Centres (hereafter TEC) to mark this date.
26 January: Garliava Jonuciai Gymnasium and Progymnasium, Kaunas district, is hosting the commemorative event “NOT FORGOTTEN”. An interactive lecture with video presentations on the tragedy of the Holocaust will be given. Pageant play with live music performances is going to be presented. The event is co-organised by Garliava Jonuciai Gymnasium and Progymnasium TEC, Kaunas Young Tourist Centre TEC, Kaunas Builder Training Centre TEC, and Kaunas Religious Jewish Community. The event is under the patronage of the Mayor of Kaunas County and is going to be attended by teachers and students of different educational institutions both from Kaunas city and Kaunas district. View the event poster here.
27 January: the commemorative event to mark the International Holocaust Remembrance Day is going to be held in Panevezys. The main event is planned at the former territory of Panevezys Ghetto, next to the memorial “The Grieving Jewish Mother”. The event is co-organised by Panevezys Jewish Community, Panevezys Sauletekis Progymnasium TEC, Panevezys Rozynas Progymnasium TEC, and Margarita Rimkevicaite Technological School TEC.
27 January: a national conference for students and teachers at Ariogala Gymnasium, Raseiniai district. The conference participants are going to present their creative works: video films, performances, pageant plays, drawings and posters. The main topics for creative works: History of the Jews in Lithuania and the Holocaust in Lithuania and In Europe. The conference is going to be attended by 100 students and 70 teachers from 20 schools with active TECs. The event will be honoured by the representatives of Kaunas Religious Jewish Community and Panevezys Jewish Community. The conference is co-organised by the Secretariat of the International Commission and Ariogala gymnasium TEC.
Different educational institutions across the country are going to have Multi-Disciplinary lessons and introduce their students some films, literary creations, and photos on the topic of the Holocaust.
4 February at Vilnius Theatre “Lele” the artistic musical performance about former Lithuanian Jewish community and its tragedy during WWII will take place. The representatives of the Government of the Republic of Lithuania and the representatives from embassies and other missions residing in Lithuania are expected to attend this event. The event is is co-organised by the Secretariat of the International Commission and Vilnius Sauletekis Secondary School TEC.
Luxembourg
No information is available at this time.
Netherlands
In the Netherlands 27 January is marked as Holocaust Memorial Day. On this day, the victims and survivors are commemorated. The annual national commemoration of the Holocaust and Second World War is May 4. On this day there are local memorials as well as the national memorial in Amsterdam which is broadcasted on television. The Holocaust Memorial Day focuses even more on education and the remembrance of other genocides. The activities relating to Holocaust Memorial day fall into two categories: Educational and commemorative events.
The educational activities are under the auspices of the Netherlands Institute for War, Holocaust and Genocide Studies (NIOD) and their committee Holocaust Memorial Day (HMD). Examples of activities are workshops, lectures, film screenings and excursions for students of the age of 15 to 25. In addition to the activities of HMD, students are encouraged to organize activities related to the Holocaust Memorial Day. The HMD offers promotion materials, tools and tips to support these events.
Besides activities and events HMD also provides education materials on the Holocaust and other genocides. This year, we focus on the Holocaust, as well as the Armenian and Srebrenica genocides.
NIOD Institute for War, Holocaust and Genocide Studies (supported by the Dutch Auschwitz Committee, Anne Frank House, Amsterdam Resistance Museum, Hollandsche Schouwburg, Universities, Humanity in Action, Herinneringscentrum kamp Westerbork and Herinneringscentrum Vught) hold events throughout January 2015.
On 24 January NIOD also organises a training course for teachers, teacher trainers and teachers-in-training free of charge.
On and around 27 January 27 there are several remembrance activities organised by (local) authorities and the Dutch Auschwitz Committee. Annually there is the Auschwitz never again lecture and the memorial at the Auschwitz monument in Amsterdam.
Each year 27 January is commemorated in Amsterdam, on the last Sunday in January (January 25, 2015). This commemoration will take place at the ‘Auschwitz Never Again-monument’ in the Wertheimpark in Amsterdam. Participants are kindly requested to assemble in the Amsterdam Town Hall (entrance Amstel River) between 10:00 and 11:00 a.m. A Silent March will depart from the Town Hall to the Wertheimpark for the main commemoration ceremony at 11:10. The ceremony itself will start at 11:30 and last for approximately 45 minutes. Following the ceremony, there will be an opportunity to lay flowers on the Monument.
22-27 January 2015: The reading of the 102.000 names, Memorial Centre Camp Westerbork.
The Centre Camp Westerbork is organising the reading of the 102.000 names for the third time. It will take 112 hours, day and night. Starting in the evening of January 22 up to and including January 27 2015 the names of those who do not have their own graves, are read. The reading of their names signifies 102.000 is not merely a number, but it means 102.000 times a father, a mother, a grandmother, a brother, a niece, a friend.
Background information on the Reading of the 102.000 names
There is a map of the Netherlands on the former roll-call site of Judendurchgangslager Westerbork (Transit Camp Westerbork for Jews), with 102.000 stones with stars of David on them (and flames as symbol for the Roma and Sinti). By this we indicate that the murder of more than 100.000 Dutch Jews in the Holocaust, must not be reduced to a number, but it is a reminder for us, that the murder of one single human being was committed 102.000 times over.
Personification is the essence of educational work of Herinneringscentrum Kamp Westerbork: every star and every flame symbolises a human being who really existed. These personal stories are told in combination with the setting, because the 102.000 victims and 5.000 survivors used to live in the same cities and villages as the visitors of today.
Their names were read for the first time in 2005 on the former site of camp Westerbork. Once more, in 2015, on the occasion of Holocaust Memorial Day and commemorating the liberation of the camp
Auschwitz-Birkenau, the names of all the men, women and children will be readfor whom transit camp Westerbork was their last residence in the Netherlands, until the moment they were deported to their extermination. As long as their names are mentioned, they will be remembered. And mentioning their names in camp Westerbork has a special meaning and gives an emotional edge to this reading.
When pronouncing their names, more than a memory is kept alive. It feels, as one of the survivors expressed: ‘like a big sense of solidarity with the people who were present while reading the names. It felt like a big relief when I said the names of my parents and the name of my father’s sister. As if you were allowed to pronounce something, that was not allowed before’.
Norway
Since 2002 the Holocaust Center has taken the responsibility - upon request from the Government - for organising the official Norwegian Memorial Day every year on 27 January.
The Memorial event always takes place at the Memorial to the deported Norwegian Jews. The programme consists of a speech by one of the members of the Parliament, representatives of the Norwegian Jews and other groups who were killed or suffered during the Holocaust. Norwegian Jewish school children light torches in commemoration of all the children who perished, and there are usually one or two artistic performances - either a song, a musical piece or a poem. The memorial event usually ends with the Jewish cantor at the synagogue singing the Kaddish.The ceremony is concluded with a gathering at Akershus Fortress. This year's ceremony will be attended by Minister of Local Government and Modernisation Jan Tore Sanner and Her Royal Highness Crown Princess Mette-Marit.
Present at this ceremony and at the event which follows, are survivors, members of the Jewish community and the other participating groups, politicians, many ambassadors, representatives from many organizations, the general public and media - television, radio and newspapers. The coverage has been extraordinary broad and informative - before, during and after the Holocaust Day.
Year by year the importance of the International Day has grown. A few years ago it was noted that most Norwegian calendars now mention this day – which really proves to which extent this Memorial Day has become an important part of the Norwegian culture - honoring the Norwegian Jews and the other groups who suffered during the Second World War
For many years there have been memorial events in several other towns in Norway as well. Likewise many schools around the country have organised speeches or other ways of informing the children about this day. Recently the new Norwegian government suggested incorporating the International Holocaust Day into all Norwegian schools' curriculum - which will mean that it then will become an even more important national event.
Oslo Center for Studies of Holocaust and Religious Minorities: Schoolchildren are invited to aconversation with Samuel Steinmann, the only remaining survivor of the Jews who were deported from Norway during the Holocaust. Many schools around the country will be arranging special events and educational activities. The authorities encourage all Norwegian schools to mark International Holocaust Remembrance Day. Writer Arne Vestbø will be giving a lecture at a lower secondary school on Moritz Rabinowitz, a Jewish businessman who was deported to the Sachsenhausen concentration camp in 1941.
The Falstad Centre is a state sponsored institution devoted to historical research, human rights education and commemorative activities. The Centre is located on the grounds of the former Nazi Camp Strafgefangenenlager Falstad, functioning both as a forced laborers camp, internment camp for political prisoners and transit camp to Auschwitz for Norwegian Jews. In conjunction with the 70th WW II Anniversary, the HMD 2015 will focus mainly on memory and the cultural afterlife of the Holocaust. We have invited 200 students from the region to take part in lectures, workshops and a memorial march to the Falstad Forest, the site of execution for SS Camp Falstad. After a ceremony in the forest, we will have an open, public arrangement in the city of Levanger – with speeches, musical performances and screening of the documentary film “The Tram to Auschwitz”, portraying the history of Samuel Steinmann, the last Norwegian Holocaust survivor.
Stiftelsen Espeland Fangeleir (Espeland Prison Camp Foundation): The Foundation marks International Holocaust Remembrance Day every year. Adults and young people gather for appeals, speeches and serving of refreshments in Arna, Bergen.
Nordsjøfartsmuseet: (North Sea Maritime Museum): A ceremony, including the lighting of candles and a play, will be held for schoolchildren in the museum in Telavåg, Hordaland.
Municipality of Trondheim: Opening of Julius Paltiels plass: Appeal and musical performance, speech by Sten Paltiel, and serving of refreshments in the synagogue/Jewish Museum in Trondheim. Julius Paltiel was one of the 34 deported Jews from Norway who survived Auschwitz. Organised by the city of Trondheim, Mosaic Faith Community, and the Jewish Museum, Trondheim.
Stiftelsen Arkivet (Archive Foundaton), Municipality of Kristiansand: Vest- Agder Red Cross and United Nations Association of Norway (Southern Norway) will hold a two-day event during which 1,000 pupils will take part in an educational programme with Holocaust survivors, workshops and film screenings.
Nordnorsk stiftelse for historieformidling, menneskerettigheter og fredsbygging (Northern Norway Foundation for Historical Education, Human Rights and Peacebuilding): Appeal and laying of flowers on the three sites where Stolpesteine have been laid in Narvik city centre to commemorate the Jewish families from Narvik who died after being deported during World War II. An Appeal and laying of flowers will also take place at the Beisfjord memorial grove (located 10 km from Narvik) commemorating the citizens from other countries who lost their lives as the result of the German occupation force's operation of concentration camps and the work camps on Norwegian soil.
Aktive Fredsreiser (Travel for Peace) will participate in the official memorial ceremony and lay a wreath at Auschwitz.
Poland
27 January will mark the 70th anniversary of the liberation of the Nazi German concentration and extermination camp Auschwitz-Birkenau. The event will be presided over by President of the Republic of Poland Bronisław Komorowski. The event is organised by the: Auschwitz-Birkenau State Museum and the International Auschwitz Council.
15.30: Main commemoration in the tent in front of the “gate of death” in Birkenau
17.00 : Paying tribute to the victims in front of the monument in Birkenau
For more information click here.
See also the Map of World Remembrance which aims to record all the commemorative events taking place around the world on 27 January.
The Museum of the History of Polish Jews will hold a number of events around 27 January. The full programme can be viewed here.
Romania
In cooperation with the Elie Wiesel Institute for the Study of the Holocaust in Romania, the Ministry of Foreign Affairs will organize a commemoration event on 27 January 2015. The event will include speeches delivered by the Minister of Foreign Affairs, the President of the Federation of the Jewish Communities in Romania, Aurel Vainer, the president of the Association of Romanian Jews Victims of the Holocaust, Liviu Beris as well as Romania’s IHRA Head of Delegation to IHRA, Ambassador Razvan Rusu, and Romania’s future IHRA Chair, Ambassador Mihnea Constantinescu. A presentation of the volume The Pogrom in Iasi (Curtea Veche Publishing House, 2014) by the director of the Elie Wiesel Institute for the Study of the Holocaust in Romania, as well as a reading from Anne Frank’s “The Diary of a Young Girl”, are also included in the program. A press release will mark both the commemoration day on 27 January, as well as the reaffirmation of the Stockholm Declaration.
The Romanian Cultural Institute in Stockholm will hold, on 22 January 2015, 18:30, a lecture by Radu Ioanid, on the Pogrom in Iasi.
Radu Ioanid is the director of archives of the United States Holocaust Memorial Musem in Washington and author of several important works on recent history such as The Holocaust in Romania (Ivan R. Dee, 2013) and The Pogrom in Iaşi (Curtea Veche Publishing House, 2014), and co-author of the volume The Ransom of the Jews: The Story of The Extraordinary Secret Bargain Between Romania and Israel (Ivan R. Dee, 2005).
The lecture will be on the subject of the Iasi Pogrom in July and June 1941, when thousands of Jews (the exact number varies according to the source) were shot on the streets of the city, on the premises of the Police Prefecture or were deported on two so-called “death” trains, in which they died of dehydration and heat. These events took place a week after Romania joined Germany in war against the Soviet Union. Historians consider that an important role in the pogrom was down to the political landscape in Romania; in the interval 1867-1913, no less than 196 laws with antisemitic content were adopted.
The lecture will be followed by a discussion between Radu Ioanid and the Swedish writer and journalist Elisabeth Åsbrink, author of the book Och i Wienerwald står träden kvar ("And in Wienerwald the trees stood tall", Natur & Kultur, 2011), which discussed Nazi tendencies in Swedish society from the Second World War until the present. The book has been translated into 5 languages and has won several prestigious awards such as the August Prize for the best non-fictional book and the Ryszard Kapuściński award for literary reportage.
The Elie Wiesel National Institute for the Study of the Holocaust in Romania will organise a series of events dedicated to the International Day of the Commemoration in Memory of the Victims of the Holocaust:
In Iasi, on 20-21 January 2015, in partnership with the French Institute in Iasi, the following events will be organised on Tuesday, 20 January 2015, 18:00, in the Museum of Romanian Literature:
Projection of the documentary film “The Pogrom in Iasi-70 years later” by Mihnea Chelariu
The launch of the photo album “The Pogrom in Iasi” by Radu Ioanid, Curtea Veche Publishing House and the INSHR Publishing House, 2015
On Wednesday, 21 January 2015, 18:00, Fondane Gallery of the French Institute in Iasi:
The launch of the poetry book for children “The girl-grandmother and her story” by Suzana Raweh and Dafna Schoenwald, Curtea Veche Publishing House and the INSHR Publishing House, 2014 (Find below poster for these events)
In Bucharest, on 27-29 January 2015, the following events will be organised:
On Tuesday, 27 January 2015, 17:30 hrs, Muzeul Taranului Roman, Horia Bernea Studio
The official opening of the Holocaust Film Festival, organised in cooperation with the US Embassy in Bucharest; Entry to this event is free and the programme of the movies can be consulted on the internet site of the INSHR.
The Federation of the Jewish Communities in Romania, in cooperation with the Elie Wiesel National Institute for the Study of the Holocaust in Romania, the Dimitrie Gusti National Village Museum and the Romania-Israel Cultural Center will be organising a two-part commemoration event on 23 January 2015, commemorating the Pogrom in Bucharest (21-23 January 1941):
-the Dimitrie Gusti Village Museum will host the symposium “Human Dignity during the Holocaust” (10:30 hrs);
-the municipal slaughter house in Bucharest will host the conference “Evocation of the tragic events that unfolded in those days” (15:00 hrs).
Wednesday, 28 January 2015, 10:30- Lauder Rent Educational Complex: The launch of the poetry book for children “The girl-grandmother and her story” by Suzana Raweh and Dafna Schoenwald, Curtea Veche Publishing House and the INSHR Publishing House, 2014 and of the theatre play with the same name.
Wednesday, 28 January 2015, 14:00- Romanian National Library, 1st floor: The “International Day of the Commemoration in Memory of the Victims of the Holocaust” special session organized by the US Embassy , in partnership with the Elie Wiesel Institute. Students from the “Ion Creanga” college will participate. Presentations will be held by Alexandru Florian, Elie Wiesel Institute General Director and Marjorie Stern, cultural attache of the US Embassy in Bucharest. The session will also include the projection of the Struma movie, directed by Radu Gabrea.
The Tikvah Association in Oradea has prepared a number of initiatives all related to the remembrance on 27 January 2015 as it follows:
It has prepared educational materials called "Voices of the Liberators" which explain the background of the liberation of three concentration/extermination camps in 1945: Auschwitz, Bergen-Belsen and Mauthausen by Soviet, British and American forces and captures testimonies of the liberators.
It has held, with the co-operation of the Education authorities, a workshop with over 50 teachers to test our materials for use in schools.
It has distributed posters widely in Oradea promoting remembrance; it has had co-operation from the churches, local government, the police, libraries, the museums, the cultural locations and the University in Oradea.
It is working with the regional Roma organization to train Roma volunteers to present the story of the Roma genocide in Roma communities on 27 January.
It is holding the formal remembrance event at Oradea City Hall and the event is co-hosted by Asociatia Tikvah and the British Embassy. There will be:
A display of Asociatia Tikvah's "Voices of the Liberators" materials.
A video from Sir Andrew Burns welcoming the guests and welcoming the assumption of Romania's leadership of the IHRA in 2016 (and commending the work of Asociatia Tikvah).
Extracts from the recently released and acclaimed film "Night Will Fall".
A presentation by the Deputy British Ambassador and other local dignitaries.
A presentation by Emilia Teszler, President of Asociatia Tikvah.
There will also be an art exhibition at the City Hall with a Holocaust theme prepared by the local Art School and prizes will be awarded by Asociatia Tikvah.
Serbia
On 27 January 2015, at 19:00, the Center for Cultural Decontamination in Belgrade will convene a round table based on Auschwitz survivor Djordje Lebović's (1928-2004) play, Nebeski odred [tr., Himmelkomanda],which is set in Auschwitz. Using questions drawn from the text of the play, the round table will examine the issue of testimony and giving witness. Since its establishment in 1994, the Center works in arts, culture and social engagement against nationalism, xenophobia, hatred and fear.
In Belgrade the Serbian President, Mr. Tomislav Nikolic led the central state commemorative ceremony marking 27 January. The ceremony took place at 11.00 am at the monument to the victims of genocide in the Second World War, located within the complex of the former concentration camp at Staro Sajmiste in New Belgrade. The President of the Republic of Serbia, with full military and state honors, laid the wreath and addressed the audience. The central state ceremony was attended by the Holocaust survivors, descendants of the victims, former prisoners of death camps in the Second World War, representatives of the Association of Jewish Communities of Serbia, the National Council of the Roma National Minority, Ministers of the Government of Serbia, Vice-President of the National Assembly of the Republic of Serbia, Mayor of the City of Belgrade, a large number of representatives of the diplomatic corps, associations and citizens.
On 26 January the Jewish Community of Belgrade, Association of Jewish Communities of Serbia and the Holocaust Research and Education Centre the forum on Freedom, Life and Legacy of the Holocaust Survivors held a commemoration to mark the International Holocaust Remembrance Day in the Sukkat Shalom Synagogue in Belgrade, on the occasion of which the documentary on the Auschwitz was screened, and researchers on the Holocaust delivered speeches. In their address, the representatives of the Holocaust Research and Education Centre spoke about the sites where the Holocaust and Porrajmos took place in Belgrade. The students of the Belgrade Railway Vocational School held the presentation How we were taught about the Holocaust in our school and outside it, followed by the documentary How we visited Staro sajmiište, the place of agony and remembrance.
Slovakia
No information is currently available.
Slovenia
A large range of commemorative events are taking place in schools, centres and synagogues throughout Slovenia. A full programme can be viewed here.
Spain
The United Nations, the Casa Sefarad-Israel, Instituto Italiano di Cultura, Polish Institute, Goethe- Institut, Frnch Embassy, Israeli Embassy and the Association of Fine Arts will hold a commemorative concert, composed and directed by Michele Gazich, in memory of the victims of the Holocaust. The programme is available here.
Sweden
According to the instructions given by the Governmental Authority, one mission of the Living History Forum is to promote remembrance of the Holocaust Memorial Day, 27th of January. Since the main target group is teachers, the Forum publishes ideas on how to work educationally with this Memorial Day according to a special chosen theme for each year. For 2015 the theme is “70 Years since the Liberation” within which testimonies of survivors will be highlighted, telling stories about life before, during and after the Holocaust.
An exhibition where these testimonies are displayed can be easily accessed and downloaded in different formats through the web site of the Forum. Every year the Forum invites and encourages schools and other institutions around the country, to publish their programmes for the Memorial Day on the website of the Forum. Several such institutions usually respond to this invitation.
Furthermore the website of the Forum offers a range of teaching ideas and educational materials suitable for the Memorial Day, including materials about the Holocaust as well as other genocides. It also includes materials about the UN Genocide Convention.
In addition to this, the Forum is in charge of a memorial ceremony in the centre of Stockholm each year on the 27th of January. The ceremony includes candle lighting and representatives of the government and the royal family are normally present. For the 2015 ceremony, the Swedish Prime Minister is listed among the speakers.
Sweden is participating with a delegation at the 2015 commemoration in Auschwitz. The delegation is headed by the Crown Princess Victoria and the Speaker of the Parliament who are joined by a number of Holocaust Survivors and a second generation Roma survivor.
Switzerland
On the occasion of the International Holocaust Remembrance Day, the President of the Swiss Confederation, Minister of Justice Simonetta Sommaruga , delivers a written message. She will also attend the ceremonies commemorating the 70th anniversary of the liberation of Auschwitz-Birkenau.
On 27 January 2015, the President of the Swiss Confederation will meet a small delegation of Holocaust survivors from Switzerland in the Parliament and Government building. She will be offered a series of 15 books of Memoirs of Holocaust Survivors. Headed by Professor Ivan Lefkovits, a Holocaust survivor himself, the Memoirs project was launched in 2008 and it will end with this ceremony.
Several activities or ceremonies are also organized in some cantons and schools. Under the given title „Violations of human rights and civil courage in Past and Present" a publication as well as several exhibits and public debates will organized in Lucerne (the entire program can be found under www.27-januar.lu.ch). In Ticino, the activities will focus on the topic "The Origins of Evil" Cinema and History: deportations and extermination in Europe (1933-1945)”. The programme can be viewed here.
United Kingdom
Holocaust Memorial Day has taken place in the UK since 2001. Since 2005 the Holocaust Memorial Day Trust has coordinated and promoted HMD in the UK. HMDT is a charity set up by the UK Government and funded by its Department for Communities & Local Government. In the UK, Holocaust Memorial Day commemorates the Holocaust, those who suffered under Nazi persecution, and in subsequent genocides in Cambodia, Rwanda, Bosnia and Darfur.
The theme for Holocaust Memorial Day 2015 “Keep the Memory Alive”. Stephen Fry joins a diverse group of British artists and Holocaust and genocide survivors in launching a major new arts project in which survivors’ stories will be interpreted and explored through writing, poetry, film, ceramics, illustration and collage.
The Memory Makers project is pairing seven artists with survivors of genocide living in the UK. The artists have partnered with survivors to hear their remarkable life stories, before creating a work of art that captures the experience of the meeting, and explores the horrors and consequences of the atrocities.
The Holocaust Memorial Day Trust has an event map which shows a very comprehensive overview of commemorative events taking place all over the UK. View the map here.
HMDT organises the UK national commemoration event for HMD, as well as promoting and supporting activities and projects in local communities, schools and other educational institutions. HMDT reaches tens of thousands of people. The national commemoration is a formal ceremony, providing a national focus for HMD.
HMDT’s role includes providing support to local event organisers in commemorating HMD. HMDT produces an Activity pack for event organisers, and its website contains a wealth of resources and advice. Activities included classroom activities, exhibitions, civic ceremonies, speaker events, readings, performing arts, tree plantings and film screenings.
The Anne Frank Trust UK: The Anne Frank Trust has several copies of the exhibition Anne Frank, A History for Today which visits secondary schools and prisons, where students and prisoners are trained to be peer educators. A range of activities and workshops accompany the exhibitions.
It also has two touring exhibitions for public viewing, the larger exhibition Anne Frank and You and the photographic exhibition Anne Frank and Family.
The annual Anne Frank Trust Lunch to mark Holocaust Memorial Day will take place at the Hilton on Park Lane on Thursday 29 January 2015 at 12.00 pm. News presenter and member of the Prime Minister’s Holocaust Commission Natasha Kaplinsky will be interviewing Dr Eva Schloss, the stepdaughter of Otto Frank, about her time in Auschwitz. Eva will reflect on those terrible times, on the 70 intervening years and will have some pertinent remarks about the future. The Anne Frank Award for Moral Courage will also be presented, this year to the remarkable Mariane Pearl. Mariane’s husband, the Wall Street Journal bureau chief Daniel Pearl, was murdered by Al-Qaeda in Pakistan in 2002. Mariane’s book about her husband’s kidnapping, A Might Heart, was turned into a film in which Mariane was played by Dame Angelina Jolie – who signed our Anne Frank Declaration this summer.
An overview of the Anne Frank Trust events which took place all over the UK can be found here.
The Association of Jewish Refugees: The AJR, together with the Second Generation Network and the Kindertransport Association, co-organised an historic inter-generational gathering of Holocaust refugees and survivors and their descendants on Sunday 18 January 2015 at the Institute of Education.
The one-day Holocaust Generations Conference brought together the families of Shoah victims to hear from speakers addressing a number of post-Holocaust subjects, to meet people with similar backgrounds and to share experiences. The conference covered several subjects of interest including history, psychology, genealogy, as well as highlighting the culture and legacy of the refugees and survivors.
United States
On January 27, 2015, the United States Holocaust Memorial Museum will observe International Holocaust Remembrance Day in the Museum's Hall of Remembrance. The special commemoration marks the 10th Anniversary of the international day of remembrance and the 70th Anniversary of the liberation of Auschwitz. The Museum's program will feature remarks from a Holocaust survivor, the lighting of memorial candles in the Museum’s Hall of Remembrance, and a short musical interlude. The memorial prayer will also be led by Holocaust survivors. While the event is open to the public, the Museum invites the diplomatic community to join with Holocaust survivors and US Government officials in marking this day. More than 30 Holocaust survivors will be joined by ambassadors and other diplomats from over 50 nations.
January 27 has been established by the United Nations General Assembly as International Holocaust Remembrance Day, an annual commemoration honoring the six million Jews murdered in the Holocaust. The date marks the anniversary of the liberation of Auschwitz-Birkenau, the largest Nazi concentration camp, by the Soviet Red Army on January 27, 1945. More information on the Days of Remembrance is available here.
This international day of remembrance is being held in addition to the national Days of Remembrance, the official U.S. Holocaust commemoration led by the Museum every year since 1980. During this week of observance (in 2015 April 12-19), communities across the country conduct remembrance observations, and the Museum leads a solemn ceremony in the U.S. Capitol Rotunda.
Observer Countries
Albania
No information is available at this time.
Bulgaria
President of Bulgaria, Mr. Plevneliev took part in the The Fourth International Forum „Let My People Live!”, 26 – 27 January 2015, Prague / Terezin, Czech Republic
President of Bulgaria, Mr. Plevneliev took part in the commemoration events for the 70th Anniversary of Liberation of the Nazi German Concentration and Extermination Camp Auschwitz-Birkenau - January 27, 2015
Foreign Minister Mitov published an statement on International Holocaust Remembrance Day on the website of the Ministry of Foreign Affairs.
On January 27th 2015 the Ministry of Education and Science held a ceremony for commemoration of the International Day of the Victims of the Holocaust and 70th anniversary of liberation of the Nazi German concentration camp Auschwitz-Birkenau.
The Ministry of Education and Science will announce a National contest for schools on the topic: "70th anniversary of liberation of the Nazi German concentration camp Auschwitz-Birkenau- facing the past to have a future".
On January 28th 2015 the National Assembly of the Republic of Bulgaria and Embassy of the State of Israel together with the State Cultural Institute to the Minister of Foreign Affairs of the Republic of Bulgaria, Organization of the Jews in Bulgaria “Shalom” and Sofia University “St. Kliment Ohridski” are holding a Ceremony in the Parliament for marking the International Holocaust Remembrance Day with presentation of an Exhibition and laying flowers to the memorial monument next to the building of the Parliament.
Image gallery: 27 January Commemorations in Bulgaria
Click on one of the images to view the gallery (9 images).
El Salvador
On 27 January El Salvador will mark International Holocaust Remembrance Day with a ceremony at the Museo de Antropología "David J. Guzmán". The commemoration will take place at 5:00 pm(11:00 pm GMT). This event is sponsored by the Ministry of Foreign Affairs and the IHRA member countries represented in El Salvador: Argentina, Canada, France, Germany, Italy, Israel, Spain, United Kingdom, United States Uruguay and the UN.
The program will include: a screnein of two videos, lighting of candles by children from the Jewish community in El Salvador and by the daughter of Colonel Arturo Castellanos (Righteous among the Nations).
There will also be a religious ceremony and Hebrew and Spanish testimony from Marianne Granat, an Auschwitz survivor. Speeches will also be held by representatives of the UN, El Salvador and the United Kingdom. Viceminister of Foreign Affairs Carlos Castaneda will be in attendce at the ceremony
Moldova
On 29 January 2015 an International High Level Remembrance Conference dedicated to the 70 Anniversary of liberation of Auschwitz-Birkenau will take place in Chisinau organised by the Government of the Republic of Moldova together with the Jewish Community of Moldova.
The purpose of this event is to contribute to the efforts of the Moldovan Government and civil society in its work to mark International Holocaust Remembrance Day, as well as serve as a platform to discuss the contemporary challenges and modern facets of antisemitism. The agenda of the Conference will include subjects related to the issues of Holocaust denial prohibition and victims’ remembrance; modern anti-Semitism appearances; Holocaust education; Mass-media role in human rights promotion. The format of this conference will bring together high ranking officials, diplomats, government and civil society leaders, fostering dialogue, raising awareness, proposing specific recommendations, and inspiring succesful models of society cohesion and tolerance promotion in the Republic of Moldova and participating countries. IHRA Delegate Werner Dreier will be in attendance.
The former Yugoslav Republic of Macedonia
The “Memorial Center of the Holocaust of the Jews from Macedonia” held a seminar on 27 January called "Diplomacy and the Deportation of the Jews from Macedonia in 1943". The event was organised along with the Diplomatic Club-Skopje, the Institute of National History, the Ministry of Foreign Affairs and is supported by IHRA. More than 100 participants from the Jewish community, different institutions, representatives of the diplomatic community, media, and NGOs were in attendance. The seminar featured academics, govenrment representatives and IHRA delegates. The event will be moderated by Ambassador Tegovski, the IHRA national coordinator.
The President Mr. Gjorge Ivanov took part at the commemoration events held on the occasion of the 70 years of the liberation of the concentration camp Auschwitz-Birkenau on 27 January 2015.
The President of the Assembly Mr. Trajko Veljanovski took part at the Fourth International Forum “Let My People Live” held in Prague/Terzin on 26-27 January 2015.
A delegation from the Holocaust Memorial Center of the Jews from Macedonia took part at the International Conference “Learning From the Past, Learning for the Future” held in Brussels on 27 January 2015.
Portugal
Clube Europeu - Escola Básica Adriano Correia de Oliveira, Avintes: Students will organise an exibition about Holocaust. The students will see a film about Irena Sendler.
Agrupamento de Escolas de Airães: March of the Living including students, teachers and other employees of the community associated with the education representing the schools from the Felgueiras municipality and other participants. Unveiling of the commemorative stone associated with the event as well as a conference on the Holocaust, in the School Amphitheater, Primary and Secondary School in Airaes.
22 January: a 20 minute webinar is posted on the Ministry of Education and Science’s site addressed at teachers and students of the Portuguese school system containing a presentation by the Head of the Portuguese delegation to IHRA under the title “Keeping the Memory Alive – Portugal and the International Holocaust Remembrance Alliance”;
26 January: Teatro S. Carlos (national opera theatre) with the support of the Austrian Embassy - Concert: lieder by Robert Schumann and Viktor Ullman; soprano Julliane Bance; presentation of the movie “Nuit et Brouillard” by Alain Resnais with the musical score played by the Orquestra Sinfónica Portuguesa and reading by Luís Miguel Cintra (actor and theatre director);
27 January: special session at the Parliament – addresses by the Speaker and by the Presidents of the Permanent Parliament Commissions for Liberties and Fundamental Right and for Education, as well by the Head of the Lisbon Jewish Community; presentation of extracts from the opera “Bundibar”; opening of a photo exhibition “Children and the Holocaust;
27 January: Faculty of Letters – University of Lisbon: public discussion of works on the Holocaust and Holocaust related subjects by students in the course of the academic year;
28 January: Parliament – presentation of the play “As mãos de Abraão Zacut” (Luis Stau Monteiro) by students from schools from the city of Portalegre.
Turkey
On 27 January has been commemorated in Turkey for the last 5 years. This year, for the first time, the Turkish Jewish Community together with Bilkent University also organized a commemoration ceremony for the Holocaust victims in Ankara. The Speaker of the Grand National Assembly, H.E. Cemil Cicek, attended the Holocaust commemoration ceremony in Ankara. The ceremony was also attended by the Minister of Culture and Tourism, Mr. Omer Celik, the Deputy Minister of National Education, Mr. Orhan Erdem, the Deputy Chief of the Republican People’s Party, Mr. Murat Ozcelik, the Turkish Grand National Assembly’s General Secretary, Mr. Dr. İrfan Neziroglu, members of the Turkish Grand National Assembly from different parties, the Undersecretary of the Minister of Foreign Affairs, Ambassador Feridun Sinirlioglu, the Deputy Undersecretary of the Minister of Foreign Affairs, Ambassador Levent Murat Burhan, foreign ambassadors, diplomats, academics, teachers, students, high-level civil and military officials. Nearly 600 people were in attendance and the ceremony attracted press and TV channels and was covered quite broadly in the Turkish media.
At the beginning of the ceremony, the messages conveyed by Prime Minister Mr. Ahmet Davutoglu and Minister of Youth and Sport Mr. Çagatay Kılıc, included IHRA’s press release published to reaffirm the Stockholm Declaration. President of the Bilkent University Abdullah Atalar, Associate Professor Umut Uzer (a member of Turkish Delegation to IHRA), retired Ambassador Ertan Tezgor (Head of Turkish Delegation to IHRA), President of Turkish Jewish Community Ishak Ibrahimzadeh and Speaker of the Turkish Grand National Assembly Mr. Cemil Çiçek gave speeches in the ceremony. The speeches were mainly focused on the importance of educatingthe broader public about Holocaust, fighting against antisemitism, hatred, racism, Islamophobia and discrimination, and Turkish diplomats’ efforts during the World War II to save Jews by providing them Turkish Passports. All of the speeches can be read here.
Bilkent University Trio, Jewish musicians Linet Shaul and Jerfi Aji gave a small concert during the ceremony. The Jewish photographer Alberto Modiano aslo organized an exhibition about the Holocaust images at the foyer of the ceremony hall.
On January 26-27 Mr Cicek attended a forum in Prague named “Let My People Live” which was organized together with the European Parliament, the Czech Parliament and the European Jewish Congress. The President of the Turkish Jewish Community, Mr. Ishak Ibrahimzadeh, was also part of the delegation .
The Minister of Foreign Affairs, Mevlut Çavuşoglu, attended the commemoration ceremonies in Auschwitz together with the Vice President of the Turkish Jewish Community, Joseph Nassi, and Rabbi Naftali Haleva.
This year, the TRT (Turkish public radio and television) aired two Holocaust documentaries. A new documentary which was produced by the Holocaust Memorial Museum in Washington named “The Path to Nazi Genocide” was shown on January 27.y Claude Lanzmann’s "Shoah" was televised again in five parts between January 26-30.
Uruguay
No information is available at this time.
Permanent International Partners
Claims Conference
No information is available at this time.
Council of Europe
No information is available at this time.
EU Fundamental Rights Agency (FRA)
No information is available at this time.
International Tracing Service
22 January: Uprooted and a New Beginning: Conversations with the Children of Displaced PerGesprächsrunde mit Kindern ehemaliger Displaced Persons. To mark the closing of the exhibition "Where should we go after Liberation?", the ITS invites you to conversations with the children of DPs. Dr. Meron Mendel, director of the Bildungsstätte Anne Frank will moderate the event. More details.
19 January: René Bienert will hold a presentation in the Christian Daniel Rauch-Museum, Bad Arolsen."Survived-Liberated-Homeless: Displaced Persons in Arolsen." For more details please click here.
OSCE/ODIHR
On 22 January IHRA Chair Sir Andrew Burns will address the OSCE Permanent Council in Vienna.
ODIHR provides assistance to governments in raising awareness about the Holocaust and its causes, notably anti-Semitism. Partnering with other intergovernmental organizations, including the International Holocaust Remembrance Alliance (IHRA), ODIHR fosters multilateral co-operation and dialogue among governments and civil society on issues related to Holocaust education and remembrance.
ODIHR’s online publication Holocaust Memorial Days in the OSCE region provides both general and country-specific summaries on the days chosen and the activities implemented on the occasion of Holocaust Memorial Days. It also contains information about efforts to commemorate the Roma and Sinti genocide on a special day, in some countries on 2 August.
UNESCO
All events at UNESCO Headquarters are available on this website.
The United Nations
The new traveling exhibition "Shoah: How Was It Humanly Possible?" will open on January 26, 2015, at the United Nations Visitors' Lobby in New York City. The exhibition, which uses texts, images, and video clips to recount a comprehensive history of the Holocaust from 1933-1945, will remain on display at the United Nations through February 2015. The full programme of events being organised by the United Nations around27 January can be viewed here.
Chairman of Yad Vashem Avner Shalev will deliver the keynote address at the United Nations event marking International Holocaust Remembrance Day and the 70th Anniversary of the liberation of Auschwitz-Birkenau. The event at the UN General Assembly will take place with the participation of UN Secretary General Ban Ki-moon, Israel's President Reuven Rivlin, survivors and liberators. The event will be streamed live on http://www.yadvashem.org/27th/un_event.asp on Tuesday 27 January at 11:00 AM EST.
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2008-09-06T16:03:58+00:00
|
en
|
/static/apple-touch/wikipedia.png
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https://en.wikipedia.org/wiki/International_Visitor_Leadership_Program
|
The International Visitor Leadership Program (IVLP) is a professional exchange program funded by the U.S. Department of State's Bureau of Educational and Cultural Affairs. The mission of IVLP is to offer current and emerging international leaders the opportunity to experience the richness and diversity of American political, economic, social and cultural life through carefully designed exchanges that reflect participants’ professional interests and the public diplomacy objectives of the United States government.[peacock prose]
The exchange brings up to 5,000 professional emerging leaders from around the world to the United States each year for programs of up to three weeks. The program is nomination only by staff at U.S. Embassies.[1]
History
[edit]
In 1940, Nelson Rockefeller was named the Coordinator of Commercial and Cultural Affairs for the American Republics. He initiated the exchange of persons program with Latin America, inviting 130 Latin American journalists to the United States and recognized as the first exchange under what would become the IVLP. In 1948 representative Karl E. Mundt and Senator H. Alexander Smith marshaled the Informational and Educational Exchange Act, also known as the Smith-Mundt Act which was passed by the 80th United States Congress and approved by President Harry S. Truman. During a time when Americans grew increasingly concerned about Soviet propaganda, the purpose of the Smith-Mundt was "to promote a better understanding of the United States in other countries, and to increase mutual understanding between the people of the United States and the people of other countries" though educational and cultural exchanges. From this legislation birthed the Foreign Leaders Program, which was eventually consolidated into the International Visitor Program (IVP) in 1952. In 2004, the IVP was renamed the International Visitor Leadership Program (IVLP).[2][3]
Goals
[edit]
The purpose of the IVLP is to:
cultivate lasting relationships between current and emerging professionals around the world and their American counterparts
provides opportunities for foreign opinion makers to gain firsthand knowledge about U.S. society, culture and politics[4]
Notable alumni
[edit]
The following tables list the 338 current and former chiefs of state and heads of government who have participated in the International Visitor Leadership Program.
East Asia and Pacific
[edit]
Country Name Highest Position Year Participated Australia Julia Gillard Prime Minister 2006 Quentin Bryce Governor General 1978 Paul Keating Prime Minister 1977 William Hayden Governor General 1970 Malcolm Fraser Prime Minister 1964 Gough Whitlam Prime Minister 1964 Cook Islands Terepai Maoate Prime Minister 1987 Federated States of Micronesia Tosiwo Nakayama President 1961 Fiji Kamisese Mara Acting President 1964 Penaia Ganilau President 1963 George Cakobau Governor General 1964 Indonesia Megawati Sukarnoputri President 1989 Abdurrahman Wahid President 1979 Japan Naoto Kan Prime Minister 1981, 1980 Yukio Hatoyama Prime Minister 1988 Morihiro Hosokawa Prime Minister 1980 Toshiki Kaifu Prime Minister 2000, 1962 Malaysia Mahathir Mohamad Prime Minister 1973 Abdul Razak Hussein Prime Minister 1963, 1953 Mongolia Nambaryn Enkhbayar President 1994 New Zealand Helen Clark Prime Minister 1998 Jenny Shipley Prime Minister 1989 David Lange Prime Minister 1983 Norman Kirk Prime Minister 1971, 1962 Rob Muldoon Prime Minister 1965 Wallace E. Rowling Prime Minister 1967 Jack Marshall Prime Minister 1958 Palau Lazarus Salii President 1968 Papua New Guinea Ignatius Kilage Governor-General 1976 Michael Somare Prime Minister 1971 Philippines Gloria Macapagal Arroyo President 1964 Sara Duterte Vice President 2020 Samoa Vaai Kolone Prime Minister 1981 Singapore Wee Kim Wee President 1964 Devan Nair President 1979 South Korea Kim Dae-jung President 1965 Kim Yong-sam President 1964 Han Seung-soo Prime Minister 1977 Hyun Seung-jong Acting Prime Minister 1971 Lee Yung-duk Prime Minister 1966 Kim Sang-hyup Prime Minister 1970, 1960 Nam Duck-woo Prime Minister 1975 Chung Il-kwon Prime Minister 1971 Lee Han-key Prime Minister 1972 Choi Doo-sun Prime Minister 1950 Taiwan Ma Ying-jeou President 2003, 1971 Chen Shui-bian President 1990 Thailand Chuan Leekpai Prime Minister 1971 Tonga Taufa'ahau Tupou IV King 1964 Fatafehi Tu'ipelehake Prime Minister 1968 Vanuatu Walter Lini Prime Minister 1976
Europe
[edit]
Country/Region Name Highest Position Year Participated Albania Bashkim Fino Prime Minister 1996, 1995 Austria Heinz Fischer President 1964 Alfred Gusenbauer Chancellor 1987 Wolfgang Schüssel Chancellor 1984, 1971 Franz Vranitzky Chancellor 1975 Bruno Kreisky Chancellor 1958 Fred Sinowatz Chancellor 1965 Belgium Yves Leterme Prime Minister 1983 Guy Verhofstadt Prime Minister 1983 Wilfried Martens Prime Minister 1971 Leo Tindemans Prime Minister 1967 Mark Eyskens Prime Minister 1984 Bulgaria Sergei Stanishev Prime Minister 2004 Zhan Videnov Prime Minister 1992 Philip Dimitrov Prime Minister 1990 Croatia Zoran Milanović Prime Minister 1996 Ivo Josipović President 2002 Ivica Racan Prime Minister 1998 Zlatko Tomčić President 1998 Cyprus Tassos Papadopoulos President 1968 Czech Republic Petr Nečas Prime Minister 1999, 1994 Denmark Lars Løkke Rasmussen Prime Minister 1989 Anders Fogh Rasmussen Prime Minister 1982 Poul Nyrup Rasmussen Prime Minister 1985 Estonia Juhan Parts Prime Minister 2005, 1992 Finland Sauli Niinistö President 1992 Tarja Halonen President 1983 Jyrki Katainen Prime Minister 2003 Matti Vanhanen Prime Minister 1993 Paavo Lipponen Prime Minister 1974 Esko Aho Prime Minister 1979 Harri Holkeri Prime Minister 1970 Anneli Tuulikki Jaatteenmaki Prime Minister 1995 France Nicolas Sarkozy President 1985 François Fillon Prime Minister 1984 Lionel Jospin Prime Minister 1977 Alain Juppé Prime Minister 1978 Raymond Barre Prime Minister 1965 Pierre Bérégovoy Prime Minister 1977 Valéry Giscard d'Estaing President 1956 Jacques Chaban-Delmas Prime Minister 1961 Michel Debré Prime Minister 1956 Georgia Mikheil Saakashvili President 1999 Zurab Noghaideli Prime Minister 1997 Zurab Zhvania Prime Minister 1997 Germany Joachim Gauck President 1993 Christian Wulff President 2000 Gerhard Schröder Chancellor 1981 Richard von Weizsäcker President 1978 Walter Scheel President 1951 Karl Carstens President 1950 Kurt Georg Kiesinger Chancellor 1954 Willy Brandt Chancellor 1954 Helmut Schmidt Chancellor 1956 Greece Konstandinos Karamanlis Prime Minister 1995 Constantine Mitsotakis Prime Minister 1959 Constantine Karamanlis President 1951 Constantine Tsatsos President 1952 George Rallis Prime Minister 1958, 1953 Hungary Gyula Horn Prime Minister 1981 József Antall Prime Minister 1989 Iceland Geir Haarde Prime Minister 1985 David Oddsson Prime Minister 1983 Thorsteinn Palsson Prime Minister 1984 Kristjan Eldjarn President 1957 Ireland Enda Kenny Prime Minister 1989 Mary Robinson President 1976 John Bruton Prime Minister 1980 Italy Oscar Luigi Scalfaro President 1960 Francesco Cossiga President 1966 Giuseppe Saragat President 1963 Mario Monti Prime Minister 1981 Romano Prodi Prime Minister 1979 Giovanni Goria Prime Minister 1981 Giovanni Spadolini Prime Minister 1952 Arnaldo Forlani Prime Minister 1960 Kosovo Fatmir Sejdiu President 2003 Bajram Kosumi Prime Minister 2001 Bajram Rexhepi Prime Minister 2000 Lithuania Dalia Grybauskaitė President 1994 Gediminas Kirkilas President 2002, 1993 Arturas Paulauskas President 1992 Luxembourg Jacques Santer Prime Minister 1973 Macedonia Nikola Gruevski Prime Minister 2000 Boris Trajkovski President 1996 Ljubco Georgievski Prime Minister 1996 Malta Joseph Muscat Prime Minister 1984 Edward Fenech Adami President 1974, 1975 Guido De Marco President 1973 Lawrence Gonzi Prime Minister 1990 Ugo Mifsud Bonnici President 1971 Dominic Mintoff Prime Minister 1965 Moldova Nicolae Timofti President 2005 Petru Lucinschi President 1995 Montenegro Igor Lukšić Prime Minister 1999 The Netherlands Jan Peter Balkenende Prime Minister 1985 Willem Kok Prime Minister 1978 Joop den Uyl Prime Minister 1953, 1979 Norway Erna Solberg Prime Minister 1996 Jens Stoltenberg Prime Minister 1988 Thorbjorn Jagland Prime Minister 1982 Kjell Magne Bondevik Prime Minister 1971 Jan P. Syse Prime Minister 1978 Kare Willoch Prime Minister 1979 Poland Beata Szydło Prime Minister 2004 Bronislaw Komorowski President 2006 Donald Tusk Prime Minister 1995 Hanna Suchocka Prime Minister 1988 Mieczysław Rakowski Prime Minister 1978 Kazimierz Marcinkiewicz Prime Minister 2000 Aleksander Kwasniewski President 1994 Portugal Aníbal Cavaco Silva President 1978 Jorge Sampaio President 1965 Mario Alberto Soares President 1976 António Guterres Prime Minister 1978 Francisco Pinto Balsemao Prime Minister 1965 Romania Victor Ciorbea Prime Minister 1995 Slovenia Borut Pahor Prime Minister 1991 Janez Drnovšek President 1988 Spain Eduardo Madina Deputy Sweden Fredrik Reinfeldt Prime Minister 2002 Carl Bildt Prime Minister 1973 Switzerland Moritz Leuenberger President 1993 Andri Silberschmidt National Councilor 2019 Turkey Abdullah Gul President 1995 Suleyman Demirel President 1957 Ukraine Leonid Kuchma President 1994 Leonid Kravchuk President United Kingdom Gordon Brown Prime Minister 1992, 1984 Tony Blair Prime Minister 1992, 1986 Margaret Thatcher Prime Minister 1967 Edward Heath Prime Minister 1953 Humza Yousaf First Minister of Scotland 2008
North Africa, Near East, South Asia and Central Asia
[edit]
Country Name Highest Position Year Participated Afghanistan Hamid Karzai President 1987 Bangladesh Fakhruddin Ahmed Chief Advisor 1977 Sheikh Mujibur Rahman Prime Minister 1952 Bhutan Jigme Thinley Prime Minister 1987 Khandu Wangchuk Prime Minister 1993 Egypt Anwar Sadat President 1968 Ahmed Nazif Prime Minister 1990 Ahmad Fuad Mohieddin Prime Minister 1977 India Pratibha Patil President 1999, 1986 Narendra modi Prime
Minister
1993 Atal Bihari Vajpayee Prime Minister 1960 Indira Gandhi Prime Minister 1961 Morarji Desai Prime Minister 1962 Arun Daniel Yellamaty Founder Youngistaan Foundation 2022 Israel Moshe Katzav President 1980 Ehud Olmert Prime Minister 1978 Jordan Adnan Badran Prime Minister 1977 Faisal al-Fayez Prime Minister 1988 Abdelsalam al-Majali Prime Minister 1969 Kyrgyzstan Kurmanbek Bakiyev President 2004 Lebanon Amin Gemayel President 1979, 1972 Elias Sarkis President 1971 Zaven Kouyoumdjian Media Personality 2006 Morocco Azzedine Laraki Prime Minister 1986 Maati Bouabid Prime Minister 1965, 1961 Nepal Krishna Prasad Bhattarai Prime Minister 1993 Sher Bahadur Deuba Prime Minister Pakistan Ghulam Ishaq Khan President 1949 Sri Lanka Mahinda Rajapakse President 1989 Ranil Wickremesinghe Prime Minister 1988, 1981 Ratnasiri Wickremanayake Prime Minister 1975 Ranasinghe Premadasa President 1966 Tunisia Mohamed Mzali Prime Minister 1964 Qatar Hamad bin Jassim bin Jaber Al Thani Prime Minister 1989
Sub-Saharan Africa
[edit]
Country Name Highest Position Year Participated Benin Nicephore Soglo President 1997 Botswana Festus G. Mogae President 1976 Quett Masire President 1975 Burkina Faso Roch Marc Christian Kaboré President 1999, 1986 Central African Republic Andre-Dieudonne Kolingba President 1966 Chad Youssouf Saleh Abbas Prime Minister 1999 Nagoum Yamassoum Prime Minister 1992 Côte d'Ivoire Laurent Gbagbo President 1993 Daniel Kablan Duncan Prime Minister 1974 Ghana John Kufuor President Late 1960s Guinea Alpha Condé President 1962 Lamine Sidimé Prime Minister 1992 Kenya Mwai Kibaki President 1999 Daniel arap Moi President 1969 Lesotho 'Mamohato Seeiso Queen 1993 Madagascar Didier Ratsiraka President 1973 Philibert Tsiranana President 1964 Malawi Joyce Banda President 1989 Bakili Muluzi President 1980 Mali Alpha Oumar Konaré President 1978 Mauritius Anerood Jugnauth President 1981 Navinchandra Ramgoolam Prime Minister 1986 Karl Offmann President 1985 Veerasamy Ringadoo Governor General 1982 Dayendranath Burrenchobay Governor General 1969 Mozambique Armando Guebuza President 1987 Pascoal Mocumbi Prime Minister 1986 Namibia Nahas Angula Prime Minister 1996 Niger Seyni Oumarou Prime Minister 1990 Hama Amadou Prime Minister 1986 Nigeria Alex Ifeanyichukwu Ekwueme Vice President Rwanda Sylvestre Nsanzimana Prime Minister 1986 South Africa Frederik Willem de Klerk President 1976 Senegal Mame Madior Boye Prime Minister 1975 Seychelles France-Albert René President 1967 Swaziland Obed Dlamini Prime Minister 1986 Tanzania Julius Nyerere President 1960 Togo Faure Gnassingbé President 2001 Yawovi Agboyibo Prime Minister 1997 Edem Kodjo Prime Minister 1972 Joseph Kokou Koffigoh Prime Minister 1990 Uganda Amama Mbabazi Prime Minister 2011 Zambia Kebby Musokotwane Prime Minister 1979 Zimbabwe Morgan Tsvangirai Prime Minister 1989
Western Hemisphere
[edit]
Country Name Highest Position Year Participated Argentina Fernando de la Rúa President 1966 Raúl Alfonsín President 1981 Barbados Owen Arthur Prime Minister 1988 Lloyd Erskine Sandiford Prime Minister 1975 Tom Adams Prime Minister 1973 Belize Said Musa Prime Minister 1995 Bolivia Carlos Mesa President 2002, 1979 Brazil Dilma Rousseff President 1992 José Sarney President 1964 Canada Edward Schreyer Governor General 1978 Chile Ricardo Lagos President 1988 Marco Antonio Díaz Mayor 2021 Colombia Álvaro Uribe President 1998 Ernesto Samper President 1985 César Gaviria President 1982 Belisario Betancur President 1952 Julio César Turbay Ayala President 1977 Costa Rica Óscar Arias Prime Minister 1971 Dominica Nicholas Liverpool President 1985 Eugenia Charles Prime Minister 1995 Patrick John Prime Minister 1979 Dominican Republic Danilo Medina President 1991 Hipólito Mejía President 1995 Salvador Jorge Blanco President 1979 Ecuador Gustavo Noboa President 1960 Jamil Mahuad President 1985 Rosalía Arteaga President 1993 Rodrigo Borja President 1962 El Salvador Armando Calderón Sol President 1986 Alfredo Cristiani President 1986 Grenada Paul Scoon Governor General 1972 Guyana Hamilton Green Prime Minister 1967 Ptolemy Reid President 1966 Guatemala Vinicio Cerezo President 1976 Alfonso Portillo President 1992 Álvaro Arzú President 1982 Ramiro de León Carpio President 1988 Haiti Jacques-Édouard Alexis Prime Minister 1983 Ertha Pascal-Trouillot President 1980 Leslie Manigat President 1959 Honduras Ricardo Maduro President 1986 Carlos Roberto Reina President 1993 Rafael Leonardo Callejas President 1986 José Azcona del Hoyo President 1985 Jamaica Portia Simpson-Miller Prime Minister 1981 Howard Cooke Governor General 1981 Donald Sangster Prime Minister 1960 Mexico Felipe Calderón President 1992 Paraguay Nicanor Duarte President 1989 Peru Jorge Del Castillo Prime Minister 1988 Beatriz Merino Prime Minister 1997 Vladimiro Montesinos Intelligence chief 1976[5] Saint Kitts and Nevis Denzil Douglas Prime Minister 1990 Simeon Daniel Premier 1980 Lee Moore Premier 1972 Saint Lucia Stephenson King Prime Minister 1985 Saint Vincent and the Grenadines James Fitz-Allen Mitchell Prime Minister 1973 Suriname Ronald Venetiaan President 1981 Ramsewak Shankar President 1978 Trinidad and Tobago George Richards President 1986 Kamla Persad-Bissessar Prime Minister 1998 Patrick Manning Prime Minister 1988 Basdeo Panday Prime Minister 1978 Michael Williams President 1988 Uruguay Tabaré Vázquez President 1993 Washington Beltrán President 1976 Julio María Sanguinetti President 1984 Luis Alberto Lacalle President 1968 Venezuela Rafael Caldera President 1962 Luis Herrera Campins President 1967
Agencies involved
[edit]
The IVLP functions through a cooperative agreement with several National Program Agencies and Global Ties U.S., comprising organizations in 45 states, that arrange the itineraries for IVLP exchange participants.[6]
CRDF Global
Cultural Vistas
FHI360
Institute of International Education
Meridian International Center
Mississippi Consortium for International Development
American Councils for International Education
World Learning
References
[edit]
|
||||
wrong_mix_domainrange_leader_00015
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FactBench
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1
| 1
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https://en.wikipedia.org/wiki/Foreign_relations_of_Finland
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en
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Foreign relations of Finland
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https://en.wikipedia.org/wiki/Foreign_relations_of_Finland
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The foreign relations of Finland are the responsibility of the president of Finland, who leads foreign policy in cooperation with the government. Implicitly the government is responsible for internal policy and decision making in the European Union. Within the government, preparative discussions are conducted in the government committee of foreign and security policy (ulko- ja turvallisuuspoliittinen ministerivaliokunta), which includes the Prime Minister and at least the Minister of Foreign Affairs and the Minister of Defence, and at most four other ministers as necessary.[1] The committee meets with the President as necessary. Laws concerning foreign relations are discussed in the parliamentary committee of foreign relations (ulkoasiainvaliokunta, utrikesutskottet). The Ministry of Foreign Affairs implements the foreign policy.
During the Cold War, Finland's foreign policy was based on official neutrality between the Western powers and the Soviet Union, while simultaneously stressing Nordic cooperation in the framework of the Nordic Council and cautious economic integration with the West as promoted by the Bretton-Woods Agreement and the free trade treaty with the European Economic Community. Finland shares this history with close neighbour Sweden, which Finland was a part of until the split of the Swedish empire in 1809. Finland did not join the Soviet Union's economic sphere (Comecon) but remained a free-market economy and conducted bilateral trade with the Soviet Union. After the dissolution of the Soviet Union in 1991, Finland unilaterally abrogated the last restrictions imposed on it by the Paris peace treaties of 1947 and the Finno-Soviet Agreement of Friendship, Cooperation, and Mutual Assistance. The government filed an application for membership in the European Union (EU) three months after the dissolution of the Soviet Union and became a member in 1995. Finland did not attempt to join NATO, even though post-Soviet countries on the Baltic Sea and elsewhere joined. Nevertheless, defence policymakers quietly converted to NATO equipment and contributed troops.
President Martti Ahtisaari and the coalition governments led Finland closer to the core EU in the late 1990s. Finland was considered a cooperative model state, and Finland did not oppose proposals for a common EU defence policy.[2] This was reversed in the 2000s, when Tarja Halonen and Erkki Tuomioja made Finland's official policy to resist other EU members' plans for common defense.[2] However, Halonen allowed Finland to join European Union Battlegroups in 2006 and the NATO Response Force in 2008.
Relations with Russia are cordial and common issues include bureaucracy (particularly at the Vaalimaa border crossing), airspace violations, development aid Finland gives to Russia (especially in environmental problems that affect Finland), and Finland's energy dependency on Russian gas and electricity. Behind the scenes, the administration witnessed a resurrection of Soviet-era tactics as recently as 2017. The Finnish Security Intelligence Service, the nation's security agency, says the known number of Russian agents from Foreign Intelligence Service (SVR) and GRU now exceeds Cold War levels and there are unknown numbers of others.[3] Russian Foreign Ministry spokeswoman Maria Zakharova said in March 2022 that her government would have to respond if Finland became a NATO member.[4]
As of March 2011 Finland maintains diplomatic relations with all UN member states.[5]
All NATO countries approved Finland's accession to the military alliance by April 1, 2023, and it officially joined on April 4. The move was the final process in Finland's transition from conducting a foreign policy of neutrality to clearly standing as an official part of the Western bloc.
After Finland declared its full independence in 1917, the Finnish Civil War, including interventions by Imperial Germany and Soviet Russia, and failure of the Communist revolution, resulted in the official ban on Communism, and strengthening relations with Western countries. Overt alliance with Germany was not possible due to the result of the First World War, but in general the period of 1918 to 1939 was characterised by economic growth and increasing integration to the Western world economy. Relations with Soviet Russia from 1918 to 1939 were icy; voluntary expeditions to Russia called heimosodat ended only in 1922, four years after the conclusion of the Finnish Civil War. However, attempts to establish military alliances were unsuccessful.[7] Thus, when the Winter War broke out, Finland was left alone to resist the Soviet attack. Later, during the Continuation War, Finland declared "co-belligerency" with Nazi Germany, and allowed Northern Finland to be used as a German attack base. For 872 days, the German army, aided indirectly by Finnish forces, besieged Leningrad, the Soviet Union's second-largest city.[8] The peace settlement in 1944 with the Soviet Union led to the Lapland War in 1945, where Finland fought Germans in northern Finland.
From the end of the Continuation War with the Soviet Union in 1944 until 1991, the policy was to avoid superpower conflicts and to build mutual confidence with the Western powers and the Soviet Union. Although the country was culturally, socially, and politically Western, Finns realised they had to live in peace with the Soviets and so could take no action that might be interpreted as a security threat. The dissolution of the Soviet Union in 1991 opened up dramatic new possibilities for Finland and has resulted in the Finns actively seeking greater participation in Western political and economic structures. The popular support for the strictly self-defensive doctrine remains.[9]
In the 2000 constitution, where diverse constitutional laws were unified into one statute, the leading role of the President was slightly moderated. However, because the constitution still stipulates only that the President leads foreign policy and the government internal policy, the responsibility over European Union affairs is not explicitly resolved. Implicitly this belongs to the powers of the government. In a cohabitation situation as with Matti Vanhanen's recent second government right-wing government and left-wing President Tarja Halonen, there can be friction between government ministers and the president.
The arrangement has been criticised by Risto E. J. Penttilä for not providing a simple answer of who's in charge.[2]
See also: Finland–NATO relations
Finnish foreign policy emphasises its participation in multilateral organisations. Finland joined the United Nations in 1955 and the European Union in 1995. As noted, the country also is a member of NATO's Partnership for Peace as well as an observer in the Euro-Atlantic Partnership Council. The military has been prepared to be more compatible with NATO, as co-operation with NATO in peacekeeping is needed, but military alliance does not have popular support. Political scientist Teija Tiilikainen has attributed tensions like this one to the importance that Finland's political identity places on sovereignty and the (sometimes competing) stress it places on international cooperation.[10]
In the European Union, Finland is a member of the Eurozone, and in addition, the Schengen treaty abolishing passport controls. 60% of foreign trade is to the EU. Other large trade partners are Russia and the United States.
Finland is well represented in the UN civil service in proportion to its population and belongs to several of its specialised and related agencies. Finnish troops have participated in United Nations peacekeeping activities since 1956, and the Finns continue to be one of the largest per capita contributors of peacekeepers in the world. Finland is an active participant in the Organization for Security and Cooperation in Europe (OSCE) and in early 1995 assumed the co-chairmanship of the OSCE's Minsk Group on the Nagorno-Karabakh conflict.
Cooperation with the other Scandinavian countries also is important to Finland, and it has been a member of the Nordic Council since 1955. Under the council's auspices, the Nordic countries have created a common labor market and have abolished immigration controls among themselves. The council also serves to coordinate social and cultural policies of the participating countries and has promoted increased cooperation in many fields.
In addition to the organisations already mentioned, Finland is a member of the International Bank for Reconstruction and Development, the International Monetary Fund, the World Trade Organization, the International Finance Corporation, the International Development Association, the Bank for International Settlements, the Asian Development Bank, the Inter-American Development Bank, the Council of Europe, and the Organisation for Economic Co-operation and Development.
Following the dissolution of the Soviet Union, Finland has moved steadily towards integration into Western institutions and abandoned its formal policy of neutrality, which has been recast as a policy of military nonalliance coupled with the maintenance of a credible, independent defence. Finland's 1994 decision to buy 64 F-18 Hornet fighter planes from the United States signalled the abandonment of the country's policy of balanced arms purchases from Communist countries and Western countries.
In 1994, Finland joined NATO's Partnership for Peace; the country is also an observer in the North Atlantic Cooperation Council. Finland became a full member of the EU in January 1995, at the same time acquiring observer status in the EU's defence arm, the Western European Union.
In 2003, Anneli Jäätteenmäki of the Centre Party won the elections after she had accused her rival Paavo Lipponen, who was prime minister at the time, of allying neutral Finland with the United States in the war in Iraq during a meeting with President George W. Bush, and thus associated Finland with what many Finns considered an illegal war of aggression. Lipponen denied the claims and declared that "We support the UN and the UN Secretary-General." Jäätteenmäki resigned as prime minister after 63 days in office amid accusations that she had lied about the leak of the documents about the meeting between Bush and Lipponen. This series of events was considered scandalous and it is named Iraq leak or Iraq-gate.[11]
Generally, Finland has abided by the principle of neutrality and has good relations with nearly all countries, as evidenced by the freedom of travel that a Finnish passport gives; though relations with Russia remain strained and are often tense due to past historical grievances, including Russian threats and past invasion.[12]
After almost 30 years of close partnership with NATO, Finland joined the Alliance on 4 April 2023. Finland’s partnership with NATO was historically based on its policy of military non-alignment, which changed following Russia’s full-scale invasion of Ukraine in February 2022.[13] On 1 March 2024, Alexander Stubb, a staunch supporter of NATO, was sworn in as Finland’s new president.[14] On 7 March 2024, Stubb made his first foreign trip as Finland's new president to Nato's Nordic Response military exercise in northern Norway.[15]
List of countries which Finland maintains diplomatic relations with:
# Country Date[16] 1 Denmark 10 January 1918 2 Sweden 10 January 1918 3 France 24 January 1918 4 United Kingdom 28 March 1918 5 Norway 6 April 1918 6 Argentina 11 May 1918[17] 7 Austria 19 July 1918 8 Bulgaria 19 July 1918 9 Netherlands 14 August 1918 10 Spain 16 August 1918 11 Greece 1 March 1919 12 Poland 8 March 1919[18] 13 Japan 24 May 1919 14 United States 30 May 1919 15 Belgium 9 July 1919 16 Italy 6 September 1919 17 Portugal 10 January 1920 18 Romania 28 June 1920 19 Russia (frozen) 31 December 1920[19] 20 Luxembourg 24 October 1921 21 Egypt 8 April 1922[20] 22 Hungary 12 April 1922 23 Turkey 9 December 1924[21] 24 Switzerland 29 January 1926 25 Czech Republic 18 October 1927[22] 26 Cuba 5 April 1929 27 Brazil 8 April 1929 28 Serbia 7 August 1929[23] 29 Afghanistan 15 December 1930 30 Chile 20 February 1931 31 Iran 12 December 1931[24] 32 Uruguay 21 March 1935 33 Mexico 2 October 1936 – Holy See 31 July 1942[25] 34 Iceland 15 August 1947 35 Canada 21 November 1947 36 South Africa 15 May 1949 37 Australia 31 May 1949 38 India 10 September 1949 39 New Zealand 22 July 1950 40 China 28 October 1950 41 Israel 14 November 1950 42 Pakistan 12 January 1951 43 Syria 22 May 1953 44 Colombia 26 March 1954 45 Venezuela 31 March 1954 46 Myanmar 21 June 1954 47 Thailand 21 June 1954 48 Indonesia 6 September 1954 49 Sri Lanka 24 September 1954 50 Philippines 14 July 1955 51 Lebanon 21 June 1956 52 Albania 8 June 1956 53 Iraq 15 May 1959 54 Ethiopia 17 July 1959 55 Morocco 17 July 1959 56 Tunisia 17 July 1959 57 Jordan 28 November 1959 58 Cameroon 15 January 1960 59 Chad 12 August 1960 60 Mali 7 October 1960 61 Sudan 27 January 1961 62 Guinea 19 July 1961 63 Cyprus 2 September 1961 64 Ireland 2 November 1961 65 Algeria 18 January 1963 66 Nigeria 18 January 1963 67 Peru 29 March 1963 68 Mongolia 8 July 1963 69 Bolivia 21 September 1963 70 Paraguay 20 November 1963 71 Ivory Coast 18 June 1964 72 Malawi 13 July 1964 73 Ecuador 5 February 1965 74 Kenya 14 June 1965 75 Tanzania 14 June 1965 76 Uganda 14 June 1965 77 Libya 28 September 1965 78 Costa Rica 23 August 1966 79 Haiti 29 September 1966 80 Republic of the Congo 22 March 1967 81 El Salvador 14 April 1967 82 Guatemala 18 August 1967 83 Zambia 8 March 1968 84 Senegal 31 January 1969 85 Kuwait 21 February 1969 86 Malta 21 February 1969 87 Saudi Arabia 6 June 1969 88 Cambodia 20 January 1970 89 Liberia 24 March 1970 90 Democratic Republic of Congo 3 April 1970 91 Central African Republic 22 May 1970 92 Somalia 12 March 1971 93 Trinidad and Tobago 17 December 1971 94 Bangladesh 5 May 1972 95 Malaysia 17 November 1972 96 Germany 7 January 1973 97 Vietnam 25 January 1973 98 Singapore 7 February 1973 99 Oman 1 April 1973 100 North Korea 1 June 1973 101 South Korea 24 August 1973 102 Mauritius 31 October 1973 103 Qatar 1 April 1974 104 Guinea-Bissau 9 August 1974 105 Nepal 21 September 1974 106 Bahrain 20 December 1974 107 Laos 1 January 1975 108 Panama 1 January 1975 109 United Arab Emirates 21 February 1975 110 Mozambique 18 July 1975 111 Niger 28 November 1975 112 Nicaragua 22 December 1975 113 Honduras 30 January 1976 114 Angola 18 September 1976 115 Madagascar 1 June 1977 116 Papua New Guinea 31 September 1977 117 Barbados 1 December 1977 118 Fiji 1 December 1977 119 Ghana 1 December 1977 120 Jamaica 1 December 1977 121 Comoros 19 December 1977 122 Botswana 1 July 1978 123 Lesotho 1 February 1979 124 Mauritania 1 March 1979 125 São Tomé and Príncipe 1 March 1979 126 Guyana 2 April 1979 127 Yemen 1 June 1979 128 Kiribati 24 August 1979 129 Burundi 1 January 1980 130 Burkina Faso 15 February 1980 131 Grenada 1 June 1980 132 Vanuatu 31 July 1980 133 Zimbabwe 1 August 1980 134 Rwanda 1 June 1983 135 Cape Verde 22 July 1983 136 Dominican Republic 2 January 1984 137 Maldives 10 August 1984 138 Bhutan 1 May 1986 139 Seychelles 1 April 1987 140 Gabon 20 May 1988 141 Gambia 1 September 1988 142 Brunei 11 November 1988 143 Benin 22 December 1988 144 Namibia 21 March 1990 145 Eswatini 20 September 1990 146 Estonia 29 August 1991 147 Latvia 29 August 1991 148 Lithuania 29 August 1991 149 Slovenia 17 February 1992 150 Croatia 19 February 1992 151 Belarus 26 February 1992 152 Moldova 26 February 1992 153 Tajikistan 26 February 1992 154 Ukraine 26 February 1992 155 Uzbekistan 26 February 1992 156 Kyrgyzstan 23 March 1992 157 Azerbaijan 24 March 1992 158 Armenia 25 March 1992 159 Kazakhstan 13 May 1992 160 Turkmenistan 11 June 1992 161 Liechtenstein 26 June 1992 162 Georgia 8 July 1992 163 Slovakia 1 January 1993 164 Eritrea 28 May 1993 165 Tonga 1 December 1993 166 North Macedonia 17 December 1993 167 Marshall Islands 26 December 1993 168 Bosnia and Herzegovina 29 December 1994 169 Andorra 17 July 1995 170 San Marino 17 July 1995 171 Belize 19 June 1997 172 Solomon Islands 16 July 1999 173 Samoa 11 August 1999 174 East Timor 20 June 2002 175 Suriname 28 June 2005 176 Bahamas 2 December 2005 177 Montenegro 12 June 2006 178 Djibouti 14 March 2007 179 Monaco 29 March 2007 180 Equatorial Guinea 30 April 2008 181 Sierra Leone 17 June 2008 182 Antigua and Barbuda 26 September 2008 — Kosovo 3 February 2009 183 Tuvalu 6 March 2009 184 Nauru 24 March 2009 185 Palau 5 May 2009 186 Dominica 19 August 2009 187 Saint Vincent and the Grenadines 11 September 2009 188 Saint Kitts and Nevis 22 September 2009 189 Saint Lucia 22 September 2009 190 Federated States of Micronesia 4 May 2010 191 Togo 12 May 2010 192 South Sudan 29 June 2012[26]
Organization Formal Relations Began Notes United Nations 1955 See Permanent Representative of Finland to the United Nations Nordic Council 1955
Helsinki Treaty signed in 1962
Ilkka-Christian Björklund Secretary-General of the Nordic Council 1982 – 1987
Gehard af Schultén was Secretary-General of the Nordic Council 1987 – 1989
Jan-Erik Enestam was Secretary-General of the Nordic Council from 1 August 2007 – 2013
OSCE 1973 See Conference on Security and Co-operation in Europe
Helsinki Accords signed in 1975
Paris Charter signed in 1990
European Union 1995 See 1995 enlargement of the European Union
European Free Trade Association (EFTA), Former member 1986-1994
Council of Europe, member state since 1989
European Economic Area (EEA), Agreement since 1994
Finland joined the European Union as a full member on 1 January 1995.
Nordic Battlegroup / EU Battlegroup, as a full member on 2008
NATO 2023 See Finland–NATO relations
Partnership for Peace Previous member 1994-2023
Finland joined NATO as a full member on 4 April 2023.
Country Formal Relations Began Notes Algeria 18 January 1963
Algeria has an embassy in Helsinki.
Finland has an embassy in Algiers.
Angola 18 September 1976
Angola is represented in Finland through its embassy in Stockholm, Sweden.
Finland is represented in Angola through its embassy in Maputo, Mozambique.
Finland also has an honorary consulate in Luanda.
Botswana 1 July 1978
Botswana is represented in Finland through its embassy in Stockholm, Sweden.
Finland is represented in Botswana through its embassy in Pretoria, South Africa.
Finland has an honorary consulate in Gaborone.
Burkina Faso 1 July 1978
Burkina Faso is represented in Finland through its embassy in Copenhagen, Denmark.
Burundi 1 January 1980
Burundi is represented in Finland through its embassy in Oslo, Norway.
Finland is represented in Burundi through its embassy in Dar es Salaam, Tanzania.
Comoros
Comoros is represented in Finland by its embassy in Paris, France.[27]
Djibouti 14 March 2007
Finland is represented in Djibouti through its embassy in Addis Ababa, Ethiopia.[28]
Djibouti is represented in Finland through its embassy in Moscow, Russia.[29]
Egypt 15 February 1947
Finland recognised Egypt on February 15, 1947.
Egypt has an embassy in Helsinki.
Finland has an embassy in Cairo.
Ethiopia July 17, 1959 See Ethiopia–Finland relations
Ethiopia is represented in Finland through its embassy in Stockholm, Sweden. Finland has an embassy in Addis Ababa. Ethiopia is one of Finland's long-term development partners and in the water and education sectors.[30] On April 29, 2009, the Ministry of Finance and Economic Development announced that the Finnish government had made a grant of 11.4 million euros to enable the Benishangul-Gumuz Region to upgrade its capacity to plan and manage its rural water supply and sanitation program to achieve universal access for all Ethiopians.[31]
Finnish Ministry for Foreign Affairs: relations with Ethiopia
Kenya 14 June 1965
Finland recognised Kenya on December 13, 1963.
Kenya is represented in Finland through its embassy in Stockholm, Sweden.
Finland has an embassy in Nairobi and an honorary consulate in Mombasa.
Finnish Ministry for Foreign Affairs: relations with Kenya
Morocco 17 July 1959
Finland recognised Morocco's independence on June 8, 1956.
Finland has an embassy in Rabat, an honorary consulate general in Casablanca, and other honorary consulates in Agadir, Kenitra, Marrakech, Safi, and Tangiers.[32]
Morocco has an embassy in Helsinki.
Finnish Ministry for Foreign Affairs: relations with Morocco
Mozambique 18 July 1975
Finland recognised Mozambique on July 4, 1975.
Mozambique is represented in Finland through its embassy in Stockholm, Sweden.
Finland has an embassy in Maputo.
Finnish Ministry for Foreign Affairs: relations with Mozambique
Namibia 21 March 1990 See Finland–Namibia relations
Finland recognised Namibia on March 21, 1990. Both countries established diplomatic relations on the same day. Namibia is represented in Finland through its embassy in Stockholm, Sweden. Finland has an embassy in Windhoek and an honorary consulate in Walvis Bay.
South Africa 15 May 1949 See Finland – South Africa relations
A South African legation was established in 1967 and relations were then upgraded to ambassadorial level in March 1991.[33] Finland has an embassy in Pretoria, a general consulate in Johannesburg, and a consulate in Cape Town. South Africa is accredited to Finland from its embassy in Stockholm, Sweden. During World War II South Africa declared war on Finland.[34]
Finland was a strong supporter of the dismantling of Apartheid in South Africa.[34][35][36]
South African exports to Finland include fresh and dried fruits, wine, pulp, paper, iron, steel, and coal. South Africa imports telecommunication equipment, paper, board products, and machinery from Finland.[33]
Finnish Ministry for Foreign Affairs: relations with South Africa Archived February 15, 2018, at the Wayback Machine
South African Department of Foreign Affairs: relations with Finland
Tanzania 14 June 1965
Finland recognised Tanganyika on December 9, 1961.
Tanzania is represented in Finland through its embassy in Stockholm, Sweden.
Finland has an embassy in Dar es Salaam.
Finnish Ministry for Foreign Affairs: relations with Tanzania
Tunisia 17 July 1959
Finland recognised Tunisia's independence on June 8, 1956.
Since 1994 Finland has an embassy in Tunis. Previously Finland was represented in Tunisia through its embassies in Algiers, Algeria, and Rome, Italy.[37]
Tunisia has an embassy in Helsinki.
Finnish Ministry for Foreign Affairs: relations with Tunisia Archived August 20, 2011, at the Wayback Machine
Zambia 8 March 1968
Finland recognised Zambia on October 29, 1964.
Zambia is represented in Finland through its embassy in Stockholm, Sweden.
Finland has an embassy in Lusaka.
Finnish Ministry for Foreign Affairs: relations with Zambia Archived February 15, 2018, at the Wayback Machine
Country Formal Relations Began Notes Antigua and Barbuda 26 September 2008
Finland's embassy in Mexico City, Mexico attends to consular matters relating to Antigua and Barbuda.
Argentina 11 May 1918 See Argentina–Finland relations
Argentina has an embassy in Helsinki.[38]
Finland has an embassy in Buenos Aires and five honorary consulates (in Córdoba, Mendoza, Oberá, Rosario, and Ushuaia).[39]
Argentine Ministry of Foreign Relations: list of bilateral treaties with Finland (in Spanish only)
Finnish Ministry of Foreign Affairs: relations with Argentina
Bahamas 2 December 2005
Finland's embassy in Ottawa, Ontario, Canada attends to consular matters relating to The Bahamas.
Finland also has an honorary consulate in Nassau.
Barbados 1 December 1977
Barbados is represented in Finland by their embassy in Brussels, Belgium.
Finland has an honorary consulate general in Christ Church.
Belize 19 June 1997
Finland's embassy in Mexico City, Mexico attends to consular matters relating to Belize.
Finland also has an honorary consulate in Belize City.
Bolivia 21 September 1963
Bolivia is accredited to Finland from its embassy in Stockholm, Sweden.
Finland is accredited to Bolivia from its embassy in Lima, Peru.
Brazil 1929 See Brazil–Finland relations
Brazil has an embassy in Helsinki.
Finland has an embassy in Brasília.
Canada 21 November 1947 See Canada–Finland relations
Canada has an embassy in Helsinki.
Finland has an embassy in Ottawa.
Chile 17 June 1919 See Chile–Finland relations
Chile recognised Finland's independence on June 17, 1919. Diplomatic relations between them were established in 1931 and have been continuously maintained, despite pressures at times to discontinue them.[40] The two countries maintain resident ambassadors in both capitals.[40]
Chile has an embassy in Helsinki.
Finland has an embassy in Santiago.
Colombia 26 May 1954
Colombia has an embassy in Helsinki.
Finland has an embassy in Bogotá.
The relations between Colombia and Finland are harmonious as both countries share a similar ideology based on democracy, human rights and a lasting peace. It's because of this that Colombia has decided to open an embassy in Helsinki. Colombia also defines Finland as a key player on Colombia's accession into the OECD and the ratification of the Colombia-European Union Trade Agreement.[41]
Costa Rica 23 August 1966
Costa Rica is represent in Finland by their embassy in Oslo, Norway.
Finland's embassy in Mexico City, Mexico attends to consular matters relating to Costa Rica.
Finland also has an honorary consulate general and honorary vice-consulate in San José.
Cuba 23 January 1959
Cuba has an embassy in Helsinki.
Finland's embassy in Mexico City, Mexico attends to consular matters relating to Cuba.
Finland also has an honorary consulate general in Havana.
Dominica 18 August 2009
Finland has an honorary consulate in Roseau.
Dominican Republic 2 January 1984
The Dominican Republic is accredited to Finland from its embassy in Stockholm, Sweden.
Finland has an honorary consulate general in Santo Domingo.
Ecuador 5 February 1965
Ecuador is accredited to Finland from its embassy in Stockholm, Sweden.
Finland's embassy in Lima, Peru attends to consular matters relating to Ecuador.
Finland has an honorary consulate in Guayaquil and Quito.
El Salvador 14 April 1967
El Salvador is accredited to Finland from its embassy in Stockholm, Sweden.
Finland's embassy in Mexico City, Mexico attends to consular matters relating to El Salvador.
Finland has an honorary consulate and an honorary vice-consulate in San Salvador.
Grenada 1 June 1980
Grenada is represented in Finland by their embassy in Stockholm, Sweden.
Finland has an honorary consulate in St. George's.
Guatemala 18 August 1967
Guatemala is accredited to Finland from its embassy in Brussels, Belgium.
Finland has an honorary consulate in Guatemala City.
Guyana 2 April 1979
Both countries established diplomatic relations on April 2, 1979.[42]
Guyana is represented in Finland by their embassy in Brussels, Belgium.
Finland also has an honorary consulate general in Georgetown.
Haiti 29 September 1966
Finland's embassy in Mexico City, Mexico attends to consular matters relating to Haiti.
Finland has an honorary consulate general in Port-au-Prince.
Honduras 30 January 1976
Honduras is represented in Finland by their embassy in Brussels, Belgium.
Finland's embassy in Mexico City, Mexico attends to consular matters relating to Honduras.
Finland has an honorary consulate general in Tegucigalpa and an honorary consulate in San Pedro Sula.
Jamaica 1 December 1977
Jamaica is represented in Finland by their embassy in London, United Kingdom.
Finland has an honorary consulate general in Kingston.
Mexico 2 October 1936 See Finland–Mexico relations
Mexico recognized the independence of Finland in July 1920.
Finland has an embassy in Mexico City.[43]
Mexico has an embassy in Helsinki.[44]
Finnish Ministry for Foreign Affairs: Relations with Mexico
Nicaragua 22 December 1975 See Finland–Nicaragua relations
Finland is accredited to Nicaragua from its embassy in Mexico City, Mexico.[45]
Nicaragua has an honorary consulate in Helsinki.[46]
Panama 1 December 1975
Panama is accredited to Finland from its embassy in Stockholm, Sweden.
Finland's embassy in Bogota, Colombia attends to consular matters relating to Panama.
Finland has an honorary consulate general in Panama City.
Paraguay 20 November 1963
Paraguay is accredited to Finland from its embassy in Stockholm, Sweden.
Finland's embassy in Buenos Aires, Argentina attends to consular matters relating to Paraguay.
Finland has an honorary consulate in Asunción.
Peru 29 March 1963
Peru has an embassy in Helsinki.
Finland has an embassy in Lima.
Saint Kitts and Nevis 22 September 2009
Finland has an honorary consulate in Basseterre.
Saint Lucia 22 September 2009
Finland has an honorary consulate in Castries.
Saint Vincent and the Grenadines 30 January 1976
Finland is represented in Saint Vincent and the Grenadines through a roving ambassador.[47]
Finland has an honorary consulate in Kingstown.[48]
Saint Vincent and the Grenadines is represented in Finland through its embassy in London.[49]
Suriname 28 June 2005
Finland's embassy in Brasília, Brazil attends to consular matters relating to Suriname.
Finland has an honorary consulate in Paramaribo.
Trinidad and Tobago 17 December 1971
Trinidad and Tobago is accredited to Finland from its embassy in London, United Kingdom.
Finland has an honorary consulate general in Barataria.
United States 30 May 1919[50] See Finland–United States relations
5-25-1988 President Reagan meeting with President Mauno Henrik Koivisto during a trip to Finland at the Helsinki airport in Vantaa Relations between the United States and Finland are warm. Some 200,000 US citizens visit Finland annually, and about 3,000 US citizens are resident there. The US has an educational exchange program in Finland that is comparatively large for a Western European country of Finland's size. It is financed in part from a trust fund established in 1976 from Finland's final repayment of a US loan made in the aftermath of World War I.
Finland is bordered on the east by Russia and, as one of the former Soviet Union's neighbours, has been of particular interest and importance to the US both during the Cold War and in its aftermath. Before the Soviet Union dissolved in 1991, longstanding US policy was to support Finnish neutrality and to maintain and reinforce Finland's historic, cultural, and economic ties with the West. The US has welcomed Finland's increased participation since 1991 in Western economic and political structures.
Economic and trade relations between Finland and the United States are active and were bolstered by the F-18 purchase. US-Finland trade totals almost $5 billion annually. The US receives about 7% of Finland's exports – mainly wood pulp and paper, ships, machinery, electronics and instruments and refined petroleum products[51] – and provides about 7% of its imports – principally computers, semiconductors, aircraft, and machinery.
Finland has an embassy in Washington, D.C., and consulates-general in Los Angeles and New York City.
United States has an embassy in Helsinki.
Uruguay 21 March 1935 See Finland–Uruguay relations
Finland's embassy in Buenos Aires, Argentina accredited to Uruguay and maintains an honorary consulate in Montevideo.
Uruguay has an embassy in Helsinki.
Venezuela 31 March 1954
Finland is accredited to Venezuela from its embassy in Bogotá, Colombia.
Venezuela is accredited to Finland from its embassy in Oslo, Norway.
Country Formal Relations Began Notes Afghanistan 11 May 1956
Afghanistan recognised the independence of Finland on July 17, 1928.
Afghanistan is accredited to Finland through its embassy in Oslo, Norway.[52]
Finland opened a liaison office in Kabul in 2002. It converted into an embassy on January 1, 2006.[53]
Finnish Ministry for Foreign Affairs: relations with Afghanistan
Armenia 25 March 1992 See Armenia–Finland relations
Finland recognised Armenia on December 30, 1991.
Armenia is represented in Finland by a non-resident ambassador (based in Yerevan at the Ministry of Foreign Affairs).
Finland is represented in Armenia by a non-resident ambassador (based in Helsinki at the Ministry of Foreign Affairs) and an honorary consulate in Yerevan.
Both countries are full members of the Council of Europe.
Finnish Ministry of Foreign Affairs: relations with Armenia Archived August 1, 2017, at the Wayback Machine
Azerbaijan 24 March 1992 See Azerbaijan–Finland relations
Finland recognised Azerbaijan on March 24, 1992.
Azerbaijan is represented in Finland through its embassy in Stockholm (Sweden) and an honorary consulate in Helsinki.
Finland is represented in Azerbaijan by a non-resident ambassador (based in Helsinki at the Ministry of Foreign Affairs) and an honorary consulate in Baku.
Both countries are full members of the Council of Europe.
Cambodia 20 January 1970[54]
Finland recognized Cambodia on 19 December 1969. Diplomatic relations established on 20 January 1970, re-established 9 August 1976.[54]
Cambodia is represented in Finland through its embassy in London, England[55]
Finland is represented in Cambodia through its embassy in Bangkok, Thailand[56]
China October 28, 1950[57] See China–Finland relations
The two international trade organisations are the Finland-China Trade Association and the China Council for Promotion of International Trade (CCPIT). One of the fastest growing areas of trade between the two countries is in environmental protection.[1][2] and information technology. Nokia is the largest Finnish investor in China.
China has an embassy in Helsinki.
Finland has an embassy in Beijing and consulates-general in Hong Kong and Shanghai.
Georgia 8 July 1992 See Finland–Georgia relations
Finland recognised Georgia on March 27, 1992.
Finland is represented in Georgia by a non-resident ambassador (based in Helsinki at the Ministry of Foreign Affairs) and an honorary consulate in Tbilisi.
Georgia is represented in Finland through its embassy in Stockholm (Sweden) and an honorary consulate in Helsinki.
Both countries are full members of the Council of Europe.
Finland is an EU member and Georgia is an candidate.
On April 22, 2009, the Georgian Foreign Minister visited Finland.[58]
Finnish Ministry of Foreign Affairs: relations with Georgia
Georgian Ministry of Foreign Affairs: relations with Finland
India 10 September 1949 See Finland–India relations
Finland has an embassy in New Delhi and three honorary consulates in Kolkata, Chennai, and Mumbai.
India has an embassy in Helsinki.[59]
Finnish Ministry of Foreign Affairs: relations with India Archived August 20, 2011, at the Wayback Machine
Indonesia 6 September 1954
Finland recognised the independence of Indonesia on February 10, 1950.
Finland has an embassy in Jakarta and honorary consulates in Denpasar and Medan.[60]
Indonesia has an embassy in Helsinki.[61]
Finnish Ministry for Foreign Affairs: relations with Indonesia
Iran See Finland–Iran relations
Photograph of the Shah and the Shahbanu during their visit to Tapiola residencial area in Espoo, Finland. To their right, the Finnish president Urho Kekkonen.
Finland has an embassy in Tehran.[62]
Iran has an embassy in Helsinki.[63]
Iraq 15 May 1959
Finland recognised Iraq on May 15, 1959.
Finland has an embassy in Baghdad.
Iraq has an embassy in Helsinki.
Israel 14 November 1950 See Finland–Israel relations
Finland recognised Israel on March 18, 1949.
Finland has an embassy in Tel Aviv.[64]
Israel has an embassy in Helsinki.[65]
Both countries are full members of the Union for the Mediterranean.
Along with the rest of the European Union, Finland has not recognized the State of Palestine.
See also History of the Jews in Finland
Finnish Ministry of Foreign Affairs: relations with Israel
Japan 6 September 1919 See Finland–Japan relations
Japan recognised Finland on May 23, 1919.
Finland has an embassy in Tokyo and honorary consulate general in Osaka and other honorary consulates in Kitakyushu, Nagano, Nagoya, and Sapporo.
Japan has an embassy in Helsinki.
Finnish Ministry of Foreign Affairs: relations with Japan
Japanese Ministry of Foreign Affairs: relations with Finland
Kazakhstan 13 May 1992[66]
See Finland–Kazakhstan relations
Finland recognized Kazakhstan upon its independence from the Soviet Union.
Finland has an embassy in Astana.
Kazakhstan has an embassy in Helsinki.
Kyrgyzstan 23 March 1992
Finland recognized Kazakhstan upon its independence from the Soviet Union.
Malaysia 17 November 1972[67] See Finland–Malaysia relations
Finland has an embassy in Kuala Lumpur.[68]
Malaysia has an embassy in Helsinki.[69]
Nepal 30 August 1955
Finland recognised Nepal on December 14, 1955.
Finland has an embassy in Kathmandu.
Nepal is represented in Finland through its embassy in Copenhagen, Denmark.
Finnish Ministry for Foreign Affairs: relations with Nepal
North Korea 1 June 1973[70] See Finland–North Korea relations
Finland recognized the People's Democratic Republic of Korea on April 13, 1973.[71]
Finland condemns North Korean nuclear tests and fully agrees with EU foreign policy statements on this matter.[71]
International trade has been irregular and sporadic, and it is controlled by UN and EU sanctions.[72]
Finland has contributed to humanitarian assistance to North Korea through the Red Cross and the World Food Programme.[72]
Neither Finland nor North Korea currently have resident ambassadors. North Korea is represented by the North Korean embassy in Stockholm, Sweden.[72] Finland is represented by the Finnish embassy in Seoul, South Korea.[73]
Northern Cyprus Northern Cyprus has a Representative Office in Helsinki.[74] Pakistan January 12, 1951 See Finland–Pakistan relations
Finland is accredited to Pakistan from its Ministry of Foreign Affairs based in Helsinki.
Pakistan is accredited to Finland from its embassy in Stockholm, Sweden.
Philippines July 14, 1995
Finland has an embassy in Manila.
Philippines is accredited to Finland from its embassy in Stockholm, Sweden.
Saudi Arabia 23 September 1969
Finland has an embassy in Riyadh and an honorary consulate general in Jeddah.[75]
Saudi Arabia has an embassy in Helsinki.
South Korea 24 August 1973
The establishment of diplomatic relations between the Republic of Finland and the South Korea began on 1973-08-24.
Finland recognised South Korea on April 13, 1973.
Finland has an embassy in Seoul.[76]
South Korea has an embassy in Helsinki.[77]
Syria 22 May 1953
Finland had an embassy in Damascus and two honorary consulates general in Aleppo and Latakia.
Syria is represented in Finland through its embassy in Stockholm, Sweden.[78]
Finnish Ministry for Foreign Affairs: relations with Syria
Thailand 21 June 1954
Thailand, previously known as Siam, recognised Finland's independence on October 9, 1919.[79]
Siam was the second non-European state after the United States and the first Asian state to recognise Finland's independence.
Finland has an embassy in Bangkok, its honorary consulate general in Phuket and its honorary consulate in Chiang Mai.[80]
Thailand has an embassy in Helsinki.[81]
Finnish Ministry for Foreign Affairs: relations with Thailand
Turkey 20 May 1920 See Finland–Turkey relations
Turkey recognised the independence of Finland on February 21, 1918.
Finland has an embassy in Ankara and an honorary consulate general in Istanbul and other honorary consulates in Belek, Bodrum and İzmir.[82]
Turkey has an embassy in Helsinki.[83]
Both countries are full members of the Council of Europe and of NATO.
Finland is an EU member and Turkey is an EU candidate. Finland supports Turkey's accession negotiations to the EU, although negotiations have now been suspended.
Turkey did not fully support the accession of Finland to NATO until March 2023, whereupon it was accepted.
See also Turks in Finland
Turkey's Ministry of Foreign Affairs: political, economic and commercial relations with Finland
Finnish Ministry for Foreign Affairs: relations with Turkey Archived August 20, 2011, at the Wayback Machine
United Arab Emirates 21 February 1975 See Finland–United Arab Emirates relations
Finland recognised United Arab Emirates on February 21, 1975.
Finland has an embassy in Abu Dhabi.
United Arab Emirates has an embassy in Helsinki.
Vietnam 5 January 1973
Finland recognised Vietnam on December 28, 1972.
Finland has an embassy in Hanoi and an honorary consulate in Ho Chi Minh City.
Vietnam has an embassy in Helsinki.
Ministry for Foreign Affairs of Finland about Vietnam
Country Formal Relations Began Notes Albania 8 June 1956
Albania is accredited to Finland from its embassy in Stockholm, Sweden.
Finland is accredited to Albania from its embassy in Athens, Greece.
Albania is an EU candidate and Finland is an member.
Both countries are full members of NATO and the Council of Europe.
Austria 29 March 1949 See Austria–Finland relations
Austria has an embassy in Helsinki.
Finland has an embassy in Vienna.
Both countries are full members of the European Union and the Council of Europe.
Belarus 26 February 1992
Finland recognised the independence of Belarus on 30 December 1991.
Finland is represented in Belarus through its embassy in Vilnius, Lithuania, which also operates a liaison office in Minsk.[84]
Belarus opened an embassy in Helsinki on 5 December 2011.[85]
Belgium 9 July 1919
Belgium has an embassy in Helsinki.
Finland has an embassy in Brussels.
Both countries are full members of the European Union, NATO and the Council of Europe.
Bulgaria 5 August 1918 See Bulgaria–Finland relations
In 1963, the diplomatic representations of the two countries were upgraded to the level of embassy.
Bulgaria has an embassy in Helsinki and an honorary consulate in Kemi.[86]
Finland has an embassy in Sofia and an honorary consulate in Varna.[87]
Both countries are full members of the European Union and NATO.
Finnish Ministry of Foreign Affairs: relations with Bulgaria
Croatia 19 February 1992 See Croatia–Finland relations
Croatia has an embassy in Helsinki.
Finland has an embassy in Zagreb.
Both countries are full members of the European Union, NATO and the Council of Europe.
Cyprus 2 September 1961 See Cyprus–Finland relations
Finland recognised Cyprus on August 16, 1960.
Cyprus has an embassy in Helsinki and an honorary consulate in Vantaa.[88]
Finland has an embassy in Nicosia.[89]
Both countries are full members of the European Union and the Council of Europe.
Cypriot Foreign Affairs: List of bilateral treaties with Finland
Czech Republic 1 January 1993
Czech Republic has an embassy in Helsinki.
Finland has an embassy in Prague.
Both countries are full members of the European Union, NATO and the Council of Europe.
Denmark 18 February 1918 See Denmark–Finland relations
Denmark has an embassy in Helsinki.
Finland has an embassy in Copenhagen.
Denmark officially recognized Finland's independence in 1918.
Both countries are full members of the Nordic Council and the Nordic Passport Union, with no border controls or limitations on travel and residence. On cases concerning an individual, authorities must arrange translations between Finnish and Danish, if necessary.
Both countries are members of the European Union, NATO, the Council of Europe and the Council of the Baltic Sea States.
Both countries are full members of Joint Expeditionary Force (JEF).
Denmark and Finland share a long history, where Danish Vikings settled in Finland and made crusades. Both countries were also part of the Kalmar Union.[90] Denmark was the first country along with Sweden to recognize Finland's Independence.
There are 3,000 Finns living in Denmark, and 1,235 Danes living in Finland. During Winter War, over 1,000 Danish volunteers came to help Finland.[91] During the Winter war and the Continuation war, Denmark took 4,200 Finnish war children.[92] Exports to Denmark value at 1.380 billion euros, and imports from Denmark value at 1.453 billion, making Denmark Finland's 10th largest import-trading partner. The Nordic Culture Fund and the Finnish-Danish Cultural Fund support projects of artists in both countries. Many tourists from Finland visit Denmark, 206,000 in 2017, and vice versa: 113,000 Danish tourists visited Finland in 2017. In 1918 Mannerheim visited Copenhagen, asking if Prince Aage would have wanted to become the King of Finland.
Bilateral relations between Denmark and Finland (in Finnish)
Estonia 29 August 1991 See Estonia–Finland relations
Finland's main language, Finnish, is related to Estonian, and there is and has been a certain feeling of kinship. 76% of Finns have visited Estonia and in 2004, 1.8 million Finns reported visiting Estonia. Finnish and Swedish investors are the largest foreign investors in Estonia.[93] Finland and Estonia are members of the European Union and the Schengen agreement, freeing international travel and trade between the countries.
Finland's government recognised Estonia's independence in 1920. In response to the Soviet invasion, diplomatic missions were de facto removed. However, when Estonia declared independence, this "temporary obstruction" was resolved. Both countries restored diplomatic relations on August 29, 1991.
Estonia has an embassy in Helsinki and five honorary consulates in Oulu, Turku, Raseborg, Tampere and Kotka.
Finland has an embassy in Tallinn and an honorary consulate in Tartu.
Finland contributed and continues to contribute military aid to Estonia, e.g., training of officers, provision of equipment.
Both countries are full members of the European Union, NATO and the Council of Europe.
Both countries are full members of Joint Expeditionary Force (JEF).
France 24 January 1918 See Finland–France relations
France was one of the first countries which recognised Finland's independence on January 4, 1918.
Finland has an embassy in Paris and 18 honorary consulates (in Ajaccio, Bordeaux, Brest, Caen, Cherbourg, Dijon, Lille, Lyons, Marseille, Monaco, Nancy, Nice, Reims, Rouen, Sète, Strasbourg, Toulouse and Papeete in Tahiti).[94]
France has an embassy in Helsinki and its honorary consulates in Hämeenlinna, Joensuu, Jyväskylä, Kuopio, Oulu, Pori, Rovaniemi, Tampere and Turku.[95]
There are an estimated 6,000 Finns living in France.
French Ministry for Foreign Affairs: relations with Finland Archived December 1, 2008, at the Wayback Machine
Finnish Ministry for Foreign Affairs: relations with France Archived October 8, 2016, at the Wayback Machine
History of the relations of Finland and France on Finnish Embassy in Paris websites
Both countries are full members of the European Union and NATO.
Germany 4 January 1918 See Finland–Germany relations
Germany recognised Finland's independence on January 4, 1918.
Germany gave direct military support to Finnish independence by training Finnish Jägers and successfully intervened in Finnish Civil War in favor of the nationalist Whites.
During World War II, the secret protocol in Molotov–Ribbentrop pact enabled Winter War (1939–40), a Soviet attack on Finland. Finland and Nazi Germany were "co-belligerents" against Soviet Union during Continuation War (1941–44), but a separate peace with Soviet Union led to the Finnish-German Lapland War (1944–45).
The Federal Republic of Germany and the German Democratic Republic (West and East Germany) were both recognised on January 7, 1972, by Finland.
Diplomatic relations between Finland and West Germany were established on January 7, 1973.
Finland has an embassy in Berlin, and consulate general in Hamburg, two honorary consulates general in Düsseldorf and Munich and other honorary consulates in Bremen, Dresden, Frankfurt am Main, Hanover, Kiel, Lübeck, Rostock, Stuttgart, and Wilhelmshaven.
Germany has an embassy in Helsinki.[96]
German Ministry for Foreign Affairs of Germany: relations with Finland
Finnish Ministry for Foreign Affairs: relations with Germany Archived February 15, 2018, at the Wayback Machine
Both countries are full members of the European Union, NATO and the Council of Europe.
Greece 5 January 1918 See Finland–Greece relations
Greece recognised Finland's independence on January 5, 1918.
Finland has an embassy in Athens.
Greece has an embassy in Helsinki.
Both countries are full members of the European Union, NATO and the Council of Europe.
Hungary 20 May 1947 See Finland–Hungary relations
Hungary recognised Finland on August 23, 1920. Finland recognised Hungary on September 10, 1920.
Finland broke off diplomatic relations on September 20, 1944.
Diplomatic relations were re-established on May 20, 1947.
Both national languages, Finnish and Hungarian, are Uralic languages, which has led to cultural exchange albeit at a much smaller scale compared to the third major Uralic-speaking country, Estonia.
Finland has an embassy in Budapest and an honorary consulate in Pécs.
Hungary has an embassy in Helsinki and four honorary consulates (in Turku, Mariehamn, Tampere and Joensuu).[97]
Both countries are full members of the European Union, NATO and the Council of Europe.
Finnish Ministry of Foreign Affairs: relations with Hungary
Iceland 15 August 1947 See Finland–Iceland relations
Finland has an embassy in Reykjavík.[98]
Iceland has an embassy in Helsinki.[99]
Both countries are full members of the Nordic Council and the Nordic Passport Union, with no border controls or limitations on travel and residence. On cases concerning an individual, authorities must arrange translations between Finnish and Icelandic, if necessary.
Both countries are full members of NATO and Joint Expeditionary Force (JEF).
Ireland 2 November 1961
Finland has an embassy in Dublin and three honorary consulates (in Cork, Dublin and Limerick).[100]
Ireland has an embassy in Helsinki.[101]
Both countries are full members of Council of Europe and of the European Union.
Finnish Ministry of Foreign Affairs: relations with Ireland
Italy 6 September 1919 See Finland–Italy relations
Italy recognised Finland's independence on June 27, 1919.
Finland has an embassy in Rome and two honorary consulate generals in Milan and Venice and other honorary consulates in Genoa, Bari, Cagliari, Catania, Florence, Livorno, Messina, Naples, Palermo, Rimini, Trieste and Turin.[102]
Italy has an embassy in Helsinki and its honorary consulates in Hanko, Jyväskylä, Kotka, Kuopio, Oulu, Pori, Rovaniemi, Tampere, Turku and Vaasa.[103]
Finnish Ministry for Foreign Affairs: relations with Italy
Both countries are full members of the European Union and NATO.
Kosovo 3 February 2009
Main article: Finland–Kosovo relations
Finland recognised Kosovo March 7, 2008.[104][105] Finland maintains an embassy in Pristina.[106]
Latvia 24 September 1919 See Finland–Latvia relations
Finland recognised Latvia's independence de facto on September 24, 1919, and de jure on January 21, 1921.
Finland has an embassy in Riga.
Latvia has an embassy in Helsinki and four honorary consulates (in Åland, Satakunta, Kymenlaakso and Oulu).
Both countries are full members of the Council of the Baltic Sea States, the European Union, NATO and Joint Expeditionary Force (JEF).
Finnish Ministry for Foreign Affairs: relations with Latvia
Latvian Ministry for Foreign Affairs: relations with Finland
Lithuania 4 November 1919 See Finland–Lithuania relations
Finland recognised Lithuania's independence de facto on November 14, 1919, and de jure on October 14, 1921.
Finland has an embassy in Vilnius and an honorary consulate in Klaipėda.
Lithuania has an embassy in Helsinki.
Both countries are full members of the Council of the Baltic Sea States, the European Union, NATO, Joint Expeditionary Force (JEF).
Finnish Ministry for Foreign Affairs: relations with Lithuania
Luxembourg 25 October 1921
Luxembourg recognised Finland's independence on October 25, 1921.
Finland has an embassy in Luxembourg City.[107]
Luxembourg is accredited to Finland through its embassy in Copenhagen.[108]
Finnish Ministry for Foreign Affairs: relations with Luxembourg
Both countries are full members of the European Union and NATO.
Netherlands 18 August 1918 See Finland–Netherlands relations
The Netherlands recognised Finland's independence on January 28, 1918.
Finland has an embassy in The Hague and honorary consulate general in Amsterdam and other honorary consulates in Rotterdam and Terneuzen.[109]
The Netherlands has an embassy in Helsinki and consulates (in Kuopio, Mariehamn, Oulu, Rovaniemi, Tampere, Turku and Vaasa).[110]
Dutch Ministry for Foreign Affairs: relations with Finland
Finnish Ministry for Foreign Affairs: relations with the Netherlands
Both countries are full members of the European Union, NATO and Joint Expeditionary Force (JEF).
Norway 6 April 1918 See Finland–Norway relations
Norway recognised Finland's independence on January 10, 1918.
Finland has an embassy in Oslo and other honorary consulates in Bergen, Bodø, Drammen, Farsund, Grimstad, Halden, Hamar, Hammerfest, Haugesund, Horten, Kirkenes, Kristiansand, Kristiansund, Larvik, Moss, Narvik, Sarpsborg, Stavanger, Tromsø, Trondheim, Vadsø, and Ålesund.
Norway has an embassy in Helsinki.
Both countries are full members of the Nordic Council and the Nordic Passport Union, with no border controls or limitations on travel and residence. On cases concerning an individual, authorities must arrange translations between Finnish and Norwegian, if necessary.
Both countries are full members of the Council of the Baltic Sea States, Council of Europe, NATO and Joint Expeditionary Force (JEF).
Finnish Ministry for Foreign Affairs: relations with Norway
Poland 8 March 1919 See Finland–Poland relations
Finland has an embassy in Warsaw and an honorary consulate in Gdynia.
Poland has an embassy in Helsinki.[111]
Both countries are full members of the Council of the Baltic Sea States, the European Union, and NATO.
Finnish Ministry of Foreign Affairs: relations with Poland Archived February 25, 2012, at the Wayback Machine
Portugal 10 January 1920
Portugal recognised Finland's independence on December 19, 1919.
Finland has an embassy in Lisbon and honorary consulates in Faro, Lisbon, Porto, Vila Real de Santo António, Ponta Delgada in the Azores and Funchal in Madeira.[112]
Portugal has an embassy in Helsinki.
Both countries are full members of the European Union and NATO.
Finnish Ministry for Foreign Affairs: relations with Portugal
Romania 14 October 1949
Romania recognised Finland on April 8, 1920.
Finland has an embassy in Bucharest and two honorary consulates (in Bucharest and Constanţa).[113]
Romania has an embassy in Helsinki.[114]
Both countries are full members of the European Union, NATO, and the Organization for Security and Co-operation in Europe.
Finnish Ministry of Foreign Affairs: relations with Romania
Romanian Ministry of Foreign Affairs: relations with Finland
Russia 30 December 1991
Main article: Finland–Russia relations
Relations with Russia are peaceful and friendly. Finland imports a lot of goods and basic necessities, such as fuel, and the two nations are agreeing on issues more than disagreeing on them.
Finland was a part of the Russian Empire for 108 years, after being annexed from the Swedish empire. Discontent with Russian rule, Finnish national identity, and World War I eventually caused Finland to break away from Russia, taking advantage of the fact that Russia was withdrawing from World War I and a revolution was starting in earnest. Following the Finnish Civil War and October Revolution, Russians were virtually equated with Communists and due to official hostility to Communism, Finno-Soviet relations in the period between the world wars remained tense. Voluntary activists arranged expeditions to Karelia (heimosodat), which ended when Finland and the Soviet Union signed the Treaty of Tartu in 1920. However, the Soviet Union did not abide by the treaty when they blockaded Finnish naval ships. Finland was attacked by the Soviet Union in 1939. Finland fought the Winter War and the Continuation War against the Soviets in World War II. During the wars, the Finns suffered 90,000 casualties and inflicted severe casualties on the Russians (120,000 dead in the Winter War and 200,000 in the Continuation War).
Contemporary issues include problems with border controls causing persistent truck queues at the border, airspace violations, pollution of the Baltic Sea, and Russian duties on exported wood to Finland's pulp and paper industry. Russia also considered large swathes of land near the Finnish border as special security area where foreign land ownership is forbidden. A similarly extensive restriction does not apply to Russian citizens. The Finnish Defence Forces and Finnish Security Intelligence Service have suspected that Russians have made targeted land purchases near military and other sensitive installations for intelligence or special operations purposes.[115][116] Right-wing commentators accuse the government of continuing the policy of Finlandisation.
Recently, Finland-Russia relations have been under pressure with annexation of Crimea by the Russian Federation, which Finland considers illegal. Together with the rest of the European Union, Finland enforces sanctions against Russia that followed. Still, economic relations have not entirely deteriorated: 11.2% of imports to Finland are from Russia, and 5.7% of exports from Finland are to Russia, and cooperation between Finnish and Russian authorities continues.[117]
Finland has an embassy in Moscow and a consulate-general in Saint Petersburg.
Russia has an embassy in Helsinki, a consulate-general in Turku and consulates in Lappeenranta and Mariehamn.
Serbia 1929
Finland has an embassy in Belgrade.[118]
Serbia has an embassy in Helsinki.[119]
Finland is an EU member and Serbia is an candidate.
Finnish Ministry of Foreign Affairs: relations with Serbia
Serbian Ministry of Foreign Affairs: relations with Finland Archived March 5, 2012, at the Wayback Machine
Slovakia 1 January 1993
Finland recognised the independence of Slovakia on January 1, 1993.
Finland has an embassy and an honorary consulate in Bratislava.[120]
Slovakia has an embassy in Helsinki.
Both countries are full members of the European Union and NATO.
Finnish Ministry for Foreign Affairs: relations with Slovakia
Slovenia 17 February 1992
Finland recognised Slovenia on January 17, 1992.
Finland has an embassy in Ljubljana.
Slovenia has an embassy in Helsinki.
Both countries are full members of the European Union and NATO.
Tensions between the countries rose in late 2008 when a news program on Finland's national broadcasting company station YLE accused Finnish weapons manufacturer Patria of bribing Slovenian officials to secure an arms deal. Slovenian Prime Minister Janez Janša formally complained to the Finnish ambassador in Ljubljana.[121] This controversy became known as the Patria case.
Finnish Ministry of Foreign Affairs: relations with Slovenia
Spain 16 August 1918 See Finland–Spain relations
Spain recognised Finland's independence on February 21, 1918.
Finland has an embassy in Madrid and two honorary consulates general in Barcelona and Sevilla and other honorary consulates in A Coruña, Benidorm, Bilbao, Gijón, Málaga, Palma de Mallorca, Pilar de la Horadada, Santa Cruz de Tenerife, Santander, Valencia and Vigo.[122]
Spain has an embassy in Helsinki.[123]
Both countries are full members of the European Union and NATO.
Finnish Ministry for Foreign Affairs: relations with Spain
Sweden 10 January 1918
Main article: Finland–Sweden relations
Finland and Sweden have always had very close relations, resulting from shared history, numerous commonalities in society and politics, and close trade relations. A newly appointed Foreign Minister makes his or her first state visit to Sweden. Finnish politicians often consider Sweden's reaction to international affairs first as a base for further actions, and thus finally both countries often agree on such issues. If there has ever been any dissonance between the two countries those were the Åland question in the early 1920s and the Swedish declaration of non-belligerent status during the Winter War. Finland and Sweden are members of the European Union and the Schengen agreement, freeing international travel and trade between the countries. Furthermore, both participate in the Nordic Council, which grants Swedish nationals slightly more extensive rights than the EU/Schengen treaties alone.
Finland has an embassy in Stockholm.
Sweden has an embassy in Helsinki.
Both countries became members of the European Union in 1 January 1995.
Both countries applied for NATO membership on 18 May 2022. Finland became a member on 4 April 2023, while Sweden became a member on 7 March 2024.
Both countries are full members of the European Union, NATO and of the Council of Europe.
Switzerland 29 January 1926
Finland recognised Switzerland on January 29, 1926.
Finland has an embassy in Bern.
Switzerland has an embassy in Helsinki.
Turkey 20 May 1920 See Turkey in Asia Above
See Finland–Turkey relations
Ukraine 26 February 1992 See Finland–Ukraine relations
In 1918, Finland was one of the first countries which recognised Ukraine in 1918 and opened its diplomatic mission in Kyiv.
Finland recognised Ukraine on December 30, 1991.
Finland has an embassy in Kyiv.[124]
Ukraine has an embassy in Helsinki.[125]
Both countries are full members of the Council of Europe.
Finland is an EU member and Ukraine is an candidate.
Finnish Ministry of Foreign Affairs: relations with Ukraine Archived October 6, 2016, at the Wayback Machine
United Kingdom 6 May 1919[50]
Finland has an embassy in London and honorary consulates in Aberdeen, Belfast, Birmingham, Bristol, Cardiff, Dover, Dundee, Edinburgh, Gibraltar, Glasgow, Hamilton, Harwich, Hull, Immingham, Leeds, Lerwick, Liverpool, Manchester, Middlesbrough, Newcastle upon Tyne, Nottingham, Plymouth, Rochester, Sheffield, Southampton and St Helier.[126]
The United Kingdom has an embassy in Helsinki and honorary consulates in Jyväskylä, Kotka, Kuopio, Oulu, Rovaniemi, Turku, Tampere, Vaasa and Åland.[127]
Both countries are full members of NATO and the Council of Europe.
Both countries are full members of Joint Expeditionary Force (JEF).
Country Formal Relations Began Notes Australia 31 May 1949
Main article: Australia–Finland relations
Diplomatic relations were established on May 31, 1949.
Australia is accredited to Finland from its embassy in Stockholm, Sweden.
Finland has an embassy in Canberra and a consulate in Sydney.
New Zealand 22 July 1950
Finland is accredited to New Zealand from its embassy in Canberra, Australia.
New Zealand is accredited to Finland from its embassy in The Hague, Netherlands.
Aland Islands
Unrepresented United Nations[128]
List of diplomatic missions in Finland
Ministry for Foreign Affairs (Finland)
Politics of Finland
Pulp mill conflict between Argentina and Uruguay (for the conflict over the installation of a pulp mill by the Finnish company Botnia in Uruguay, across the Uruguay River)
Visa requirements for Finnish citizens
Arctic policy of Finland
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Services
Sustainable Forest Management - YES WE DO IT SINCE CENTURIES!
Timberland management
Take advantage of our Timberland Management services if you want to outsource your forest management activities.
Our services cover the entire scope of classic forest management, including reforestation, silviculture, timber harvesting, timber logistics, timber skidding, all the way to lumber trade, etc.
We also take care of various other activities such as hunting, nature conservation and tourism services.
With our Timber Management services we turn directly to forest owners who, although they manage the forests themselves, expect more return and benefits from their property.
Forest management planning
Skills
The Forest Sector Business environment is in a major change
Forest Certification
"Eco- labeling programs have become very prominent in many countries.
Today this environmental policy innovation can be found not only in OECD countries but also in developing countries. Although eco- labels should be seen as a complement to, rather than a substitute for, traditional regulatory instruments (Harrison 1999: 110), it can be assumed that these environmental policy instruments will become more important for environmental policy in the near future."
Kern et.al
State forest services
SORRY
Dear Visitor, a text will be available shortly
In excuse for this inconvenient have a look here
Forests and the Kyoto protocol
SORRY
Dear Visitor, a text will be available shortly, but there is a German text.
In excuse for this inconvenient we want to show
you an example of really bad safety management:
Forest Owner Associations
General Information and initial situation
Weilhart as a contiguous forest area with a total area of about 10.000 ha comprises about 5.000 ha of large scale forests owners (Castell and co-onwers) and about 5.000 ha of small holder private forests. The 5.000 ha of core area make up the core of the Weilhart forest area, whilst the small holder private forest make up the fringe zone congregated around the core.
Plantation management
Timber plantations are of high importance for the future wood supply
"European global players on the pulp & paper market - most of them are the product of mega-mergers - have used their heft to go global. For starters, they have invested billions in new pulp mills in South America that are three times bigger than any in Canada. The ability to spread fixed costs over so much capacity is an unbeatable advantage.
The eucalyptus trees that feed these mills grow to maturity in less than a decade in the Brazilian and Uruguayan sun, compared to the 70 or 80 years it takes for Northern tree species in the US, Canada and Europe. The South American pulp is shipped back to Europe and turned into dozens of different grades of paper on the most modern and fastest machines in existence. The equipment is designed by Austrian ones at Andritz, Finnish ones at Metso or German ones at Voith."
10th Aniversary
25th of October 2008
The forest association Weilhart (WWGW) has been founded in 1998 by a couple of enthusiastic forest owners in the region of county Braunau, Flachgau, Altötting, Traunstein.
In the meantime more than 100 members have joined the association.
Main objects of the association are:
Managing Plantation Operations
From Establishment through Maintenance to Harvesting
First FSC Certificate
FSC News+Notes, ISSUE 11, AUGUST 11, 2003
Crossing Boundaries through FSC Group
Certificate: GFA-FM/COC-2084
GFA-FM/COC-001771
Timberland Valuation and the global economic crises
The issue in today’s post concerns why the transaction price of timberland has shown little or no decline in value but the stock price of the publicly traded companies that own timberland has declined dramatically. I will also look at what I think is happening in the timberland market today and how I see the market for timberland investment. But first, let’s set the stage.
Horse logging/Pferderückung
Prince Edward's Provinzregierung (Kanada) erlaubt jedermann die Holznutzung mit Pferden...
Montag, 20.4.2009: Totholz und minderwertige Holzsortimente gehören demjenigen, der das Holz mit Pferden aus dem Wald bringt. Er muss weder für das Holz noch für eine Holznutzungslizenz bezahlen. Ein interessanter Ansatz um Pferderückung in das Blickfeld der Öffentlichkeit zu rücken...
Government offer leads to horse logging comeback
Monday, 20th of April 2009: More forests on P.E.I. are being logged with the help of horses this year following an offer of free firewood.
Forestry returns outperform the rest over three years
London, 24th June 2009: Investment in forestry outperformed domestic commercial property and equities last year, producing a positive annual total return of 7.0%, eclipsed only by bonds, according to the IPD UK Forestry Index.By comparison, UK commercial property delivered -22.11%; UK equities returned -29.92%, while listed property companies and trusts were the most vulnerable to the global market downturn, returning -46.63% over 2008. Bonds, however, gained 154%.
India: Punjab forest dept to distribute one million seedings
Punjab forest dept to distribute 10 lakh seedings
Wednesday, 24 June 2009: CHANDIGARH: The Punjab Forest Department has decided to give a big push to agro-forestry in the State and would distribute 10 lac seedlings of fast-growing and economically important tree species such as Eucalyptus, Shisham and Drek.
New Zealand Eucalyptus for the U.S.
28 June 2009: A Quarter Million NZ Raised GE Eucalyptus Trees Intended for Planting in U.S; Soil &Health Association of New Zealand, (Est. 1941), Publishers of ORGANIC NZ
More than a quarter of a million genetically engineered (GE) eucalyptus trees exported from New Zealand stand to shred New Zealand’s clean, green brand and risk large-scale health and environmental damage, according to the Soil & Health Association of New Zealand.
Climate change happens: beetles to destroy American forests
Markus Sommerauer - Mon, 13/07/2009 - 06:59
4.7.2009: America's 4 July bonfires served a dual purpose yesterday. They burned the wood of trees destroyed by a trio of bugs that are devastating parts of the nation's forests.
With 750 million acres of forests in the United States, the scale of the problem is massive. Since 1999, the country has lost, on average, 1 per cent of its tree cover per year. This means these small insects have killed about 10 per cent of all US forests in 10 years.
A profitable rainforest!(?)
A MOST unusual document landed on your correspondent’s desk recently: a financial report from a rainforest. Iwokrama, a 370,000-hectare rainforest in central Guyana, announced that it was in profit. It added, more intriguingly, that rainforests had entered the “global economy”.
Indonesian Government: Production forests will reach 10m hectares by 2014
The government is optimistic its production forests (HTI) will span over 5 million hectares by the year-end, and over 10 million hectares by 2014 as targeted, because the forestry industry can now resort to financing supported by government, an official says.
Higher Carbon Dioxide May Give Pine Trees A Competitive Edge
ScienceDaily (Aug. 4, 2009) — Pine trees grown for 12 years in air one-and-a-half times richer in carbon dioxide than today's levels produced twice as many seeds of at least as good a quality as those growing under normal conditions, a Duke University-led research team reported Aug. 3 at a national ecology conference.
Kenya to Plant 7.6 Billion Trees to Check Deforestation
NAIROBI - Kenya said on Wednesday it would plant 7.6 billion trees over the next 20 years to redress decades of chopping down forest cover, the effect of which is now being felt in acute water and power shortages.
Germany and US to finance a Reforestation Project in India
The United States and Germany have agreed to donate $19 million for the reforestation of a Bangladesh wildlife sanctuary under a global climate change mitigation project, the U.S. embassy said on Wednesday.
A New Direction And Vision For America’s Forests
SEATTLE, August 14, 2009 - US Agriculture Secretary Tom Vilsack has outlined his vision for the future of America’s forests. In his first major speech regarding the U.S. Department of Agriculture’s Forest Service, Vilsack set forth a new direction for conservation, management, and restoration of these natural treasures.
Farmers protect climate by doing Forestry
Markus Sommerauer - Wed, 26/08/2009 - 16:34
Austrian Farmers have taken care of both - Farmland and Forests - since centuries because of the close interconnection of agriculture and forestry. Holistic land use management is obligatory for every Austrian farmer. Therefore it's not quite new for Austrian Farmers what the World Agroforestry Centre is concluding:
International Paper Treads Monsanto’s Path to ‘Frankenforests’
Aug. 28 (Bloomberg) -- International Paper Co., the world’s largest pulp and paper maker, plans to remake commercial forests in the same way Monsanto Co. revolutionized farms with genetically modified crops.
Over 10,000 jobs already lost in Finnish forestry sector
Finnish forestry’s contribution to the national economy has dropped by half since the start of the new millennium.
Certified Forestry Is In Trouble, U.N. Report Says
The certified-forestry movement is running out of steam, a United Nations report suggests.
"The pace of expansion of global certified forest area has slowed dramatically in the last three years," says the international agency's recently released Forest Products Annual Market Review, 2008-2009. The proportion of "industrial roundwood" coming from forests certified by such environmental organizations as the Forest Stewardship Council (FSC) has actually decreased recently, to 25.9%, it says.
"Certified forest area increased by around 50 million hectares a year between 2001 and 2005 – mainly due to a rapid increase in certified forest area in North America – then the rate slowed by half to 25 million hectares a year in 2006 and 2007. More recently the rate has stagnated even further, not exceeding 4 million hectares between May 2008 and May 2009." Certified forestry has actually lost some ground in North America and Europe, the U.N. report adds.
One culprit is that the sustainable-forestry movement is running out of low-hanging fruit: "Now that many of the largest state- and industry-owned lands in the developed world are already
certified, the certification movement faces the significant challenge of expanding in more difficult
areas" such as small forestry operations and developing countries.
Please continue reading this article here...
Forest certification in war - some interesting insights...
Now that the forest-certification movement is running out of steam, two groups involved in promoting sustainable forestry have responded by declaring war on each other.
ForestEthics fired the first shots a few days ago, filing complaints of both tax fraud and greenwashing against the Sustainable Forestry Initiative. It sent letters last week asking the IRS to revoke SFI's tax-exempt status and requesting that the Federal Trade Commission investigate SFI's "unfair and deceptive" marketing practices. ForestEthics claims that SFI's forestry-certification program is inferior to Forest Stewardship Council certification.
SFI responded today by calling the ForestEthics complaints "an affront to the tremendous efforts by foresters, businesses, governments, consumers, SFI and other standards groups to preserve and protect our forests for future generations."
“We should all be focusing our resources and efforts on supporting responsible forest management and fighting deforestation and illegal logging, not wasting energy on bickering among ourselves," SFI added. A United Nations report recently concluded that the once-rapid growth of forest-certification efforts has stagnated during the past three years, Dead Tree Edition reported last month.
I'm skeptical whether FSC, which has had its own credibility issues in places like Indonesia, is significantly superior to SFI, but I welcome comment on the subject. I think the most useful service Dead Tree Edition can offer at this point is extensive excerpts from the complaints and SFI's response. Note: The rest of this article consists entirely of statements from ForestEthics and SFI that do not necessarily represent the views of Dead Tree Edition:
Woodplantations will help developing countries to establish Sustainable Forest Management
“The world needs more effective and focused international action on tropical forests. That will help
reduce poverty, protect biodiversity and also mitigate the effects of climate change.”
Roads and Rainforests - of course they matter...
Chainsaws, bulldozers, and fires are tools of rainforest destruction, but roads are enablers.
Forests do not naturally grow in straight lines
Forest negotiations recently have been featuring a lot of talk about something called “sustainable forest management,” or in climate policy parlance, SFM.
SFM - do people know what they are talking about?
Markus Sommerauer - Thu, 08/10/2009 - 07:48
In matters of: Bangkok, Day 5: Breaking News: Forests do not naturally grow in straight lines:
Study shows trees have impact on Georgia’s economy
As Americans mark National Forest Products Week from Oct. 18-24, a new report shows Georgia’s forest products industry has a significant impact on the state’s economy.
2009 Nobel prize for economics and forest property
The 2009 Nobel prize for economics recently was awarded to two Americans – Elinor Ostrom and Oliver E. Williamson – for complementary ideas on economic governance.
After Typhoon, Illegal Logging Back in Spotlight in Vietnam
When rains slowed enough for people living in the central coast of Vietnam to venture outside and assess the damage, they were stunned at what they saw.
EU Position for the Copenhage Climate Conference
The European Union has published it's Position for the Copenhave Climate Conference.
Here are the Forests related parts.
The planet never needed more than now world forestry management
World Forestry Congress produces a message to be presented at COP 15
in Copenhagen
XIII World Forestry Congress 2009: Forest Development: A Vital Balance
PREAMBLE
We, the 7,075 participants from 160 countries gathered at the Thirteenth World Forestry Congress to consider the theme of the Congress, “Forest Development: A Vital Balance” and through it explore the numerous existing and emerging environmental, social and economic challenges facing us . For the first time the Congress incorporated discussion fora, business meetings and a session on communication.
Timberland transactions in the US 2009
Major timberland transactions have slowed considerably but some continue to close. I wrote an article for Forest Landowners Magazine (THE TREND IN TIMBERLAND PRICES) that was supposed to be published in October but the publishing date was postponed until late November so I thought I would do a little update on transactions to date for this year. From the list below, you can see that there are quite a few transactions but relatively few large ones.
Logged forests support biodiversity after 15 years of rehabilitation
With the world facing global warming and a biodiversity crisis, a new study in Conservation Biology shows that within 15 years logged forests—considered by many to be 'degraded'—can be managed in order to successfully fight both climate change and extinction.
Is mixing of PEFC and FSC material allowed?
A recent FSC (Forest Stewardship Council) study set out to assess whether the requirements set for FSC Controlled Wood are met by PEFC (Program for Endorsement of Forest Certification) schemes.
Is Timber an Overhyped Investment?
U.S. TIMBERLAND MAY BE ONE OF THE WORLD'S most overvalued asset classes.
Disney Invests in Forestry
The Walt Disney Company intends to invest US$7 million in forest conservation projects in the U.S.A, the Amazon and the Congo Basin in an effort to reduce its greenhouse gas emissions.
Special Session of the United Nations Forum on Forests
November 6, 2009: The United Nations Forum on Forests (UNFF) met in Special Session at UN Headquarters in New York on Friday, 30 October 2009. At the special session, delegates reached a decision on the need for urgent global action to catalyze funding for sustainable forest management around the world. (Link)
Ontario announces silviculture job stimulus program
The Ontario Ministry of Northern Development, Mines and Forestry has announced $6 million forest renewal program.
Costing the Earth: Investing in protecting Ecosystems
Coral reefs around the world are worth a staggering $172 billion dollars a year to the global economy. But the wealth of the oceans' reefs, and their amazing monetary value, is on the verge of being destroyed.
Forestry valuations grow
Buying up forest property is a different kind of property investment and can be traced all the way back to when Tarzan and Jane first settled down seventy years ago.
Gunns favourite to manage Great Southern
TIMBER company Gunns is poised to further increase control of Australian forests, emerging as favourite to take over the running of Great Southern's management investment scheme plantations.
Public perceptions of forestry in the European Union
The report of the study Shaping forest communication in the European Union: public perceptions of forests and forestry was published in September 2009.
Ecotourism may be a solution to the tourism industry’s climate threat
Tourism is considered to be a highly climate-sensitive economic sector similar to agriculture. This has encouraged industry players to look at new ways to respond effectively to these problems.
Chile Copec 9-month profit down 43.3 pct yr/yr
SANTIAGO, Nov 27 (Reuters) - Chilean industrial conglomerate Copec COP.SN said on Friday its nine-month profit tumbled 43.3 percent from a year ago, but its businesses were recovering from the worst of the global financial crisis.
Tembec wants to sell its two kraft mills in Europe
Billion hectares of land have potential for forest restoration
Land areas around the world totalling more than the size of Canada have been identified as having potential to be restored to good quality, healthy forests, a new study has found.
Sustainable Forest Management increasingly important for Climate-Change Mitigation
Expert-Level Meeting of the Ministerial Conference on the Protection of Forests in Europe (MCPFE) highlights crucial role of European Forests
FOREST EUROPE: New brand name for the Ministerial Conference on the Protection of Forests in Europe (MCPFE)
Save-the-jungle proposal from Amazon nations
Presidents from eight Amazon countries meet on Thursday to lay out a save-the-jungle proposal for the UN climate conference.
So what? Is climate heating up or cooling down?
For years there has been a strong divide between those that believe mankind is causing global warming and those that don't.
Planting season in forestry plantations
The rainy season in Brazil is from December to July and is universally recognised by the forestry operators in situ as the optimum time for planting out the seedlings destined for the forestry plantations.
Boreal forests in wealthy countries being rapidly destroyed
Boreal forests in some of the world's wealthiest countries are being rapidly destroyed by human activities — including mining, logging, and purposely-set fires — report researchers writing in Trends in Ecology and Evolution.
Calling WTO to do REDD support?
Maya Lin to Debut 'Unchopping a Tree' at Support REDD+ Gala at COP15
COPENHAGEN, Dec.
Climate summit closed to civil society, but remains open to big business
Deforestation and REDD Facts & Figures
Primary forest loss
The following section is a quantitative look at primary forest loss.
More than seven million hectares of primary forest were lost on an annual basis between 2000 and 2005, the most recent period for which data is available from the U.N. Food and Agriculture Organization. Roughly half this loss occurred in Brazil, which is home to the largest extent of tropical forest in the world: the Amazon.
2009: a year in review of rainforest protection
2009 may prove to be an important turning point for tropical forests.
Lead by Brazil, which had the lowest extent of deforestation since at least the 1980s, global forest loss likely declined to its lowest level in more than a decade. Critical to the fall in deforestation was the global financial crisis, which dried up credit for forest-destroying activities and contributed to a crash in commodity prices, an underlying driver of deforestation.
First-Ever Study Quantifies the Economic Impact of Private, Working Forests in the U.S.
CHARLOTTE, N.C. (December 2009) - A new study, commissioned by the National Alliance of Forest Owners (NAFO) and conducted by Forest2Market®, quantifies the economic impact of private, working forests on the U.S. economy.
URUGUAY: Forestry Industry Boom Brings Jobs and Challenges
PAYSANDÚ, Uruguay, Jan 6 (IPS) - "After work, when I'm on my own, I'm bored to death. If you want amenities, you have to bring them yourself," says young forestry worker Alejandro de Leiva, who works on a tree plantation in the western Uruguayan province of Paysandú, where he lives and works for 10 to 12 days in a row, with just two days off.
Mozambique: Government Approves Eucalyptus Plantations
Maputo — The Mozambican government approved on Tuesday a project to plant eucalyptus trees for industrial purposes across large swathes of the northern province of Nampula.
Africa: For Trees, Against Monoculture
Windhoek — Growing demand for products like timber and biofuels is putting pressure on shrinking rainforests.
Uganda: Growing Trees for Cash; a Long Term Lucrative Venture
When Mr Ponsiano Besesa sold his four-storey-hotel in Kampala to invest in forestry in February last year, people thought he was going mad. But the old man had calculated and knew very well that trees would reap him more than what a hotel would.
Forest project gets a boost
Guwahati, Jan. 18: The French development agency, Agence Française de Développement, has given the go ahead to the Assam forest department to undertake a feasibility study of the Rs 450-crore Assam project on forestry and bio-diversity conservation.
Ghana to start capacity building program acting on Climat Change
Accra, Jan.
Congo Basin: State of the Forest 2008
This report provides an update on the status of tropical moist forests in Central Africa. It covers the 6 countries containing this forest type, namely Gabon, Republic of the Congo, the Democratic Republic of Congo, Equatorial Guinea, Cameroon and the Central African Republic.
AFC denounces gov’t attack on Janette Bulkan
The Alliance For Change (AFC) says that the People’s Progressive Party (PPP) government is being “inept and opportunistic” in requesting that the World Bank remove forestry activist, Dr Janette Bulkan from a Technical Advisory Panel.
The national US forest harvest
Over the past 20 years there have been many changes impacting the output of our nation's timberland but none have impacted it as much as the management of our National Forests. First, let’s talk big numbers and try to put the whole thing into perspective.
Forest managment planning in the Congo Basin Rainforests
Forest management planning in Congo Basin rainforests : a critical analysis of the state of art and design of a new planning system as a contribution to sustainable forest management
Forestry report urges province to manage carbon storage
Maximizing the carbon stored in B.C.'s forests could provide benefits both economically and environmentally over the long-term, says a new report, Managing B.C.'s Forests for a Cooler Planet.
Japan: Saving the planet through its trees
Negotiators at the COP15 conference in Copenhagen didn't see eye to eye on much last month, but almost everyone agreed on one thing: To protect the planet we need to save its forests.
Mid-term evaluation of the implementation of the EU Forest Action Plan
The mid-term evaluation of the EU Forest Action Plan was presented at the 112th meeting of the Standing Forestry Commission (11-12 December 2009). The evaluation report has recently been made available on the DG Agriculture web-site. The study contains both an inventory of the implementation of the 18 Key Actions of the EU Forest Action Plan and an evaluation of its relevance, effectiveness, efficiency. It contains recommendations for the EU Forest Action Plan in the period until 2011.
Forestry sector needs transparency to reduce risks of REDD
A new project aims to increase transparency in the forestry sector, an area long plagued by corruption and mismanagement.
The Forest Sector Transparency Report Card, launched by Global Witness, an environmental NGO, assesses 70 transparency indicators, evaluating the public availability of land use maps, logging contracts, and other forestry-related information in Cameroon, Ghana, Liberia and Peru. The effort will eventually be expanded to other countries.
UK government is still struggling to understand deforestation and illegal logging
Markus Sommerauer - Wed, 27/01/2010 - 11:25
"Cutting down the worlds forests is responsible for about a fifth of global carbon emissions, but what many people may not realise is that this is linked to the illegal trade in timber. This is a major problem for many timber-producing countries in the developing world. It not only causes environmental damage, but costs governments billions of dollars in lost revenue, often involving corruption and funds armed conflict."
Kolumbien: Biosprit gefährdet Mensch und Natur
Wien (pte/27.01.2010/12:50) -
Report: British Columbia to spent 50% of it's land for forest conservation
Nature, Carbon and Climate Change in British Columbia
by Dr. Jim Pojar; Commissioned by the Working Group on Biodiversity, Forests and Climate, an alliance of ENGOs including ForestEthics
Russian Forest Fire Hell Ride
Four Russian men volunteered to help their neighbours protect their homes from an approaching forest fire in Russia's Nizhny Novgorod region.
As this video shows, the men had a close brush with death when they were trying to escape the village as the forest fire closed in around their car.
BBC REDD Alert 2
Community Forestry 1
Community Forestry 2
Reduced impact logging
View from a falling tree - (il)legal logging
China regrows trees
China on the move
China on the move -- Meeting environmental challenges
Canadian timber hauling
Responsible, dilligent and painstalking timber transport in the Canadian West...
Bad harvesting operations
Example of really bad forest operations management
What's the bad?
Forestry decline threatens power plants
Forestry decline threatens power plants...
To get an idea of the problems:
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Datasets and analysis of integrative health bibliography - IntregrativeHealthConcept/data/EcosystemService.tsv at master · loire/IntregrativeHealthConcept
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Baltic Sea Action Summit in Helsinki a success
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The Baltic Sea Action Summit that was held in Helsinki on Wednesday, 10
February was a success in the opinion of the arrangers. The summit
attracted a large and high-level group of participants...
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Finland abroad: Ghana
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Ministry for Foreign Affairs
Office of the President of the Republic of Finland
Prime Minister’s Office
Baltic Sea Action Group
Press Release 37/2010
10 February, 2010
PM Matti Vanhanen, President Tarja Halonen and the Chairman Ilkka Herlin arrive at BSAS. Photo: Petri Krook.
The Baltic Sea Action Summit that was held in Helsinki on Wednesday, 10 February was a success in the opinion of the arrangers. The summit attracted a large and high-level group of participants to Finlandia Hall to tell about their commitments to protect the Baltic Sea. All in all around 500 persons were on hand for the event.
The summit was hosted by President of the Republic Tarja Halonen, Prime Minister Matti Vanhanen and Mr Ilkka Herlin, the Chairman of the Baltic Sea Action Group, who together convened the summit. The Ministry for Foreign Affairs took charge of preparations and arrangements.
The summit was attended by heads of state and government and ministers from eleven countries around the Baltic Sea. Participants included King Carl XVI Gustaf and Minister of the Environment Andreas Carlgren of Sweden, President Valdis Zatlers of Latvia, President Dalia Grybauskaité of Lithuania, Prime Minister Jens Stoltenberg of Norway, Prime Minister Lars Lokke Rasmussen of Denmark, Prime Minister Andrus Ansip of Estonia, Prime Minister Vladimir Putin of Russia, Deputy Prime Minister Waldemar Pawlak of Poland, Federal Minister of Food, Agriculture and Consumer Protection Ilse Aigner of Germany, Minister of Natural Resources and Environmental Protection Vitali Kulik of Belarus and EU Regional Policy Commissioner Johannes Hahn.
Numerous NGOs and businesses also took part in the summit and made commitments to protect the Baltic Sea. This was the first time such a summit focusing on concrete commitments and bringing together the private and public sectors has been arranged in Finland.
About 140 commitments were made at the summit, which is a considerable number. The purpose of all the commitments is to promote the protection of the Baltic Sea and to improve its ecological condition. The commitments are concrete and the Baltic Sea Action Group will monitor their implementation.
"I am very glad that the Baltic Sea countries were represented at such a high level. The participation of NGOs and businesses on such a broad front also made this an entirely new type of summit. All actors are needed in this cooperation. I thank the participants for all the commitments that were made to protect the Baltic environment. We don't expect miracles but we do expect hard work, of which this summit was a demonstration," said President of the Republic Tarja Halonen.
"This was an important step forward in protecting the Baltic Sea. Our common sea needs action and not just talk. Hopefully as many people as possible will be encouraged by this summit's example and make a commitment to protect the Baltic Sea in their own activities. In the future paying attention to environmental values will also be a competition edge for businesses," noted Prime Minister Matti Vanhanen.
"Now promises have been made and measures must be taken to fulfil them. We will go on working and monitor the situation constantly, since protecting the Baltic Sea is a continuing process," emphasized Mr Ilkka Herlin, the Chairman of the Baltic Sea Action Group.
More information: Head of Press Relations Eila Nevalainen, Office of the President of the Republic, tel. +358 40 350 3830, Head of Communications Mikko Norros, Prime Minister's Office, tel. +358 40 547 6280, BSAS Content Director Saara Kankaanrinta, tel. +358 50 545 0323, BSAS Secretary General Jari Luoto, tel. +358 40 545 2524
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[] |
[] |
[
""
] | null |
[] |
2006-11-23T00:00:00
|
Written Answers. Dáil Éireann debate - Thursday, 23 Nov 2006
|
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https://www.oireachtas.ie/en/debates/debate/dail/2006-11-23/25
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I propose to take Questions Nos. 9 and 99 together.
I met the Secretary General of Amnesty International, Ms. Irene Khan, in London on Wednesday 8 November. The meeting was a useful opportunity to exchange views and discuss common ground with one of the leading global human rights organisations. Our discussions centred on the situation in Darfur and the role of the new United Nations Human Rights Council.
On Darfur, I briefed Ms. Khan on my visit to the region last July and on my discussions with the Sudanese Foreign Minister then and in September. I also recalled that I had highlighted the situation in Darfur in my address to the UN General Assembly. I expressed my serious concern at the ongoing human rights violations in the region and assured Ms. Khan that Ireland would continue to do all it can at an international level to bring these gross human rights violations to an end, above all through achieving agreement on a robust peace-keeping force. Ms. Khan gave me an account of Amnesty's important work in relation to Darfur. She emphasised the important role of the Egyptian Government and it was partly in response to her suggestion that, as indicated in my earlier reply, I recently wrote to my Egyptian colleague.
On the UN Human Rights Council, which was established earlier this year, we exchanged views on the early stages of its operation. Ms. Khan outlined Amnesty's view of the challenges facing the Council. I reiterated Ireland's support for an active presence for civil society at the Council and we discussed practical ways in which this might be facilitated.
We also discussed briefly the situation in the Middle East and the recent deployment of Irish troops to Lebanon as part of the UNIFIL mission.
I also availed of the meeting to underline Ireland's strong and forceful opposition to the practice of extraordinary rendition, which Ms. Khan acknowledged.
I understand that Japanese Prime Minister Shinzo Abe has indicated that he intends to begin a debate on the possible revision of the Japanese constitution. In his Policy Speech to the 165th Session of the Diet, Prime Minister Abe noted that the current Constitution was formulated nearly 60 years ago when Japan was under military occupation, and that discussions were ongoing within and among the government and opposition parties regarding "the formulation of a constitution that befits a new era". The Prime Minister has not set an exact timeframe for the possible revision of the Constitution, though he has indicated in a recent press interview that he envisages addressing this issue within the next six years, the maximum period he may serve as Prime Minister.
Japan is an important partner for Ireland and the EU, with whom we share fundamental values such as democracy, the rule of law, human rights, and with whom we cooperate for peace, security and the prosperity of the international community. Japan is an active member of many international organisations. It is a major contributor financially and in peace-keeping to the UN, and a very significant aid donor. In 2007 we will be marking the 50th anniversary of diplomatic relations between our two countries.
Prime Minister Abe has made clear in various fora that Japan seeks to engage in active diplomacy not only in Japan's national interest but in the interest of the region's peace and prosperity. To that end he has already sought to strengthen Japan's partnerships with other countries, including its bilateral relations with the countries of the region, notably China and the Republic of Korea, and I welcome these moves. Japan is also active in Six Party Talks on the DPRK, the recent missile and nuclear weapons tests which are rightly of grave concern to it, as they are to the rest of the international community. Overall, and indeed against the above background, I take the view that the content of the Japanese Constitution is primarily a matter for the Japanese people alone.
The 2007 Estimates for my Department include a total provision of €208.8 million for Vote 28 and €728.7 million for Vote 29 dealing with development assistance.
The Vote 29 Estimate represents a further substantial increase in our assistance to developing countries, from just over €600m this year to €728m in 2007. In addition, the Estimates provide €85 million for development aid through other Government Departments, bringing Ireland's Official Development Assistance (ODA) in 2007 to €813m. This increased allocation amounts to 0.5% of Ireland's GNP, fully meeting the Government's interim target for 2007.
In terms of our size, Ireland continues to be one of the most generous donors in the world. The 2007 Estimates demonstrate the commitment of the Government to meet, by 2012, the UN target of providing 0.7% of GNP in development aid. The increase in aid from this year to next will amount to €130 million, which was the total amount of development aid Ireland provided ten years ago. Increased funds for Irish Aid will allow us to expand key areas of our programme, including Ireland's response to natural disasters and humanitarian emergencies in developing countries.
I am delighted that Vote 28 includes an allocation of €15.2 million for services to our emigrants abroad. This represents a 25% increase in funding compared to this year and a fifteen-fold increase in such provision since 1997. These figures clearly reflect the Government's strong commitment to the welfare of the Irish abroad.
Ireland's contributions to international organisations will increase from almost €26.4m this year to €31.9m next year. This is in keeping with the Government's continuing commitment to the role and work of the United Nations. I am also pleased that funds for North-South and Anglo-Irish cooperation projects, supported by the Department's Reconciliation Fund, will amount to €3m in 2007.
Under the capital allocations, the Estimates provide €20m for the Department's programme of purchasing premises for its Missions abroad and refurbishing Embassy buildings owned by the State. The Department favours a decision to buy rather than rent property abroad where this is supported by a sound business case.
I propose to take Questions Nos. 12 and 93 together.
The Government strongly supports the right of the people of the territory of Western Sahara to determine their own future. This has been the position of successive Irish Governments. The Government has no view on what that future should be — independence, integration with Morocco or some degree of autonomy under Moroccan sovereignty. The essential point is that it be decided in a genuine act of self-determination.
The Government has supported successive efforts by the United Nations to broker a solution to the issue of Western Sahara based on this principle. Following the ceasefire between Morocco and the Polisario Front in 1991, the UN Mission for the Referendum in Western Sahara (MINURSO) was deployed in September 1991 to monitor the ceasefire and organise a referendum on the territory's future status. That referendum has yet to be held. In 1997, the former US Secretary of State James Baker, acting as the Personal Envoy of UN Secretary General Kofi Annan, brokered the Settlement Plan between the two sides, but again this was not implemented. In 2003 he brought forward what is known as the Baker II Plan, which was endorsed by the Security Council in a number of Resolutions. Both these plans involved a referendum to determine the future of the Territory.
One of the chief obstacles to the implementation of these plans has been the refusal of Morocco to accept a referendum in which independence is an option. I regret very much that Morocco has taken this view, and I look forward to the proposals which Morocco has stated it intends to present in the near future. The Government remains convinced that the full exercise of self-determination is the essential principle on which this dispute must be resolved. The Moroccan authorities are fully aware of this view.
The position in relation to the EU-Morocco Fisheries Partnership Agreement was set out in detail in my reply to Question No 278 on 20 June 2006. The Agreement was negotiated by the Commission, discussed by Member States in the Fisheries Working Group, and adopted by the Agriculture and Fisheries Council under Qualified Majority Voting. In relation to territorial application, the Agreement used the same language as in previous EU Fisheries Agreements with Morocco, going back over many years.
In relation to the Western Sahara issue, the Government's concerns were that the Agreement should imply no recognition of Moroccan sovereignty over the territory, and that the benefits of any economic exploitation of Western Saharan resources under the Agreement should flow to the people of the territory.
In voting in Council to approve the Agreement, which is of major importance to the fishing industries of a number of partners, Ireland made a National Declaration that it supported the Agreement on the basis that these two principles were respected. In particular, Ireland noted the duty of the EU-Morocco Joint Committee, envisaged under the Agreement, to ensure "that the Agreement is implemented to the benefit of all the people concerned and in accordance with the principles of international law".
I propose to take Questions Nos. 13, 82 and 117 together.
Three Principal Development Specialists serve in Irish Aid headquarters in Dublin. None of the three has applied to decentralise to Limerick.
There are twelve Senior Development Specialists at Irish Aid headquarters. None of the twelve is applying to decentralise to Limerick, though two originally did so, but subsequently withdrew their applications.
Finally, there are nine Development Specialist posts at headquarters. Five Development Specialists originally applied to decentralise to Limerick and subsequently withdrew their applications. At present, four specialists who commenced employment since the announcement of the decentralisation programme in December 2003 are scheduled to decentralise.
There is an ongoing Labour Court case regarding the terms and conditions under which technical grades are employed in various areas of the public service, including the specialists employed by Irish Aid. Technical staff employed by Government Departments and Offices, including specialists and other fixed-term workers employed in Irish Aid, brought cases to the Rights Commissioner under the Protection of Employees (Fixed-Term Work) Act, 2003. The case, which involves complex legal issues, has been referred to the European Court of First Instance.
Some of the issues involved in the decentralisation of Irish Aid to Limerick have, therefore, a wider Civil Service dimension and must be resolved at the central level. Discussions are on-going with representatives of the specialists, with their union IMPACT, and with the Department of Finance about the issues involved.
Decentralisation is a Government decision and the Government is committed to moving ahead with its implementation. At present, 48 posts in the Directorate are filled by officers who have signalled their intention to decentralise to Limerick. A further 17 officers who are serving elsewhere in the Department, mostly abroad, are also expected to decentralise to Limerick and will be taking up duty in Irish Aid in advance of the move. In addition, 21 officers from other Departments who have applied to decentralise to Limerick, most of whom are currently based in provincial locations, will transfer to the Department closer to the date of the move. Once these officers take up duty in Irish Aid, 86 posts (69% of the Directorate's staff complement) will be in place.
A small number of staff, approximately 15 at entry grades, will be recruited for direct assignment to Limerick in the months preceding the move.
Almost all of the senior management team for Limerick will be in place by the end of this year. The Director General of Irish Aid has already indicated that he will decentralise to Limerick. There are now six Counsellors in place in the Directorate, who have volunteered to go to Limerick and a further two Counsellors will take up duty over the coming months. The changeover of the senior management team, just as in other grades, has been implemented in a planned and careful way so as to minimise disruption to the business of the Directorate.
While there are challenges ahead, management and staff are working effectively together to maintain the quality and integrity of the programme. It would be my hope that a greater number of specialists will, in time, volunteer to decentralise to Limerick.
HIV/AIDS is one of the foremost challenges in development, especially in Africa. The recently- launched White Paper on Irish Aid reaffirms the priority attached by the Government to addressing the global HIV/AIDS pandemic.
The Clinton Foundation HIV/AIDS Initiative provides assistance to countries to implement care, treatment and prevention programmes that can reverse the course of the HIV/AIDS pandemic.
Three years ago, the Government signed an agreement with President Clinton committing the Government to allocating US$50 million to HIV/AIDS treatment programmes in developing countries. Mozambique was selected as the initial country of focus for the partnership.
Mozambique is greatly affected by HIV with more than 16% of adults between the ages of 15-49 infected. These additional resources have enabled the Government of Mozambique to successfully introduce HIV treatment into its public health response to HIV/AIDS. At the end of June this year, over 27,000 people were on HIV treatment. While excellent progress is being made, this is only 10% of those needing treatment and there are still big challenges ahead.
Based on the significant progress made to date, the many challenges still to be overcome and a positive interim review of the Irish-Clinton Foundation partnership, the Government decided to extend the partnership in Mozambique for a further five years from 2006-2010.
The partnership is also being expanded to Lesotho this year. Lesotho is one of Irish Aid's partner countries and has one of the worst rates of HIV in the world. This is both a human tragedy and a tremendous barrier to development.
On 29th September last, the Taoiseach signed a new agreement with President Clinton. This new agreement builds on the existing partnership and commits the Government to continue working with the Foundation up to 2010. The agreement commits Irish Aid to work jointly with the Foundation in Mozambique and Lesotho towards the achievement of three goals: to provide financial and technical support towards the implementation of national plans for the prevention, treatment, care and support of people affected by HIV/AIDS; to contribute towards the strengthening of the health system; and to respond to the crisis of human resources for health.
This new agreement supersedes the previous agreement and provides for €70 million over the period 2006-2010. Of this amount, €60 million will go to Mozambique and €10 million to Lesotho. This support will be channelled through Ireland's missions in each country to the respective Ministries of Health. Irish Aid will meet with representatives from the Clinton Foundation in these countries on a regular basis to review cooperation and ensure the continued success of the partnership.
This is an important partnership and represents a major contribution by the Government to fighting HIV/AIDS and achieving the Millennium Development Goals.
I propose to take Questions Nos. 15, 72 and 198 together.
The conflict in Lebanon and the ongoing crisis in the Occupied Palestinian Territories have underlined the urgent need for a renewed international effort towards a comprehensive settlement of the inter-related problems of the Middle East. At the heart of such a settlement must be a negotiated two-State solution to the Israeli — Palestinian conflict. This is the only way forward for the Israeli and the Palestinian people. It is in the interests of Israel and of its neighbours, and it would remove a major source of the instability and tension across the Middle East which remains probably the greatest single threat to international peace and security.
There is a strong view among EU Member States, which the Government shares, that any effort to reach a comprehensive settlement must take into account, and where possible accommodate, the concerns of all the key regional actors, which include Syria and Iran. Engagement with Syria and Iran by all concerned could be a very positive step, but it would nonetheless need to be carefully prepared. The possibilities and basis for such engagement are currently the subject of consideration and discussion within the EU, in Israel and across the Middle East, and in the United States. I welcome Prime Minister Blair's recent contribution to this debate. Clearly, Syria and Iran can also play a politically valuable role in the stabilisation of Iraq.
The importance of Syria to an overall Middle East settlement is evident. Syria is the only one of Israel's neighbours with which a state of war technically still exists. A comprehensive peace must by definition involve Syria, which continues to seek the return of land occupied by Israel in 1967. It is encouraging that Syria has in recent years defined its goal as the achievement of a peace with Israel which will return the Golan Heights to Syria. Less encouraging, however, has been Syria's continued support for armed groups, the use of its territory to supply weapons to Hezbollah, and its long standing interference in the political affairs of Lebanon.
Iran for its part, while not bordering Israel or Palestine, has significant concerns as a regional power with wide interests. It could potentially play a positive role in the promotion of a two-State solution, but regrettably has chosen so far not to do so. It continues to reject the Oslo process and to support violent groups. It has provided weapons to Hezbollah and others. Repeated extreme statements by President Ahmadinejad on the Holocaust and the existence of Israel have increased regional tensions. It plays an increasingly influential role in neighbouring Iraq. Aspects of Iran's nuclear programme have also seriously alarmed its neighbours and considerably added to fears of instability in the region.
In a major effort to resolve the nuclear issue diplomatically, the EU proposed in June a very significant package of measures which could bring about a new and improved relationship between Iran and the wider international community, including in regard to Iran's security. Unfortunately Iran has not so far responded positively to this offer. The offer remains on the table and the door to a more positive dialogue remains open, even as the situation receives consideration in the UN Security Council.
Iran's relative international isolation has, of course, been heightened by the serious difficulties in its relations with the United States over several decades. The Government has warmly welcomed the support of the United States for the EU's efforts to engage constructively with Iran. I believe that it would be helpful if Iran and the US were in due course to agree to engage in direct contacts on regional and international issues.
I propose to take Questions Nos 16, 26, 63, 65, 197 and 206 together.
The Government's general position on the situation in Darfur is outlined in Priority Question No. 2 of today.
In his September 2006 monthly report on Darfur, the UN Secretary General expressed particular concern at the Government of Sudan's attempt to find a military solution to the crisis and its use of aerial bombardment that fails to distinguish between civilians and combatants. He also highlighted increased restrictions on humanitarian efforts, recurrent attacks on women and girls in IDP camps and a rise in the number of militia attacks on civilians. During October and November attacks on civilians have further increased. These terrible developments underline the urgency of putting in place an effective international peace keeping force in Darfur.
As regards contacts with the Ethiopian Government, I met Prime Minister Meles Zenawi in Addis Ababa in July 2006 and I wrote to him on 15 September to urge him to encourage the President of Sudan to accept the deployment of the UN operation in Darfur, with a strong mandate for the protection of civilians and provision of security for the delivery of humanitarian assistance. I also argued forcefully for the transition to a UN force with the Foreign Minister of Ethiopia while I was in Addis Ababa in July, and found his approach to this issue to be positive and constructive.
While China's approach to international relations is strongly conditioned by its attachment to the principle of non-interference in the internal affairs of other countries, it has in recent times sought to play a relatively constructive role in relation to Darfur. During the China/Africa Summit in Beijing on 4-5 November 2006, the Chinese President and Foreign Minister are believed to have stressed to President Bashir the need to engage with others to deal with Sudan's problems, particularly in Darfur. At the meeting in Addis Ababa on Darfur on 16 November, co-chaired by the UN and African Union, the Chinese representative made a strong appeal to Sudan to accept the UN Secretary-General's proposals for the deployment of a hybrid UN/African Union peacekeeping force.
I regret that China has abstained on the various UN Security Council Resolutions dealing with Sudan/Darfur. However, it has provided US$4 million in budgetary support and humanitarian aid to AMIS, the African Union's ceasefire monitoring mission there. China also welcomed the signature of the January 2005 North/South Sudan Comprehensive Peace Agreement and committed 200 troops to UNMIS, the UN's peacekeeping operation in Southern Sudan. I welcome these positive contributions, but would urge China to now bring all its influence to bear on the Sudanese President to deliver on the agreement reached at the meeting in Addis Ababa on 16 November.
The economic relationship between China and Sudan is very important. According to the Sudanese Foreign Trade Ministry, China is Sudan's main commercial partner and largest investor. The state-owned China National Petroleum Company (CNPC) owns 40% of Sudan's largest oil venture, the Greater Nile Petroleum Operating Company.
It should be recalled that under the provisions of the January 2005 Comprehensive Peace Agreement, 50% of oil proceeds in southern Sudan are for the use of the Government of Southern Sudan, an area which has suffered extensively from the conflict waged there over twenty years and which is much in need of development and investment. Southern Sudan obtained US$865 million from this source in September 2006.
According to Amnesty International, arms deliveries to Sudan from China since the 1990s have included ammunition, tanks, helicopters and fighter aircraft. In March 2005 the UN imposed an embargo on arms supplies to all parties to the conflict in Darfur. The UN's Sudan Sanctions Monitoring Experts have stated that much of the ammunition used by parties to the conflict in Darfur was manufactured in China. They also discovered that in October 2005 Chinese-manufactured military trucks procured by the Sudanese Ministry of Defence had been transferred to Darfur. The Experts have recommended that the UN's arms embargo should be extended throughout Sudan, like the current EU embargo, and that countries which supply military goods and services to Sudan should require end-use destination certification. However, these recommendations have not yet been implemented by the UN Security Council.
I propose to take Questions Nos. 17 and 37 together.
The murder on 7 October of the most widely known investigative journalist and defender of freedom of expression in Russia, Anna Politkovskaya, was a heinous crime which shocked the entire international community. Her death is a tragic loss to all who work for human rights and fundamental freedoms in Russia, most of all in Chechnya. I regret to say also that justice has not been clearly seen to be done in a number of previous cases of killings of journalists in Russia. In order to demonstrate that there is no impunity for such crimes, it is imperative that the Russian authorities investigate thoroughly the murder of Anna Politkovskaya and bring its perpetrators to justice. This action is incumbent on any member in good standing of the Council of Europe and party to the European Convention on Human Rights. The Russian authorities have condemned the murder and repeatedly assured the EU that the investigation, which has been placed under the personal control of the respected Prosecutor General Yuri Chaika, is a priority.
Mandated by Ireland and other Member States, the EU Presidency has raised the case of Anna Politskovskaya with Russia on at least three occasions to date, including at the highest level. A Presidency statement issued on the day after the killing called for a thorough investigation. Prime Minister Vanhanen, as President of the European Council, raised the matter with President Putin at the dinner which followed the informal European Council in Lahti, Finland on 20 October. The case of Anna Politskovskaya and the wider question of the role of free media as an element of a functioning democracy were among the issues discussed at the fourth round of human rights consultations between the EU and Russia in Brussels on 8 November. The Presidency is expected to refer to the case again at tomorrow's EU-Russia Summit in Helsinki.
In recent years, in an overall context in which the protection of human rights and fundamental freedoms is not advancing and the space for genuine political pluralism is narrowing, freedom of the media has deteriorated in Russia. News coverage by State-owned and most privately-owned electronic media lacks independence. The print media, which has a narrower reach, has a more critical approach to the actions of the authorities; however changes in the ownership of some prominent dailies suggest that they too may become subject to increased pressures. There are fears that recent changes to the law on countering extremist activity, which is very vaguely defined, may make it easier to use against opposition politicians, human rights defenders and free media. The EU is monitoring closely the implementation of changes to the law governing the funding of foreign NGOs in Russia, which came into effect on 1 April last, because they give rise to similar concerns.
There are disturbing reports this week suggesting that Alexander Litvineko, a former Russian security agent living in Britain, might have been poisoned because he is an enemy of President Putin. The Russian authorities have dismissed the charge which, if proven, would be very grave.
The EU has an intense engagement with Russia. Ireland participates fully in the development of common positions for EU contact with Russia at all levels. In particular we work with others to ensure that values issues, such as those raised by the Deputies, receive due attention.
I propose to take Questions Nos. 18 and 44 together.
The Government shares the widespread concern at the extremely difficult situation in Iraq. Developments have been dominated by the continuing deterioration in the security situation, and in particular the terrible consequences of the spiralling cycle of sectarian violence. There is at present no sign that the insurgency and the inter-communal violence across the country are being brought under control. It is clear that they are effectively blocking the political and reconstruction efforts of Iraq's first fully sovereign and democratic Government and Parliament. The worst violence has been between Shia and Sunni groups in Baghdad and central Iraq, but there has also been an increase in violence in the south of the country. The Kurdish area in the north has largely been unaffected by the violence, although there are dangerous signs of ethnic tensions in the disputed city of Kirkuk.
Although there is no agreed estimate of the casualties from the insurgency, the inter-communal violence and the widespread resultant criminal activity, it is clear that the suffering of the Iraqi people has reached an appalling level. Credible media reports put the more recent monthly death toll in the region of 1,300. In response to the chaos, there has been substantial population movement, with many of those who can afford it moving to neighbouring countries and to Europe, and widespread internal relocation, as formerly mixed areas become polarised along communal lines. Estimates of the extent of this movement suggest perhaps a million people internally displaced.
Against this background, it is difficult to remain optimistic about the impact of the democratic process, which was embraced in such a remarkable manner by the Iraqi people last year. A series of initiatives by the national unity Government to combat the violence, with the assistance of US and other international forces, have had little success. The apparent involvement of some units of the new Iraqi security forces, in some cases linked to Shia militias, has greatly strained relations between the parties in Government. There has been no progress in the review of the new democratic Constitution, which might have addressed some of the concerns of the Sunni community.
The Government and our partners in the EU remain firmly committed to supporting the Iraq i people as they work to restore security and prosperity. Since 2003, the EU has provided over €700 million in assistance for reconstruction. Work is continuing under the auspices of the United Nations on the development of an International Compact for Iraq, which will coordinate assistance in partnership with the Iraqi Government, on the basis of its priorities. The EU will continue to offer all possible political, economic and technical support, including training for officials of the Iraqi criminal justice system.
In considering the situation in Iraq, the primary concern of the international community must be the welfare of the people of the country. We believe that a secure and peaceful Iraq can only be assured through the maintenance of its territorial integrity, the development of shared political and other institutions and strong political and economic links with all the countries of the neighbouring region.
I am aware of the criticisms of the conduct of the trial of former President Saddam Hussein and his co-defendants by organisations including Human Rights Watch. The accused were charged with specific and very serious crimes. I believe that the people of Iraq deserve to see those crimes accounted for. We welcomed the determination of the Iraqi authorities to pursue the legal process in extremely difficult circumstances. It would not be appropriate for me to comment now on the conduct of the legal process, other than to note that the trial was held in open court under Iraqi law, and was fully televised. The guilty verdicts are clearly a matter for the Iraqi courts. An appeals process is now underway.
In relation to the death sentences imposed on Saddam Hussein and his co-defendants, I would emphasise that the Government, and our EU partners, have a clear policy against the use of the death penalty in all circumstances. The EU has conveyed its strong views on the use of the death penalty directly to the Iraqi Government.
Vacancies in the Department are, in general, filled through the Public Appointments Service (PAS), which is the central recruiting body for the whole of the Civil Service. Competitions for positions within the Civil Service are advertised by the PAS in the recruitment pages of the national newspapers.
The Department's graduate recruitment programme for posts at the diplomatic grade of Third Secretary is also operated by the PAS. Candidates must have a first or second class honours degree in any discipline or have qualified as a Solicitor or Barrister. A new Third Secretary recruitment competition will be advertised by the PAS in early 2007. Third Secretaries will be appointed from this competition to fill vacancies arising and it is expected that the first of them will take up duty in the Department next summer.
The Department also recruits development specialists to work at headquarters and in missions overseas to provide specialist input to its overseas aid programme. As soon as ongoing discussions around the specialists' terms and conditions of employment are successfully completed, the Department, through the PAS, intends to recruit additional specialist staff.
This year, the Department initiated a pilot scheme which offers six internships for recent graduates who hope to make a career in international development aid. The internships, which are for eight months, are designed to complement academic and professional knowledge by providing practical experience and an understanding of the realities of international development cooperation. Recruitment has just ended for the coming year. The scheme will be assessed at the end of the internships before a decision is taken on whether to recruit interns next year.
In addition, the Department annually recruits four Stagiaires to work for up to twelve months in its Legal and Political Divisions. The posts are normally advertised in the national newspapers in April or May of each year respectively. In each case, successful candidates are placed on a panel following a competitive interview process.
Finally, the Department from time to time advertises for Services Officer, Nightwatchperson and Cleaner positions through the FAS website. Panels are formed from which vacancies in these grades are filled. A competition for Services Officer and Nightwatchperson is underway at present. The panel, which will be formed arising from this competition, will run until 2008. A competition for Cleaner positions will be advertised through FAS in the early months of next year.
I propose to take Questions Nos. 24 and 205 together.
The IMF and World Bank have made increasing efforts to tackle the problem of debt in developing countries, since the launch of the Heavily Indebted Poor Countries (HIPC) Initiative in 1996. The HIPC Initiative, which was strengthened and enhanced in 1999, sought to reduce the debt burden of qualifying countries to sustainable levels but did not entail cancellation. Ireland contributed some €30m towards the costs of implementation of the Initiative.
The Multilateral Debt Relief Initiative (MDRI) agreed by the G8 Countries at Gleneagles in July 2005 and which came into effect on 1 July this year, goes further. It is a commitment to the cancellation of the multilateral debt owed to the World Bank, the African Development Bank and the International Monetary Fund of many of the poorest and most indebted countries in the world. Most of these countries are in Africa. For the first time, the most powerful countries have recognised that many poor countries need 100% debt relief if they are to address the development needs of their people seriously. This is an important basis from which we can continue to work for a complete and sustainable solution to the debt problem facing poor countries.
The Multilateral Debt Relief Initiative is separate from the earlier HIPC Initiative, but linked to it operationally. Under this new Initiative, cancellation of eligible debts is granted to countries which have completed the HIPC Initiative process, i.e. have already been judged as qualified to receive debt relief.
From the information available to me, I am satisfied that these new commitments to debt write-off are being honoured. As of mid-August 2006, 29 countries of the 40 defined heavily indebted poor countries had received debt relief under the HIPC Initiative, amounting to US$28.8 billion. So far, 19 of these countries have also received MDRI debt relief from the IMF and World Bank, amounting to a further US$15.8 billion (US$12.8 billion from the World Bank and US$3.0 billion from the IMF). The total cost of the Multilateral Debt Relief Initiative is estimated at US$48.9 billion in nominal terms.
The IMF share of the Multilateral Debt Relief Initiative's costs will largely be met by own resources, as authorised by IMF Members including Ireland. Ireland's additional share of the costs of the Multilateral Debt Relief Initiative amounts to €58.6m, out of the approximately US$37 billion total cost of debt relief to be provided by the World Bank. As a gesture of support and to underline our strong commitment to 100% debt relief for the poorest countries, this amount has already been paid over in full.
I propose to take Questions Nos. 25, 66, 69, 71, 110 and 118 together.
The Government is deeply concerned by the situation in the Occupied Palestinian Territories. The terrible violence of recent months serves to underline that there can be no military or unilateral solutions to the Israeli — Palestinian conflict. The Government and our EU partners are determined to continue to work directly with the parties, and internationally, to revive a credible peace process in the Middle East. We have argued strongly that the only way forward for the Israeli and the Palestinian people is the negotiation of a viable two-State solution.
The EU has consistently stated that all parties must demonstrate their commitment to the implementation of their obligations under the Quartet Roadmap, and under international law. The Government and our EU partners have consistently called on the Israeli Government to end all activities in the Occupied Territories which threaten to undermine the viability of a two-State solution and which are against international law. These include the expansion of settlements, the demolition of Palestinian homes and the construction of the separation barrier on occupied land. We have raised these issues directly with the Israeli Government, in conjunction with our EU partners, and at the United Nations. We will continue actively to do so.
As I stated in my reply to a Question on house demolitions on 2 November, the Government continues to follow the situation in East Jerusalem very closely, through the Representative Office in Ramallah and the Embassy in Tel Aviv, and in consultation with Palestinan, Israeli and Irish human rights groups and NGOs. The practice of house demolitions in East Jerusalem is closely linked to the issues of residency status and the expansion of settlements. The Israeli authorities have placed very severe restrictions on the building of houses by Palestinians in East Jerusalem and, in practice, have issued fewer than 100 building permits to Palestinians in the area annually. Many Palestinians have built homes without the permits required by the Israeli authorities because they believe they have no alternative. Both directly and in conjunction with our EU partners, the Government has made it clear to the Israeli Government that it must end the practice of demolition of these homes, which is contrary to international law.
The Deputies will be aware of the Government's strong views on the illegality of the construction of the separation barrier on occupied land. While we recognise the responsibility on the Israeli Government to provide for the security of its citizens, I have regularly expressed my serious concern about the negative consequences of the continuing construction of the barrier, both for the daily lives of the Palestinian people and for the viability of a just and lasting settlement. The Government has raised the issues involved directly with Israel, within the EU and at the United Nations. We have been to the fore in ensuring that the European Union continues to affirm that it will recognise no changes to the pre-1967 borders other than those negotiated between the parties in the context of a final status agreement.
We will continue to monitor developments in relation to the barrier and the construction of settlements, and to make our views known on their illegality. I am not aware of any Irish company which is involved in the construction by Israel of the separation barrier, or of new roads in the Occupied Territories.
In our bilateral contacts with Israel, the Government has regularly conveyed its concerns about the human rights implications of Israeli security policies and the importance of full compliance with international humanitarian law. The EU has serious concerns about the practice of administrative detention in Israel and the Occupied Territories. We have ensured that they are addressed in the EU's continuing political dialogue with Israel. Most recently, the Union's specific concerns about administrative detention were raised at the meeting of the EU-Israel Association Council in Luxembourg on 13 June and at the EU-Israel Sub-Committee on Political Dialogue in Brussels on 9 November.
As Deputies will be aware from my replies to a series of Questions earlier this year, I remain concerned about the specific case mentioned, which has been raised with the Israeli authorities on a number of occasions by our Embassy in Tel Aviv. The person concerned was arrested on 23 May 2005, and on 16 June 2005 the Israeli authorities ordered his administrative detention for six months. Despite a number of appeals and reviews, the detention order has been extended continuously since then. Most recently, on 14 November, it was extended for a further four months. The Department and the Embassy in Tel Aviv are continuing to monitor the situation in cooperation with Embassies of other EU Member States and in consultation with Israeli and Palestinian human rights groups.
I propose to take Questions Nos. 29, 40 and 101 together.
Ireland has been calling for action on cluster munitions within the framework of the Convention on Certain Conventional Weapons (CCW) since July 2002. We have consistently expressed our view that it is in the tradition of the CCW to address issues concerning weapons that have been shown to have indiscriminate effects.
Accordingly, Ireland was one of six CCW States Parties (the others were Austria, the Holy See, Mexico, New Zealand and Sweden) which made a proposal last August for the Conventional Weapons Review Conference to draft a mandate for the negotiation of a legally binding instrument on cluster munitions. We welcomed, and were encouraged by, the appeal made by the United Nations Secretary General Kofi Annan, on the opening day of the Conference, to take urgent action to address the issue of cluster munitions. By the close of the Conference last Friday, a total of 25 States had supported our call for such a mandate.
The Conference operates by consensus, however, and the mandate agreed on Friday provides only for the urgent convening of a meeting of governmental experts "to consider further the application and implementation of existing international law to specific munitions that may cause explosive remnants of war, with particular focus on cluster munitions, including the factors affecting their reliability and their technical and design characteristics, with a view to minimising the humanitarian impact of these munitions."
In a national statement on the closing day, we regretted that the Conference was unable to agree a more comprehensive mandate to deal with this grave humanitarian issue but signalled that we will continue to work within the CCW process, and elsewhere, to seek agreement on a legally binding instrument on the use of cluster munitions.
Ireland also joined 24 other countries in a declaration recognising that cluster munitions are of serious humanitarian concern during and after armed conflict. The declaration called for an international agreement that would include a prohibition on the use of cluster munitions within concentrations of civilians and a prohibition on the development, production, stockpiling, transfer and use of cluster munitions that pose serious humanitarian hazards due to their unreliability and inaccuracy.
Ireland was also successful in introducing language into the Conference Final Declaration "noting the foreseeable effects of explosive remnants of war on civilian populations as a factor to be considered in applying the international humanitarian law rules on proportionality in attack and precautions in attack." This will increase the onus on military commanders in the field to give due weight to the foreseeable after-effects on civilian populations of whatever weapons and munitions are used on a given occasion. This is, however, no substitute for the international instrument on cluster munitions, which we believe to be necessary and which the Government will continue to pursue.
I propose to take Questions Nos. 30 and 91 together.
The question of Iran's nuclear programme is kept under constant review within the European Union at official level and is also the subject of regular discussions at Ministerial level. The most recent such discussion was at the General Affairs and External Relations Council meeting of 13-14 November in Brussels, where Ministers received an update on latest developments.
There are currently no negotiations underway between the EU3 and Iran. Following Iran's failure to comply with the UN Security Council's 31 August deadline on suspension of enrichment-related activities, High Representative Solana, on behalf of the EU3, met with lead Iranian negotiator Ali Larijani on a number of occasions in September. However, these discussions failed to agree an acceptable formula for commencing negotiations. The EU side has been obliged, reluctantly, to conclude that Iran is not at this stage seriously interested in responding to the package of incentives presented to Teheran in June.
As a result of Iran's failure to comply with the Security Council's 31 August deadline, as set in United Nations Security Council Resolution 1696 of 31 July, the Security Council is currently discussing a second resolution that would impose additional restrictive measures on Iran, designed to increase pressure to comply with the Security Council's suspension demand. I would like to stress that the door to negotiations on the June package of incentives remains open should Iran choose to do what is necessary so that negotiations can commence. Meanwhile, the latest report from the Director General of the International Atomic Energy Agency (IAEA), Dr El Baradei, continues to confirm Iran's lack of cooperation with the Agency's efforts to resolve the outstanding questions related to its nuclear programme. The matter will again be discussed by the IAEA's Board of Governors which is currently in session.
I propose to take Questions Nos. 32 and 46 together.
As I have previously informed the House, Ireland indicated to its EU partners in 2004 a positive disposition towards taking part in EU Battlegroups. I met the Foreign Ministers of Sweden and Finland in January 2005 and the Foreign Minister of Austria in April 2005 to discuss a range of issues, including possible Irish participation in EU Battlegroups. I also had the opportunity to discuss Ireland's expected participation in the Nordic Battlegroup with the Norwegian Foreign Minister, Jonas Gahr Store, during the visit of the Norwegian Royal couple in September of this year.
European Security and Defence Policy issues, including developments with regard to Battlegroups, are also discussed regularly at meetings of the General Affairs and External Relations Council. The most recent of these discussions was at the joint meeting of Foreign and Defence Ministers in Brussels earlier this month.
At its meeting on 14 November 2006, the Government decided that Ireland would provide a contingent of the Defence Forces to participate in the Nordic Battlegroup. This Battlegroup will be on standby in the first half of 2008.
Our partners in the Battlegroup will be Sweden, Finland, Norway and Estonia. These countries have agreed a Memorandum of Understanding outlining the principles for the establishment and operation of the Battlegroup. The Memorandum recalls that the "fundamental framework for international relations is the United Nations". It stresses that "international law will govern the Battlegroup, taking into account the principles of the United Nations Charter", and "having regard to relevant UN Security Council Resolutions". The Memorandum further specifies that the "commitment of forces to the Battlegroup will be without prejudice to each Participant's sovereign right to make an autonomous decision on whether to deploy its forces to a specific crisis management operation". In Ireland's case, the arrangements of the "triple-lock" of Government decision, Dáil approval and UN authorisation will apply in respect of any possible deployment of Irish troops. Sweden, as framework nation, has confirmed that it fully accepts Ireland's position in this regard, as do the other participants in the Nordic Battlegroup.
I propose to take Questions Nos. 33, 41, 78, 84, 85, 96, 102 and 204 together.
The Government is deeply concerned by the situation in the Occupied Palestinian Territories, and especially by the rising toll of death and destruction in Gaza. We have conveyed our position clearly and consistently in direct contacts with the parties, including the Israeli Ambassador in Dublin and the Israeli Government in Jerusalem, in cooperation with our partners in the EU, and at the United Nations.
I have unreservedly condemned the killing of 18 civilians, including women and children, in the shelling of Beit Hanoun by the Israeli Defence Forces on 8 November. I also condemn the killing of an Israeli woman in rocket attacks on Sderot on 15 November. The Government has called very clearly for an immediate end to all violence. This includes the Israeli military operation in Gaza and the firing of rockets on Israel from Palestinian Territory.
The meeting of the General Affairs and External Relations Council in Brussels on 13 November strongly deplored the Israeli military action in Gaza and the unacceptable military operation in Beit Hanoun. The Council underlined that any military action should not be disproportionate or in contravention of international humanitarian law. The Government and our EU partners have reminded all parties of their duty to protect civilian lives. Israel has a legitimate right to defend itself against attack, but not at the expense of the lives and welfare of innocent civilians. I believe it was particularly important that Ministers agreed on such a strong message at the meeting of the Council and responded to the situation in this way, not least in view of the perception of possible differences of approach as a result of the votes cast on the draft Resolution in the UN Security Council on 11 November, which has been raised in a number of questions.
As Deputies will be aware also, an Emergency Special Session of the UN General Assembly on 17 November adopted a Resolution, which was introduced by the Palestinian delegation, which calls on Israel to cease immediately military operations which endanger the Palestinian civilian population in the Occupied Territories and withdraw its forces from within the Gaza Strip to their positions prior to 28 June 2006. The Resolution also calls on the Palestinian Authority to take immediate and sustained action to bring an end to violence, including the firing of rockets on Israeli territory. Following intensive coordination within the EU, in which our Permanent Mission to the United Nations was very actively involved, Ireland and all other EU Member States voted in favour of the Resolution.
The terrible violence of recent months underlines the urgent need to revive a credible peace process in the Middle East. There can be no military or unilateral solutions to the Israeli — Palestinian conflict. We have argued consistently that the only way forward for the Israeli and the Palestinian people is the negotiation of a viable two-State solution. The Government and our EU partners strongly support the continuing efforts of President Mahmoud Abbas to agree with Hamas and other Palestinian groupings on the formation of a national unity government. Given the context, it is not surprising that the negotiations have proved difficult, and that agreement has not yet been reached. There has been some evidence of differences of emphasis and approach in recent statements by spokesmen for Hamas.
I have stated on many occasions that if agreement can be reached on a government committed to the negotiation of a two-State solution and based clearly on an end to violence, Ireland will argue strongly for a generous and creative political response from the EU and the wider international community. The Council on 13 November stated that a government with a platform reflecting the Quartet principles and allowing for early engagement would be a partner for the international community in re-launching the peace process.
The Government is convinced that the efforts of the EU in the Middle East must focus on actions which will improve the prospects for the achievement of a two-State solution. The operation of the EU — Israel Association Agreement promotes the dialogue which is essential if progress is to be made in rebuilding the peace process. Meetings of the Association Council with Israel also provide the opportunity for the EU to highlight its concerns on the human rights implications of Israeli security policies. I do not believe that the suspension of the Agreement, which would require consensus within the European Union, or other measures to restrict contacts, would serve the interests of any of the parties.
I propose to take Questions Nos. 34, 42, 47, 76 and 97 together.
The Government attaches the highest priority to the issue of the undocumented Irish in the United States. This issue is actively on the agenda of the Embassy and the Consulates in the United States in their on-going discussions with the Administration and on Capitol Hill. I myself raise it in all my discussions with the US Authorities including, most recently, in a wide ranging discussion with the new United States Ambassador, on 1 November. I also had detailed discussions in New York on 10 November with the Irish Lobby for Immigration Reform, an organisation that has been highly effective on Capitol Hill and beyond and which the Government has been supporting financially. I now look forward to further discussing and reviewing the prospects for immigration reform, in particular with key Members of the incoming Congress in the New Year. In this regard, my initial assessment is that the recent elections have given a boost to prospects for reform, though the issue remains a difficult and divisive issue both in Congress and in the United States generally.
I should emphasise also that I very much welcome the continuing commitment of Senators Kennedy and McCain to the advancement of the comprehensive approach to immigration that they have long promoted and which the Government strongly supports. I also greatly appreciate the recent reiteration by President Bush of his on-going commitment to comprehensive reform in this area.
The Government's overriding objective continues to be to ensure that our undocumented citizens in the United States can regularise their status, travel freely to and from Ireland and ultimately secure a path to permanent residency. Despite all the difficulties and challenges, I look forward to further progress on this priority issue for the Government in the coming period.
The Government very much welcomes the firm commitment in the St. Andrews Agreement that the British Government is to establish a Forum on a Bill of Rights and convene its inaugural meeting in December 2006. The Joint Declaration published by the two Governments on 1 May 2003, in the context of their ongoing work to achieve full implementation of the Good Friday Agreement, explicitly committed the British Government to "work with the parties to facilitate the response to the Northern Ireland Human Rights Commission's proposal for a round table forum on the Bill of Rights, involving the parties and civic society." It envisaged that the round table forum "will have an independent chair and its own secretariat, will be as inclusive as possible of Assembly parties and civic society, will appropriately involve the Human Rights Commission, mindful of its statutory role, and will be adequately supported and resourced."
Since then, the Government has consistently raised the need for delivery on this commitment with the British Government, within the framework of the British-Irish Intergovernmental Conference. I discussed the issue with the Secretary of State at successive meetings of the BIIGC this year, where we also reviewed the useful discussions on a Bill of Rights between the political parties in the Assembly Preparation for Government Committee.
The discussions at St. Andrews resulted in an explicit commitment by the British Government in Annex B of the St. Andrews Agreement to the establishment of a Forum on a Bill of Rights and to the convening of its inaugural meeting next month. In order to facilitate delivery on that commitment, a public consultation process was launched by the British Government on 14 November. The consultation invites views, inter alia, on the draft terms of reference for the proposed Forum, the timescale for the Forum to produce agreed recommendations and the Forum’s proposed size, membership and structure. The consultation is ongoing, but will be conducted within a tight timeframe. Responses have been requested by no later than 28 November next.
On the question of Forum membership, the Government has always supported the involvement of political parties and civic society, as envisaged in the Joint Declaration. I made clear our support for such an inclusive Forum as the best means of facilitating debate on a Bill of Rights when I met with representatives of the Human Rights Consortium and the Northern Ireland Human Rights Commission in Belfast in March of this year.
The role of Chair will obviously be critical to the success of the Forum's deliberations. It is the Government's view that the Chair should be clearly independent, have relevant human rights expertise, and possess the skills necessary to facilitate effective discussions among Forum Members. I made these views known to the Secretary of State earlier this year. We firmly believe that, in line with the Joint Declaration commitment, the work of the Forum should be adequately supported and resourced. I welcome the clear statement of intent in that regard in the British Government's Consultation Document of 14 November.
We will continue to engage with the British Government at political and official level in the coming weeks as preparations for the first meeting of the Forum proceed.
I propose to take Questions Nos. 43, 98 and 112 together.
A number of humanitarian crises in recent years have highlighted some shortcomings in the response mechanisms currently in use by the international community. This applies to both the response mechanisms of the European Union and of the United Nations. Efforts are underway to improve emergency responses internationally, which I fully support. Our Rapid Response Initiative complements these efforts.
The Rapid Response Initiative is designed to substantially enhance Ireland's response to humanitarian emergencies. Considerable progress has been made to date under its three elements:
1. Pre-positioning and transportation of humanitarian supplies to disaster areas:
On Friday 13 October, I signed a Letter of Understanding with Mr James Morris, Executive Director of the UN World Food Programme (WFP) on the pre-positioning of humanitarian supplies. Under this two-year pilot programme, Irish Aid will fund the purchase and pre-positioning of humanitarian supplies at the United Nations Humanitarian Response Depot (UNHRD) — the UN's main rapid response base, managed by the WFP — in Brindisi, Italy. The Brindisi supplies will comprise shelter and other non-perishable housing items such as kitchen sets, blankets, plastic sheeting, tents and mosquito nets, and water supply and sanitation equipment to benefit approximately 20,000 people. Irish Aid has consulted widely with several UN agencies, other donor countries and NGO partners to ensure that the composition and design specifications of the supplies comply with international norms and standards. Work is ongoing in respect of the development of a similar facility at the Curragh which will handle supplies in respect of approximately 10,000 people.
2. Establishment of a register of highly-skilled and experienced individuals for deployment at short notice to emergency situations:
The idea behind the establishment of the register is to provide an opportunity for a Rapid Response Corps of skilled and experienced Irish personnel to serve at short notice in emergency situations. The Office of the UN High Commissioner for Refugees (UNHCR), the World Food Programme (WFP) and the UN Office for the Coordination of Humanitarian Affairs (OCHA) have been identified as appropriate partner agencies, which can provide the appropriate on-the-ground support for such personnel. Irish NGOs may also wish to use the register.
3. Enhancing the emergency capacities of international humanitarian response agencies and mechanisms:
Funding is being provided for the development of 4 regional humanitarian supply depots for UNHRD. Irish Aid will provide funding for the running costs of the regional humanitarian supply depot for Africa, which will be based in Accra, Ghana. Funding in the amount of €3.4 million will be disbursed in 2006 to strengthen the capacity of a number of key response mechanisms of the international humanitarian system — notably the key UN agencies and the Red Cross family.
Irish Aid is working to improve humanitarian response capacities on a broad front through a number of activities complementary to the Rapid Response Initiative. I have provided €10 million in 2006 for the Central Emergency Response Fund (CERF) of the UN. This Fund is designed to provide rapid funding to agencies to enable them to respond much more quickly to emergency situations. I have pledged an additional €20 million for 2007. Funding is also being provided to the International Federation of the Red Cross to build local capacity to meet emergency needs. We are also in discussions with NGOs with the aim of assisting them to build more capacity in emergency response.
As announced during the recent debate on the White Paper on Irish Aid in the Dáil on 2 November 2006, the Department of Foreign Affairs will distribute a booklet on the aid programme to each household in the country in January 2007. The contents of the booklet will include a short overview of the White Paper on Irish Aid, information on the priority areas of work for Irish Aid and details of volunteering opportunities for Irish people. This mail-out is taking place in the context of the need to strengthen public awareness of the aid programme as outlined in the White Paper and in the debates in the Dáil and Seanad. Throughout the extensive consultation process preceding publication of the White Paper, this emerged as a key concern for Irish people. Ensuring public awareness of the aims and activities of the aid programme will be all the more important as the level of resources committed to overseas development increases.
The Government Supplies Agency in the OPW are currently tendering for the printing of the booklet as per public procurement guidelines. Following completion of the tender process, the booklet will be printed and distributed to approximately 1.6 million addresses by An Post over a two-week period beginning in the last week of January 2007.
The booklet will be funded from the Information and Communication budget within Irish Aid and the total cost of design, printing and distribution is estimated to be €310,000. The Information and Communication budget for 2006 represented 0.2% of the total ODA budget and it will remain the same for 2007.
I propose to take Questions Nos. 48 and 207 together.
The Independent Electoral Commission of the Democratic Republic of the Congo (DRC) announced on 15 November that President Joseph Kabila had won the presidential election run-off contest held on 29 October, securing 58% of the votes against 42% for his opponent, Vice-President Jean-Pierre Bemba. The results are provisional until endorsed by the country's Supreme Court, a decision which is expected within a matter of days. Mr. Bemba has rejected the outcome while at the same time making clear that he will use all legal channels to contest it.
The generally peaceful and orderly conduct of the elections in the DRC has been a tribute to the strong desire of the Congolese people for an end to conflict and the installation of democratic government. While some limited unrest has occurred, particularly following the announcement of the first-round results on 21-22 August, the presence of the EU's EUFOR mission, acting in support of the UN's MONUC peace-keeping mission and the Congolese security forces, has had a positive deterrent effect and has contributed to ensuring that such violent incidents were isolated. The priority now is for all parties in the DRC to respect the democratic verdict of the electorate, act within the law in dealing with any differences and work together to build a strong and inclusive government for the DRC and its people.
The European Union has played a key role in ensuring the successful completion of the transition process in the DRC. The General Affairs and External Relations Council on 13 November welcomed the conduct of the second round of the presidential election on 29 October and reiterated the EU's support for the new government and its efforts to develop the DRC. In addition to deployment of the EUFOR mission, whose mandate will end on 30 November, the EU and its Member States also contributed most of the financial support required for the holding of the elections. Nationally, Ireland contributed €1.3 million in support to the DRC electoral process and also provided seven members of the Permanent Defence Forces to serve with EUFOR.
Continued international engagement will be crucial if the DRC is to have any prospect of overcoming the very many political and developmental challenges in the period ahead. The EU is already extensively engaged in support of security sector reform in the DRC, through deployment of two ESDP missions, EUPOL and EUSEC. Consideration is currently being given to the EU assuming a lead role in the coordination of future international efforts in support of this vital sector. It is also desirable that the mandate of MONUC should be extended by the UN Security Council for a reasonable period, to allow it to deal with the continuing threat, posed not only to the DRC but to the Great Lakes region as a whole, by the remaining armed militias in eastern DRC.
The Government has contributed almost €12 million for emergency and recovery activities in the DRC since 2003, with €6.1 million provided to date in 2006. Ireland is committed to continuing to support the DRC, including through provision of emergency and recovery assistance as well as any other forms of assistance deemed appropriate, as that country moves into a new era of democracy and development.
Agreement on the draft UN Convention on the Rights of Persons with Disabilities was reached on Friday 25 August 2006 by the Ad-Hoc Committee, established by the UN General Assembly in December 2001 to carry out this task. The draft Convention outlines the general obligations of States in relation to the rights of persons with disabilities. It aims to ensure that persons with disabilities are given an equal opportunity to enjoy their human rights and specifies that discrimination on the grounds of disability is impermissible.
The text of the draft Convention is now being finalised by a Drafting Committee and the process of translating it into the official languages of the United Nations is under way. The Ad-Hoc Committee will reconvene on 5 December to give formal approval to the work of the Drafting Committee and the draft Convention will then be referred to the General Assembly. It is hoped to have the Convention adopted by the General Assembly during its current session.
I welcome this significant progress towards the adoption of the Convention. Ireland will be supporting the adoption of the draft Convention when it comes before the General Assembly. Ireland, along with our EU partners, was an active participant in the meetings of the Ad-Hoc Committee. Ireland was represented at these meetings by officials from a number of Government Departments, including my own Department and the Department of Justice, Equality and Law Reform.
Ireland also actively supported the participation of civil society in the drafting process. Ireland has funded participation at the Ad-Hoc Committee by Irish NGOs representing persons with disabilities and has emphasised the importance of maintaining the unprecedented level of NGO participation in the drafting process. Ireland has welcomed the progress made to date and looks forward to the early adoption by the General Assembly of what will be the first human rights convention of the 21st century.
The European Security and Defence Policy (ESDP) is an integral part of the European Union's Common Foreign and Security Policy (CFSP), the principles and objectives of which are set out in the Maastricht, Amsterdam and Nice Treaties, approved by the people at successive referenda. The Union is continuing to develop its capabilities for crisis management operations, both military and civilian. The objectives which it has set itself are set out in the Headline Goal 2010 and the Civilian Headline Goal 2008. These include having the capability to undertake humanitarian and rescue tasks, peacekeeping tasks and tasks of combat forces in crisis management, including peacemaking, along with conflict prevention and civilian crisis management.
There are eleven ESDP crisis management missions currently underway, both civilian and military. The civilian missions include police and rule of law missions, security sector reform assistance, and border monitoring missions. The principal military mission has been the ongoing peace stabilisation mission in Bosnia-Herzegovina (EUFOR Althea).
An EU Planning Team has been deployed to Kosovo this year to prepare for an expected rule of law mission in Kosovo next Spring, in succession to the current UN mission operating there. Current and future ESDP missions were reviewed by Foreign and Defence Ministers at the meeting of the General Affairs and External Relations Council earlier this month. Work has also been proceeding on the development of EU Battlegroups. Twenty-six nations — including Turkey and Norway — have committed to forming or joining these rapid response teams, which will reach full operational capability from 1 January next year. At its meeting on 14 November 2006, the Government decided that Ireland would provide a contingent of the Defence Forces to participate in the Nordic Battlegroup. This Battlegroup will be on standby in the first half of 2008. Deployment of the Irish contingent of the Battlegroup will of course remain subject to the requirements of the "triple lock" of Government decision, Dáil approval and UN authorisation.
I propose to take Questions Nos. 51, 55, 107 and 108 together.
Ireland will not open diplomatic relations with Burma until Aung San Suu Kyi is released from house arrest. The Government consistently takes a strong position on Burma on all possible occasions, including in the European Union framework and at the United Nations. Together with our EU partners, we avail of all opportunities to call for the immediate release of Aung San Suu Kyi, to condemn the abuse of human rights and fundamental freedoms and deplore the lack of progress towards democracy in Burma. Ireland and our EU partners apply a range of sanctions and restrictive measures against Burma, referred to as the EU Common Position, which was renewed in April for a further year. In the absence of any significant progress in Burma, Ireland strongly supported the renewal.
The exchange of non-resident Ambassadors was put on hold by Ireland in 2004. Significant and positive moves by the Government of Burma, including and in particular — as I have indicated above — the release of Aung San Suu Kyi from house arrest, will be required before any decision to proceed with an exchange of Ambassadors can be made. There has not been any recent direct bilateral contact with the Government of Burma. However, at the ASEM (Asia-Europe Meeting) Summit held in Helsinki in September, the Taoiseach raised the situation in Burma in the presence of the Burmese Foreign Minister and called for the release of Aung San Suu Kyi. Burma attended as a member of ASEAN (the Association of South East Asian Nations) and was the only participant at the Summit not invited at Head of State or Government level. The EU Troika met with the Foreign Minister in the margins of the Summit to reinforce the EU's strong concerns about the lack of progress in Burma. We raise the issue of Burma with our ASEAN partners at every appropriate opportunity and I welcome their increased efforts to put pressure on the Burmese régime.
In my statement on behalf of Ireland to the 61st Session of the UN General Assembly on 26 September, I referred to the particularly grave human rights situation in Burma. I called, once again, on the Burmese régime to move towards democracy and to release all political prisoners, in particular Aung San Suu Kyi. These statements by the Taoiseach and myself are consistent with the strong position on Burma which Ireland takes on all possible occasions, including in the European Union framework and at the United Nations.
The situation in Burma was most recently discussed at the EU General Affairs and External Council Meeting in Luxembourg on 12 June. Subsequently, the UN Security Council included Burma on its agenda on 29 September when it was briefed by UN Under-Secretary-General (UNUSG) Gambari, who had visited Burma in May. In a welcome development UNUSG Gambari paid a second visit to the country earlier this month. These visits were the first high-level visits to that country by a UN representative in more than two years. I welcome the fact that during his visits he was able to meet with the most senior Burmese leaders, as well as with Aung San Suu Kyi and representatives of her party, the National League for Democracy. I strongly welcome the inclusion of Burma on the Security Council agenda. It is vitally important that the Burmese government allow the UN to play a role in promoting common ground between the government and the National League for Democracy so that the resumed National Convention can proceed in a more inclusive way.
I remain deeply concerned that Aung San Suu Kyi has been detained continuously for over three years without charge and, once more, urge the Burmese government to restore fully her freedom and civil liberties. On 27 May, the EU issued a statement which deeply regretted the decision of the Burmese government to extend the house arrest of Aung San Suu Kyi and deplored the fact that international appeals, including that of the EU, had once again gone unheard.
I propose to take Questions Nos. 52, 74 and 86 together.
I know that the Deputies will join with me in condemning in the strongest possible terms the assassination on 21 November of the Lebanese Minister of Industry, Pierre Gemayel. As I stated at the time, the killing is an appalling tragedy for Mr. Gemayel's family, to whom we convey our deepest sympathy. It also appears to be a further challenge to the legitimate, democratically-elected Government of Lebanon. All parties in Lebanon and in the region now have a clear responsibility to act to stabilise the situation in the country and to focus on the work of reconstruction following the terrible conflict this summer. The Government and our EU partners are determined to maintain our support for the Lebanese people and their Government.
Before the assassination of Pierre Gemayel, the Government of Prime Minister Fouad Siniora was already under sustained pressure from Hezbollah, resulting in the resignation of a number of Ministers. Last week's meeting of the General Affairs and External Relations Council in Brussels strongly encouraged all Lebanese parties to resume the process of national dialogue aimed at resolving the political crisis. It emphasised the EU's continuing support for the legitimate and democratically-elected Lebanese Government and its efforts to reconstruct and stabilise the country following the conflict. The Council called on all parties to comply with Security Council Resolution 1701, notably the arms embargo. It called on Israel to stop violations of Lebanese airspace by the Israeli Air Force, and on all countries in the region to refrain from any interference in Lebanon's internal affairs.
Overall, the ceasefire in Lebanon has continued to hold well. The immediate cause of the conflict in July and August was the unprovoked attack by Hezbollah on Israeli territory, and the killing and capture of a number of Israeli soldiers. From the beginning, the Government called unambiguously for an immediate cessation of violence and the protection of civilian lives. We were particularly critical of the harsh and disproportionate military response by Israel, the very high level of civilian casualties and the widespread destruction of vital civilian infrastructure.
At the root of the conflict and the continuing political tensions in Lebanon is the absence of a credible process for a comprehensive settlement in the Middle East. The unanimous adoption of Security Council Resolution 1701 on 11 August provided the basis for the ceasefire, and it continues to offers a path to a stable peace, based on the territorial integrity, sovereignty and political independence of Lebanon. The Government and our partners in the EU will remain actively engaged in support of its full implementation. The EU has taken the lead in ensuring that the deployment of the strengthened UNIFIIL force in Southern Lebanon, alongside units of the Lebanese Army, has proceeded smoothly and on schedule, and that the ceasefire has held. Building on the contribution of the Defence Forces to peacekeeping in Lebanon since 1978, Ireland is playing its part through the deployment since 31 October of a UNIFIL contingent, as part of a joint Finnish-Irish unit.
I am aware of media reports that the Monitoring Group on Somalia which was established by the UN Security Council to monitor violations of the embargo on the provision of arms to Somalia is expected to transmit its latest regular report to the Council shortly. Among the reported findings are that Hezbollah has provided military training to the opposition Islamic Courts Union in Somalia, and that a Somali force of 720 militia members fought with Hezbollah in Lebanon during the recent conflict. The Government will examine the report when it is published. I understand that its findings will be considered by the Security Council in the coming weeks.
The announcement by the Democratic People's Republic of Korea (DPRK) on 9 October that it had tested a nuclear explosive device was met with swift condemnation by members of the international community, including Ireland. I strongly condemned this provocative act by the DPRK as a threat to regional security and as running counter to the objectives of the nuclear disarmament and non-proliferation regime.
On 14 October, in clear recognition of the gravity of the DPRK's decision, the United Nations Security Council unanimously adopted Resolution 1718. This resolution obliged the international community to enforce specific sanctions, including an arms embargo, as well as a ban on any items which could contribute to the DPRK's nuclear, ballistic missile or Weapons of Mass Destruction (WMD) programmes.
At a meeting of the General Affairs and External Relations Council on 16 October, the EU committed itself to the full implementation of Security Council Resolution 1718, as well as Resolution 1695, adopted in July in response to the DPRK's earlier controversial ballistic missile tests. A Common Position imposing restrictive measures against DPRK in accordance with Security Council Resolution 1718 was adopted by the Council on 20 November.
Specifically, the Common Position provides for a ban on exports of sensitive goods and technology which could contribute to the DPRK's nuclear-related, ballistic missile-related or other weapons of mass destruction-related programmes, and on the provision of related services; a ban on procurement of sensitive goods and technology from the DPRK; as well as a ban on exports of luxury goods and the freezing of funds and economic resources of persons, entities and bodies engaged in or providing support for the said DPRK programmes.
This regulation will enable EU partners to implement sanctions through their domestic law in a coherent manner. Preparatory inter-Departmental and inter-agency consultations are currently underway here, with a view to the early implementation of the necessary national measures.
Recent reports that the DPRK has pledged to return to the Six Party Talks shortly without preconditions are a welcome development and I would particularly congratulate China for its efforts in this regard. This does not, however, mean that efforts to implement United Nations Security Council Resolution 1718 should weaken.
As set out in previous PQ replies, most recently on 24 May, I am aware of allegations regarding the harvesting of live organs from Falun Gong practitioners, including as set out in a recent Canadian report by Mr David Matas and Mr David Kilgour on behalf of the Coalition to Investigate the Persecution of the Falun Gong in China (CIPFG). I view these allegations seriously and enquiries on this issue have been made by the Department within the EU and UN frameworks, as well as through our Embassy in Beijing. Although our enquiries are continuing, no evidence has been found to date to support the allegations contained in the report. However, I understand that one of the authors of the report, Mr David Kilgour, is in Ireland this week, and I have arranged for a senior official from my Department to meet with him to discuss the findings of the report. Without prejudice to the outcome of the above enquiries, Ireland and the EU remain concerned about the situation of Falun Gong practitioners in China and have raised our concerns with the Chinese Government on many occasions.
I am also aware of reports of a trade in human organs in China generally. The sale of organs for transplant is illegal in China. The Chinese Government introduced a regulation in July to govern the clinical use of body parts as well as the transplantation of body parts. Reports suggest, however, that an illegal trade in the organs of executed prisoners does exist. Wherever this practice occurs, and whatever the circumstances, the illegal harvesting of, and trafficking in, human organs is a deplorable act. This issue has been raised as part of the EU-China Human Rights Dialogue, most recently in October 2006. The Chinese authorities state that they are firmly opposed to the illegal trade in human organs for transplant.
Human rights issues are a constant and important point of dialogue with the Chinese authorities at both bilateral and European Union levels. The EU-China Human Rights Dialogue is the agreed formal framework through which the EU raises human rights issues and concerns with China. The latest round of the Dialogue was held in Beijing on 19 October.
Senior officials from both sides discussed a wide range of human rights issues. Special attention was given to questions related to combating racism, freedom of expression and reform of the criminal justice system in China. The EU took note of the commitment of China to ratify the International Covenant on Civil and Political Rights as soon as possible and, in that context, to reform its criminal justice system. The EU urged China to continue cooperation with, and implementation of the recommendations of, the UN Special Rapporteur on Torture, including the rapid abolition of the "re-education through labour" system. The EU expressed its deep concern over the continuing restrictions on freedom of expression in China, including on the use of the internet. The EU further expressed concern at the high number of human rights defenders, lawyers and journalists in prison and urged China not to harass or punish individuals exercising their right to freedom of expression in a peaceful manner.
On a bilateral level, I met with Chinese Foreign Minister Li Zhaoxing on 12 May during a visit to Beijing. During the meeting, I had the opportunity to raise human rights issues and concerns, including the importance we attach to freedom of speech and freedom of religion. Chinese Foreign Minister Li referred in particular to China's commitment to the EU-China Human Rights Dialogue and was hopeful that a decision would be taken to ratify the International Covenant on Civil and Political Rights as soon as possible. Most recently, the Tánaiste held official talks on 25 September with visiting Chinese Vice-Premier Zeng Peiyan in the course of which he also raised human rights issues and concerns.
As I advised the House in reply to a similar question on the 25th October, fifteen Member States have so far ratified the Constitutional Treaty. Luxembourg and Spain have done so by referendum while thirteen Member States have ratified by parliamentary means. Finland is expected to complete its ratification procedures in the coming months. As the House is aware, the Constitutional Treaty was rejected in referendums held in France and the Netherlands last year.
Following the referendum results in France and the Netherlands, the European Council initiated a period of reflection in order to allow time for further consideration of how to proceed with the Constitutional Treaty. In June 2006, the European Council agreed to extend the reflection period for another year and to focus also on the Union's delivery of tangible results to EU citizens.
The European Council also mandated the Presidency to consult extensively with Member States and to present a report to the European Council in June 2007. That report is to contain an assessment of the state of discussions with regard to the Constitutional Treaty and to explore possible future developments. The report is intended to allow the European Council to point the way forward towards decisions on the Constitutional Treaty, which are expected to be taken during the second half of 2008 at the latest.
As I stated earlier, Ireland's view remains that the Constitutional Treaty is a carefully constructed package and remains the best available option for equipping the Union with the means to meet the challenges facing us now and into the future. For this reason, we believe that any attempt to alter the essential balance and substance of the draft Treaty would be unlikely to succeed.
I propose to take Questions Nos. 59, 60, 92, 113 and 116 together.
The St. Andrews Agreement published by the two Governments on 13 October underpins the Good Friday Agreement and sets out a clear way forward for all parties to commit to the full operation of stable power-sharing government in Northern Ireland and to full support for policing and the criminal justice institutions, including the Policing Board. It also sets out in some detail the practical changes proposed to the operation of the institutions, the arrangements for a financial package and the timetable for implementation of the agreement.
At St. Andrews, the Governments asked the parties, having consulted their members, to confirm acceptance of the agreement by 10 November. Further to these consultations and their contacts with the parties, the Governments announced on 10 November that they were satisfied that the St. Andrews Agreement, implemented in good faith, represents the basis for a political settlement.
Last week therefore, the British Government published draft legislation to give effect to the St. Andrews Agreement. This legislation yesterday completed its passage through the Westminster parliament.
The legislation makes the necessary provisions to allow devolved government to be restored in Northern Ireland on the basis of the timetable set out at St. Andrews, which envisages restoration of the devolved institutions on 26 March 2007. It provides for a Transitional Assembly to meet from 24 November to prepare for restoration of the devolved institutions. It includes amendments to the Northern Ireland Act 1998 to implement, on restoration, the practical changes to the operation of the institutions agreed at St. Andrews. It also includes provision for the Northern Ireland Assembly to be dissolved at any time before 25 March 2007 if it is considered there is no reasonable prospect of establishing a power-sharing government. In these circumstances, the Governments would move immediately to implement new British Irish partnership arrangements.
It was clear from our discussions with the parties at St. Andrews that some form of electoral endorsement of the agreement as a whole would be required before the formation of an Executive next March. The British legislation makes provision for this to be by way of elections to the Assembly in Northern Ireland on 7 March 2007. The Secretary of State Peter Hain has made clear however that an election would only take place in these circumstances, that is if it is clear that the parties are working constructively towards participation in a power-sharing Executive by 26 March of next year.
As to whether a referendum is required here, the Attorney General will advise the Government on any implications that may arise in this jurisdiction, once he has completed his examination of the final content of the British legislation.
In the course of our ongoing efforts to restore devolved Government to Northern Ireland, all parties have raised with us issues of particular concern to their membership. In our contacts with the parties we have consistently sought to address these issues as constructively as possible, and in line with our overall aim of achieving full implementation of the Good Friday Agreement. The Governments believe the St. Andrews Agreement addresses the concerns expressed by the parties, including the DUP, in a balanced and fair way. We are satisfied that if it is implemented in good faith by the parties, it will clear the way for the restoration of the devolved institutions on 26 March 2007.
I was encouraged that the Programme for Government Committee met for the first time this week and that it has now begun to address some of the practical issues that will face the restored Executive. We expect these preparations to intensify from tomorrow, once the Transitional Assembly gets down to work.
The St. Andrews process will continue to require careful management over the coming weeks and months to bring it to a successful completion. In that regard, there is a responsibility on all to play their part in making it work. The Government will continue to work in close partnership with the British Government, as well as with the parties to complete this task and clear the way for a new era for the people of Northern Ireland.
I propose to take Questions Nos. 61 and 200 together.
The humanitarian situation across West Africa remains a matter of the deepest concern. A number of countries, such as Sierra Leone and Liberia, are only now emerging from a bitter and destructive civil war, while conflict persists in some other states in the region such as the Ivory Coast. At the same time, the countries of the Sahel, specifically Mali, Mauritania, Burkina Faso and Niger, continue to exhibit extreme vulnerability due to climactic changes and desertification. The situation of the most vulnerable in these societies is of the utmost concern — a concern voiced forcefully by the United Nations earlier this year, which highlighted the fact that it is those most vulnerable sections of the community, notably women and children, which have borne the brunt of both the natural and man-made disasters which have afflicted the region in recent years.
Ireland provides emergency and recovery funding in response to humanitarian needs across the region:
Since 2005, Ireland has had a development cooperation office in Freetown which oversees programmes in Sierra Leone and in neighbouring Liberia. This year, funding of over €6.8 million has been provided to assist in the recovery process in both countries;
In the Sahel region, funding assistance of €7 million has been allocated for humanitarian assistance in 2006;
Ireland's funding partnership programme with the International Federation of the Red Cross (IFRC) provided funding of €1.5 million in 2006 and 2007, which is being partly utilised to help National Red Cross Societies in West Africa build local capacity to respond to humanitarian emergencies.
Last year, the food crisis in Niger and surrounding countries highlighted a weakness in the system of international humanitarian response. Once the food security situation emerged, Ireland responded in a prompt and timely manner with support of €3 million to Niger and Burkina Faso as the most seriously-affected countries. Fortunately, the situation was quickly addressed and alleviated. In addition, a subsequent healthy harvest eased the most immediate needs.
The situation in Niger in 2005 helped to highlight the case for an enhanced international capacity to respond better to such crises. One result of this was the strengthening of the United Nation's Central Emergency Response Fund (CERF). This fund now enables the UN to have immediate access to grant-based stand-by funding, thereby speeding response to rapidly deteriorating humanitarian situations. Ireland has contributed €10 million to the CERF in 2006 and we will double our funding in 2007, with a pledge of a further €20 million for 2007 at the forthcoming pledging conference in New York. I will travel to New York on that occasion for discussions with the UN Emergency Relief Coordinator, Mr. Jan Egeland, to review global responses to situations like that in the Sahel region.
I can assure the Deputy that this region remains of concern for Ireland and we are committed to ensuring that the vulnerable populations there receive the humanitarian assistance which they require, in a timely and effective manner.
I am aware of the strong historical and cultural links between Ireland and the island of Montserrat.
In 1997, a major volcanic eruption affected the British Territory of Montserrat causing the evacuation of the population to neighbouring islands, or to the safer northern part of the island. Due to the existing damage and the ongoing threat of further eruptions, the southern part of the island has been declared unfit for habitation, which has forced more than half of the population to leave the island owing to a lack of housing.
The British Government has funded a substantial development effort in Montserrat. Apart from the basic needs of housing and sanitation, advances have been made in restoring health and educational services. Efforts to rehabilitate the island are aimed primarily at the restoration of the country's economic infrastructure. Redevelopment has focused on the northern third of the island, which is at negligible risk from the volcano.
As Montserrat is a British territory, the UK Department of International Development has taken a lead role in the provision of assistance to Montserrat and has provided funding of some £220 million for both development assistance and budgetary support since 1997. The population of the island now stands at approximately 5,000.
In 2001, a Montserrat delegation including the Chief Minister of Montserrat, Mr. David S. Brandt, visited Ireland and met with officials of the Department of Foreign Affairs, IDA Ireland, Enterprise Ireland, the National Software Directorate and the Chambers of Commerce of Ireland. The focus of the Montserrat authorities was on rebuilding the tourism sector to reinvigorate the economy and to create greater employment opportunities.
In 2001, over €190,000 was allocated from Irish Aid to the authorities in Montserrat for assistance in the development of a National Tourism Strategy Document for the island. This support is an expression of the strong historical links that Ireland has with Montserrat. Since then, confidence has been restored in this sector. A particularly notable development has been the opening of a new airport in 2005 at Montserrat's new capital, Little Bay. This marks an important milestone in the economic regeneration of the island.
Improving access to medicine is one of the critical challenges to improving health in the developing world. Many poor people do not have access to essential medicines due to a range of factors, including lack of drugs at health facilities, lack of trained staff to provide treatment and the high cost of medicine to poor people. Lack of access to medicine causes the deaths of many people each year in developing countries, particularly from HIV/AIDS, TB, malaria and infectious diseases in children. Access to medicine needs to be improved along with complementary measures for prevention and care.
The Government's commitment to health and tackling HIV/AIDS and communicable diseases is set out in the White Paper on Irish Aid. We are committed to developing programmes that address the key causes of illness and poor health among the poorest and most vulnerable people and to strengthening health systems in the poorest countries. Providing access to essential medicines is a key part of this response. The area of greatest need for medicine is for treatment of communicable diseases and the Government has committed €100 million annually to tackling HIV/AIDS and other communicable diseases.
In Irish Aid priority countries, the approach taken is to strengthen health systems so that everyone can have access to essential services, including treatment of diseases. Measures supported by Irish Aid funding include the development of better drug purchase and supply systems, and increased availability of skilled health workers to treat sick people.
A specific objective of the Government's partnership with the Clinton Foundation is to improve access to treatment for HIV/AIDS. The Government has committed €70 million from 2006-2010 to improving HIV services. Irish Aid is working with the Governments in Mozambique and Lesotho to make anti-retroviral treatment for HIV/AIDS available to all who need it. Success has been demonstrated in Mozambique where the Government of Mozambique has successfully introduced HIV treatment and at the end of June, over 27,000 people were on treatment.
One of the challenges in access to medicine is that drugs widely used in developing countries have become less effective. TB causes two million deaths a year, mainly in poor countries, yet there has been no major new TB drug developed for over 30 years. In 2006, the Government made a substantial investment in research and development for new drugs for TB and malaria. Irish Aid committed €9 million over three years both to the Global Alliance f
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“The volume offers a wide range of contributions to several highly actual problems (such as the migration problem or the future perspectives of the welfare state), and sophisticated analyses about their impacts on concrete policy fields. Researchers interested in the topics of European integration or gender equality, and in critical or feminist perspectives could also read it with interest.” (Gábor Illés, Intersections, Vol. 2 (1), 2016)
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[] |
[] |
[
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[] | null |
The OECD is an international organisation that works to establish evidence-based international standards and build better policies for better lives.
|
en
|
/etc.clientlibs/oecd/clientlibs/clientlib-base/resources/icon-192x192.png
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OECD
|
https://www.oecd.org/en/about.html
|
The OECD is an intergovernmental organisation founded in 1961 to advise governments on how to deliver better policies for better lives.
Learn more
The OECD informs policies and creates global standards through multi-stakeholder collaboration and intensive peer learning.
Learn more
The Council, more than 300 committees and the Secretariat work together to determine the output of the OECD.
Learn more
Member countries’ national contributions and voluntary contributions help to support the OECD’s programme of work.
Learn more
|
||||
wrong_mix_domainrange_leader_00015
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FactBench
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3
| 10
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https://www.momjunction.com/baby-names/matti/
|
en
|
Explore Matti: Meaning, Origin & Popularity
|
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[] |
[
""
] | null |
[
"ipshita chakraborty",
"lorraine teron"
] |
2024-06-14T07:27:45+00:00
|
Explore the historical and cultural journey of the name Matti. Dive through its meaning, origin, significance, and popularity in the modern world.
|
en
|
MomJunction
|
https://www.momjunction.com/baby-names/matti/
|
In This Article
How To Pronounce Matti?
Phonemic Representation Of Matti
Phonemics is the study of a language’s distinctive sound units (phonemes), as standardized by the International Phonetics Association. When choosing a name for your baby, knowing its phonemic pronunciation gives an idea about the name’s sound pattern and auditory appeal. You can assess the name’s ease of pronunciation, memorability, and softness. Here is the phonemic transcription of Matti in American and British accents.
In American English: /ˈmæti/
In British English: /ˈmæti/
Pronunciation of names, in fact, any spoken word, involves the participation of various parts of the mouth, vocal cord, nose, and lungs. Underneath all the sounds we make is the airstream flowing from the lungs and moving up to the mouth. It’s incredible how lips, tongue, teeth, alveolar ridge, palate, glottis, and larynx work harmoniously to bring out the words. Studies have proved that positive sounds like OM (AUM) help maintain hormonal balance and mental health and reduce stress and anxiety. So, what parts does Matti trigger? Find the details here; the sound of Matti might bring in more positive vibes into your life!
Notable People Named Matti
This section covers people who have made the name Matti famous with their contributions in various fields. It indeed is a little more inspiration for you to choose the name for your baby, don’t you think?
Matti NykänenSki jumper
Matti VanhanenFinnish politician
Matti SalminenOpera singer
Matti PellonpääActor and musician
Matti On The Popularity Chart
Societal influences, family traditions, latest trends, and timeless appeal are a few criteria that shape the choices of parents in naming their newest family members. In this section, we show you how the popularity of Matti has trended over the years in the US, in absolute numbers (per million) as well as in its ranking.
Popularity Over Time
As per the SSA, data covering the name Matti spans 43 years, with the trend starting in 1980 and lasting until 2022. In 2008, the name reached its peak popularity, given to 34 in every million babies. The name had 9 records in 2021.
Source:
Rank Over Time
Matti's ranking has fluctuated over time, rising at intervals and then dipping, reflecting its varying popularity. In 1980, Matti was ranked 9855, it was 4584 in 2001 and 10744 in 2021.
Source:
Popularity Within US States
If you're living in the US, you might be curious about the popularity of Matti in your own state, a state you're considering moving to, or one with which you have a connection. Use the drop-down menu below to select any US state and discover the name's popularity within that region.
Texas
Matti Name’s Presence On Social Media
Before you finalize your baby’s name, you would want to assess if the name is rare or popular. Digital footprint of the name - it’s presence on the internet and social media platforms - can provide you with valuable insights on it’s popularity. A name’s online presence is an important metric for new parents to evaluate their options and make an informed choice. How many people are searching the name on Google, how many profiles are there on Facebook, does the name have a Wikipedia page? Such information surely tells you if the name is ubiquitous or unique. Here is how Matti fares on that count.
Matti’s Mention In Fictional Works
Names With Similar Sound As Matti
If you liked the sound of Matti but searching for a name with a different meaning, you may find that right one from our similar-sounding names.
Popular Sibling Names For Matti
If you are looking for some matching sibling names that resonate with Matti, check our suggestions here.
Other Popular Names Beginning With M
Looking for more baby names starting with the letter M to resonate with your family’s naming tradition or to rhyme with the sibling names? Find a range of alternative names starting with this letter.
Names With Similar Meaning As Matti
Discover names synonymous with Matti’s meaning. Explore alternatives, each with a unique charm but that mirrors the meaning.
Names Rhyming With Matti
The significance of rhyming names extends beyond their aesthetic appeal and a good feel. The repetition and symmetry enhance their memorability. If you want your children’s names to be easily remembered or tune with your name, try some rhyming names. Here are such names that rhyme with Matti.
Acrostic Poem On Matti
Dive into the lyrical charm of the name Matti with this acrostic poem. Witness how each letter paints together a story, capturing the name’s individuality, strength, vitality, and sophistication. Inspiring, is it? Why not try a similar poem that describes what you think of your baby’s personality?
‘Matti’ In QR Code
Adorable Nicknames For Matti
Nicknames are an integral part of your communication with your baby. You tend to use several variations of your child’s name; some are meaningful, while others are simply adorable sounds. Here are a few nicknames you can begin with for the name Matti.
Matt
Matty
Mat
Matti
M
Matti’s Zodiac Sign As Per Western Astrology
Western astrology includes the construction of a horoscope based on the person’s exact time of birth and location to understand the positions of the planet, stars, and zodiac signs at that time. However, in popular culture, it is often narrowed down to the sun sign, which depends on the person’s birth date.There are 12 zodiac signs, each having dominant traits, planetary rulers, elemental connection, and more.
Zodiac sign or Sun sign
The Earth’s orbit around the sun is divided into 12 zodiac signs covering 30-degree sectors. According to Western astrology, the zodiac or sun sign depends on the sun’s position in one of these sectors at the time of your birth. Starting from the sun’s position at the March equinox, the chart goes anti-clockwise from Aries, followed by Taurus, Gemini, Cancer, Leo, Virgo, Libra, Scorpio, Sagittarius, Capricorn, Aquarius, and Pisces. These signs are ruled by planetary bodies - Mars, Venus, Mercury, Moon, Sun, Jupiter, Saturn, Uranus, and Neptune. Furthermore, they are categorized into triplicities or elemental signs - fire, water, air, and earth - that govern their characteristics. Each of these zodiac signs features certain personality traits that may determine how a person presents themselves.
Each zodiac sign in Western astrology is linked to a specific range of dates in the year. Unlike Vedic astrology, where names can sometimes be used to infer astrological details, Western astrology relies entirely on the birth date.
To know more about your baby’s zodiac sign, choose the period in which your baby’s date of birth falls, from the options given below. This will give you a glimpse into the world of astrology tailored for your baby.
Matti’s Zodiac Sign And Birth Star As Per Vedic Astrology
Matti Personality Traits As Per Numerology
The numerology belief system envisages a relationship between a name and numbers. The related numbers are believed to give insights into a person’s character. We have researched this area to connect the numerology-based characteristic traits to the letters of the English alphabet. And the results are fascinating.
Numerology followers believe that each letter signifies attributes that can influence a person’s attitude and approach. Among these placements, the most significant are the first letter (Cornerstone) and the last letter (Capstone) of a name. Cornerstone highlights your primary personality traits and explains how you face challenges and opportunities in life. Capstone can tell you about your approach to work and how you complete them. Often, a letter may be repeated twice or more in a name. This repetition signifies the intensification or amplification of the traits associated with the letter in an individual’s personality.
Read to know what characteristics the name Matti is known for in numerology. Here we have avoided repetition of letters and added them just once for a better reading experience.
Infographic: Know The Name Matti‘s Personality As Per Numerology
Matti In Different Languages
Matti In Fancy Fonts
Visualize your little one’s name in different captivating fonts. You can use these fancy styles on birth announcement cards, nursery decorations, personalized gifts, to name a few. Select the perfect font from these options for a touch of personalization.
Double Struck Font
𝕄 𝕒 𝕥 𝕥 𝕚
Bold Script Font
𝓜 𝓪 𝓽 𝓽 𝓲
Fancy Style 35 Font
m α † † ï
Fancy Style 7 Font
Μ Δ Ŧ Ŧ Ɨ
Love Font
M♥ a♥ t♥ t♥ i♥
Black Square Font
🅼 🅰 🆃 🆃 🅸
Hand Writing 2 Font
M α ƚ ƚ ι
X Above Bellow Font
M͓̽ a͓̽ t͓̽ t͓̽ i͓̽
Adorable ‘Matti’ Wallpapers To Share
Liked our fancy fonts for Matti? Why not go a step forward with these beautiful posters? They are perfect to download and use as display pictures or social media posts! You may also use them as part of decorating your child’s room. These personalized wallpapers celebrate the positive vibes of the name, offering a unique way to show how much this name means to you. What’s more! You have multiple options here to choose depending on your mood or occasion.
Matti 3D Wallpaper
Matti Birthday Wallpaper
‘I Love Matti’ Wallpaper
Stylish Matti Wallpaper
Matti Name Initial Wallpaper
How To Communicate The Name Matti In Sign Languages
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This entry includes five subentries: chief of state; head of government; cabinet; elections/appointments; election results. Chief of state includes the name, title, and beginning date in office of the titular leader of the country who represents the state at official and ceremonial functions, but who may not be involved with the day-to-day activities of the government. Head of government includes the name and title of the person designated to manage the executive branch of the government, as well as the beginning date in office. Cabinet includes the official name and the method of member selection. Elections/appointments includes the process for accession to office, date of the last election, and date of the next election. Election results includes each candidate's political affiliation and percentage of direct popular vote or indirect legislative/parliamentary vote.
The executive branches in approximately 80% of the world's countries have separate chiefs of state and heads of government; for the remainder, the chief of state is also the head of government. In dependencies, territories, and collectivities of sovereign countries -- except those of the US -- representatives are appointed to serve as chiefs of state.
Heads of government in the majority of countries are appointed by the president, monarch, or the majority party in the legislative body. Excluding countries where the chief of state is also head of government, the head of government is directly elected through popular vote in only a few countries.
Most executive branches have a cabinet, or a group of advisers to the country's leader. The majority of cabinets are appointed by the chief of state or head of government, sometimes in consultation with the legislature. Legislatures independently elect cabinets in only about a dozen countries.
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The main purpose of this proposal is to discuss the idea of ethics in editing. The answer is very difficult, otherwise there would have already been a policy or guideline. As such, do not attack the one who proposes this but discuss the idea of conflicts of interest and how to reduce them. One way is as follows:
All pages will have another tab at the top (like edit this page and history) which will say "Disclaimers".
There, all editors will have a space to list any potential conflict of interest. Now, too often we attack companies if an employee, even on their own time and initiative, write about a company. Yet other editors fail to disclose a conflict of interest. Such conflicts could include a Canadian NDP supporter writing about a NDP politician or an engineer writing about a patented chemical made by his company. The political supporter or engineer may, if questioned, say they are objective, but undisclosed conflicts of interest remain.
An example for the Matti Vanhanen article would be a new tab at the top saying "Disclaimers". When you click, it may say:
Disclaimers
The following editors note their conflict of interest or lack thereof.
Suomi Finland 2009 (talk) I am an employee of the Finnish government and a member of the Suomen Sosialidemokraattinen Puolue (SDP).
or
Suomi Finland 2009 (talk) I have lived in Espoo, the same city as Matti, and personally know him.
The reason for this suggestion is that a person saying they are a company vice president wrote to the help desk to request a factual correction and he was told he has a conflict of interest. Yet he was honest. Many of us have some conflict of interests that we almost routinely fail to disclose. This is bad. We are being dishonest. We can fix this easily with a disclaimer tab at the top.Suomi Finland 2009 (talk)
Respectfully, Oppose. Unenforceable, so really unworkable. Editors are free to post such disclaimers in their userspace, and many do, but a prompt for editors to take this extra step when editing articles will either be ignored, or discourage editing altogether. bd2412 T
What this means is that Wikipedia says it is ok to have a hidden conflict of interest. True, it is extra work but bare URL are much easier than non-bare URL references, yet bare URLs seem to be not allowed for DYK. Suomi Finland 2009 (talk)
What bd2412 said. → ROUX ₪
Oppose. WP:NODISCLAIMERS. OrangeDog (τ • ε)
Complete misunderstanding of the proposal. Nobody is asking for disclaimers. The proposal is to have disclosures. There is no such thing as WP:NODISCLOSURES. Suomi Finland 2009 (talk)
If this proposal isn't about disclaimers, why does it use the word "disclaimers" four times, including once in the section heading, to describe what it's about? Uncle G (talk)
Oppose. WP:NODISCLAIMERS. --Cameron Scott (talk)
From WP:NODISCLAIMERS, "For the purpose of this guideline, disclaimers are templates or text inserted into an article that duplicate the information at one of the five standard disclaimer pages". So the application is a bit of a stretch, note that we do use disclaimers in several cases. Taemyr (talk)
Oppose even within talk pages, for most of the above reasons. If somebody feels compelled to disclose potential conflicts of interest, it would be useful to put them on user pages. It is also completely unenforceable in terms of policy unless self-disclosure has already happened. --Robert Horning (talk)
Comment I dont "oppose" the proposal but I agree that it is unworkable. Perhaps it should however be greatly encouraged to do so; as in a policy or guideline somewhere (WP:NPOV perhaps?) that editors are expected to disclose any COI they may have either on the talk page of an article or if it is a whole category then on their user/user talk page. I think using the word expected to do something may be taken by some that you MUST do it and by others that you don't and let the arguments unfold as they will, but I think this is in fact needed to be put in policy that COI's are expected to be disclosed. When I wrote Warinus de la Strode I believe I put out on the talk page that I am a direct descendant and thereby disclosed my COI in case my pride in my family at any way influenced any fluffy language to inflate the article, I didnt have to and no expectation was there that I should, but I did because I wanted to be honest and open. There are more pressing matters of COI in Wikipedia than that though, but this is probably the most common; not everything is about POV pushers and warriors. I'd like a caveat to be put in though restricting the expectation of disclosure to protect editors from having to ever release information on gender, sexual orrientation, race, or religion. It doesnt matter if you are Hindu writing about Hindu topics no one should ever be expected for a second to disclose their religion or ethnicity, or race.Camelbinky (talk)
Really? A paid, professional advocate for a religion (e.g., any rabbi or priest) should not have to disclose his or her association to the topic, but a person who worked for a non-religious organization, even briefly or in a low-level job, should? And how would you avoid disclosing some of these things? For example, how do you disclose that you are descended from a notable person, without simultaneously disclosing that you have the same race as this notable person? WhatamIdoing (talk)
When we start making people have to declare that they are of African descent when editing an article related to Africa or people descended from there or we make Jews declare they are Jewish that opens them to harrassment and other problems. In my particular example I was able to disclose I am descended from Warin, an Norman-English noble and yet I am Jewish and that did not need to be disclosed (I have openly declared I am Jewish, I feel no need to hide it, but some may. It can be a sore subject for some of the older ones to be open about that, depending on where they grew up).Camelbinky (talk)
Oppose: Even if it were possible, it would be impossible (?!). No one even knows all of their own conflict-of-interests, nor can we determine what effects our opinions on matters, nor is any one neutral on any subject. For example, I've recently been editing the Dog meat article. Do I need to disclose that I'm allergic to dogs, and thus not a big fan of them? What about on politics articles--do I need to list my entire voting history and political affiliations, which have changed significantly over my life? What about someone editing, say, rape--do they need to disclose his/her history on the subject? Or, if I do some work to edit some obscure poet that I've never actually heard of, but I just found through Recent Changes, what do I disclose then? Again, I repeat my above assertion--everybody has a point of view. We cannot even know how our various point of views effect our own actions. Even if people wanted to "disclose" their point of view (and people above correctly point out that most won't), they can't. And, finally, what would you even do with this information, anyway? When you read a newspaper article, do you think "I wish I knew what the POVs of the reporter and editor were, so I could better evaluate this information?" Qwyrxian (talk)
Scientific article have disclosures all the time. A disclosure might be "Jose Fernandez receives financial support from Dow Chemical and the American Chemical Society" even if the article is on a chemical that Dow does not make. To say that onebody knows all their conflicts of interest so they should mention none is complete denial. Suomi Finland 2009 (talk)
Those are disclosure of financial interest. And those are already covered by WP:COI. The OP is suggesting other types of disclosures, like residence, political affiliation, etc. I have no idea how far proposer was recommending we extend COI (i.e., in the original example, do I have to declare that, while I don't vote in Finland, my brother does? Or that one of my grad school professors was a Finnish nationalist? Or that I have the same last first name as the article subject, so I like him?), but no matter how far it is, it will never be far enough and always too far. We all serve many masters; in general, we don't even know who/what they are. Declaring any COI other than financial is both unreasonable and ultimately untenable. Personally, I'd argue that even financial COI doesn't have to be exposed, because I couldn't care less if someone's getting paid to edit, so long as the end product meets our standards; however, I'm well aware that consensus doesn't support such a position. Qwyrxian (talk)
Even financial interests are not disclosed in Wikipedia. Too often, people will write about work related topics. That is a financial conflict. If I work for a bank, then this should be disclosed in a banking article. As one editor told me, he didn't think this proposal would pass but that getting people to think about an ethical issue is good. Suomi Finland 2009 (talk)
Outing is now ethical? Should we also list home addresses, blood types and shoe sizes? (disclaimer: my grand-grand-gradmother was Greek, this makes me highly involved in Greco-Turkish affairs, and Zeus save me from editing Sophocles...) Should we all hire psychoanalysts to dig up those irrational creepy influences from the past that force us to write about dinosaurs and dandelions? Should we continue writing in public, at all, after this? Rant over. Editors declare their interests by writing the encyclopedia. You want disclaimers? Look no further than "contributions" button. East of Borschov
Oppose User talk page COI statements are more than enough, that way if an issue arises the user can point to the issue.Sadads (talk)
Oppose. This is like asking children to tell you before they steal some of your apples. Dmcq (talk)
Not all COI edits are bad faith. An editor with a potential COI can have a genuine desire for an encyclopedic article, furthermore he is often in position of valuable insight. There is a reason that WP:COI is written the way it is. Taemyr (talk)
Oppose. The current policy is already calling for disclosure of potential COI. Editors with a potential COI needs to seek broader scrutiny for non-trivial edits, and if such scrutiny is in place a disclaimer should be superflous. If the scrutiny is not present then disclaimers will not remove the problem. Also editos who currently fails to seek such scrutiny does so for one of three reasons, because they are unaware of the current policy, because they are unaware of their potential COI, or because they are editing in bad faith. No stronger requirements for disclaimers will fix these problems. Taemyr (talk)
I'm looking some general guidance on which policy or guideline prohibits the removal of source content, as I have been recently warned for doing so in good faith. In researching this topic I've found that this is something that people are regularly warned for, but I haven't been able to identify what the policy basis for those warnings is. Of course I understand that in many cases people will be removing content in bad faith, or to advance a particular POV, and of course that should be unacceptable, but in this case I was attempting to improve the readability of the article by removing some content that added no extra information at all. This is something I've done quite often in many articles, trimming sections down to increase the signal-to-noise ratio by removing redundant text. After all, I'm an editor, and this is something that real-world editors do.
Is it really the case that no content can be removed from an article if it is sourced, no matter how redundant or trivial or outdated or just-plain-boring it is? I hope that is not the case because it would be a great disservice to the readers of our encyclopedia.
Thparkth (talk)
I don't think there's any policy about whether you can or cannot remove text that is sourced. We do have WP:V that allows removal of unsourced text, but the contrary position is not affirmed. It is courtesy that if you are removing an inline source that is used elsewhere in the article to move the sourcing info there, but that's not a requirement and we have at least one bot that patrols those types of changes and fixes them.
I would, however, engage a bit more to explain carefully why you are removing something that is sourced, since this does often look like vandalism. If you are running into pages where editors revert such changes, explain what you are doing on the talk page, and why you think the text is bad for the s/n ratio. You may better convince those that are reverting you now that your changes are beneficial. --MASEM (t)
Is this a good time to re-visit One shot (music_video) then Masem? In that case you looked for citable references to support the removal to be listed in the Talk Page. The problem I have with that is that the text may fail WP:Burden if the cited source is later revealed to be unreliable or it may fail WP:NTEMP if the notability of the information in relation to the subject of the article has waned over time. The Burden should then fall on whomsoever wishes to replace the information to provide up to date citations which consensus declares to be reliable and not temporary. Recently I have been on the receiving of a Good Faith Edit akin to those being carried out by Thparkth and found myself agreeing with it because my sourced edit from years previous had turned from notable into trivial and did not deserve to remain in the article. Stuart.Jamieson (talk)
The policy is a bit fuzzy here because writing encyclopedia articles isn't an exact science. The closest you get is WP:PRESERVE, which asks editors to preserve appropriate content. However, what is "appropriate", and what is WP:NOT, is open to interpretation where reasonable minds may differ. I agree with Masem above that in some cases the issue is clear, e.g. unverifiable content, and that you should explain carefully in the cases which are not so clear. In general, I would say that any edit to an article should not remove relevant and basic information on the topic unless you are moving the coverage to another more appropriate article. On the other hand, no particular aspect of the article's subject should take up more than its fair share (I know, "fair share" is fuzzy) of the article. Sjakkalle (Check!)
The "trivial" and "just-plain-boring" remarks should probably be clarified here. In a lot of technical topics, sometimes details may not interest the general public, but may be important for comprehensiveness (for FA). For example, I write about lemurs, some of which are extinct and known only from their remains. I would not want someone coming through and deleting details such as "skull length" or fine details about craniodental features because they were "trivial" or "just-plain-boring". But otherwise, I know what you mean and I know where you're coming from. – VisionHolder « talk »
I completely agree with you. I would personally never remove the kind of information you're discussing from an article. "Trivial" and "boring" can only be judged in context. All the same, if any of those articles note that Trachypithecus is an anagram of "pussy architect" then I'm probably heading for the edit button, no matter how well-sourced that fact is :) Thparkth (talk)
Unflattering or inconvenient information about conservatives is always removed, no matter how many sources are attached to it. Nobody has done anything to stop it. See e.g. Talk:Conservatism in the United States/Archive 4#Edit war and Talk:Adolf Hitler#Hitler's DNA. Wnt (talk)
Now I'm confused .. does Godwin apply or not? TB (talk) :)
Of course. No matter how well sourced, the obvious fact is that Trachypithecus is actually an anagram of "pushy architect", not "pussy architect". ;) Anomie⚔
Wikipedia is not an indiscriminate collection of information; the bare fact that something appears in a source doesn't mean we have to mention it too. Ucucha
Indeed. Information should be sourced to be maintained, but not all sourced information should be kept. Non neutral point of view WP:NPOV, undue detail WP:UNDUE and other reasons are perfectly sound reasons to remove sourced information. Arnoutf (talk)
Bear in mind that a non-neutral point of view typically means "my opponents proved something, and my side can't disprove it, so it is non-NPOV to print only their version of events". WP:UNDUE works much the same way. Wnt (talk)
But at the same time is it appropriate to remove factual, verifiable, and sourced information about a topic merely because it doesn't fit the current narrative of the article as espoused by the latest editor? To me, move the sources, the article text, and other related content to the talk page with a plea for somebody, anybody, to try and work the information in some form back into the article in that kind of situation. It is just plain wrong to indiscriminately remove information and a host of other Wikipedia policies apply when it is removed, including WP:NPOV, WP:OWN and a great many others. Generally when factual and sourced information is being removed the article is a much weaker article as a result.
Including information put forward by another user is to me a sign that an editor is realistically trying to maintain a neutral point of view and is willing to admit from time to time that they don't know everything about a topic. You can debate the notability of the information or its applicability to the topic at hand, or perhaps that the content added should be moved to another project (like Wikisource if it is a substantial inclusion of original source material), but you should generally assume good faith when content is added to an article to work with that content. Such discussions about the quality of a source can and should be done on the article talk page instead of forcing it to an edit war.
If something appears in a source, is relevant to the topic at hand, and perhaps even more significant if it contradicts something mentioned in another source.... it not only can be added to an article I would suggest that it must be added in terms of being a responsible editor on Wikipedia. Question the quality of the source or something else related to the source, but if you can agree that the source is reliable then removing that tidbit of information is wrong and corrupting to the process of writing an encyclopedic article. There is some wiggle room here to argue about what can be removed (a poor quality source, mis-interpreting what the source said, etc.) but the basic principle is one that I think should be maintained. --Robert Horning (talk)
WP:PRESERVE and WP:HANDLE used to be two separate sections at the editing policy. HANDLE was the explicit permission to remove bad information (e.g., contentious claims that could only be sourced to someone's personal blog), rambling details, etc., if the problem couldn't be fixed. It may be less clear now. WhatamIdoing (talk)
All said NPOV and UNDUE can be abused (for reasons of WP:OWN and the opposite POV), but sometimes they are clearly of relevance. For example insisting on a (well sourced) children saving plan of a local bank in Little Rock Arkansas in the main banking article would place undue attention to such a minor issue and should be removed even if well sourced. Ok, the example is a bit over the top, but not as much as you might thinks as we see people adding their local favorite regularly to all kinds of articles. Arnoutf (talk)
I've noticed the infobox has a place for coordinates, and I got a map from following advice here, but don't know where to place the marker to get the coordinates. Unfortunately, there is some sort of glitch with using the physical address, which puts the marker several miles away.Vchimpanzee · talk · contributions ·
This page is for discussing Wikipedia policies, not a general forum for any random question you may have about editing. I suggest you use {{helpme}} on your talk page instead. Beeblebrox (talk)
I disagree. Vchimp is trying to determine what should be used as the latitude and longitude for a location (presumably using a specific example that has brought the problem to light because the location isn't automatically found by the address). This seems like a valid policy question because one can conceivable list the coordinates for anywhere on campus. For instance, should the school's main office be used, some place in the center of campus, or some other location? Does it even matter and are their guidelines in place that dictate use of coordinates. Perhaps a more specific group like WP:COORDS could be consulted, but I don't think it's unreasonable to consult policy folks who may know exactly where to find rules on using latitude and longitude. —Ost (talk)
Exactly. I found an archived discussion on this very topic here, though it wasn't as specific as a college campus and it didn't quite resolve the question. There is a link I forgot to try; maybe I can post this there.Vchimpanzee · talk · contributions ·
We can discuss it here if you want. While I havent worked on college campuses I have worked on other large scale places of similar size (such as W. Averell Harriman State Office Building Campus and Port of Albany-Rensselaer). I would say to try and center it on the main campus (as many colleges have multiple campuses, University at Albany, SUNY for example has an uptown, downtown, and a suburban biotech campus several miles apart. For cities, towns, villages and such (which is what I normally work on) I always try to center it on the municipality as the city hall usually has a place for its coordinates in the infobox and therefore to put the same coords for the town itself is redundant. I hope this bit of experience helps, though it isnt any official policy, it works for me.Camelbinky (talk)
Someone else put the coordinates in the article after seeing my request here. I don't know whether it's kosher to put them in the text (now that IS a policy question), but the person gave the locations of the three campuses.Vchimpanzee · talk · contributions ·
I think the rules of the English language state that a common name is a proper name, and thus should be capitalized.
Conventions for capitalization of species' common names seem to differ.
There are massive inconsistencies between article names, between the article name compared to its content, as well as mention of the common name within a given article.
Some examples:
Black Rhinoceros: All upper case article name, and all upper case occurences within article
Brown Bear: All upper case article name, and almost all lower case occurences within article
Kangaroo rat: Second word lower case in article name, and all lower case within article
(Most articles are a mixed bag.)
I think this problem has arisen because the policy is likey wrong. Editors don't know which to pick, and the outcome is split. There are constant page moves from one convention to another, and back again. If this gets sorted out either way, MOST animalia articles will be flawed or inconsistent. This is a serious problem, and a very visible blight upon Wikipedia. Anna Frodesiak (talk)
Wikipedia talk:WikiProject Animals is probably a better place to raise this issue. LadyofShalott
This has been brought up multiple times: Talk:Platypus#Capitalization, Wikipedia_talk:WikiProject_Mammals/Archive_6#Common_names, Wikipedia_talk:WikiProject_Mammals/Archive_7#Capitalization_debate (one I brought up), Talk:Platypus#Edit-protected.3F (the first part of the previous). There doesn't seem to be any stong consensus on the capitalization of vernacular names, however I strongly feel they should remain lower case. —Mikemoral♪♫
Flora
A worse problem is the naming of plants, where the project seems to have flown in the face of Wikipedia convention by adopting (mainly) Latin names, whereas all the books I have ever seen sources use the common name as the primary title, unless there is none, when the Latin name must be used. --Bermicourt (talk)
I see what you mean. I don't have too much of an issue with naming articles by species or common name. I have done both. But the capitalization issue is nuts. If one article name is different from another, it's not the end of the world. But when the name is different from the content, that's a problem. Even worse is when the case keeps changing several times within the article. That should be resolved at once. Anna Frodesiak (talk)
I have posted at WikiProject Animals. (Thank you LadyofShalott for that suggestion). Anna Frodesiak (talk)
One of the lead Did You Know's on August 29th (30th UTC, I suppose) is based on a highly speculative statement (Did you know that that Lou Gehrig (pictured) may not have died of Lou Gehrig's disease after all, but may instead have succumbed to chronic traumatic encephalopathy?). Even the source concedes the possibility is wholly synthesized (Although the paper does not discuss Gehrig specifically, its authors in interviews acknowledged the clear implication).
I'm not advocating removal of the material from the article, I mean, it is sourced, but it's one claim flying in the face of 75 years of accepted medical conclusion and it seems we may be jumping the gun in giving the possibility so much weight. Lou Gehrig's Disease is a very well understood condition whose presentation is well documented (even in Gehrig's case). While CTE may be similar with regard to a couple symptoms, lending credence to such specious claims on the main page seems intellectually irresponsible.
--K10wnsta (talk)
I don't know. I think the hook does exactly what it's meant to do: hook the reader into reading the article. It's an interesting "what if"? that's relevant to the DYK article. — Coren (talk)
I agree that it works as a hook, but analogously, so would something like Did you know the World Trade Center may not have been destroyed by planes alone, but may also have been blown up by controlled demolition? Sure, it's going to grab a readers attention, but do the ends justify the means?
--K10wnsta (talk)
It is not just the NY Times that has reported this very interesting speculation, which I would say is more than speculation; I do believe it was either Scientific American or Discover (or both) that recently had quite an article on the new findings. Verifiable, not truth I do believe is the motto? If doctors/scientists/professionals who are published in reliable third-party peer-reviewed journals and newspapers say something who are we to say it isnt good enough for us? As far as the WTC hypothetical hook- find a professional with some sort of relevant background giving him/her an authority on the subject and who is published in a reliable third party peer-reviewed journal who has that hypothesis and then sure it could be a hook. Good luck. And that is the difference.Camelbinky (talk)
The point is the NYT piece is known to have gotten it wrong. See also the discussion at wt:WikiProject Medicine#ALS and NYT and Talk:Amyotrophic lateral sclerosis#Misdiagnosis_of_some_traumatic_brain_injury_as_ALS. LeadSongDog come howl!
Verifiable not truth. Dont care to read Wikipedian's views and discussions regarding NYT or any of the multitude of other magazines, newspapers, etc that have covered this (including I believe National Geographic) because Wikipedian's views arent relevant. Give me medical peer reviewed journals that state for a fact that this is not legitimate research and speculation and then it is fine. Otherwise we have a conflict of sources and we present both. This thread isnt about the facts, it is about whether it was appropriate to put the "fact" as a DYK hook. The answer to that question is unquestionably YES, it was in fact appropriate. This is NOT the place to discuss whether NYT got it wrong.Camelbinky (talk)
Well, that's the rub, there's no medical, peer-reviewed article (or journal) stating that Lou Gehrig died of anything other than Lou Gehrig's Disease. We have medical researchers who have impressed upon the similarities between a disease they researched and Lou Gehrig's Disease, which is certainly verifiable and, as I stated before, worthy of mention in the article. I just wonder if we should be trumpeting specious possibilities in an effort to call attention to an article.
--K10wnsta (talk)
Importantly, "no peer-reviewed article" includes the article that the NYT is supposedly basing this claim on. The actual article doesn't mention Lou Gehrig or baseball anywhere in it. It talks about the potential for misdiagnosis only in the context of players of American football and hockey (both sports with dramatically higher rates of head injuries than baseball). WhatamIdoing (talk)
I objected at TDYK but it moved on... Anyway, Gehrig doesn't care. ALS is a kind of shit that forces people to seek any possible clues - why? why me? Look at it from the other side - no one can help them. But simply reproducing a hypothesis wouldn't hurt either. False hopes? Yes. But maybe ten minutes of hope, even if false, mean a lot to a dying human. East of Borschov
To go back to the original question—I would say yes, this hook would have been better stated, "that some journalists have speculated that. . ." Chick Bowen
My new proposal is this (credits to Golbez (talk)): to put all featured content as Pending Revisions.Us441(talk) (contribs)
Support
Yes, but only while it is on the front page. Once it is replaced the next day it should go back to normal. -kslays (talk • contribs)
In practice, a lot of featured articles are closely monitored. Anonymous editors are especially reverted. We would save a lot of time and may even increase the chances of productive revisions if we forced users to log in to edit a FA. Shooterwalker (talk)
Featured Articles are community-chosen examples of our very best work. They have also attained a good level of completeness and polish, per the FA standards at the time of promotion and the level of participation in the FAC process. Thus 1) there is less of a need to edit the articles in the first place, 2) any random edit has a greater chance of bringing down the quality of the article than a random edit to an average or below average quality article and 3) we should avoid showing our best work to readers while it is vandalized. Therefore, edits to FAs by un-established editors should go through some level of review before going live to readers. There will still be many hundreds of thousands of average to below average articles that will be wide open. --mav (reviews needed)
If pending revs have any meaning behind them (apart from being a PR campaign), then their scope must expand. East of Borschov
All those people who say "FAs are usually heavily watchlisted" need to realize this is far from the case. On most of mine (and not just random video games, but things like Bone Wars), I'm the only major contributor still active or on Wikipedia enough to watch for vandalism. If pending revs is accepted by the community, I'm applying it to the FAs I've worked on regardless of whatever people say here. Its utility has far outweighed any "but poor anon who wants to add poop jokes can't" complaints. Der Wohltemperierte Fuchs(talk)
Yes, the trial run is showing clearly that this feature brings desirable stability to articles. The time delay factor is actually minimal: just enough to make scribbling unrewarding.--Wetman (talk)
Oppose
Because a. I don't like pending changes in general, and neither does a large portion of the community, so adding more pages for no real reason isn't effective, and b. why does it matter? if there's heavy vandalism, it'll need semi protection anyway. Otherwise, it can be easily reverted. Oh, and c. Protection is not a preventative measure, so just protecting all the FAs isn't helping, just slowing things down, especially as pending changes is really slow. —fetch·comms
The point is that since featured articles are reviewed anyway, the FA review process, that has caused so much comment in the pending changes trial, can incorporate pending changes review. Uncle G (talk)
But there's no need to have an extra slow layer of relatively ineffective "protection" for articles that are already monitored. Half of our FAs are rather obscure topics that are not vandalism targets; the other ones can be semi'd when needed. I'm not opposed to using PC for a TfA (today's featured article) when needed over semi-protection for that day, but not for all FAs without need. —fetch·comms
Seconded. SchuminWeb (Talk)
Per Fetchcomms. — Tanvir
Oppose because it violates the basic spirit of Wikipedia, and is unnecessary because FAs are typically heavily watchlisted. Thparkth (talk)
Per Fetchcomms; the idea of pending changes seems antagonistic to a founding principal of wikis in general. We should especially encourage editing of FAs, since they're our most prominent works (of course we ensure that they're not vandalised, but that can be done with careful use of watchlists), and telling those whose edits aren't automatically accepted that their edits aren't yet visible really doesn't seem a way to encourage the understanding that Wikipedia is an encyclopedia that anyone can edit. Nyttend (talk)
per above (esp. Nyttend). Hobit (talk)
Dreadful idea. Almost all of the people doing the reviewing will have no idea about the subject, and many of those who do will have to have their edits accepted, and perhaps lost in the confused muddle that is pending changes. Malleus Fatuorum
Oppose. Pending changes only hides things from people not logged in; it makes no difference to the tens of thousands (hundreds of thousands?) who are, so it introduces complexity for little benefit. And reviewers are anyway supposed to accept anything that isn't obvious vandalism or similar, but those edits can be kept out without this additional layer of bureaucracy. SlimVirgin talk|contribs
Oppose. We should use our best content to encourage editing, not discourage it. Powers T
Oppose. Pending changes protection works best for articles with a low edit frequency on a small number of watchlists. This proposal could easily tie things in knots. That said, some articles may end up not being watched by many people before or after their time in the limelight, so maybe it could be used selectively for featured content not on the main page. Yaris678 (talk)
This is a very bad idea. For FAs that don't get a lot of edits anyway, this just fixes what isn't broken. For FAs that get a lot of anon IP vandalism, this confuses anons and new editors. It gives them some sense that poorly worded and uncited changes are somehow legitimate, it makes editors who watch these FAs work harder to overturn poorly written passages cited to unreliable sources, and worst of all, pending changes on main page day FAs makes it very difficult to revert vandalism. Not all FAs should be partially protected, but some very certainly should be. Assuming all FAs automatically deserve pending changes does not help anon IPs and it does not help the articles. --Moni3 (talk)
Oppose We deal with featured content vandalism just fine, and in doing so, we demonstrate a) how open Wikipedia is, b) how 'on the ball' we are. PC adds complexity; also, it is not yet ready, and likely to be removed in the near future. Chzz ►
Oppose that this be blanket-applied to all FAs. Many of the ones I maintain don't get a lot of edits; those that receive a lot of vandalism are already semi-protected. A lot of people know a little bit about many of my article subjects (the Texas Revolution, particularly), but what they "know" usually doesn't reflect recent research - I have seen people revert changes because they think its vandalism when it's really factual information. I'd rather keep these articles off the pending changes list and let editors who know the subject take a look. Karanacs (talk)
That doesn't quite make sense. Anyone registered can still made edits to semi-protected articles no matter how knowledgeable they are. Having FCs won't change a thing in that respect. Saying "keep it off the list so only experts will see it" smacks of anti-Wikiism or something. ♫ Melodia Chaconne ♫ (talk)
What I'm trying to say is that most FA-class articles deal with fairly specialized material, and it's likely there are only a handful of editors here who know the sources well enough to identify whether some changes are vandalism or good-faith misinformation or valid information. Adding pending changes to these articles means we'll be duplicating effort - a PC reviewer may be the first one to look at a change and make a decision, then a content expert will need to look at the same change and figure out whether it's valid or not. Why add the extra step, burdening another reviewer? I'm not speaking for all FAs, but there are a large number that are adequately watchlisted and/or experience little or no problem with vandalism, so why add complexity? Karanacs (talk)
Neutral
Hello, and thank you for your patience with me. I hope I am posting to the correct place; my apologies if I am not.
My question deals with an entry that has already been made by someone else, and the subject is about an old car made in 1953. My father was the one who designed the car, and quite frankly, there is NO ONE more qualified to write about the history of this car than I am. I tried writing something about the Venus Car a year or so ago, however, was booted off as being opportunistic, or someone who had something to gain by writing about this car, which I guess falls within the "conflict of interest" policy.
But I assure you, my only goal is to have the history of this interesting car available on Wiki, even if I have to hire a 2nd person write it for me.
You I guess my question is why can't I write this story? The current entry about the Venus Car is totally wrong and inaccurate.
Thank you Patrick McLoad —Preceding unsigned comment added by Mcload (talk • contribs)
Could you expand on this a little more? The article Venus Automobile seems to be pretty much in the same shape as you left it. There is some stuff about WP:COI to worry about, but I don't see why you can't make this a much better article.
And please, start by uploading some pictures! Wnt (talk)
As this seems to be a recurring phenomenon, I believe we need to create a separate, distinguished criteria for passing notability for restaurants. I would like this to go before a large audience and eventually have a proper vote on it. I stand on a more conservative side of this issue, leaning towards excluding restaurants that may meet general notability guidelines. I think that this is what has caused such a large divergence in opinion, simply because no specific set of rules exist for restaurants. It is my opinion that by following current rules for notability, we are allowing the insertion of unencyclopedic restaurants to pass through, and adherents to the general rules have something to lean on during a debate for deletion.
A large supporting source is the New York Times, an obviously reputable source, which constantly reviews restaurants in its dining section. What this gives writers is a safe source for maintaining notability; one could potentially write an article for a restaurant on a weekly basis citing this source. There are certainly other highly used sources which weekly feature restaurants which can be used. It is my opinion that even though these are used countless times (by myself in many articles I've written), they do not give notability. Every restaurant has a history, and some may be certainly very interesting, but that does not make it remarkable. To quote myself from a related discussion:
"I worked at a restaurant as a cook for 8 years that was featured every year by the local news (nj news12) and the owner has gotten a ton of good reviews for it simply because he has connections and wanted the exposure. It is utterly unremarkable and does not belong in an encyclopedia, but if this is a trend, maybe I will someday write a fluffy article about the hardships he faced climbing up the ladder, sacrificing whatever it was he did."
That is an empty threat, but my point is that if the owner had any interest in Wikipedia (yet he luckily doesn't even have an interest in the internet), he could probably meet general notability guidelines and have a very well referenced article. I do not wish for this to happen.
I have a general set of rules which I would like to propose to determine eligibility for notability for restaurants which I will list.
"A restaurant may be notable if it is independently sourced for something other than the fact that it's a restaurant that got good reviews, and has some sort of history."
The owner is notable.
The workers are notable, like a notable chef.
Notable regulars, like if a celebrity frequents and supports the restaurant.
Historical significance, like an old restaurant or site which has been or is currently a restaurant (a fictional example being... George Washington's house has been converted into a diner).
If something notable happened there, maybe even one time event as the host article.
Extraordinarily remarkable cuisine, like serving extremely exotic or unique food which no other, at least regionally, restaurants serve which is well sourced and noted just for that.
Social significance for the community.
I would like to start a discussion, cause I grow tired of the back and forth regarding restaurants and notability, and I want any supporting contributors to revise or add rules. Thank you very much - Theornamentalist (talk)
As someone who isn't familiar with restaurant reviews as a journalistic practice, could you explain why reviews of a restaurant in multiple reliable sources shouldn't satisfy general notability requirements? Not every restaurant that exists will get reviewed, so how is it different from a film or a book getting reviewed? If it's purely just a matter of how localized the coverage is, I'm sure there are ways to distinguish between a review in The Cowtown Enquirer and The New York Times without resorting to an insistence on the restaurant's significance. postdlf (talk)
I don't think this is necessary. What makes such restaurants "unencyclopedic"? If there are multiple independent sources, then there should be enough to write a neutral, verifiable article on the subject. Note that per Wikipedia:Notability (organizations and companies), purely local coverage is generally not enough to meet notability standards. Many of the proposed guidelines are also looser than the normal notability rules, in particular, several run afoul of "notability is not inherited". Mr.Z-man
Theornamentalist, can you explain why you think that the usual rules for businesses (which are slightly stricter than WP:GNG's "presumed notable" level) aren't normally good enough?
Also, I agree with Mr. Z-man that many of your suggested criteria are actually banned under current rules, for being far too loose. WhatamIdoing (talk)
to Postdlf - The New York Times writes reviews all the time because they have to, not because it's news or notable. Therefore, it seems that a restaurant in the tri-state area will likely get a review simply because that's typically the extant of the NYT's coverage.
to Z-man - My main concern is that businesses can pay for this type of coverage, the fact that a restaurant serves food and it's cited to a reliable source, should not make it notable. I know some of these conflict with inheritance issues right now, but I would like to revise them (with the help of those who agree and even those who do not fully); I am trying to come up with a way to orderly separate an unremarkable restaurant from one with some actual encyclopedic value. - Theornamentalist (talk)
to WhatamIdoing - Simply put, they allow for articles like this to exist, which I oppose. - Theornamentalist (talk)
My goal is to avoid lengthy discussions like this, it seems like there are definitely issues with a given restaurants' notability, and instead of going through the motions every time, I think it would be good if both sides could agree on a set of rules. - Theornamentalist (talk)
This subsection of WP:N seems relevant: "The evidence must show the topic has gained significant independent coverage or recognition, and that this was not a mere "flash in the pan", nor a result of promotional activity or indiscriminate publicity, nor is the topic unsuitable for any other reason. Sources of evidence include recognized peer reviewed publications, credible and authoritative books, reputable media sources, and other reliable sources generally." I don't think that a single restaurant review, even in The New York Times, is generally going to be enough to meet the bar. I don't think the problem is that we don't have a guideline, it's that it's not being followed in all cases. Beeblebrox (talk)
to Beeblebrox - Then maybe instead of rewriting policy, an official guideline regarding Restaurants needs to be created (pending further input for support..); something like WP:HAMMER, to name one regularly in use and subject specific. - Theornamentalist (talk)
In Wikipedia:Articles for deletion/Teaneck Kebab House, I've argued for keep on the grounds that, while only one restaurant review in a major newspaper's dining section isn't enough to establish a restaurant's notability, this particular restaurant has had two such reviews in two different major newspapers. In an area like New York City where restaurants exist by the tens of thousands, this is no small feat, even when one of the reviews is bad. The reason why WP:GNG calls for multiple reliable sources is that we don't want a subject to be considered notable on the basis of just one lucky break with the media. If there are at least two, from mutually independent sources, that would indicate that the subject is at least interesting enough to get these two sources involved.
However, I have just one caveat with regarding multiple restaurant reviews as being enough to establish notability: the Montreal Gazette has stated time and again in its dining section that its restaurant reviewing team does not accept invitations from a restaurant's owner. That should be the case for every review used to establish a restaurant's notability. -- Blanchardb -Me•MyEars•MyMouth- timed
Why just restaurants? Why do reviews count for notability for any product, service or company at all? Reviews are routine coverage of routine things. Everything gets reviewed. Magazine racks are full of dedicated product review magazines with hundreds of reviews and then even more reviews in every special interest magazine too. I mean, get real, out of 121,000 Google hits I am sure I could extract two reliable source reviews for the muffler on my car, but that doesn't mean it is notable! Reviews prove existence but not notability. We want to document the notable things, not the ordinary things. A review can demonstrate notability by documenting claims of out-of-the-ordinary things but the existence of a review merely proves the existence of the product. SchmuckyTheCat (talk)
Good point, but for some reason there tends to be disputes about restaurants, I support your opinion, but I was hoping to crack this egg first, not the whole basket.. - Theornamentalist (talk)
I also have to concur that reviews should not constitute reliable sources for anything other than verifying a restaurant's (or other product's) existence, which is not enough to establish notability. One counter-intuitive problem with allowing reviews to establish notability is that it necessarily means that restaurants in smaller cities will be more likely to be notable, on the grounds that a local newspaper has fewer restaurants to cover, and thus any given restaurant is more likely to be reviewed, compared to a restaurant of similar size, stature, income, etc., in a larger city.
Another way to tackle this is to deal with the issue in WP:COMPANY, which requires that "Evidence of attention by international or national, or at least regional, media is a strong indication of notability. On the other hand, attention solely from local media, or media of limited interest and circulation, is not an indication of notability; at least one regional, national, or international source is necessary." The key here that needs to be resolved, of course, is papers like the New York Times, which serve a dual national/local purpose. One of the big issues at a recent high profile AfD was that some editors (including myself) believed that while the NYT is a national paper, the restaurant reviews are a part of their local coverage (found in what I believe is called the Metro Section), and thus don't qualify. If a restaurant were featured in the Business section, that would be notable coverage, but the reviews by themselves are not. Others, however, argue that such an analysis is a type of POV/OR on our part, and there's no way to clearly state that the reviews are only intended for a local audience. Qwyrxian (talk)
*sigh* Yes, it's obvious the Metro section of the NYT is regional coverage, sometimes people take policy a little too literally. whose AFD
Personally, I am less interested in whether the coverage is regional or national versus whether the review documents an extraordinary claim. For example, Sunset (magazine) has articles every month reviewing "5 Crab Shacks on the Maryland Coast" which are great food porn, but say nothing indicating the five crab shacks are extraordinary other than the travel writer decided to stop in that town. For the broader product category, national coverage is a given, again, in national magazines on every magazine rack. Again, the review needs to document an extraordinary claim beyond mere existence. SchmuckyTheCat (talk)
But such a write up could indicate (but not necessarily guarantee) notability. It does not need to say it is notable. Local (which is typically regional for large cities) should not be disregarded.Cptnono (talk)
I think one option is to expand WP:ORG to introduce a "new" criteria: Notable businesses have normally received noticeably more media attention than similar businesses.
My primary concern is that while I think some editors are thinking this at AfDs, nobody seems to actually come right out and say it, and ORG has a general goal of reflecting the actual practice as seen at WP:WikiProject Deletion sorting/Organizations. WhatamIdoing (talk)
Oppose Please see Mzoli's - an article of this sort whose AFD was well-attended by the community and which was kept. The proposition is that restaurants, as a general class, are not notable, even though it is agreed that they commonly attract independent detailed coverage in reliable sources. Because this class of topics passes our general notability guide, this proposition rests upon the personal opinion of the nay-sayers. It is their POV or judgement that such topics should not be covered here. By objecting to such coverage, they wish to censor the project contrary to core policy. The nay-sayers do not seem to have any special status which would set them above other editors, the founder of this project nor the independent professional editors and publishers who decide that such topics do merit notice. Having worked themself in a restaurant does not qualify an editor for a special, expert opinion as such work is commonly menial labour and familiarity breeds contempt. Colonel Warden (talk)
I wish you'd stop Mzoling us: that article is of little help for a number of reasons, namely:
1 - Mzoli is not a restaurant, but a sort of wholesale butchery, around which a number of restaurants opened; in other words, if anything, it is a restaurant cluster
2 - The concept described in point 1 is rather unique; most restaurants that would be affected by this proposal are something like, uh, a run-of-the-mill kebab house in Albany.
3 - The majority for keeping Mzoli was not clear-cut, and the article was written by Jimbo Wales; many of those who voted to keep the article explicitly did so out of respect for such a venerable editor.
4 - The whole AfD discussion for Mzoli, which is far too personal and acrimonious to be a template for how things ought to be discussed on wikipedia, was obscured. Editors with a certain expertise can still dig it out, but the fact that it is, at least in the intention, hidden from view is, in my opinion, a clear sign that wikipedia doesn't wish for it to be a precedent.
And, incidentally, deletionism (which I do not myself support, until ridicolously irrelevant things like prize dogs' sleeping habits start popping up on DYK) is a legitimate and widespread point of view on wikipedia. Calling its supporters menial, censoring nay-sayers is not particularly mature, and doesn't really help the mood of the discussion. Complainer (talk)
Just as a comment, what tends to happen with restaurants, local businesses, local bands, local sports teams, etc. is that while there are multiple secondary sources to cover these, they tend to be from local sources that question their independence to some degree. No, this is not to say that a newspaper has a vested interest in the well-being of a restaurant, but instead they do have one to the local community. The smaller the community the source servers, the less independent that work becomes, and thus begs the question of notability of anything strictly sourced to these types of works. Note that a source normally considered to be a work on a large scale (like the NYTimes) often will still have a local section, and while all the rest of the newspaper will generally be independent, this part will not be.
In other words, it is not that we need a new guideline for restaurants - they should already be covered by WP:CORP if not the GNG. Instead, it is recognizing that local sources cannot be considered independent of the restaurant, and while usable as general sources, do not do a good job to establish the restaurant notability. --MASEM (t)
@Colonel Warden--I just want to say that it's not me being POV, at least not in the sense that you mean. It's my POV that interpreting either WP:GNG or WP:COMPANY to imply that reviews establish notability is an improper interpretation that is counter to the goal of the encyclopedia. I'm also not saying that restaurants are, as a class, non-notable--that would be unacceptable POV. I'm saying very specifically that specific restaurants to not meet WP:GNG, which states that there must be "significant coverage," and that a review does not meet the definition of significant; and also that it must be "independent of the subject", and not all reviews meet that criteria, either. I don't mind you disagreeing with my/our position, but you are wrong to claim that we're POV pushing in a way counter to core policy. Rather, we simply have differing interpretations of what core policy means. Yes, interpretation of policy is a point of view (just like being an eventualist or an immediatist is a point of view), but neither of them is a POV in the sense of WP:NPOV.Qwyrxian (talk)
WP:N helpfully defines what is meant by significant coverage: "Significant coverage" means that sources address the subject directly in detail, so no original research is needed to extract the content. Detailed reviews therefore satisfy this requirement. Furthermore, reviews in journals such as the NYT are commonly thought to be satisfactory for other topics such as plays or other attractions which may be of interest to their readership. Your ideas about significance seem constructed in an ad hoc or ex post facto way to produce the result that you desire - the elimination of articles about restaurants. There seems to be no objective reason to discriminate against restaurants and so doing so would be an overt bias or prejudice which would be contrary to core policy and other policies such as WP:CENSOR. Colonel Warden (talk)
Shouldn't we be more interested in building an encyclopedia with articles of encyclopedic value, not blindly obeying core policy? We make the rules... - Theornamentalist (talk)
An encyclopedia, by definition, includes everything worthy of note. Different people have different ideas as to what is worthy of note. We have no special status which entitles us to use our own POV for this purpose, as if we were the snooty maitre d' of an exclusive establishment. Instead, we rely upon the independent judgement of the professionals who write upon such things. For example, consider your first contribution to Wikipedia - Dance for the Sun. This seems to be a collection of children's music which some might think trivial and unworthy. In evaluating this, we look to see what independent authors have said about it. This doesn't seem to be much but I shan't be leading the charge to delete your work as it seems to have some possible value and good sources may yet be found. It is our explicit policy to be tolerant of such weak contributions in the expectation that they will mature and improve over the years. This is our essential method as we are not paid for our work and so cannot be held to deadlines or specific demands. Our volunteer nature requires tolerance and patience and it is our explicit policy that we are not here to make rules which do not assist us. Colonel Warden (talk)
I am not questioning whether or not we are in a position to decide what is noteworthy and encyclopedic, I am questioning our ability to discern advertisements under the guise of news articles. Common sense tells me that the Kebab House does not belong in an encyclopedia, just as it generally does so in keeping Schmuckythecat's muffler from having its own article.
And for the record, I am slightly embarrassed by that being my first article.. :) - Theornamentalist (talk)
Your more recent work seems more embarrassing. :) Colonel Warden (talk)
Ha, I reverted to a version that still had vandalism by the same IP, I need rollback. - Theornamentalist (talk)
I think for purposes of AGF, unless the article specifically says "paid advertisement" we cannot presume a restaurant review was made purposely as a commercial advertisement. I still argue that one can apply the concept of local coverage of local events losing independence as a reason to avoid such reviews however. --MASEM (t)
We also need to put Wikipedia:SPAM into the mix. I'm just putting out a hypothetical situation, but one could "bribe" local reviewers and whatnot into giving a restaurant rave reviews, and via this, "create" a legitimate article according to the rule and regulations of Wikipedia.--293.xx.xxx.xx (talk)
This is definitely a possibility. Although, as noted above, there are newspapers that boast that they won't do that, we can't be sure that it is the case. Ironically, should that happen to be the case, the restaurant that bribed the newspaper reviewer into being reviewed (regardless of whether the review itself says) and the deception is uncovered, the restaurant becomes notable for another reason when the newspaper's competition jump all over the bribed reviewer. -- Blanchardb -Me•MyEars•MyMouth- timed
There are some strange claims above, such as that we can unilaterally decide to disclaim restaurant reviews based on our own unsupported notion that they may not be truly independent of the subject, or that a critical review of a product or service should somehow not count as a reliable source in determining its notability. There's obviously a difference between a review that describes the history of an establishment, its founder, etc., and one that just tersely says "Good decor. Short wait. Pizza is a must." A review does not necessarily have significant coverage of a subject, so the question always remains as to whether it can actually be helpful in writing an article. Re: the hyperbolic muffler review claim above, a review that lists members of a category of products in a table with numerical scores of efficiency, cost, whatever, would not count as significant coverage in anyone's view. If someone actually bothered to write a few paragraphs about a particular model of muffler, however, then there may be something to the topic. At least based on the discussion so far, I'm just not seeing any workable general principles here that would exclude any or all reviews from consideration towards WP:GNG. postdlf (talk)
Oppose, WP:GNG and WP:ORG should be sufficient. --SarekOfVulcan (talk)
Support, at least something along these lines, or some amendment to GNG and CORP to tighten them up. At the moment it's simply too easy for people to say "cited in NYT, must be notable, per guidelines." However, restaurants - and hotels and shops among other things - surely need some substantive notability above and beyond being featured once or twice in the lifestyle, travel or regional supplements, even of major newspapers. There is a massive difference between those sections and the main news section. It's not about reliability as such, but about the nature and the purpose of the coverage. There are hundreds of thousands of papers around the world, and among them, hundreds of what might be termed top flight, national or semi-national ones. Most have at least one restaurant critic, who is invited to or sent to at least one restaurant on a weekly basis, usually in the city where that newspaper has its offices, to tell their readers what the food is like there. Similarly, travel journalists will be packed off to hotels and resorts (often as part of a PR jolly, which I don't think is quite such a problem when it comes to local restaurant reviewing), to provide readers with guidance/ideas as to which holiday they might wish to buy. Those visits will usually result in quite a detailed review or even fuller feature. Are we saying that every restaurant featured here, here or here gets a WP page, at least if we can find a corroborating cite in a second publication? What function would that serve other than to provide a directory that tells the reader "you can get a meal in this place, and here's what a couple of reviewers thought of it, to help you along"? N-HH talk/edits
Vote
At this point, with a fair amount of variety in opinions and suggestions, a formal vote is in order. Please note that this is intentionally non-definitive in either support or opposition of the inclusion or exclusion of specific ideas, just a chance to define what we will accept in the future to avoid lengthy arguments which involve referring to contrasting rules, essays, guidelines, policies, laws, or examples.
I would like to see a clarification in the rules or a new guideline regarding the legitimacy of any restaurants' notability.
Support
- Theornamentalist (talk)
- N-HH talk/edits Definitely need at least clarification of existing general guidelines - "trivial" coverage should be explicitly taken to include simply featuring in regular review spots or columns, even in major newspapers. The problem is, as noted, that there is enough wiggle room there currently to allow articles on every two-bit local restaurant - whether created as spam or in good faith - to survive AfD, just because a couple of papers did their weekly review spot on the place. Two editors cite that interpretation of policy, and suddenly there's no consensus to delete.
Herostratus (talk) Some comments: 1) There is a restaurant wiki here, and that is where most of these articles belong. We have transwikied vast numbers of articles to wikia.com sites and we could do it again. 2) While it might be OK if we had neutral articles on every restaurant (although see point 1), it's practically impossible to have balanced coverage because 2A) it's a crapshoot which restaurants will be in and which not, and 2B) most of these articles are basically puff pieces. If there was a Wikiproject:Restaurant Neutrality dedicated to ensuring that restaurant articles gave fair place to negative information and removing puffery, then maybe that would be OK instead.
I support this, in the context that all products, services, and companies should disregard routine reviews as evidence of notability. I note that most, or at least many of those that have commented so far, in the oppose camp seem to agree with this broader scope and seem to be opposing a specific guideline for restaurants and the WP:GNG should be enough. To them I say, well, the GNG isn't working, so let's modify the GNG. Maybe the next discussion needs to be on the WP:N talk page. SchmuckyTheCat (talk)
Largely for the reasons the above two users have given, but partially because restaurants are something of a unique category unto themselves that don't really fit anywhere else. Each one is unique, and most newspapers have sections reviewing them. It's not the same as something like law firms, because there are daily reviews of different ones; with law firms, only the notable ones get any attention, and the non-notable ones struggle in obscurity. Quite frankly, I think this same issue exists with books, but I don't want to go there now. With the exception of huge chains and places like Frank Pepe Pizzeria Napoletana, which are undeniably notable on multiple levels, it's difficult to determine what constitutes enough variety in sources to establish notability, leading to discussions about obscure, ordinary kebab houses in the boondocks out in Albany. The Blade of the Northern Lights (話して下さい)
Support. I am late to the discussion, but what is missing is any consideration of published restaurant guides. Many of these - for example the Zagat guides in the United States - deal with regions or cities but are national, indeed international publications: they are for tourists. And many of them are published by reputable publishers. It is a slam dunk that they pass WP criteria as reliable sources offering national coverage. But, whatever the editorial content, many of these guides are basically directories, listing as many restaurants as they practically can, the good, the bad, the fly-by-night. Inclusion even in a national guide from a respectable publish does not mean that a restaurant is notable; it means that the guide is trying to be a fairly comprehensive directory of restaurants which simply exist. Now look back at the newspaper reviews on which these discussions are always focused. As Theornamentalist cogently argues, these mandatory weekly and bi-weekly reviews have similar status; their function is to sell papers and ad space. WP:RS is simply too blunt a tool to deal with absolutely every type of content we have to evaluate. The point is not to exclude some restaurants or to include more or less all restaurants, but to make up our minds which it is. That restaurant guides and newspaper reviews can be left to do the job is out-of-touch with reality, because by their very nature - they don't care about notability - they try to cover just about everything. My perspective is that of a restaurant critic and author of a dining guide (and no of course that doesn't make me an authority here).KD Tries Again (talk) KD Tries Again
Neutral
The arguments have some merit, in that restaurants are a hotbed of irrelevant articles--the source of this very proposal is some incredibly irrelevant kebab house in Albany that I proposed for deletion. However, Wikipedia has already so many policies that nobody can remember them all and all too often the one that's forgotten first is the one about common sense. As a matter of fact, I was a fierce opponent of special policies for BLP, and derided the ones for notable pets; supporting special ones for restaurants would be inconsistent. I just wish WP:MILL were made into an official policy, which might make this proposal redundant. Complainer (talk)
I don't see any reason to treat restaurants in a different fashion from other organizations that are commonly written about. The problems that exist with restaurants apply with equal or greater force to schools, television stations, radio stations, small newspapers, and so forth. There are ways to make WP:ORG better, but a special, restaurants-only rule probably isn't it. WhatamIdoing (talk)
I say, let each article be judged on it's own merits on a case by case basis, but with a caveat. It's pretty hard as it is to control Wikipedia's rapid growth as of late, where anyone or anything with a few verifiable blurbs can automatically have an article. I can also point to several specific subjects (certain TV shows for example and there myriad of articles about each of their episodes) where it seems that no matter what policies you can point out, people will vehemently support the articles in a Afd queue from being deleted. Yes, we do need some reining in of redundant and nonsense articles, but when do we implement a/or start to actively tackle them? We can't even agree with the current policies!! There is a problem, but it's not at the point where we need a massive overhaul of the rules. --293.xx.xxx.xx (talk)
Oppose
Unnecessary, likely requires refinement of selection of sources at WP:N than a new highly-specalized guideline. --MASEM (t)
WP:CREEP: I don't think that there is any problem here serious enough to require a new guideline. --Arxiloxos (talk)
We already require that coverage must be nontrivial. Routine reviews, local paper blurbs, etc., are trivial coverage. We don't need more subguidelines, we just need to follow the rules we've already got. Seraphimblade Talk to me
A systemic bias against restaurants would be contrary to core policy. Colonel Warden (talk)
WP:ORG is good enough. No need for a new one. Alzarian16 (talk)
WP:GNG and WP:ORG should be sufficient. --SarekOfVulcan (talk)
General notability guideline is fine. Davewild (talk)
The existing rules seem to cover the main issues here. If they aren't being enforced fully, new rules won't help. Mr.Z-man
There is enough in the existing guidelines laid out at WP:CORP that can be applied to restaurants just as well as to any other business or product. Reviews in major publications is certainly not something exclusive to restaurants. -- Blanchardb -Me•MyEars•MyMouth- timed
Oppose this entire process as nothing specific is even being proposed. We're having a vote to decide whether we should even try to write a policy? No thanks. Beeblebrox (talk)
Another stillborn attempt to regulate ... one of the least contentious area on wikipedia. No firm proposal indeed (the first criterion, that of being owned by a notable person is a deal-breaker: no inherited notability). Use general guideline. East of Borschov
Although I do somewhat sympathize with the proposal, this is instruction creep aimed at a specific type of commercial establishment, and does nothing to address similar dubiously notable subjects as local music bands, buildings, local businesses and charities, and other factors. Maintaining the current policies, and in time perhaps merging some of the smaller, less developed articles into another article, is an idea which can still be used. John Carter (talk)
Oppose I echo the sympathy, but we've got far too many specific guidelines already. GNG is the cover-all; 'keep it simple'. Chzz ►
Nasty comment if special guidelines e.g. WP:ORG are used to prohibit things allowed by WP:GNG, then we should stuff like WP:Notability (Pokemon characters) to squeeze out even lower-importance categories of articles. But I think that deleting one another's types of articles as unimportant rapidly turns into a library-shredding competition. Any article about any subject should always be notable if it meets the basic WP:GNG criterion. And I don't see anything obvious in WP:ORG to contradict that. Wnt (talk)
Unnecessary instruction creep; existing rules sufficient. --Cybercobra (talk)
If the establishment meets general notability with in depth coverage in multiple reliable sources I think its inclusion in wikipedia is appropriate. Solid State Survivor (talk)
Per above, I don't see a need for this. Ajraddatz (Talk)
Question: Is a listing in a restaurant guide "in depth coverage"?KD Tries Again (talk) KD Tries Again
I seem to recall some policy or guideline or essay or something in the Wikipedia: namespace about not including in a biographical article the things that a person is thinking about doing or would like to do, because those are just unrealized ideas. However, I can't find that now. Does anyone know what page this might be? Thanks. --Metropolitan90 (talk)
WP:CRYSTAL? OrangeDog (τ • ε)
I'm pretty sure this is not the way it's supposed to be done.
For those who accuse me of asking about one article, I'm saying this may be an example of what Wikipedia is not.Vchimpanzee · talk · contributions ·
It definitely fails notability, but ignoring that, its plot fails WP:WAF and WP:NOT#PLOT and overuses NFC images. --MASEM (t)
This is something of a recurring problem. We have over 3,000 articles in Category:Wikipedia articles with plot summary needing attention, with the oldest dating back to January 2007 as I write this. Perhaps we should target them next when we've finally sorted the unreferenced BLPs! Alzarian16 (talk)
Eeeehhh, unreferenced BLP actually have a potential legal hazard to Wikipedia; bad plot summaries (or articles on fiction without sources) aren't an issue that needs expediency. That said, I certainly see a possible task force to help get appropriate WProjects involved to understand what articles are tagged, suggest other articles for merger (possibly deletion) due to lack of notability, and so forth, but without the gusto of the BLP one. --MASEM (t)
I don't think we should be deleting plot summaries because that is all there is, instead it needs expanding to add the context, refs etc. We could expand the notability criteria to say that an episode of a notable series is also notable. Wikipedia typically has great coverage on TV shows. Graeme Bartlett (talk)
Do we really want every episode of a notable series being declared notable and therefore have every single episode of Bonanza or Law & Order or the Simpsons? Those three series alone would cause for so many episodes that it becomes ridiculously unmanageable to make sure all episode articles are taken care of in a decent amount of time. We should limit articles to tv episodes to actually notable tv episodes that were reported about in third-party sources. Just because it exists and people are fans doesnt mean we need every single episode as a stand-alone article. The episode where the Fonz jumps a shark waterskiing would be a notable episode since it led to the phrase Jumping the shark. Unless an episode is relevant such as that, then why keep it? Because we are an indiscriminate collection of knowledge? Oh wait, we arent...Camelbinky (talk)
I been trying to wrangle WP:FICT long enough to know that there is no precedent or consensus to assert every TV episode notable; each episode needs to meet the GNG like any other topic. Which is why I suggest that if we wanted to make a task force to handle these plots, we would be informing projects about it, giving them time to work it out and expand if possible, and at worst merging as a redirect to a list-of-episodes articles. Do also note that not every entry on the list noted above is a TV episode. --MASEM (t)
I'd echo what Graeme Bartlett said: this is an area in which Wikipedia generally has excellent coverage, and this should be appreciated and enhanced, not diminished.--Arxiloxos (talk)
While that may be, a lot of that enhancement has been in consolidation. We don't, generally speaking, need a full article for one more episode of any given show. Now, of course, some episodes (the jumping the shark episode was mentioned above) are notable on their own merits, and most certainly should have a separate article. But most are not, and are notable only in context of the show they're part of. Given that, the proper presentation is also to keep them with the show they're part of (or as a list of episodes emphasizing the whole), not as a standalone article that largely consists of an over-detailed plot summary and perhaps some trivia. Seraphimblade Talk to me
It's been well established that tv episode articles that lack any coverage outside of being a TV episode are generally merged and not kept. This is consistent with established policy (specifically WP:V regarding lack of 3rd party sources, and WP:NOT#PLOT on articles comprised mostly about plot, in addition to WP:WAF and WP:N. That said, I would certainly not want to delete/merge existing articles on TV episodes without editors being given the reasonable chance to expand plot-only articles to include things like reception. If they can't be expanded, they can always be merged into a larger episode list with a shortened summary. --MASEM (t)
Plot summaries and "reception" (viewership? or do you mean something more?) is not enough! You need actual third-party (not TV guide!) coverage that shows the EPISODE was in fact somehow notable in its own right for some reason. Just because you can write an article about something does not make it notable. Please, if an episode exists with nothing more than a plot summary and some numbers on viewership and nothing substantial that shows it is notable for some sort of cultural reason then DELETE DELETE DELETE and let it be part of a list of episodes on the tv show's article page or some sort of spin off page but it does not deserve its own article. It makes a mockery of Wikipedia and makes us something we are not. I am sorry there are lots of editors who love to make these types of articles because they love the show and are a fan. We are not a fan site. There are other places for your hard work, just not here. Yes, you are large in numbers, but this isnt a democracy, those articles simply factually do not meet our standards at all.Camelbinky (talk)
I haven't found anything yet, but with the show's 50th anniversary there will surely be mention of the show's most popular episodes, and I have heard or read that this is one of those. If I find this information I'll certainly add it to (hopefully) establish notability. I was really surprised Opie the Birdman doesn't have an article, because it is often listed as a fan favorite.Vchimpanzee · talk · contributions ·
If I wish to follow up a (good faith) IP edit believed to be by registered user who may simply have forgetten to log-in eg. this, are there any routes to finding the IP that a logged-in editor used to performed an edit in a (recent) document history – so it can be compared with the range of IP edits to the same article? If so, is access to the info a technical issue or a policy one: ie. is the investigator required to have a particular user status? Thanks, Trev M ~
Only Wikipedia:CheckUsers have this access, mainly for detecting sock-puppets. If you suspect sock-puppetry you can post at Wikipedia:Sockpuppet investigations. This information is sensitive and confidential and not usually available. Jezhotwells (talk)
Thanks Jez! That answers that! Trev M ~
Please see Wikipedia:Bots/Requests for approval/DuckBot for more details. —I-20the highway
Atheism is one of the condition for rationality and moral science. Can you make Wikipedia rationalist (inclusively atheist) ? —Preceding unsigned comment added by Iohana4 (talk • contribs)
No, Wikipedia tends to respect all viewpoints, religious orientations and personal beliefs. Ajraddatz (Talk)
If anything Wikipedia is agnostic. The very fact that we are not chauvenistic (the real meaning, not to be mistaken with male chauvinism) and we are not overtly religious is why Conservapedia hates Wikipedia so much. We dont put the US first, we dont put the Christian religion first, we dont put ANYTHING first other than our collective belief on creating an accurate encyclopedia of knowledge.Camelbinky (talk)
I would also challenge the idea that being "rationalist" and or "scientific" is somehow better than our current point of view--essentially (in my opinion), that we attempt to match up our writing to the properly weighted and attributed points of view of people writing on the topic in the "real world. What do we gain by moving to a point of view that favors a certain group of voices over others? Wouldn't this also push our systemic bias even farther towards the western, privileged classes? Qwyrxian (talk)
Wikipedia is entirely rational. It speaks facts on all matters; in religion, a figure is X; Religion Y is the belief of Z; etc. etc... I know no instance on Wikipedia where a purely religious aspect is described as objective fact. So your request comes across as odd, without making any statement on where Wikipedia lacks rationalism. --Golbez (talk)
It's not just religion, Wikipedia does not side with anyone's beliefs about what is good or bad, but only describes objectively confirmed events neutrally. 61.7.120.132 (talk)
Moved from VPT Is it appropriate to indicate if a source is in public domain with a in the reference such as in the references section at Ringed_Seal#References? If so, is there a templated method of indicating a source is pd?Smallman12q (talk)
Seems purely decorative to me, and should probably be removed. I can't think of any reason there would be a need for us to indicate in the references that a source is PD. As opposed to what is done for example at Apollo#References, but even there IMO the icon is superfluous and seems to have been added quite recently, and I can't find the discussion that led to it. Anomie⚔
Well I'm looking for a consensus to either keep them or remove them...is there any guide to the usage of icons in sources in the MoS?Smallman12q (talk)
Yes, it's called MOS:ICON. IMHO they should definitely be removed as they serve no useful function. (Btw, this discussion is really more suited for Wikipedia:Village pump (policy)). — Blue-Haired Lawyer t
I've looked at MOS:ICON but it doesn't explicitly mention the use of icons in references/citations. Could the MoS be amended to reference their usage in references?Smallman12q (talk)
Is there really a need to note that a reference is from a source in the public domain? Is this practice even standard among any of the citation styles? —Farix (t | c)
The British Broadcasting Corporation reported that a prominent user-content-generated website was planning on implementing a method of paying its contributors a share of its advertising revenues. Weber, "YouTubers to get ad money share." (BBC). I posit that Wikipedia, also a prominent user-content-generated website, should explore implementing the same policy. Of course, some revenue stream has to be tapped to make it worthwhile. More importantly however, if wikipedia users could share in the revenue generated by the website, more individuals would contribute higher-quality content, as opposed to now where editing wikipedia is akin to giving to charity. What's stopping us from implementing this? Donald Schroeder JWH018 (talk)
A complete ban on advertising on Wikipedia. See Wikipedia:PERENNIAL#Advertising. postdlf (talk)
The point is, once users look at advertising not in the abstract, but as a way the users themselves can directly monetarily benefit, perhaps advertising will be seen as more beneficial. Anyway, I didn't know there was a "complete ban" on advertising. Where is that written? Furthermore, I'm not proposing anything old-hat, what I'd like to discuss is the revenue-sharing idea that other websites are advocating. Donald Schroeder JWH018 (talk)
Among the many other problems with this... how do you determine who gets the money? The people with the most edits? The people with the best edits? Only people credited with creating a featured work? --Golbez (talk)
I say the people with the most edits. ;-) Seriously, though, Wikipedia has no "revenue" to share. bd2412 T
Indeed. Plus, would such a move potentially jeopardize the Foundation's 501(c)(3) status? SchuminWeb (Talk)
There'd be no way to filter out vandals and non-constructive edits. Bots would be among the highest paid if it were just by number of edits, and if it were by kb added, then people who contribute by pruning crap out of articles would get nothing, and people who revert blanking vandalism would get a lot. postdlf (talk)
Well, I dont know if there would be "no way" to organize this in order to be fair to all editors. That's why I brought it up here . . . so that we can hash out the guidelines for paying editors dividends like other user-content websites. Perhaps we should allow advertising for the purposes of having revenue to share. Just a thought huh. Donald Schroeder JWH018 (talk)
Just a thought, but I think in order to make revenue-sharing fair we'd actually have to have a real-life human being (or a panel) actually reviewing user's edit histories. I dont think payment would be automatic -- a user probably would have to apply for remuneration and be evaluated for such. Donald Schroeder JWH018 (talk)
And then there would be disputes - why did the panel only award me x? And then an appeals process. And then litigation. And increasing greed for more advertising to earn more money. And then some becoming professional Wikipedians... And then we will have lost the original spirit behind Wikipedia. --Bermicourt (talk)
Followed by "And after I spent six weeks' insisting that I deserve 16% of revenue from this obscure article rather than 14%, I discovered that the total revenue from the entire article was only twenty cents, and they never pay less than US $10 at a time, because of the cost of bookkeeping involved."
In short, it's not worth it. WhatamIdoing (talk)
NOOOOOOOO Wikipedia is not supposed to be based on financial gain, this proposal runs against the very core ideas of what it is we are doing here. There should never be a profit motive involved, I can only imagine the terrible mess this would make of this entire project. Wikipedia is not even remotely the same thing as YouTube, thankfully. Beeblebrox (talk)
I don't think the core ideas have anything against making money per se. Jimbo's a fan of Ayn Rand, who was always in favor of making an honest dollar. But not when it compromises the integrity of the project. And it's hard to think of any way of keeping that from happening (even if there were any revenue to share, which of course there's not). --Trovatore (talk)
"Why not?" Because there's no money; there's no process for allocating the money; there's no system for dispensing the money; and a lot of people would object to the philosophy. I cannot believe you meant this as a serious query. Propaniac (talk)
Well, I did mean it as a serious query. Sorry if I offended you sir. Please AGF and all that . . . Donald Schroeder JWH018 (talk)
On a more serious note, I would really appreciate if the Wikimedia Foundation would provide me with a tablet computer of some kind. My edit history will show that I am a constant editor when free to edit, but I have hour+ commutes in the morning and afternoon that I would be using to edit madly if I had the tool for it. If any sort of "revenue sharing" was to go on, that's the kind that should. Cheers! bd2412 T
Flattr? MER-C
Wikipedia is not based on financial gain. It is a free encyclopaedia in every sense of the word - speech as well as beer.
Advertising is something that has been repeatedly discussed and repeatedly thrown out due to the inherent problems of having advertising.
Suggesting that people would look at the debate differently once they know they could benefit from ads is tantamount to bribery. It implies that Wikipedia users are easily-swayed imbeciles who will change their stance on a principle because they have some gain out of it.
Linked to the above point, nobody here got in it for cash.
It would be impossible to determine who gets money for what; do we say that only content writers get money? what about anti-vandalism? should it be by raw editcount? what about people making bad edits? So on, so forth.
None of us got in it for cash, and the principles behind refusing to allow ads are not likely to change because there's money in it for us. Wikipedia does not need advertising or to pay its users to stay afloat.
We currently have a complete ban on paid editing; I'd love to see how this idea would interplay with that. Ironholds (talk)
We do not have a complete ban on paid editing. See WP:PAID for links to the two (currently unapproved) proposals, both of which would permit some kinds of paid editing. See WP:WikiProject Medicine/Google Project for one example of paid editors that the community is—far from "completely banning them"—grateful to have helping us. WhatamIdoing (talk)
I think that the issue of ad revenue for Wikipedia should be distinct from the question of rewarding editors, since this could come from outside grants or donations, and advertising might be done simply to cover server and employee costs.
I think that rewarding editors can be done, but it must be done cautiously. An example of an incautious reward would be that a certain computer game manufacturer looks over the edits about its articles, picks out some key fans, and sends them generous care packages of games and computer equipment (or at least, tickets to claim them sent via Wikipedia e-mail). Note that the lack of transparency and clear strain on WP:NPOV are what make this objectionable.
But a different philanthropist might set up another way to reward Wikipedia editors. All editors are put through a primary screen for number of edits and byte count. Text that is new versus old is marked, and an effort is made to create easy links to contemporaneous discussion pages. A statistically guided "random" set of 50 edits is chosen from these and sent to a group of volunteers. Each volunteer runs through 50-100 edits from 50 different people, rating the quality on a few characteristics. (Volunteering might also be required for people to have a chance to win? A handful of standard edits, especially those meant to sense certain biases in judgment, might also be used to discount some ratings) By summing up the quality ratings, and multiplying by the number of edits per each person, a group of winners can be generated in nearly neutral fashion. The winners would then receive a modest sum - not really enough to be worth the time on an occupational level, at least not at first - and the recognition of having been selected as a quality editor. Wnt (talk)
Given the vast success of Wikipedia as a purely volunteer project, it doesn't look like financial incentives are necessary or even desirable. If you don't want to edit without getting paid, don't edit. SDY (talk)
I gladly volunteer time for this project because it is a beneficial, worthwhile project. It is also a non-profit project—no one makes money from running Wikipedia, not even WMF or Jimbo Wales. I'd much rather see money go toward paying for servers, hosting, and the few paid staff we do need in terms of WMF and developers. If we should ever have a surplus of cash, I would really like to see that going toward purchasing the rights to different types of media and releasing them under a free license.
If this were a for-profit product, you bet I'd demand a share of the profits (or, more likely, I would never have worked on it at all). But it's not, so there is no profit to share. For WMF to attempt to retain profits for personal enrichment would be a gross violation of federal law. That's what 501(c)(3) means. Seraphimblade Talk to me
Money is the root of all evil. 96.255.178.76 (talk)
Not only are you wrong, but you quoted it wrong. Read your Bible. --Golbez (talk)
Okay, let's hear what you've got in Greek translation and we can discuss. Carrite (talk)
I picked up two quarters and a penny on the beach today. I feel that I have already been overpaid. pietopper (talk)
With all the cultural pull to be dishonest already coming from outside Wikipedia, adding financial temptations for skewing text and spewing credible scribble, for minute pay, seems to miss the Zen of Wikipedia, which is that you do get no credit, do receive no reward. --Wetman (talk)
While Wikipedia and the other sister projects may not have advertising, there is money being made by people who are selling books and using material gleaned from Wikimedia projects. Some of this is overt and being used to support the Wikimedia Foundation, and some of it is for blatant commercial projects that are enriching... well some very "well connected" individuals who are associated to some degree or another with the WMF. I've considered in the past setting up some sort of publishing organization that might be able to help bring some of these profits back to the authors and contributors of Wikimedia projects, but such efforts have gone in vain in the past when I've brought it up on some of the various mailing lists.
There is a market for dead tree (and other) content derived from the contributions made to these websites. Profit is being made, but not by those who have written and contributed to these projects. Yes, I know that is also the nature of a copy-left license just as people who have contributed to Linux over the years aren't necessarily making money from the sales by Red Hat and other companies who make commercial distributions. More significantly, the use of Wikimedia trademarks in secondary and tertiary products that are derived from the wikis and the editing going on here is not really well defined and is not something which anybody can necessarily use. This is something that hasn't really been dealt with very well by the WMF. Yes.... I've brought this up in the past too, usually with very unsatisfying results that have gone very sour when I've tried to formally offer stuff for sale for a very modest profit (usually loss for myself or at best barely enough profit to buy a single pizza). --Robert Horning (talk)
I am intending to propose a small but significant change to the wording at WP:RFA. In the "About RfA" section, in the "Decision process" subsection, the current wording of the first paragraph is
Any user may nominate another user with an account. Nominations remain posted for seven days from the time the nomination is posted on this page, during which time users give their opinions, ask questions, and make comments. This discussion process is not a vote (it is sometimes referred to as a !vote, using the computer science negation symbol). At the end of that period, a bureaucrat will review the discussion to see whether there is a consensus for promotion. This is sometimes difficult to ascertain and is not a numerical measurement, but as a general descriptive rule of thumb most of those above ~80% approval pass; most of those below ~70% fail, and the area between is subject to bureaucratic discretion.
I am proposing to change it to read (my changes are shown in bold, but won't be bold in the actual text):
Any user may nominate another user with an account. Nominations remain posted for seven days from the time the nomination is posted on this page, during which time users give their opinions, ask questions, and make comments. This discussion process is not a vote (it is sometimes referred to as a !vote, using the computer science negation symbol). At the end of that period, a bureaucrat will review the discussion to see whether there is a consensus for promotion. This is sometimes difficult to ascertain and is not a numerical measurement, but as a general descriptive rule of thumb most of those above ~70% approval should pass; most of those below ~60% should fail, and the area between is subject to bureaucratic discretion. (Historically, the likely-pass level was ~80% and the likely-fail level was ~70%, but these were lowered in the fall of 2010.)
That is it. The only real change is the lowering of the likely-pass percentage from 80% to 70% and the likely-fail percentage from 70% to 60%. That is, the instruction to the closing bureaucrats is changed. (The addition of the word "should" is only to prevent the sentence from being descriptive (and therefore technically false) rather than prescriptive; it is not important. The last sentence ("Historically..." is also not important.
I see this as the simplest way to address the problem that not enough admins are being created, partly because too many are failing, and presumably others thus despair of trying. I think this is because of some commentors applying too-high standards ("Oppose, would make a great admin, but does not meet my criteria of 25 GAs and 25 DYKs") or are too niggly ("Oppose, would make a great admin, but his userpage shows awful design skills"). We could go round-and-round with other solutions but just changing the percentage is far simpler and should do the job of reducing the weight of these kinds of comments.
I'm not asking so much for discussion on the merits of this proposal here, as a large forum is needed for this (see question 3), although maybe I'm missing something. But I have three questions:
Has this been discussed recently anywhere?
Any suggestions on changes to the wording? In my opinion, simpler is better, and less change is better.
Would it be OK to offer this as a stand-alone proposal, that is, as a stand-alone article with the "Proposed Policy" template at the top? I know its not usual to do this when just proposing to change the text of a page (and WP:RfA is not even labeled as a policy), but this is a pretty radical change, I guess, and an RfC won't do, I don't think. Or would there be a better way? Thanks, Herostratus (talk)
The classical argument against that is that people will just increase their personal standards when the pass percentage is lowered. I doubt that is true; I think people in general simply ask "Can I trust this person to be a good admin?", and will continue to do so with a lowered percentage. Ucucha
If the reason really is people opposing for stupid reasons, why not just remind everyone that RfA is not a vote and the percentages are a rough guideline for onlookers? This is already stated in WP:RFA#Decision process, but could be made somewhat clearer by removing "and the area between is subject to bureaucratic discretion" to remove the implication that the area not between is not subject to discretion. Anomie⚔
Yes, that could be done instead. It would give more discretion to bureacrats, and to a certain extent take it away from the regular editors. This could be controversial, and RfA has been considered closer to being a vote than anything else here. Note that the support/oppose/neutral numbers are given when the result it posted, and "votes" are not mixed in with general discussion as happens in other venues. I think this would be difficult to get adopted. Herostratus (talk)
Here's an experimental AFD style RFA from 2007. Interesting concept but considering how long RFAs become, closing something like this would be one hell of a headache for the crats. --Ron Ritzman (talk)
Interesting. It would be a lot of work unless the 'crat basically ignored the numbers and focused on the cogency of arguments. Which means someone could pass with minority support (or fail if there was one truly damning argument against). You could do this if you replaced the reference to "consensus" with something like "best judgment of the bureaucrat". I don't have an opinion on that, but it might be a good thing. But I don't want to propose it because I don't want to go that far, and it would probably never fly anyway. Herostratus (talk)
OK, thank you all. I have gone live with this, here: Wikipedia:Requests for adminship/Proposal of August 31 2010 Herostratus (talk)
As someone who recently failed an RfA but would have passed under this proposed amendment, I oppose the change. I cannot see myself working as an admin without the community's confidence. -- Blanchardb -Me•MyEars•MyMouth- timed
I agree with what was said above; it is important that all admins are t
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GENERAL ASSEMBLY OPENS TWO-DAY DEBATE AIMED AT SPURRING PROGRESS TOWARDS ACHIEVING GLOBAL DEVELOPMENT GOALS BY 2015
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1 April 2008General AssemblyGA/10695 Department of Public Information • News and Media Division • New York Sixty-second General Assembly Thematic Debate on Millennium Development Goals AM & PM Meetings GENERAL ASSEMBLY OPENS TWO-DAY DEBATE AIMED AT SPURRING PROGRESS TOWARDS ACHIEVING GLOBAL Development GOALS BY 2015
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Sixty-second General Assembly
Thematic Debate on Millennium Development Goals
AM & PM Meetings
GENERAL ASSEMBLY OPENS TWO-DAY DEBATE AIMED AT SPURRING PROGRESS
TOWARDS ACHIEVING GLOBAL Development GOALS BY 2015
Secretary-General Says Gains Made, but Many Countries ‘Off Track’;
Panel Discussions Address Goals on Poverty and Hunger, Education, Health
While noting mixed progress in achieving the ambitious Millennium Development Goals, United Nations Secretary-General Ban Ki-moon this morning said they would not be reached by the 2015 target date without a major scaling up of financing and technical support, particularly for agriculture and environmental conservation, and greater efforts to achieve gender equality and promote women’s rights.
“Clearly we have made a real difference. Yet we are falling short of what I know we can do. Just past the halfway point of the race to achieve the MDGs, many countries remain off track,” he said, during an address toa high-level thematic debate at Headquarters on “recognizing the achievements, addressing the challenges and getting back on track to achieve the Millennium Development Goals by 2015”.
Compared to 2000, 3 million more children now survived annually, 2 million more people received treatment for AIDS, and millions more children were in school, he continued. Measles-related deaths across Africa had dropped by 75 per cent thanks to initiatives supported by the United Nations Children’s Fund (UNICEF) and the World Health Organization (WHO), and many least developed countries were fast reducing extreme poverty thanks to strong Government leadership and public investment, private investment and productivity growth coupled with external financing and technical support.
However, he added, the recent rise in food prices threatened to undo the gains already achieved in fighting hunger and malnutrition and a slowing world economy exacerbated developing countries’ immediate challenges to mitigating climate change. “That is why I have already called for 2008 to be a year devoted to addressing the needs of the poorest of the poor, and I have made the MDGs a central priority of my term as Secretary-General,” he said.
Echoing those sentiments, General Assembly President Srgjan Kerim, said the international community faced “a race against time” and that 2008 provided a critical “window of opportunity” to expedite progress by translating commitments into concrete deliverables on the ground. One third of sub-Saharan Africa’s population was malnourished and, if current trends continued, one in six people globally -- almost 1 billion -- would still live on less than $1 a day in 2015. Without action, the goal to ensure primary education for all children would at best be met by 2100, but not by 2050. “We must not be remembered as the generation that betrayed rather than honoured our commitments; irrevocably undermining trust in the multilateral system,” he said.
Many Government, business and civil society leaders were heeding that warning and were rallying behind the Secretary-General’s call to action and the Special Millennium Development Goals event on 25 September, he said. The International Finance Facility for Immunization -- backed by the Gates Foundation, six European Governments, Brazil and South Africa -- was frontloading $4 billion to vaccinate 500 million children and save at least 5 million more lives by 2015. The $81-billion-plus debt of more than 20 countries had been fully cancelled, helping to provide free health care and build new classrooms and hospitals. He urged all countries to translate their international commitments into practical plans and donors to issue country-by-country timelines for increasing aid, so partner Governments could plan for essential investments in services.
Matti Vanhanen, Finland’s Prime Minister, agreed, saying the global community faced a “development emergency” that required immediate action. Despite gains in East Asia, more efforts were needed in South Asia and sub-Saharan Africa. Vast inequalities in income, asset distribution, employment opportunities, access to information and political participation still existed in many regions. National ownership, foreign aid and strong partnerships to support national efforts were essential for achieving sustainable development. With the help of trade, economic dependence could be broken and a higher level of economic development attained. Despite challenges, Finland was doing its part to eradicate world poverty and hunger, as well as to improve education and health, he said, noting that his country was on track to provide 0.7 per cent of gross domestic product for official development assistance.
Moctar Ouane, Mali’s Minister for Foreign Affairs, delivering a statement on behalf of his President, said developing countries’ debt loads and their fundamental lack of resources must be redressed immediately. Developing countries could make significant gains in achieving the millennium targets if they had the necessary resources available. It was also important to support developing countries’ private sectors, erase political trade inequalities and speed up implementation of development commitments made at previous international conferences. Mali had developed a 2007 to 2011 national strategy aimed at combating poverty and improving the overall quality of life of its citizens. The country had made some progress in that regard, he said, calling on the international community to join Mali in further efforts.
The day’s session also featured three panel discussions on issues deemed a priority: poverty and hunger; education; and health. The morning panel, on poverty and hunger, was moderated by Kandeh Yumkella, Director-General of United Nations Industrial Development Organization (UNIDO) and included: Paul Collier, Saint Anthony’s College, Oxford University and author of The Bottom Billion: Why the Poorest Countries are Failing and What Can be Done About It; Henrietta H. Fore, Director of United States Foreign Assistance and USAID Administrator; Jayaseelan Naidoo, Chairman of the Development Bank of South Africa and Board Chairman of the Global Alliance for Improved Nutrition; Eckhard Deutscher, Chair of the Organisation for Economic Cooperation and Development (OECD)/Development Assistance Committee; and Steven O. Willoughby, Chief Executive, New Partnership for Africa’s Development (NEPAD).
Opening that panel, Mr. Collier called for more strategic ways to create opportunities in trade and to integrate the world’s poorest people into the manufacturing economy, while taking full advantage of the current commodity boom and post-conflict peace opportunities. At the same time, special invited guest Dr. Jeffery D. Sachs, Director of The Earth Institute at Columbia University, said that agriculture was key in every dimension: it was where the poor lived, it was what people survived on, and it was the way they fought disease. “If you want private sector growth, the agricultural sector was the leading driver of growth,” he said. In closing, he stressed that “the money is there” and there is “no limit to what we can do”.
The afternoon panel on education was moderated by Iftekhar Ahmed Chowdhury, the Foreign Adviser of Bangladesh, and included Nicholas Burnett, Director-General for Education for the United Nations Educational, Scientific and Cultural Organization (UNESCO); Geraldine Bitamazire, Uganda’s Minister for Education; Desmond Bermingham, of the Fast Track Initiative Secretariat; Ann Cotton, Founder and Executive Director of the Campaign for Female Education; and Yuto Kitamura, of Nagoya University, Japan.
Upon opening the discussion, Mr. Chowdhury reminded Member States that education empowered people to participate in their own development and positive gains in education could, therefore, play a catalytic role in achieving other Millennium Goals. Panellists also discussed in depth the challenges to maintaining a high quality of education, as well as gender inequalities in access to education. Other participants expressed their ongoing support for mobilizing domestic and international funds for long-term institutional development to ensure lasting, quality education for all children.
The panel on health, moderated by Dr. Anarfi Asamoa-Baah, Deputy Director-General of the World Health Organization, included Thoraya Obaid, Executive Director of United Nations Population Fund (UNFPA); Dr. Innocent Nyaruhirira, Executive Chairman, King Faisal Hospital, and Former Health Minister of Rwanda; Dr. Jim Yong Kim of the Harvard Medical School and Co-Founder of Partners in Health; Dr. Julian Lob-Levyt, Executive Secretary, GAVI Alliance; and Dean Hirsch, President of World Vision International.
Ms. Obaid called for the health of women to be made a development and financing priority, saying that an estimated $6 billion in additional funding was needed each year to reduce maternal and newborn mortality. Dr. Lob-Levyt said that, in order for public-private partnerships to succeed, organizations had to work together, as well as behind and in support of national strategies. Concerning the role of academic institutions, Dr. Kim said that few people had thought about the complexity of health-care systems. Strong basic science and diagnostic tools were necessary, but the great challenge now would be to build on those systems.
Asha-Rose Migiro, United Nations Deputy Secretary-General, closed the session by summarizing the day’s discussions.
Background
The General Assembly met today to hold a high-level thematic debate on “recognizing the achievements, addressing the challenges and getting back on track to achieve the Millennium Development Goals by 2015”.
Opening Statements
Opening the session, SRGJAN KERIM, General Assembly President, said achieving the Millennium Development Goals was fundamentally a test of the world’s global partnership for development among Member States, the private sector, civil society and the global public. More commitment and dedication were needed to meet most of the millennium targets by 2015. The stakes were high. Achieving the Millennium Development Goals on time would result in lifting 500 million people out of poverty, properly nourishing 300 million and saving the lives of 30 million children. However, it was clear that the current pace to do that was too slow and that if it continued none of the Goals would be met in Sub-Saharan Africa.
“We are facing a crisis -- a development emergency. As the Secretary-General has remarked, ‘millions of lives quite literally hang in the balance,’” he said. “We must not be remembered as the generation that betrayed rather than honoured our commitments; irrevocably undermining trust in the multilateral system.” This year provided a critical “window of opportunity” to expedite progress by translating commitments into concrete deliverables on the ground, he said. Many Government, business and civil society leaders were rallying behind the Secretary-General’s call to action and the Special Millennium Development Goals event on 25 September. “2008 is the year for action,” he said.
There had been significant progress in reducing poverty and hunger, he said. The global proportion of people living in extreme poverty fell from about one third in 1990 to less than one fifth in 2004. The proportion of hungry people was expected to drop from 20 per cent in 1990 to 10 per cent in 2015. Overall, the world was on track to achieve Goal number one. But there was a huge challenge in Africa, where absolute poverty rose over the past decade. In Sub-Saharan Africa, one third of the population was malnourished. If current trends continued, 360 million people would still live in poverty by 2015. One in six people globally -- almost 1 billion -- would still live on less than $1 a day in 2015. Their situation could deteriorate further if energy and food prices continued to rise, increasing food insecurity and hunger for the most vulnerable.
Major progress had been made on Goal number four, which called for reducing infant mortality by two thirds, he continued. At the halfway point to achieving the Millennium Development Goals, 3 million more children now survived each year. But 10 million children under age 5 still died annually, half of them in Sub-Saharan Africa. Every year, more than 500,000 women died needlessly from complications during pregnancy or childbirth. That meant that the goal of reducing maternal mortality by three quarters would not be met by 2015 unless the world acted decisively. Malaria killed 1 million people, tuberculosis 2 million and AIDS 3 million. A special high-level Assembly meeting 10 and 11 June would address HIV/AIDS.
Progress had been made in education since 2000, he said, noting that there were now 41 million more children in school. Net enrolment worldwide had risen to approximately 87 per cent and gender parity had already been achieved in primary schools in 118 countries. However, the quality of education and high student-to-teacher ratios were significant challenges. Without action, the goal to ensure primary education for all children would at best be met by 2100, but not by 2050. “Despite these setbacks, success is not beyond our grasp.” There was reason for hope and inspiration. In the past 20 years, 400 million people had been lifted out of absolute poverty. Smallpox had been eradicated. Since the 2000 Millennium Declaration, 34 more countries were on track to meet the infant mortality goal, 44 more to meet the poverty goal, and 47 more to meet the education goal. In Africa, up to one third of schooling was now provided by churches and faith groups. Businesses and charities were also involved.
Goldman Sachs, working with the non-governmental organization CAMFED and Cambridge University, had just set up a $100 million global initiative to provide business education to underserved women. Their research indicated that closing the gender gap could raise per capita income by 10 per cent to 14 per cent in developing countries, lifting millions out of poverty. The tuberculosis epidemic was declining. Polio, leprosy and neonatal tetanus were on the verge of extinction and 2 million more lives were now saved annually thanks to immunization. The International Finance Facility for Immunization -- backed by the Gates Foundation, six European Governments, Brazil and South Africa -- was frontloading $4 billion to enable 500 million children to be vaccinated and at least 5 million more lives saved by 2015.
The more than $81 billion debt of more than 20 countries had been fully cancelled, helping to provide free health care and build new classrooms and hospitals, he said. However, the final 2006 figures for official development assistance fell in real terms for the first time since 1997 to $104.4 billion, though aid to Africa rose to an all-time high. Not just more aid, but quality aid was needed to impact people’s lives. Each partner country must determine its own priorities, the pace and sequencing of reform. Progress was possible when strong Government leadership and good domestic policies were combined with adequate financial and technical support from the international community, private sector and non-governmental organizations.
The global consensus recognized that, by itself, economic growth was not enough, he said. Inclusive growth must be accompanied by good governance, environmental conservation, social justice, human rights, gender equality and quality public services. At the midway point to achieving the millennium targets by 2015, all international commitments must now be urgently translated into practical plans with systematic follow-through by all countries. Donors must issue country-by-country timelines for increasing aid, so partner Governments could plan for essential investments in services. Attention must also focus on creating a more coherent development agenda, based on the nexus between financing for development, the millennium targets and the challenge of global warming.
“This is the only strategy we can adopt to create a more sustainable, just and equitable future for all,” he said. “But we face a race against time. We must now demonstrate the political will and turn our promises into action.”
BAN KI-MOON, United Nations Secretary-General, said that more than midway to 2015, the Millennium Development Goals’ track record was mixed. Compared to 2000, there had been undeniable progress. Three million more children now survived annually, an additional 2 million more people received treatment for AIDS, and millions more children were in school. Progress had also been made towards individual goals in particular countries and regions.
For example, he continued, primary school enrolment had increased in Ghana, Kenya, the United Republic of Tanzania and Uganda. Senegal was making great strides towards meeting the water and sanitation targets, and many countries were demonstrating how the HIV epidemic could be contained. Impressive progress had been achieved in malaria control thanks to the free distribution of bed nets in the Niger, Togo and Zambia. Another striking achievement was the 75 per cent reduction in deaths across Africa due to measles thanks to initiatives supported by the United Nations Children’s Fund (UNICEF) and the World Health Organization (WHO). Since 2000, macroeconomic fundamentals and policy implementation had improved markedly, with growth now averaging more than 5 per cent across Africa alone.
Many countries had proved that rapid and large-scale progress towards the millennium targets was possible, he said. That happened when strong Government leadership and good policies supporting private investment and productivity growth, as well as sound strategies for scaling up public investment, were reinforced by adequate international financing and technical support. In that regard, many Asian countries had led the way with the fastest reduction in extreme poverty in human history. “Clearly we have made a real difference. Yet we are falling short of what I know we can do. Just past the halfway point of the race to achieve the MDGs, many countries remain off track,” he said. That was particularly true across large parts of Africa and for many least developed countries. However, even some of South Asia’s fast-growing countries faced serious challenges in improving and achieving certain other goals, and some of Latin America’s middle-income countries had struggled to wipe out pockets of extreme poverty.
The challenge of meeting the millennium targets was being compounded in the short-term by the recent rise in food prices, which threatened to undo the gains achieved so far in fighting hunger and malnutrition, he said. That situation called for a substantial increase in investment and expenditures in agriculture. It also underscored the importance of pushing for an open trading system in agricultural commodities, which would benefit countries worldwide. A slowing world economy also increased the immediate challenges faced by developing countries. In the longer term, development progress was gravely threatened by the effects of climate change and other major environmental challenges. Developing countries, with limited technological and financial resources, were particularly ill-equipped to adapt to changes in the natural environment that could adversely impact socio-economic development. They needed more assistance and resources to support adaptation efforts, so they could secure existing gains and continue to advance.
More must also be done to achieve gender equality and promote women’s rights, he said, calling on the international community to empower women economically, include them in decision-making at all levels, and combat discrimination and violence against them. “The world’s mixed record on the MDGs and emerging complications like climate change or a global economic slowdown underscore the urgent need for a strong and sustained push towards the Millennium Development Goals. That is why I have already called for 2008 to be a year devoted to addressing the needs of the poorest of the poor, and I have made the MDGs a central priority of my term as Secretary-General,” he said.
The Secretary-General said that last September he convened the Millennium Development Goals Africa Steering Group to mobilize international financial and development organizations to support achieving the Goals in Africa, which faced some of the toughest challenges to getting on track. The Steering Committee had already identified a first set of initiatives to step up implementation, including launching an African Green Revolution to expedite economic growth and combat hunger, steps to implement comprehensive school feeding programmes using locally produced food and ensuring coverage of micronutrients, and recommendations to make critical infrastructure investments that could help raise productivity and integrate Africa into the global economy. Similar recommendations for concrete action could be prepared for other developing regions.
The General Assembly and the Economic and Social Council (ECOSOC) had significantly oriented their work to achieving the millennium targets, he said. ECOSOC, through its Annual Ministerial Review, was intensifying its focus on Millennium Development Goals implementation, making poverty and hunger concerns the centrepiece of last year’s Review. This year’s focus would be sustainable development and next year’s would be public health. ECOSOC’s approach was broad-based and inclusive. Progress could only be achieved if all actors were energized. United Nations agencies, funds and programmes were also scaling up their support for programmes to reach the millennium targets. The United Nations was expanding internal coordination and streamlining procedures to create more synergies, and was bringing energy, resources and expertise to help countries achieve the goals.
In every country where a United Nations country team operated, the Organization was systematically working with Governments to align the United Nations Development Assistance Frameworks with the Goals, he said. In many countries, the United Nations was playing a central role in supporting the design and implementation of national Millennium Development Goals strategies. “The year 2008 should mark a turning point in progress towards the MDGs,” he said, adding that: “We will take steps to improve the impact of globalization on the poorest people and communities at UNCTAD-XII later this month.” In July, the Development Cooperation Forum would discuss ways to increase the effectiveness of such cooperation to support Millennium Development Goals achievement. And a high-level meeting on Africa’s development needs would be held 22 September.
The Secretary-General said that, building on those events and together with the General Assembly President, he would convene 25 September in New York a special high-level event on the Millennium Development Goals that would bring together world leaders, private-sector representatives and civil society partners to discuss specific ways to energize collaboration. “I expect the meeting will also send a strong message that Governments are ready to rise to the financing for development challenge,” he said.
MATTI VANHANEN, Prime Minister of Finland, said the global community faced a “development emergency” and immediate action was needed in response. According to available data, the eradication of extreme poverty and hunger by 2015 was possible. Globally, there had already been gains in places such as East Asia, but more efforts were needed in Southern Asia and sub-Saharan Africa. In some regions, there were still vast inequalities in income, asset distribution, employment opportunities and access to information and political participation, among others. Gender inequality and social exclusion of some populations made the pattern even more complex and many children still lacked access to health services and education.
Climate change was also a major challenge and 2008 would be a crucial year in terms of building consensus for a global response, he said. The Bali outcome was a breakthrough, but the real challenge lay ahead -- Member States had less than two years to come to an international agreement. All countries had to contribute to the effort, but they needed to help each other and act with urgency. It was clear that, in the long run, climate change could severely undermine efforts to reduce extreme poverty. The world community must ensure that climate change did not throw human development into reverse. The poor, of which 70 per cent were women, were disproportionately affected by negative environmental changes and their full participation was, therefore, essential.
In spite of all the commitments and efforts of the international community, he continued, there were still more than 800 million people suffering from hunger. To improve their quality of life and overall development, it was necessary to examine the links between trade and development. With the help of trade, economic dependence could be broken and a higher level of economic development attained. He added that the challenges of maternal mortality must be urgently addressed. There had been practically no improvement recently, although it was one of the most significant factors causing inequalities between developed and developing countries. Further, the two education-related development goals were of critical importance and Finland’s development policies highlighted the importance of the education of women and girls as the key element of sustainable development.
Sustainable development required national ownership and foreign aid and partnerships should support national efforts, he said. His country was on track to achieve the 0.7 per cent official development assistance target by 2015. Achieving that goal had been a challenging job, but the efforts undertaken reflected the serious commitment and willingness of his Government to help eradicate global poverty and hunger and to improve education and health.
MOCTAR OUANE, Minister for Foreign Affairs of Mali, delivering a statement on behalf of his country’s President, said it was encouraging to see some of the recent achievements made in realizing the Millennium Development Goals, but it was obvious that much more needed to be done to honour the commitments made in the Millennium Declaration. The fundamental lack of resources for developing countries needed to be redressed immediately. As long as resources were available, developing countries were able to make significant gains in achieving the Millennium Goals. It was, therefore, necessary to ensure increased public assistance for those countries moving forward. Developing countries also needed to be better integrated into the global economy through increased support for their private sectors and by putting an end to political trade inequalities.
His country had already adopted a national strategy to combat poverty and to improve the overall quality of life of its citizens for the period 2007 to 2011, he said. Already, some progress had been achieved and he invited the international community to join his country in further efforts in the future. The objectives of the Millennium Development Goals were just as relevant now as before, and the international community needed to redouble its efforts and its resolve to ensure rapid implementation. Accelerated implementation of the commitments made at previous international conferences was also essential. He added that rapid and large-scale progress was possible, as long as good policies and technical and financial support was provided by the international community.
The debt of developing countries also needed to be addressed, he added. Working with developed countries, developing countries needed to find better employment for its younger populations and provide adequate health care and medications to all citizens. National efforts alone would not be enough to achieve the Millennium Goals and, as such, his Government would continue to push for a global partnership for development, as described in the Millennium Declaration. At the national level, his Government would host a round-table discussion in 2008 to further detail the policies and strategies needed to ensure rapid progress was made to achieving the Goals.
Panel Discussion on Poverty and Hunger
The panel discussion was moderated by Kandeh Yumkella, Director-General of the United Nations Industrial Development Organization and included: Paul Collier, Saint Anthony’s College, Oxford University; Henrietta H. Fore, Director of the United States Foreign Assistance and USAID Administrator; Jayaseelan Naidoo, Chairman of the Development Bank of South Africa and Board Chairman of the Global Alliance for Improved Nutrition; Eckhard Deutscher, Chair of the Organisation for Economic Cooperation and Development (OECD), Development Assistance Committee; and Steven O. Willoughby, Chief Executive, New Partnership for Africa’s Development.
Introducing the panel, Mr. YUMKELLA, the Director-General of the United Nations Industrial Development Organization, said it was necessary for the international community to address the causes of famine and hunger and not just the symptoms. Giving people incomes matters. Jobs matter. Development was freedom, he said, because it gave people options, possibility and hope.
Mr. COLLIER, St. Anthony’s College, Oxford University, and author of The Bottom Billion: Why the Poorest Countries are Failing and What Can be Done about It, said the international community needed to harness historic opportunities that, in the past, had been missed. Those historic opportunities involved commodity booms and post-conflict peace. Currently, there was great interest in the resources and commodities of developing countries. It was essential for the international community to create and maintain standards that would guarantee the proper management of commodity booms and resources. For example, Governments should ensure the proper capture and management of resource revenues through appropriate taxation and tax distribution on resource extraction.
The second historic opportunity, the spread of peace in regions previously in conflict, was equally important, he added. Rebuilding societies was a long and complex endeavour that needed more than simple “fire-fighting” techniques. The international community had a responsibility to ensure effective peacekeeping and substantial aid over the long-term, while post-conflict Governments, themselves, needed to fully commit to lasting peace. Along with harnessing those historic opportunities, the full integration of the “bottom billion” into the global manufacturing economy was also essential for eradicating poverty and hunger. Due to the difficulties of entering into the manufacturing world, international action was needed to “pump prime” the bottom billion to allow them special access on a temporary basis to break into manufacturing industries. Overall, he concluded, the international community needed to be more strategic in creating opportunities in trade, while taking full advantage of the commodity boom and post-conflict peace opportunities currently on hand.
HENRIETTA H. FORE, Director, of United States Foreign Assistance, and USAID Administrator, said that the United States believed that only through broad-based economic growth would countries be able to reduce and eventually eliminate extreme poverty. Growth was the only way to address challenges that forced so many countries to depend on foreign aid. The path to achieving the Millennium Development Goals must be based on: strong country leadership and ownership of the development process; creating an enabling environment for partnerships to fuel economic development; investing in people, especially education and health, to help them find, and keep, better jobs; and support for fragile, post-conflict States.
Citing some of the United States efforts to boost capacity and growth in Africa, she said that the Government’s Agenda for Economic Growth in Africa aimed, among other things, to improve the policy environment for business-led growth, improve the competitiveness of firms, including in the agricultural sector; improve infrastructure that would help expand avenues for doing business; and expand partnerships with African small and medium-sized enterprises across Africa. That programme built on the Africa Finance Initiative, which would, over the next few years, mobilize some $1.5 billion in capital, garnered mostly from local financial institutions. She also said that the United States recognized that improving economic growth and building partnerships would only be successful if women were the beneficiaries of the majority of the efforts of public-private alliances.
She said that the United States was concerned, as was the United Nations, about the situation of fragile or conflict-affected States, for whom the Institute for State Effectiveness had stressed that the goal of achieving internationally-agreed development targets remained “illusory”. To that end, the United States had joined others in supporting integrated missions that aimed to stabilize post-conflict situations and simultaneously address serious long-term development needs. In closing, she asked all States to come together and help move fragile States onto a path of sustained -- and sustainable -- growth. All nations must work together to meet goals for poverty and hunger, focusing on what works: building tomorrow’s success from today’s results.
Mr. NAIDOO, Chairman of the Development Bank of South Africa and Board Chairman of the Global Alliance for Improved Nutrition, said his Bank had instituted a model for development that was both effective and sustainable. For every dollar that was invested in development, his Bank leveraged anywhere from 2 to 5 dollars from either the private sector or other development donors. With such a strategy, it was possible to invest in poor communities, improving the overall quality of life in those areas, while ensuring a positive return on investments and guaranteeing sustainability. He admitted, however, that there had been significant challenges in delivering on investments, due to an overall lack of infrastructure to implement many of the initiatives. By thinking outside the box, the Bank of South Africa had employed financial engineers and technical experts to help create the infrastructure that was necessary for the full implementation of development models. Already, this strategy was showing success in South Africa and other developing countries should be encouraged to follow similar models to achieve success in their own countries, as well.
However, he also stressed the need for national policies to support such models for development. For example, the current energy crisis in South Africa was intensified by the fact that the low cost of electricity in the country prevented investors from receiving an appropriate return on investments. In order to entice investment in the energy sector and in other areas, as well, national Governments needed to ensure that appropriate national policies were in place to support investment. Though the private sector had a critical role to play in helping to eradicate poverty and hunger, Governments still played the primary role. Through national policies and with the committed support of international partners, Governments had the responsibility to seek sustainable solutions that would reduce poverty and hunger over the long term.
The next panellist, Mr. DEUTSCHER, Chair of the Organisation for Economic Cooperation and Development, Development Assistance Committee, said he regretted to say that donors in the region were not on track to increase their official development assistance, as required -- and agreed -- to meet the Millennium Goals, especially in poverty and health. He added that, while overall official development assistance was increasing, that rise was not keeping track with current economic trends and donor agreements made at Monterrey and at the Assembly’s 2005 World Summit. The OECD’s estimates showed that donors would have to build in some $40 billion more into their development assistance estimates to meet those agreements.
He said that international donors were faced with raising that sum at a rate and in a time frame that had never before been seen in history. He was concerned that oft-repeated testaments of political will would not be enough to ensure the requisite scaling up on all sides. A massive effort on the part of donors and development institutions would be needed to ensure success. At the same time, he said that there must be greater transparency and accountability, enhanced infrastructure and improved governance in recipient States. Further, corruption was now openly recognized as undermining many of the partnerships donors and recipients shared, including for the Millennium Goals. The entire international community must work together to help ensure good governance and to curb corruption, at all levels, to get the developing world back on track.
Mr. WILLOUGHBY, Chief Executive of the New Partnership for Africa’s Development (NEPAD), said Africa had experienced great gains in economic growth in recent years and its economy was now more broad-based than ever before. Driving that growth was a strong global demand for African commodities, increased debt relief, and increased engagement by China and India in African economies. However, more than anything else, strong internal strategies developed by African countries were to credit for the recent success. Unfortunately, the increase in economic growth had not yet resulted in the reduction of African poverty and hunger rates. Adequate resources were still not available to developing countries to fully implement national poverty alleviation strategies. In order to right that wrong, current growth rates needed to be maintained by African countries and increased resources needed to be mobilized internationally for the implementation of national strategies to reduce poverty and hunger.
The implementation of appropriate national policies in the agriculture and infrastructure sectors would also allow Africa to boost and sustain growth, while reducing poverty and hunger rates, he continued. Growth in the agricultural sector was directly linked to improvements in food security and poverty alleviation and a variety of African-led conferences and agreements had already laid out agreed-upon goals to help improve the agricultural sector overall. It was now time for national Governments to ensure full implementation of strategies to achieve those goals. Turning to the infrastructure sector, he said current investment levels were well below what was necessary and needed to be reversed immediately, in particular in fragile post-conflict countries on the continent. African countries had the responsibility to implement appropriate national policies to boost private sector investment and mobilize domestic resources, but international support and investment was equally important. Policy coherence could only be measured through clear and concrete development objectives and it was the responsibility of all countries to support those objectives, honour past commitments and ensure that national efforts did not go to waste.
When the floor was opened for discussion, Member States and Government ministers, representatives of United Nations and affiliated development agencies shared their respective national experiences, and their global or regional programme initiatives aimed at reducing poverty and hunger. There was clear agreement that, with the target date for the Millennium Development Goals fast-approaching, efforts needed to be scaled up in those areas, especially to help build and/or rehabilitate infrastructure in Africa, which was critical to putting the continent back on track.
Opening this part of the morning’s activities, special guest Dr. JEFFERY D. SACHS, Director of The Earth Institute at Columbia University, said that, while he appreciated the panellists’ intelligent and considered interventions, the international community had actually been “stuck on the same path for the past six years”. Everybody knew that, while increased commitments had been made for aid, nothing had happened. Further, targets for Africa had been based on the value of the United States dollar in 2002. “Traditional donors are just sleepwalking in most cases,” he said, adding: “They seem to think that 2010 and 2015 will never arrive.” Further, there was a feeling that the whisper in the corridors of power was that the Goals would never be achieved anyway.
But he believed -- or hoped -- that Governments actually understood that the political costs of a world that did not achieve those basic targets “were so horrendous”, that they would work hard to meet them. Still, he had to ask of his own country, where was the United States concrete effort to meet the official development assistance target of 0.7 per cent of gross domestic product (GDP)? The United States economy was $15 trillion. So, while $6 billion a year for Africa was commendable, some $35 billion had been given away in bonuses on Wall Street for the past two or three years. With all that in mind, he stressed that, for the United States, that 0.7 per cent was equal to some $100 billion. “We, all of us, have to get the denominators right,” he said.
He went on to say that commitments had been made, costing had been done, and everyone knew where the investments had to go. “Unless we get serious, we will come back next year, and the year after that and the year after that, with the same good wisdom, but the same failure,” he said. Most importantly, agriculture was key, in every dimension. It was where the poor lived, it was what people survived on, and it was the way they fought disease. “If you want private-sector growth, the agricultural sector was the leading driver of growth,” he said. In closing, he stressed that “the money is there” and there is “no limit to what we can do”. “Let’s follow through on commitments,” he said. “Without concrete action, those promises remained only words for us, but mean the deaths of 10 million children under 5 each year for them.”
AD MELKERT, United Nations Development Programme (UNDP), said the Millennium Development Goals agenda was relevant not just for Africa, but for all countries worldwide. South-South cooperation, international investments and a concentrated mobilization of global resources to achieve the Millennium Development Goals would lead to positive results for all Member States. The United Nations Development Programme stood ready to offer its full support and guidance to help countries achieve the development levels needed to achieve the Millennium Goals and to reduce current poverty and hunger rates.
One speaker from the developing world urged the participants to look beyond official development assistance and explore ways to mobilize -- and put to better use -- resources derived from remittances and foreign direct investment, among others. There was also a need to recognize that it would take more than a doubling or tripling of official development assistance for those “late comers” to the international trade arena. International agencies and foreign investors must do their part to help scale up in-country capacities, while developing countries must do their part to promote good governance.
A speaker from the Latin American and Caribbean region said that he was concerned that the Millennium Development Goals were being cleaved from the wider development agenda. Indeed, access to health, commerce and trade, and education were critical to sustainable development for all. The Millennium Goals should not be used to undercut -- or trump -- efforts to promote wider development, he said.
One minister said that African countries were made to feel embarrassed for putting the Millennium Goals on the table. But, why was that the case when those Goals had been adopted as a key acknowledgment of the global partnership required for Africa to achieve sustainable development? Long-promised commitments must be kept, she said, adding that, if the Millennium Goals failed, it was not because Africa had not done its best to hold up its end of the bargain; it would be because the other side of the partnership had fallen short of its commitments.
Another speaker from Africa stressed the need to increase international attention to improving agriculture and infrastructure, which were crucial to economic growth and development. The international development agenda would remain “stuck in the same gear”, continuing to ignore the fact that agriculture and infrastructure were the path to poverty reduction. He also said that, since the panel seemed to believe that the Millennium Goals were in danger of not being met for all, what sorts of initiatives were being considered for the post-2015 period?
The representative of the Global Call to Action against Poverty raised a number of concerns shared by members of the non-governmental organization community, in particular the non-governmental organization frustration with Governments that made many promises to achieve the Millennium Development Goals, but did not follow through on efforts to implement them. Instead, aid efforts were on the decline and donors were fading out before even reaching the finish line. Other non-governmental organization actors added that it was time to reframe thinking on international aid for poverty alleviation from a global aid model to a global human rights model, since all persons had the right to live free of poverty and hunger.
Responding to some questions concerning aid to Africa, Mr. WILLOUGHBY of NEPAD reiterated his concerns that, though money had been promised by developed countries, delivery of those funds was lagging far behind. Money that had already been delivered was often allocated for specific types of humanitarian assistance or debt relief and was not available for use in other sectors of development. African-led strategies were the key to successful implementation of the Millennium Goal to reduce poverty and hunger. International partners should align themselves with those strategies to provide long-term, predictable and adequate financial and technical resources to achieve internationally agreed-upon goals.
Panel Discussion on Education
The panel discussion on education was moderated by Iftekhar Ahmed Chowdhury, Foreign Adviser, Bangladesh. Speaking on the panel were: Nicholas Burnett, Director-General for Education for United Nations Educational, Scientific and Cultural Organization (UNESCO); Geraldine Bitamazire, the Minister for Education of Uganda; Desmond Bermingham, of the Fast Track Initiative Secretariat; Ann Cotton, the Founder and Executive Director of the Campaign for Female Education (CAMFED); and Yuto Kitamura, of Nagoya University, Japan.
Opening the discussion, Mr. CHOWDHURY, the Foreign Adviser of Bangladesh, said that positive gains in education could play a catalytic role in the achievement of other Millennium Development Goals. Economic growth would be more egalitarian and equitable if access to education was universal and unconditional. Unfortunately, access to education in most developing societies was both limited and unequal.
Poverty detrimentally affected parental decisions to send children to school, he continued. Past experiences had shown that public and affordable education was the only option for the poor to climb out of poverty. Some countries had demonstrated remarkable success in improving access to education through various policies and programmes, such as free schooling and conditional cash transfer programmes. His country, Bangladesh, was close to achieving universal primary education. However, ensuring universal enrolment was not an end in itself, but rather a means to an end. Preventing dropouts, ensuring quality education, and providing adequate education materials and technologies were some of the biggest challenges currently facing the global community and would require a strong boost by the global community in order to be overcome.
Mr. BURNETT, Director-General for Education for the United Nations Educational, Scientific and Cultural Organization, said there had been a steep rise in enrolment in primary schools since the year 2000. Unfortunately, there were still many questions regarding the quality of that education and whether young girls were able to access it as easily as young boys. Among the 25 countries with the highest net enrolment ratios since 2000, 11 schools had abolished school tuitions and more girls were attending primary schools than ever before. However, gender inequalities still prevailed and only 63 per cent of countries had achieved gender parity in primary education. That number dropped to 37 per cent for secondary education.
Turning to the question of quality of education, he said international and national learning assessments pointed to low achievement in reading and mathematics, especially in developing countries. A lack of teachers was part of the reason behind the low achievement rates, as teaching staff had not kept pace with enrolment increases, especially in sub-Saharan Africa and South and West Asia. At the current rate of progress, more than two thirds of countries included in a recent analytical study by UNESCO were at risk of not achieving the goal of universal primary education by 2015. To ensure universal primary education, there would need to be higher domestic spending on education and a substantial increase in international aid levels for education, with an overall goal of providing quality education to every child, especially those living in fragile States.
Mr. BERMINGHAM, Head of the Fast Track Initiative Secretariat, said it was necessary to address the political and strategic challenges facing donor countries to help them create more long-term and predictable aid for basic education in developing countries. Donor countries needed to fully understand the long-term benefits of investing in education and should be encouraged to support “brave decisions” made by leaders of developing countries who invested in education, despite the fact that they would not see immediate gains.
The Fast Track Initiative “Compact” required low-income countries to establish sound national education plans, he said. It also required national Governments to allocate adequate funds in their budgets for education, while donors helped mobilize additional and predictable resources in the future. Typically, in Fast Track Initiative countries, 70 to 80 per cent of education costs were financed domestically. More financial aid for those countries was needed and should be delivered more effectively in the future. Low-income countries should lead the implementation of those funds and coordinate donor support to deliver results. Meanwhile, donors should harmonize procedures and strive to align with national education plans to ensure long-term, predictable financing. Member States should lead the call for more aid for basic education in the poorest countries, especially in Africa, and should ensure increased financing for basic education by 2010 and increased levels of predictable financing through the Fast Track Initiative Catalytic Fund for basic education to 2015.
Ms. BITAMAZIRE, Education Minister, Uganda, said since its independence, her country had gone through several periods of social and political upheaval. At the same time, high-level political vision, commitment and leadership, supported by strong national consensus on ensuring equitable access to quality education had allowed the country to record some successes in the provision of basic services over the past decade, including universal primary education. President Museveni launched the national Universal Primary Education Programme in 1997 and, today, primary school enrolment stood at 7.6 million students, split evenly between boys and girls.
She went on to say that the Government had mobilized parents and local authorities to drive the programme. At the same time, partnerships with the private sector and non-governmental organizations were also being promoted and developed. The Government had also targeted teacher development and support by, among other things, waiving tuition and fees at the Teacher’s College 1n 2003-2004 to attract bright, but often poor candidates to enrol in teacher education programmes. She added that universal primary education was also one of the key pillars of Uganda’s Poverty Reduction Strategy Paper. To that end, policies on basic and primary education had been integrated into national macro-poverty reduction initiatives.
Mr. KITAMURA, Nagoya University, Japan, sharing his experiences trying to ensure access to education in the Asian region, said that the focus should be on access, equity, quality and efficiency. Developing countries faced a host of challenges in addressing those pillars, however, including lagging socio-economic factors, and poor quality teaching and inappropriate teaching methods. Moreover, as those countries where often multicultural and multilingual, there was also a need to ensure a decentralized approach to teaching and learning.
He also stressed that developing countries often struggled to attract good teachers because the salaries were low and, often, the teaching profession was not considered a “high status” occupation. Developing countries also had to find ways to lure teachers, while stretching already tight development budgets. His experience had revealed that, more often than not, good students made good teachers. So, Asian Governments had begun implementing, among others, relevant programmes that targeted young people for future jobs in education. In closing, he said that achievement of the Millennium Goals required not only achieving agreed education targets, but raising the quality of teaching and learning. It also meant creating a sustainable learning environment and the means to continually and effectively improve that environment.
Ms. COTTON, the Founder and Executive Director of the Campaign for Female Education, said every child had the right to an education and that right included the right to access international funds promised and raised for education on an international level. Girls living in the rural areas of developing countries were particularly vulnerable and at risk of being denied access to education. Gender issues should, thus, be at the centre of national education strategies and ministers should implement urgent actions to improve access for girls to education and education services.
CAMFED had successfully implemented education models in a number of developing countries to address those inequalities, she continued. Those models included monitoring instruments that helped track the success of students and provided greater support for them moving forward. As well, in each CAMFED school, a female teacher had been trained as a mentor and was able to effectively intervene when problems related to gender arose. The CAMFED model was locally derived, owned and driven and helped provide the most effective delivery of education assistance to schools. It also helped guarantee access to education by young women and girls. In conclusion, she stressed the need to keep the rights of children at the centre of all education strategies and to do away with the idea of benefactors and beneficiaries. “We don’t want grateful children,” she said. “We want children who know their rights.” It was time, now, to demand the funds to ensure those basic rights for children.
During the interactive discussion, representatives of Member States and non-governmental organization touched on many successes, challenges and constraints to providing access to education. One speaker who praised the panellists’ comments, especially regarding assisting marginalized groups, urged that more attention be paid to child protection and security matters -- concerning the physical protection of children themselves, as well as of school buildings and other premises -- in conflict-ridden and post-conflict societies. Another speaker called for more targeted assistance and interventions aimed at bringing children of indigenous groups into national education schemes, while acknowledging their unique cultures and backgrounds.
A representative of the World Food Programme (WFP) highlighted the importance of school feeding programmes, which not only boosted attendance and retention, especially in highly food-insecure environments, but also increased children’s attention spans. He added that the WFP used locally purchased food in those initiatives. A representative of Save the Children International stressed that some 35 million children and students were being kept out of school daily because of conflict. Those children deserved particular attention because, aside from the obvious physical dangers, they were frequently denied education because national development funds were being set aside for use “at some future time when there finally was peace”. That strategy was proving ruinous, because it often left post-conflict countries awash in youths who were of working age, but were uneducated and unskilled.
A speaker from Nigeria detailed the challenges faced by African countries when speaking to donors about the urgent need for funds for education. A lack of funds in one generation paved the way for a lack of overall improvements in development in the next, as an uneducated population aged and took on more positions of leadership and responsibility. It was impossible to manufacture human resources overnight and international assistance should be more closely aligned with national strategies, to improve overall development and education levels in particular.
Focusing on the issue of emergency education raised by some members of the panel, a representative of the United Nations Children’s Fund stressed the need for special attention to be paid to fragile States and countries in post-conflict transition periods. Substantial and predictable support for those countries was necessary to prevent a return to conflict and chaos and, consequently, a decline in the progress already achieved in those regions.
Responding to questions about ways to reach marginalized groups, Ms. COTTON noted that teachers often saw deployment to rural areas, where most indigenous or marginalized people lived, as punishment, and showed up for work sporadically or not at all. Her organization was working to ensure the provision of training for indigenous teachers and funnelling them back to their communities, raising the profile of those teachers who were leaving jobs in urban areas to go work in rural regions.
Mr. BERMINGHAM noted that the term “capacity-building” tended to create a fog around the issue. In his mind, it meant identifying, training and placing quality teachers and educators that could provide quality education. It was long-term institutional development to ensure lasting, quality education in countries. It meant creating and fully supporting an institutional framework that provided access to quality education.
Mr. BURNETT added that issues of equity and inclusion were not formally included in the Millennium Development Goals and it was, therefore, possible for statistics to show overall improvement, while masking a lack of improvement of specific minority groups. Mr. KITAMURA described a recent study of free primary education in Africa as an example of positive statistics masking negative realities on the ground. Though the introduction of free primary education in Uganda had increased enrolment levels, it masked a decline in the role local community members played in educating younger generations. He stressed, therefore, the need to ensure positive developments on all levels.
Panel Discussion on Health
The panel discussion was moderated by Dr. Anarfi Asamoa-Baah, Deputy Director-General of the World Health Organization. The panellists included Thoraya Obaid, Executive Director of United Nations Population Fund (UNFPA); Dr. Innocent Nyaruhirira, Executive Chairman, King Faisal Hospital, and Former Health Minister of Rwanda; Dr. Jim Yong Kim of the Harvard Medical School and Co-Founder of Partners in Health; Dr. Julian Lob-Levyt, Executive Secretary, GAVI Alliance; and Dean Hirsch, President of World Vision International.
Introducing the panel, Dr. ASAMOA-BAAH, Deputy Director-General of the World Health Organization, said that all the Millennium Development Goals were health related. For instance, a considerable proportion of ill-health was linked to food. At the same time, unless there was an educated population, promoting health was almost impossible. In reality, most diseases were, to a large extent, symptoms of other basic social problems. Thus, those situations could not be cured by simply curing the symptoms. People had to realize that the diseases of the future would be very different from those of today. Such diseases would travel and would not be satisfied with just killing the poor, but would also terrorize the rich. Thus, investing in health was no longer just a matter of charity. Instead, such investment was crucial for global security and peace.
Ms. OBAID, Executive Director of the United Nations Population Fund, said that social investments, particularly in health and education, were the building blocks of human development and economic growth. Yet, for too many women, education and health care remained out of reach and opportunity and development continued to pass them by. Nowhere was this seen more clearly than in the case of women dying during childbirth. Every minute, another woman died and the vast majority of those deaths could be easily prevented. Today, there were 300 million women living with injuries and disabilities caused by complications of pregnancy and childbirth. In many cases, women found out for the first time that they were HIV-positive when they were in a maternal health clinic, pregnant and giving birth, if they were lucky enough to go to a clinic. Often, HIV was transmitted to infants unknowingly. Most HIV infections occurred through sexual transmission, childbirth or breastfeeding. Therefore, investing in sexual and reproductive health, which included services for maternal health, was strategic for curbing the AIDS epidemic and saving women’s lives.
A study in Egypt had found that every dollar invested in family planning saved the Government $31 in spending on education, food, health, housing and water and sewage services, she went on. Studies in Mexico, Viet Nam and Thailand showed similar far-reaching savings. It was estimated that the global economic impact of maternal and newborn deaths amounted to $15 billion per year in lost productivity. It was time to make the health of women a development and financing priority. It was estimated that $6 billion in additional funding was needed each year to reduce maternal and newborn mortality. That was equivalent to one and a half day in global military spending. That amount could save the lives of 1 million women and 8 million newborns each year.
Dr. NYARUHIRIRA, Executive Chairman of King Faisal Hospital and former Health Minister of Rwanda, said Rwanda’s experience with malaria was to say no to it and stop it. Rwanda’s entire population was dying from malaria, although children under the age of 5 and women were most affected. People living in hot areas were very susceptible to the disease. In the highlands, there were peaks of epidemics. Key evidence-based interventions had been developed. Rwanda was treating victims with artemisinin combination therapy (ACT) drugs and was distributing malaria bed nets and providing home-based care for pregnant women in order to prevent mother-to-child transmissions. The Government’s policy was to treat all children under the age of 5 who were suffering from fevers. In 2006, the Government launched programmes to train community health workers and private-sector pharmacists to dispense ACT. Thanks to those efforts, up to 92 per cent of Rwandan children under age 5 were treated through home-based care.
Thanks to a coordinated, national, multi-channel distribution programme, 3 million Rwandans received insecticide-treated bed nets in 2006 and 2007. Rwandan ministers personally visited villages to ensure that children had mosquito nets. A 2005 demographic health survey showed how drastically Rwanda’s situation had improved. Thanks to the advent of ACT and bed nets, malaria’s prevalence in Rwanda fell more than 64 per cent from 2005 to 2007. The Government had also been very vigilant about drugs resistant to ACT and had demonstrated strong leadership in malaria control strategies and programmes nationally and locally. Health-care service coverage had risen from 24 per cent in 2004 to 74 per cent in 2006, he said. Providing health care to all Rwandans, particularly those in remote locations, was essential, he said, stressing that 90 per cent of the population lived in rural areas. He emphasized the importance of the national budget and the need to strengthen the health system through funding, in-country capacity-building and reducing the brain drain that was now occurring not only externally, but also internally from the public sector to the private sector. He also called for scaling up efforts through broad-based partnership.
Mr. HIRSCH, President of World Vision International, said that his organization’s experience in Laos, one of the countries where it worked, showed that a large percentage of the children were stunted as a result of lack of proper balance in food and nutrition. Addressing that challenge required a cultural shift in the attitude towards agriculture. There had been missed opportunities in addressing some of the challenges in many countries. In that regard, civil society could play strategic role. For instance, non-governmental organizations were in locations in the countries and could work with communities and ministries of health to address some of the challenges. The added value of civil society was that it could be part of the community and could add staff in reaching the Millennium Development Goals. World Vision had been able to help more than 120 million children. It also provided disaster assistance, focusing on those children that were sponsored.
Civil society needed to define what they could contribute on an individual basis and what could be contributed by partnering with others, he went on. Health outcomes could not be achieved by having sector silos. Health needed to be integrated with the other sectors, such as water and food. A group like World Vision could engage with foundations, so that clean water would actually reach the children in need. Also, access to clean water should include ensuring the delivery of that water to the users.
Dr. KIM, Harvard Medical School and Co-Founder of Partners in Health, said more than 2 million people were living with HIV in the United States, where new drugs were being developed consistently. But, tuberculosis was almost exclusively a disease of the poor. There had not been a new drug developed to treat tuberculosis in more than 30 years. According to 2006 estimates, there were 9.15 million cases of tuberculosis, including 489,000 cases of multi-drug resistant tuberculosis, as well as 1.65 million deaths due to tuberculosis annually. The Millennium Development Goals called for halving tuberculosis-related deaths by 2015. Africa had experienced an explosion of tuberculosis cases in the 1990s and was not on course to meet the millennium targets. While the tuberculosis mortality rate had fallen worldwide, Africa and Europe were not on track to meet the millennium targets. In large countries, 29 per cent to 40 per cent of the people with tuberculosis also had HIV. That was as high as 90 per cent in some cases. Also, 20 per cent to 45 per cent of the adult population in sub-Saharan African countries had tuberculosis.
He turned to the role of academic institutions in helping the international community respond effectively to drug-resistant tuberculosis, as well as provide vaccine delivery and tackle maternal mortality and malaria. At Harvard Medical School, medical students were taught basic and clinical science, but did not receive a single day of training on health-care system delivery. Rather, the delivery of health care had been thought of as the art of medicine, with few people in the United States thinking about the complexity of health-care systems. Harvard was now working to learn from the excellent examples of health-care delivery in such countries as Thailand and Iran. Strong basic science and diagnostic tools were necessary, but the great challenge now would be to build on those systems. It was also imperative to address maternal mortality, he said, noting that 500,000 women died every year during pregnancy.
Dr. LOB-LEVYT, Executive Secretary, GAVI Alliance, said that the international community was now beginning to achieve results in terms of raising the funds for achieving the Millennium Development Goals. A new set of leaders had emerged around the health issues and were driving the new agenda. There were different types of global health partnerships. Some were focused on advocacy, while others were directed towards new product development or bringing in new finance. Those like GAVI and the Global Fund were focused on bringing in new finance. GAVI had had significant success in Africa, where millions of children died as a result of preventable diseases. Several years ago, the immunization level in sub-Saharan Africa was below 40 per cent. With GAVI’s input, there was now 70 per cent to 80 per cent coverage. That success needed to be celebrated.
Public-private partnerships were performance-related and, because of that razor-sharp focus, they had been successful in raising funds, he said. They were focused on delivering results. GAVI had raised several billion dollars from the capital markets for its work. In order to be effective, such funding needed to be long-term and predictable. The public-private partnerships also had highly accountable financing and had to be very careful how money was spent. The global health partnerships had recognized that vertical programmes were not enough. For long term sustainability, they needed to build integrated platforms. That called for collective work. They had also begun to listen to developing countries. There was the realization that no single factor could work alone anymore. Instead, organizations had to work together and behind and in support of national strategies. More money was needed, but the only way to get more money was to show that organizations could deliver results.
DEBORAH LANDEY, a representative of the Joint United Nations Programme on HIV/AIDS (UNAIDS), said that halting and reversing HIV/AIDS was one of the Millennium Development Goals. The response of the international community to the HIV/AIDS pandemic was beginning to show results, but many challenges remained. UNAIDS looked forward to the vital discussions coming up in June, which would take stock of the situation.
During the ensuing question-and-answer period, participants discussed the gap between research and malaria control, the merits and disadvantages of the brain drain from the public health sector, vertical versus horizontal health-care delivery, whether models and standards existed to coordinate partnerships and how to strike a balance between strengthening health-care systems as a whole, and systems focusing on treating specific diseases. Several delegates shed light on programmes in their respective countries in preventive health care, including infant and maternal care.
A representative of Amnesty International recommended five steps to improve maternal health care and reduce maternal mortality globally, stressing the need for a human-rights based approach that provided full services, including reproductive heath services, regardless of one’s ability to pay. A representative of the MacArthur Foundation noted that zero progress had been made towards achieving millennium target number five, and that postpartum haemorrhages accounted for one third of all maternal mortalities.
In response, Ms. OBAID said maternal and child health care required comprehensive, available and accessible services at the community level. Indeed, a rights-based approach to health was a guiding principle. Dr. LOB-LEVYT agreed, saying the existence of high maternal mortality meant that a comprehensive and effective health-care system was not in place. The key was to provide a full range of basic health services, including immunizations, reproductive health care and tuberculosis treatment all in the same place. It was no longer acceptable to fund health care around a narrow set of outputs. However, many developing countries had limited capacity to provide integrated services.
Dr. KIM said Cuba had built a comprehensive national system capable of delivering health-care services to all and Chile had successfully integrated early childhood development with maternal and standard health care. Dr. NYARUHIRIRA said vertical health-care programmes, such as the one described by Belgium’s representative during the discussion, were good boosters and medical college faculties should indeed be involved in partnerships to improve health-care delivery. Rwanda was advocating for the recruitment of good practitioners in the private sector and for non-governmental organizations to ensure that recruited doctors and nurses provided care throughout the country’s clinics.
Continuing, several speakers talked about actions in their countries to address the health aspect of the Millennium Development Goals. The representative of Norway said his country had launched an initiative that included more efficient collaboration among stakeholders, the strengthening of the health sector and advocacy. Other speakers pointed out that, although results were needed, resources needed to be provided in a flexible way, so that health workers could actually deliver services. Concern was also expressed that, if health continued to be dealt with from a purely economic perspective, it would be very hard to achieve anything, as privatization of health care had led to many unfortunate consequences in many cases. Instead, a flexible approach should tailor health care to meet each country’s unique situation. The need to look at intellectual property issues, including access to generic drugs, was also stressed, along with the issue of brain drain and diversion of trained professionals from developing to developed countries.
Other speakers focused on the need for innovative financing mechanisms; the feminization of HIV/AIDS; finding funding for the development of new medicines; guaranteeing access to care; and ensuring that policies and practices did not do more harm than good. The need for the Millennium Development Goals to be viewed in a holistic way was also stressed.
Responding, Ms. OBAID said that many of the issues concerning the feminization of HIV/AIDS were culturally bound and called for culturally-determined responses. Dr. LOB-LEVYT said privatization should be entirely country-specific in terms of what would best meet the needs of a country, so that access was not denied. Without good competition and multiple providers, the best results would not be achieved. Dr. KIM said there was need to think of human resources in a new way. Mr. HIRSCH added that non-governmental organizations had greater access to children and could do more than they were doing now. The large non-governmental organizations were cognisant of the brain-drain challenge and understood the local necessity for capacity.
Closing Remarks
ASHA-ROSE MIGIRO, United Nations Deputy Secretary-General, said that today’s lively, enriching discussion drew a wide range of participants from Member States, United Nations entities and civil society. That was a testament to the importance that the international community gave to ensure universal achievement of the millennium targets by 2015. Several key messages emerged from the panels, among them that major progress had been made to achieve the millennium targets, but that the pace was too slow and that decisive action was needed to achieving them on time. Countries in Africa and the least developed countries off track to achieve the Goals must take extra steps to ensure that they caught up with the rest. All the Goals were interdependent and required multisectoral responses. But, progress was constrained by an internationally fragmented and inefficient response.
Improved aid effectiveness, scaled-up aid and increased predictability of aid flows were crucial to ensuring significant country-level impact, she continued. Better aid channels were urgently needed for post-conflict countries and Member States must develop stronger, more mutually supportive partnerships with the private sector and civil society. Climate change could thwart achievement of the Goals. Development must be environmentally responsible and sustainable and women must be empowered and engaged in development.
One panel shed light on how climate change, high food and energy prices and the current global economic downturn were negatively affecting the goals related to poverty and hunger, she said. Panellists called on national Governments and the international community to consider immediate measures, such as setting aside enough land for food crops and ensuring that food was available at affordable prices. The panel on education noted the sharp increase in primary school enrolment in Africa, particularly in sub-Saharan Africa and South and West Asia, but that Goal number three of achieving gender parity in primary and secondary education by 2005 had not been reached. Participants of the panel on health called for increasing investments in human resources, information, procurement and logistics, governance and service delivery in health systems, implementing policies to increase and retain health workers, and measures to increase the predictability of country-level aid, as well as honouring commitments made in order to fill many of health-care sector’s resource gaps.
* *** *
For information media • not an official record
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<strong>DIARY</strong> <strong>OF</strong> <strong>EVENTS</strong><strong>2005</strong><strong>JANUARY</strong>• 1 January <strong>2005</strong> Foreign Affairs Minister Michael Frendo said that Malta and Libya had agreed toissue three-month multiple-entry visas to frequent visitors to the two countries. Dr Frendo said that, asa sign of goodwill, the Maltese Consulate in Tripoli has been authorised to issue six-month multipleentryvisas where it feels that this is necessary. The Minister was addressing a news conference.• 1 January <strong>2005</strong> Flags at all <strong>gov</strong>ernment ministries were flown at half mast in solidarity with thevictims of the South East Asia tsunami disaster, following a prime ministerial directive.• 1 January <strong>2005</strong> Foreign Affairs Minister Michael Frendo said that all the Maltese nationals known tohave been in the areas affected by the tsunami have been accounted for. Dr Frendo said that two of thefive who were in Thai hospitals had been released, and one was expected in Malta shortly.• 1 January <strong>2005</strong> The Central Bank of Malta advised that, under Legal Notice 463 of 2004, CashMovement Regulations oblige any person entering or leaving Malta and carrying any cash or othermonetary instruments equivalent to Lm5,000 or over to declare the sum to the Comptroller of Customson the appropriate declaration. The bank said that the regulations will contribute to strengthen existingmeasures aimed at combating money-laundering and the channelling of funds for terrorist activities.• 1 January <strong>2005</strong> The National Statistics Office announced that recurrent revenue between last Januaryand November amounted to Lm668.1 million and made up 79.3 per cent of last year's budget forecast.At the same time, total expenditure amounted to Lm797.3 million, an increase of Lm34.9 million over2003's Lm762.4 million. The structural deficit amounted to Lm129.1 million compared to Lm141.7million reported in the January-November 2003 period.• 2 January <strong>2005</strong> Prime Minister Lawrence Gonzi exchanged New Year greetings with PresidentEdward Fenech-Adami. Dr Gonzi urged all those who held any leadership position to shoulder theirresponsibility and not to bend like a reed in the wind. "I also augur that <strong>2005</strong> will be a year where thevalues of the family and solidarity will continue being put at the forefront," he said.• 2 January <strong>2005</strong> Replying, President Fenech-Adami said that 2004 had ended on a sorrowful note asthe number of dead in the South East Asia tragedy continued to rise. Dr Fenech-Adami stressed theimportance of retaining and cherishing family values, and the need to strike a chord of harmony andconsensus for the common good.• 3 January <strong>2005</strong> Prime Minister Lawrence Gonzi left Malta for a private visit to Italy. Deputy PrimeMinister Tonio Borg was appointed acting Prime Minister in his absence.• 3 January <strong>2005</strong> The Maltese Cultural Movement in the UK threw a farewell party in honour ofoutgoing Maltese High Commissioner George Bonello Dupuis. Dr Dupuis's term of office ends onJanuary 31 st .• 3 January <strong>2005</strong> The sum of Lm491,809 was raised during a special edition of the TV charitymarathon L-Istrina in aid of the South East Asia disaster. Meanwhile, volunteers laboured away at twostate schools, packing supplies in boxes destined for the region. Civil Protection Department head PeterCordina later announced that the supplies collected were enough to fill 20 containers.• 3 January <strong>2005</strong> Acting President George Hyzler, who is a doctor by profession, appealed to doctors todonate promotional medicines they might have received towards the needs of the tsunami victims.Justice and Home Affairs Minister Tonio Borg labelled the donations "a tsunami of generosity". Thetwo personages were speaking while on a visit to Maria Regina School, which served as one of twocentres for the collection of donations.
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