View allAll Photos Tagged demand-based
N257P - NAMC YS-11A-205 - PBA - Provincetown-Boston Airline
at Naples - Municipal (APF / KAPF) in Feb. 1983 -
stored with engine missing
c/n 2118 - built in 1969 for Piedmont Air Lines -
operated by PBA between 1982 and 1985 -
final user was Air Aruba between 1988 and 1991 -
scrapped Aruba 2005
Provincetown-Boston Airlines operated between 1949 and 1989. The airline had a route network in New England, New York, Pennsylvania, and Florida, and at one time was the largest commuter airline in the United States before its purchase by People Express Airlines. Over the years seasonal expansion and contraction continued, but with year-round service to all locations. The larger aircraft were flown in New England during the busy summer months, with the smaller aircraft operating in Florida. In the winter months, the fleet would be swapped, with the DC-3s and Martin 404s migrating to Florida, and the Cessnas flying in the north. PBA also operated a flexible, demand-based schedule with its different fleet types, even in peak season. On days when demand was higher, the larger aircraft would be operated, but if bookings were light, the smaller aircraft would be used to save on fuel and operating expenses.
scanned from Kodachrome-slide
The minibus revolution…again.
McColl’s Coaches, the Dumbarton based company, has had some success recently in winning tendered services from Strathclyde Partnership for Transport (SPT), leading to them appearing increasingly within Glasgow. A recent tendered success for the company is the 141 SPT-supported service between Gartnavel Hospital on Glasgow’s West End to Partick via Broomhill. Until recently, this was operated by McGill’s Buses, which is an interesting role reversal. I say that as McGill’s had purchased the bus operations of McColl’s in 2012 in part of an expansion north of the River Clyde, where McColl’s competed very vigorously with First Glasgow on services from Dumbarton to Glasgow. However that venture didn’t prove as successful as McGill’s had hoped and they closed it down barely two years later, with First Glasgow being the main beneficiary. What was left of McColl’s ended picking up the slack and it’s entered back into the bus market.
Minibuses based on van chassis seem to be staging a comeback of sorts for bus use, after falling out of favour. Although the use of minibuses can be traced to well before deregulation, they pretty much exploded amongst fleets after it. Whilst many of the initial conversions were pretty crude and based on little more than panel vans with windows and some seats, eventually builders began to design some pretty decent and stylish bodies for them. The idea was that these buses would provide high-intensity services. Basically instead of a double-decker once or twice an hour, multiple minibuses could be used to provide the same level of seats. The minibuses could be acquired cheaply - five or six for one double-decker - and they could offer a ‘turn-up’ and go frequency, basically negating the need for a timetable as such. They could also take the place of a bigger vehicle on lightly loaded or tendered services, reducing costs. Many larger operators also used them as competitive tools, flooding a route with these types of buses to see off a competitor. There was also the cost of repairing them. Indeed, it was stated that you could replace an entire engine on a van-based minibus for the cost of Leyland National alternator.
Increasingly Mercedes-Benz vans became the basis for the minibus of choice. Most major fleets ran some although after a while some bus manufacturers designed purpose built minibuses, such as the MCW Metrorider. These offered bus style engines and transmission and were less-compromised than their van based brethren but were more expensive as a result. However the Mercedes-Benz still was the preferred choice, with Plaxton’s Beaver body as the market leader, followed by Alexander’s AM-body.
However, the world was changing. Accessibility was becoming an important issue to passengers and minibuses had to adopt it. However, to the van builders like Mercedes-Benz, minibuses were but a very small part of their overall output. There was little demand from other commercial van users for a low floor option and despite a lower chassis frame being available with later designs, even it still meant a step entrance. So there was no rush by manufacturers to offer accessible versions for use as buses.
As such, purchases of van conversions for low-demand or high-intensity services declined by bus companies, increasingly in favour of buses like the short wheelbase Optare Solo or the Mini Pointer Dart. The perception was that these purpose built buses were better suited to bus use but still offered the benefits and nippiness of minibuses. There was some method in this, as the very minibuses that had encouraged people back on to public transport were becoming victims of their own success, as passengers found they’d no where to put their shopping on their cramped design. As such, increasingly they were replaced by these purpose built buses or indeed even larger versions of these purpose built buses.
This was despite some builders accommodating wheelchair lifts into their designs for the Mercedes-Benz minibuses to meet disability requirements or even adapting the Mercedes-Benz into a low floor version - some better than others it has to be said - but despite van based minibuses slowed to an absolute trickle. Builders came and went for such vehicles, despite some coming up with attractive designs. I’m thinking there of the Bluebird based version of the FIAT Ducato van, although I acknowledge that particular van didn’t have the best of reputations for bus work.
Then a few years ago van-based minibuses made a comeback. Initially on demand based services to reduce cost of larger vehicles in smaller towns and villages, some with more success than others. However, increasingly they’ve been selected as a lower-cost option for independent operators for small tendered services to provide socially desirable but essential services, such as RF21HCK seen here. The wheel, as they say, comes full circle.
Snap began running an Bristol to Oxford services using a demand based online model and hiring in fleet.
The latter included the use of Oxford Bus Co vehicles such as 65 XS63OXF a Plaxton Elite i Interdeck Volvo B11R wearing the remnants of its former London and Heathrow livery. It is seen on a bleak day on Clifton Downs.
{[es]
FECHA DE CONCURSO: 2009 {br}
FECHA DE PROYECTO: 2010 {br}
FECHA DE OBRA: 2010/2012 (En construcción) {br}
PROMOTOR: NATURGAS ENERGÍA GRUPO SA {br}
SUP. CONSTRUIDA: 3.660 m² (sobre rasante){br}
1.821 m² (bajo rasante){br}
PRESUPUESTO DE LIQUIDACIÓN MATERIAL: 9.000.000 €{br}
{El proyecto, destinado a alojar la nueva sede de una compañía energética, se integra en un edificio catalogado como de Protección Básica por el Plan Urbanístico de la ciudad, que obliga a mantener las fachadas y elementos de valor patrimonial. Se ha optado por el vaciado integral de la estructura interna, cuyas características espaciales relativas a dimensiones, alturas útiles y servidumbres de patios son incompatibles con los objetivos de cliente, quien enfatiza la necesidad de una arquitectura flexible, versátil y modular, capaz de adoptar, en el presente y en el futuro, configuraciones de distribución diferentes, minimizando las afecciones derivadas de los procesos de transformación. {br} La nueva organización espacial se basa en la idea de introducir la luz hacia el interior del edificio a través de un prisma vertical irregular acristalado, a modo de patio, cuya forma representa, metafóricamente, el vórtice de un tornado que se introduce en la estructura interna del edificio, aludiendo a una fuerza de la naturaleza que representa otra forma de energía. El diseño del entramado estructural se plantea, como uno de sus objetivos prioritarios, liberar al máximo la superficie útil de cada planta, procurando generar la menor servidumbre derivada de la presencia de pilares y vigas de cara a la organización funcional y para facilitar el trazado de las redes de instalaciones. El sistema portante está compuesto por una gran cruceta, formada por dos vigas metálicas de gran canto, en celosía, dispuestas ortogonalmente, a nivel de las dos últimas plantas, apoyadas en dos grandes cajones de hormigón, a modo de soportes, que son capaces de albergar ascensores y dar estabilidad vertical y horizontal al conjunto. La estructura del resto de las plantas se cuelga de este elemento principal mediante un único tirante. En consecuencia el conjunto de cada planta es totalmente diáfano, máxime en planta baja, cuyo forjado descansa en la estructura de sótano y no necesita, por tanto, de ningún elemento estructural vertical visible, excepción hecha de los dos núcleos de hormigón.{br} La solución de proyecto cosiste en introducir una caja nueva dentro de la caja histórica conformada por las fachadas de obligada conservación. El espacio entre ambas y el espacio del patio interior se tratan como espacios bioclimáticos, capaces de comportarse interactivamente, mediante mecanismos domotizados de control del asoleamiento y de la ventilación natural para favorecer la captación o disipación de calor, el control y optimización de aporte de luz natural y, en conjunto, la mejora de las condiciones medioambientales del usuario. La reducción de la demanda energética que procura la concepción de estos sistemas, así como la utilización de energías renovables para satisfacer parte de la demanda residual, fundamentalmente a base de las sondas geotérmicas instaladas, minimizan la necesidad de las instalaciones convencionales, seleccionadas con criterios de máxima eficiencia. La instalación de sistema inteligente de iluminación y otras medidas contribuyen a la alta eficiencia energética, que alcanza la máxima calificación (clase A). La metodología de ecodiseño, ajustada a un sistema de gestión homologado, contemplalas medidas necesarias en relación, no solo con el consumo de energía durante la fase de uso y mantenimiento del edificio, sino también las relativas al consumo de materiales, agua, y gestión de residuos de tal manera que el edificio se certifica con la máxima calificación verde conforme al estándar americano LEED, tutelado por la agencia U.S. Green Building Council.} {br}
{FOTOS: Nº 01, Nº 02, Nº 03, Nº 04, Nº 05{br}
IMB ARQUITECTOS}{br}
}
{[en]
COMPETITION DATE: 2009 {br}
PROJECT DATE: 2010 {br}
WOKS DATE: 2011/2012 ( Working in it) {br}
CLIENT: NATURGAS ENERGÍA GRUPO SA {br}
SURFACE 3.660 m²(above ground){br}
1.821 m² (underground){br}
MATERIAL BUDGET SETTLEMENT: 9.000.000 €{br}
{ The project, intended to house the new headquarters of an energy company, is part of a building listed as Basic Protection for the Urban Plan of the city, which undertakes to maintain the facades and elements of heritage value. We opted for complete emptying of the internal structure, spatial characteristics on dimensions, heights easements useful and patios are inconsistent with the objectives of the client, who emphasizes the need for a flexible, versatile and modular, capable of adopting, in the present and the future, different distribution configurations, minimizing conditions derived from the processes of transformation.{br} The new spatial organization is based on the idea of introducing light into the building through an irregular glass vertical prism, as a patio, whose shape is metaphorically the vortex of a tornado is introduced into the internal structure the building, referring to a force of nature that is another form of energy. The design of the structural framework is posed as one of its priorities, to free up the floor space of each floor, trying to generate the least servitude resulting from the presence of pillars and beams in the face of the functional organization and to facilitate tracing premises networks. The carrier system comprises a large cross, formed by two metal beams large sing, lattice, arranged orthogonally to the level of the two floors, supported by two large concrete caissons, by way of brackets, which are capable of house elevators and vertical and horizontal stability to the whole. The structure of the rest of the plants is suspended from this element through a single main strap. Thus the set of each plant is completely transparent, especially on ground floor, which rests on forged basement structure and need not, therefore, no visible vertical structural element, except for the two concrete cores.{br} The solution consists of being introduced project a new box inside the box formed by historically required the facades of conservation. Space and space between the inner courtyard spaces are treated as bioclimatic able to behave interactively, through mechanisms of control domotizados sunlight and natural ventilation to promote uptake or heat dissipation, control and optimization of input light natural and, together, improving the environmental conditions of the user. Reducing energy demand seeks the design of these systems and the use of renewable energy to meet part of the residual demand, based primarily installed geothermal probes, minimize the need for conventional installations, selected criteria maximum efficiency. The installation of smart lighting and other measures contribute to the high energy efficiency, which reaches the highest rating (Class A). The eco-design methodology adjusted to a management system approved, contemplalas measures in relation not only with energy consumption during the use and maintenance of the building, but also those relating to the consumption of materials, water, and management waste so that the building is certified with the highest rating under the American standard green LEED agency overseen by the U.S. Green Building Council.} {br}
{PICTURES: Nº 01, Nº 02, Nº 03, Nº 04, Nº 05{br}
IMB ARQUITECTOS}{br}
}
{[eus]
LEHIAKETA DATA: 2009-an {br}
PROIEKTU DATA: 2010-ean {br}
LANAREN DATA: 2011/2012-an (Eraikitzen) {br}
SUSTATZAILEA: NATURGAS ENERGÍA GRUPO SA {br}
AZALERA: 3.660 m²(lur soru gainean{br}
1.821 m² lur azpian{br}
LIKIDAZIO MATERIALAREN AURREKONTUA: 9.000.000 €{br}
{Energi konpainia batendako bulegoen egoitza berria eraikitzea da erronka berria. Eraikuntzak, Hiri antolamenduarean planaren arabera, oinarrizko babesa dauka.Babes horrek, fatxadak eta ondarezko elementuak mantentzera behartzen gaitu.{br} Barneko estruktura, eta ezpaioak dituzten ezaugarriak, hau da, altuera, argi-patioak eta neurriak bateraezinak dira sustatzailearen interesarekin. Jabeek, malgua, aldakor eta modularra den ariktekturaren beharra zuten, kapaz dena etorkizunean beste era bateko konfigurazioak eratzeko, eraldatzearen prozesuanren ondorioa, alegia.{br} Ezpazioaren antolamendu berria, eraikinaren barnera argia heltzea da, prisma garden bertikal irregular baten bidez. Metaforikoki esanda, tornado baten tontor bat eraikinaren barnera sartzea, “tornado” honek naturaren indarra ere ahotan har dezake, energía, hots.
Estruktura bilbearen diseinua, lehentasuna dauka proiektuarentzat, hau da, ahalik eta azalera libre gehiena edukitzea solairu bakoitzeko. Zutabe eta habeen agerpena gutxitzea, horrela, antolaketa eta instalazioen sarea errazteko. Sistema, bi solairuko lodiera duen bi habe zursare metalikoren bidez lotuea ematen dio eraikinari. Hormigoizko bi kaxa handien bidez eusten da, barnean igogailuak aurkitzen dira. Bi habe hauetatik beste solairu guztiak zintzilik daude, tirante bakar batekin. Ondorioz, solairu bakoitza garbi gelditzen da. Kaleko solairua ere, garden aurkitzen bere forjatua lur-azpiko solairuek eusten baitute, hormigoizko bi nukleoak izan ezik.{br} Proiektuaren intentzioa beirazko kaxa bat kaxa historikoaren barnean sartzea da. Bien artean geratzen den tartea, espazio bioklimatiko bezala lan egiten du. Ezpazio hau kapaz da domotizatuta dagoen sistema baten bitartez , beroaren har-ematea, eguzkitzapea eta argi naturala kontrolatzea, erabiltzalearen ingurumen baldintz ak hobetzen. Eskaera enerjetikoa gutxitu egiten da sistema hauek erabiliz. Aldi berean, energia berriztagarrien erabillera, sonda geotermikoak esaterako, instalazio arrunten beharra asko gutxitzen du. Argiztapenerako adimendun sistemen erabilerak, beste neurriekin bateratuz, energia eraginkor handia ematen du (A maila ). Proeiktauren prozezua, Ecodiseinu Kudeaketa sistemaren lan metodología eta haiek imposatutako kontoletara bideratua izan da, ez bakarri erabitlze eta mantentze garaian, baizik eta materialeen kontsumoa, uren gestioa etb. eraikina Ameriketak LEED estandarraren lizentziapean kalifikazio handiena lortu du U.S. Green Building Council agentziaren ziurtagiriaren arabera.} {br}
{ARGAZKIAK: 01.zkia, 02.zkia, 03.zkia, 04.zkia , 05.zkia {br}
IMB ARQUITECTOS}{br}
}
The 1297th Combat Sustainment Support Battalion received Maryland’s “Outstanding Unit” award by Military Officers Association of America during a ceremony on Feb. 24, in Havre de Grace, Md. The unit successfully accomplished its wartime mission with supreme professionalism and skill which significantly contributed to the combat operations in Afghanistan.
“This is our way of recognizing units in the community whether they are active, guard or reserve,” said Maj. John Whitman USAF (Ret), president of the Maryland counsel of chapters of MOAA. “This unit had an outstanding service record in a combat environment.”
In May of 2011, the 1297th CSSB deployed to Afghanistan to provide sustainment support on an area basis to U.S. and specified Coalition Forces in Regional Command-South (RC-S) for Operation Enduring Freedom (OEF) 2011-2012, by enabling further operational reach to disrupt insurgent forces, secure population areas, build national security capability, and support the growth of governance and development in order
to build a stable Afghanistan.
“I accept this award on behalf to the Soldiers and NCOs of the 1297th, you made it happen,” said Lt. Col. Charles M. Blomquist, commander of the 1297th. “I am new to command. I have just taken over from Lt. Col. Weedon Gallagher and I wish he could have been here today, I know he is proud of all you accomplished during your deployment.”
The 1297th CSSB sustained the synchronization of all commodities flowing into and out of Kandahar Airfield (KAF) in support of all combat arms units throughout the RC-S, RC- RS-W regions. The 1297th CSSB provided superior sustainment support to over 70 units. The 1297th CSSB managed seven subordinate units from the active and reserve components.
The 1297th CSSB executed over 500 successful Combat Logistics Patrols (CLP), traveling over 500,000 tactical miles which translates to 3,500 drive hours. These movements required the 1297th CSSB to schedule and supervise the upload, haul, and delivery of over 40,000 customer supplies worth $70 million to various points within RC-S. The 1297th CSSB's management skills enabled the successful transportation of these supplies with minimal damage and without a single loss of life.
Within 10 short months the battalion improved jurisdiction wide CLP operations by incorporating sustainment operations as well as demand-based CLP missions. In the process, they reduced the average size of each convoy from 5O to 25 vehicles and increased the frequency of deliveries to their customer units from 10 days to 7 days. This concept was defined by National Afghan Trucking-centric planning which contributed to the counterinsurgency by employing more Afghan drivers and helping build the
local economy.
The 1297th CSSB maintained constant operational responsibility for the largest multi-class Supply Support Activity (SSA) in Afghanistan in support of OEF. Responsibility and oversight included the receipt, storage and issue of 12,000 lines on the Authorized Stockage List (ASL), valued at nearly $55 million. The SSA ensured over $175 million worth of equipment retrograded out of theater. In addition, the 1297th CSSB's Central Issue Facility (CIF) managed 2,300 lines of uniforms and other Class II valued
at over $26.1 million. The CIF provided superb customer service to 15 BCTs
consisting of over 400 supply accounts and 27,000 customers. The CIF
processed 215,000 transactions valued at over $70 million. The 1297th CSSB's CIF also developed a training program for the ANA partnership that will be used as a model for future partnership training programs contributing to stabilizing Afghanistan.
Another critical and important element of the 1297th CSSB's mission and contribution to the war effort was the planning, development, execution and oversight of contracted initiatives to include massive infrastructure projects on KAF. Some of these contracts provided the local Afghan population with jobs, helping to empower them and rebuild their nation after decades of war. Soldiers from the 1297th CSSB performed duties for
31 contracts totaling in excess of $39 million.
In addition to providing heavy lift support throughout RC-S, the battalion partnered with the ANA 205th Kandak and trained them on logistical operations. The battalion's efforts were instrumental in developing ANA logistical independence. The battalion partnered with the 205th on seven convoys traveling to remote ANA bases located all over RC-S. These convoys successfully delivered over 450 supply trucks containing all different classes of supply and 200 pieces of rolling stock without taking any casualties. The training focused on training the trainer, leaving the ANA NCOs with a valuable internal training capability and causing them to take leadership roles within their formations. The
training model used by the 1297th CSSB was distributed to other units within RC-S and then further to other RCs within Afghanistan.
MOAA is the nation's largest and most influential association of military officers. It is an independent, nonprofit, politically nonpartisan organization.
The 1297th Combat Sustainment Support Battalion received Maryland’s “Outstanding Unit” award by Military Officers Association of America during a ceremony on Feb. 24, in Havre de Grace, Md. The unit successfully accomplished its wartime mission with supreme professionalism and skill which significantly contributed to the combat operations in Afghanistan.
“This is our way of recognizing units in the community whether they are active, guard or reserve,” said Maj. John Whitman USAF (Ret), president of the Maryland counsel of chapters of MOAA. “This unit had an outstanding service record in a combat environment.”
In May of 2011, the 1297th CSSB deployed to Afghanistan to provide sustainment support on an area basis to U.S. and specified Coalition Forces in Regional Command-South (RC-S) for Operation Enduring Freedom (OEF) 2011-2012, by enabling further operational reach to disrupt insurgent forces, secure population areas, build national security capability, and support the growth of governance and development in order
to build a stable Afghanistan.
“I accept this award on behalf to the Soldiers and NCOs of the 1297th, you made it happen,” said Lt. Col. Charles M. Blomquist, commander of the 1297th. “I am new to command. I have just taken over from Lt. Col. Weedon Gallagher and I wish he could have been here today, I know he is proud of all you accomplished during your deployment.”
The 1297th CSSB sustained the synchronization of all commodities flowing into and out of Kandahar Airfield (KAF) in support of all combat arms units throughout the RC-S, RC- RS-W regions. The 1297th CSSB provided superior sustainment support to over 70 units. The 1297th CSSB managed seven subordinate units from the active and reserve components.
The 1297th CSSB executed over 500 successful Combat Logistics Patrols (CLP), traveling over 500,000 tactical miles which translates to 3,500 drive hours. These movements required the 1297th CSSB to schedule and supervise the upload, haul, and delivery of over 40,000 customer supplies worth $70 million to various points within RC-S. The 1297th CSSB's management skills enabled the successful transportation of these supplies with minimal damage and without a single loss of life.
Within 10 short months the battalion improved jurisdiction wide CLP operations by incorporating sustainment operations as well as demand-based CLP missions. In the process, they reduced the average size of each convoy from 5O to 25 vehicles and increased the frequency of deliveries to their customer units from 10 days to 7 days. This concept was defined by National Afghan Trucking-centric planning which contributed to the counterinsurgency by employing more Afghan drivers and helping build the
local economy.
The 1297th CSSB maintained constant operational responsibility for the largest multi-class Supply Support Activity (SSA) in Afghanistan in support of OEF. Responsibility and oversight included the receipt, storage and issue of 12,000 lines on the Authorized Stockage List (ASL), valued at nearly $55 million. The SSA ensured over $175 million worth of equipment retrograded out of theater. In addition, the 1297th CSSB's Central Issue Facility (CIF) managed 2,300 lines of uniforms and other Class II valued
at over $26.1 million. The CIF provided superb customer service to 15 BCTs
consisting of over 400 supply accounts and 27,000 customers. The CIF
processed 215,000 transactions valued at over $70 million. The 1297th CSSB's CIF also developed a training program for the ANA partnership that will be used as a model for future partnership training programs contributing to stabilizing Afghanistan.
Another critical and important element of the 1297th CSSB's mission and contribution to the war effort was the planning, development, execution and oversight of contracted initiatives to include massive infrastructure projects on KAF. Some of these contracts provided the local Afghan population with jobs, helping to empower them and rebuild their nation after decades of war. Soldiers from the 1297th CSSB performed duties for
31 contracts totaling in excess of $39 million.
In addition to providing heavy lift support throughout RC-S, the battalion partnered with the ANA 205th Kandak and trained them on logistical operations. The battalion's efforts were instrumental in developing ANA logistical independence. The battalion partnered with the 205th on seven convoys traveling to remote ANA bases located all over RC-S. These convoys successfully delivered over 450 supply trucks containing all different classes of supply and 200 pieces of rolling stock without taking any casualties. The training focused on training the trainer, leaving the ANA NCOs with a valuable internal training capability and causing them to take leadership roles within their formations. The
training model used by the 1297th CSSB was distributed to other units within RC-S and then further to other RCs within Afghanistan.
MOAA is the nation's largest and most influential association of military officers. It is an independent, nonprofit, politically nonpartisan organization.
The 1297th Combat Sustainment Support Battalion received Maryland’s “Outstanding Unit” award by Military Officers Association of America during a ceremony on Feb. 24, in Havre de Grace, Md. The unit successfully accomplished its wartime mission with supreme professionalism and skill which significantly contributed to the combat operations in Afghanistan.
“This is our way of recognizing units in the community whether they are active, guard or reserve,” said Maj. John Whitman USAF (Ret), president of the Maryland counsel of chapters of MOAA. “This unit had an outstanding service record in a combat environment.”
In May of 2011, the 1297th CSSB deployed to Afghanistan to provide sustainment support on an area basis to U.S. and specified Coalition Forces in Regional Command-South (RC-S) for Operation Enduring Freedom (OEF) 2011-2012, by enabling further operational reach to disrupt insurgent forces, secure population areas, build national security capability, and support the growth of governance and development in order
to build a stable Afghanistan.
“I accept this award on behalf to the Soldiers and NCOs of the 1297th, you made it happen,” said Lt. Col. Charles M. Blomquist, commander of the 1297th. “I am new to command. I have just taken over from Lt. Col. Weedon Gallagher and I wish he could have been here today, I know he is proud of all you accomplished during your deployment.”
The 1297th CSSB sustained the synchronization of all commodities flowing into and out of Kandahar Airfield (KAF) in support of all combat arms units throughout the RC-S, RC- RS-W regions. The 1297th CSSB provided superior sustainment support to over 70 units. The 1297th CSSB managed seven subordinate units from the active and reserve components.
The 1297th CSSB executed over 500 successful Combat Logistics Patrols (CLP), traveling over 500,000 tactical miles which translates to 3,500 drive hours. These movements required the 1297th CSSB to schedule and supervise the upload, haul, and delivery of over 40,000 customer supplies worth $70 million to various points within RC-S. The 1297th CSSB's management skills enabled the successful transportation of these supplies with minimal damage and without a single loss of life.
Within 10 short months the battalion improved jurisdiction wide CLP operations by incorporating sustainment operations as well as demand-based CLP missions. In the process, they reduced the average size of each convoy from 5O to 25 vehicles and increased the frequency of deliveries to their customer units from 10 days to 7 days. This concept was defined by National Afghan Trucking-centric planning which contributed to the counterinsurgency by employing more Afghan drivers and helping build the
local economy.
The 1297th CSSB maintained constant operational responsibility for the largest multi-class Supply Support Activity (SSA) in Afghanistan in support of OEF. Responsibility and oversight included the receipt, storage and issue of 12,000 lines on the Authorized Stockage List (ASL), valued at nearly $55 million. The SSA ensured over $175 million worth of equipment retrograded out of theater. In addition, the 1297th CSSB's Central Issue Facility (CIF) managed 2,300 lines of uniforms and other Class II valued
at over $26.1 million. The CIF provided superb customer service to 15 BCTs
consisting of over 400 supply accounts and 27,000 customers. The CIF
processed 215,000 transactions valued at over $70 million. The 1297th CSSB's CIF also developed a training program for the ANA partnership that will be used as a model for future partnership training programs contributing to stabilizing Afghanistan.
Another critical and important element of the 1297th CSSB's mission and contribution to the war effort was the planning, development, execution and oversight of contracted initiatives to include massive infrastructure projects on KAF. Some of these contracts provided the local Afghan population with jobs, helping to empower them and rebuild their nation after decades of war. Soldiers from the 1297th CSSB performed duties for
31 contracts totaling in excess of $39 million.
In addition to providing heavy lift support throughout RC-S, the battalion partnered with the ANA 205th Kandak and trained them on logistical operations. The battalion's efforts were instrumental in developing ANA logistical independence. The battalion partnered with the 205th on seven convoys traveling to remote ANA bases located all over RC-S. These convoys successfully delivered over 450 supply trucks containing all different classes of supply and 200 pieces of rolling stock without taking any casualties. The training focused on training the trainer, leaving the ANA NCOs with a valuable internal training capability and causing them to take leadership roles within their formations. The
training model used by the 1297th CSSB was distributed to other units within RC-S and then further to other RCs within Afghanistan.
MOAA is the nation's largest and most influential association of military officers. It is an independent, nonprofit, politically nonpartisan organization.
The 1297th Combat Sustainment Support Battalion received Maryland’s “Outstanding Unit” award by Military Officers Association of America during a ceremony on Feb. 24, in Havre de Grace, Md. The unit successfully accomplished its wartime mission with supreme professionalism and skill which significantly contributed to the combat operations in Afghanistan.
“This is our way of recognizing units in the community whether they are active, guard or reserve,” said Maj. John Whitman USAF (Ret), president of the Maryland counsel of chapters of MOAA. “This unit had an outstanding service record in a combat environment.”
In May of 2011, the 1297th CSSB deployed to Afghanistan to provide sustainment support on an area basis to U.S. and specified Coalition Forces in Regional Command-South (RC-S) for Operation Enduring Freedom (OEF) 2011-2012, by enabling further operational reach to disrupt insurgent forces, secure population areas, build national security capability, and support the growth of governance and development in order
to build a stable Afghanistan.
“I accept this award on behalf to the Soldiers and NCOs of the 1297th, you made it happen,” said Lt. Col. Charles M. Blomquist, commander of the 1297th. “I am new to command. I have just taken over from Lt. Col. Weedon Gallagher and I wish he could have been here today, I know he is proud of all you accomplished during your deployment.”
The 1297th CSSB sustained the synchronization of all commodities flowing into and out of Kandahar Airfield (KAF) in support of all combat arms units throughout the RC-S, RC- RS-W regions. The 1297th CSSB provided superior sustainment support to over 70 units. The 1297th CSSB managed seven subordinate units from the active and reserve components.
The 1297th CSSB executed over 500 successful Combat Logistics Patrols (CLP), traveling over 500,000 tactical miles which translates to 3,500 drive hours. These movements required the 1297th CSSB to schedule and supervise the upload, haul, and delivery of over 40,000 customer supplies worth $70 million to various points within RC-S. The 1297th CSSB's management skills enabled the successful transportation of these supplies with minimal damage and without a single loss of life.
Within 10 short months the battalion improved jurisdiction wide CLP operations by incorporating sustainment operations as well as demand-based CLP missions. In the process, they reduced the average size of each convoy from 5O to 25 vehicles and increased the frequency of deliveries to their customer units from 10 days to 7 days. This concept was defined by National Afghan Trucking-centric planning which contributed to the counterinsurgency by employing more Afghan drivers and helping build the
local economy.
The 1297th CSSB maintained constant operational responsibility for the largest multi-class Supply Support Activity (SSA) in Afghanistan in support of OEF. Responsibility and oversight included the receipt, storage and issue of 12,000 lines on the Authorized Stockage List (ASL), valued at nearly $55 million. The SSA ensured over $175 million worth of equipment retrograded out of theater. In addition, the 1297th CSSB's Central Issue Facility (CIF) managed 2,300 lines of uniforms and other Class II valued
at over $26.1 million. The CIF provided superb customer service to 15 BCTs
consisting of over 400 supply accounts and 27,000 customers. The CIF
processed 215,000 transactions valued at over $70 million. The 1297th CSSB's CIF also developed a training program for the ANA partnership that will be used as a model for future partnership training programs contributing to stabilizing Afghanistan.
Another critical and important element of the 1297th CSSB's mission and contribution to the war effort was the planning, development, execution and oversight of contracted initiatives to include massive infrastructure projects on KAF. Some of these contracts provided the local Afghan population with jobs, helping to empower them and rebuild their nation after decades of war. Soldiers from the 1297th CSSB performed duties for
31 contracts totaling in excess of $39 million.
In addition to providing heavy lift support throughout RC-S, the battalion partnered with the ANA 205th Kandak and trained them on logistical operations. The battalion's efforts were instrumental in developing ANA logistical independence. The battalion partnered with the 205th on seven convoys traveling to remote ANA bases located all over RC-S. These convoys successfully delivered over 450 supply trucks containing all different classes of supply and 200 pieces of rolling stock without taking any casualties. The training focused on training the trainer, leaving the ANA NCOs with a valuable internal training capability and causing them to take leadership roles within their formations. The
training model used by the 1297th CSSB was distributed to other units within RC-S and then further to other RCs within Afghanistan.
MOAA is the nation's largest and most influential association of military officers. It is an independent, nonprofit, politically nonpartisan organization.
The 1297th Combat Sustainment Support Battalion received Maryland’s “Outstanding Unit” award by Military Officers Association of America during a ceremony on Feb. 24, in Havre de Grace, Md. The unit successfully accomplished its wartime mission with supreme professionalism and skill which significantly contributed to the combat operations in Afghanistan.
“This is our way of recognizing units in the community whether they are active, guard or reserve,” said Maj. John Whitman USAF (Ret), president of the Maryland counsel of chapters of MOAA. “This unit had an outstanding service record in a combat environment.”
In May of 2011, the 1297th CSSB deployed to Afghanistan to provide sustainment support on an area basis to U.S. and specified Coalition Forces in Regional Command-South (RC-S) for Operation Enduring Freedom (OEF) 2011-2012, by enabling further operational reach to disrupt insurgent forces, secure population areas, build national security capability, and support the growth of governance and development in order
to build a stable Afghanistan.
“I accept this award on behalf to the Soldiers and NCOs of the 1297th, you made it happen,” said Lt. Col. Charles M. Blomquist, commander of the 1297th. “I am new to command. I have just taken over from Lt. Col. Weedon Gallagher and I wish he could have been here today, I know he is proud of all you accomplished during your deployment.”
The 1297th CSSB sustained the synchronization of all commodities flowing into and out of Kandahar Airfield (KAF) in support of all combat arms units throughout the RC-S, RC- RS-W regions. The 1297th CSSB provided superior sustainment support to over 70 units. The 1297th CSSB managed seven subordinate units from the active and reserve components.
The 1297th CSSB executed over 500 successful Combat Logistics Patrols (CLP), traveling over 500,000 tactical miles which translates to 3,500 drive hours. These movements required the 1297th CSSB to schedule and supervise the upload, haul, and delivery of over 40,000 customer supplies worth $70 million to various points within RC-S. The 1297th CSSB's management skills enabled the successful transportation of these supplies with minimal damage and without a single loss of life.
Within 10 short months the battalion improved jurisdiction wide CLP operations by incorporating sustainment operations as well as demand-based CLP missions. In the process, they reduced the average size of each convoy from 5O to 25 vehicles and increased the frequency of deliveries to their customer units from 10 days to 7 days. This concept was defined by National Afghan Trucking-centric planning which contributed to the counterinsurgency by employing more Afghan drivers and helping build the
local economy.
The 1297th CSSB maintained constant operational responsibility for the largest multi-class Supply Support Activity (SSA) in Afghanistan in support of OEF. Responsibility and oversight included the receipt, storage and issue of 12,000 lines on the Authorized Stockage List (ASL), valued at nearly $55 million. The SSA ensured over $175 million worth of equipment retrograded out of theater. In addition, the 1297th CSSB's Central Issue Facility (CIF) managed 2,300 lines of uniforms and other Class II valued
at over $26.1 million. The CIF provided superb customer service to 15 BCTs
consisting of over 400 supply accounts and 27,000 customers. The CIF
processed 215,000 transactions valued at over $70 million. The 1297th CSSB's CIF also developed a training program for the ANA partnership that will be used as a model for future partnership training programs contributing to stabilizing Afghanistan.
Another critical and important element of the 1297th CSSB's mission and contribution to the war effort was the planning, development, execution and oversight of contracted initiatives to include massive infrastructure projects on KAF. Some of these contracts provided the local Afghan population with jobs, helping to empower them and rebuild their nation after decades of war. Soldiers from the 1297th CSSB performed duties for
31 contracts totaling in excess of $39 million.
In addition to providing heavy lift support throughout RC-S, the battalion partnered with the ANA 205th Kandak and trained them on logistical operations. The battalion's efforts were instrumental in developing ANA logistical independence. The battalion partnered with the 205th on seven convoys traveling to remote ANA bases located all over RC-S. These convoys successfully delivered over 450 supply trucks containing all different classes of supply and 200 pieces of rolling stock without taking any casualties. The training focused on training the trainer, leaving the ANA NCOs with a valuable internal training capability and causing them to take leadership roles within their formations. The
training model used by the 1297th CSSB was distributed to other units within RC-S and then further to other RCs within Afghanistan.
MOAA is the nation's largest and most influential association of military officers. It is an independent, nonprofit, politically nonpartisan organization.
The 1297th Combat Sustainment Support Battalion received Maryland’s “Outstanding Unit” award by Military Officers Association of America during a ceremony on Feb. 24, in Havre de Grace, Md. The unit successfully accomplished its wartime mission with supreme professionalism and skill which significantly contributed to the combat operations in Afghanistan.
“This is our way of recognizing units in the community whether they are active, guard or reserve,” said Maj. John Whitman USAF (Ret), president of the Maryland counsel of chapters of MOAA. “This unit had an outstanding service record in a combat environment.”
In May of 2011, the 1297th CSSB deployed to Afghanistan to provide sustainment support on an area basis to U.S. and specified Coalition Forces in Regional Command-South (RC-S) for Operation Enduring Freedom (OEF) 2011-2012, by enabling further operational reach to disrupt insurgent forces, secure population areas, build national security capability, and support the growth of governance and development in order
to build a stable Afghanistan.
“I accept this award on behalf to the Soldiers and NCOs of the 1297th, you made it happen,” said Lt. Col. Charles M. Blomquist, commander of the 1297th. “I am new to command. I have just taken over from Lt. Col. Weedon Gallagher and I wish he could have been here today, I know he is proud of all you accomplished during your deployment.”
The 1297th CSSB sustained the synchronization of all commodities flowing into and out of Kandahar Airfield (KAF) in support of all combat arms units throughout the RC-S, RC- RS-W regions. The 1297th CSSB provided superior sustainment support to over 70 units. The 1297th CSSB managed seven subordinate units from the active and reserve components.
The 1297th CSSB executed over 500 successful Combat Logistics Patrols (CLP), traveling over 500,000 tactical miles which translates to 3,500 drive hours. These movements required the 1297th CSSB to schedule and supervise the upload, haul, and delivery of over 40,000 customer supplies worth $70 million to various points within RC-S. The 1297th CSSB's management skills enabled the successful transportation of these supplies with minimal damage and without a single loss of life.
Within 10 short months the battalion improved jurisdiction wide CLP operations by incorporating sustainment operations as well as demand-based CLP missions. In the process, they reduced the average size of each convoy from 5O to 25 vehicles and increased the frequency of deliveries to their customer units from 10 days to 7 days. This concept was defined by National Afghan Trucking-centric planning which contributed to the counterinsurgency by employing more Afghan drivers and helping build the
local economy.
The 1297th CSSB maintained constant operational responsibility for the largest multi-class Supply Support Activity (SSA) in Afghanistan in support of OEF. Responsibility and oversight included the receipt, storage and issue of 12,000 lines on the Authorized Stockage List (ASL), valued at nearly $55 million. The SSA ensured over $175 million worth of equipment retrograded out of theater. In addition, the 1297th CSSB's Central Issue Facility (CIF) managed 2,300 lines of uniforms and other Class II valued
at over $26.1 million. The CIF provided superb customer service to 15 BCTs
consisting of over 400 supply accounts and 27,000 customers. The CIF
processed 215,000 transactions valued at over $70 million. The 1297th CSSB's CIF also developed a training program for the ANA partnership that will be used as a model for future partnership training programs contributing to stabilizing Afghanistan.
Another critical and important element of the 1297th CSSB's mission and contribution to the war effort was the planning, development, execution and oversight of contracted initiatives to include massive infrastructure projects on KAF. Some of these contracts provided the local Afghan population with jobs, helping to empower them and rebuild their nation after decades of war. Soldiers from the 1297th CSSB performed duties for
31 contracts totaling in excess of $39 million.
In addition to providing heavy lift support throughout RC-S, the battalion partnered with the ANA 205th Kandak and trained them on logistical operations. The battalion's efforts were instrumental in developing ANA logistical independence. The battalion partnered with the 205th on seven convoys traveling to remote ANA bases located all over RC-S. These convoys successfully delivered over 450 supply trucks containing all different classes of supply and 200 pieces of rolling stock without taking any casualties. The training focused on training the trainer, leaving the ANA NCOs with a valuable internal training capability and causing them to take leadership roles within their formations. The
training model used by the 1297th CSSB was distributed to other units within RC-S and then further to other RCs within Afghanistan.
MOAA is the nation's largest and most influential association of military officers. It is an independent, nonprofit, politically nonpartisan organization.
Private collection sale € 14,90
Contact theflyingsabenien@gmail.com
BCM Airlines
Scale 1-200 model
Airbus A320-200
Registration: EC-GLT (MSN 314) - 17 Feb 1997 - 11 Apr 1998 - Stored
Flat black display stand - Original box
Airline Color Scheme - Introduced 1997
Aircraft type: Airbus A320-231
Engines: 2x IAE V2500-A1
IATA: TY
ICAO: BCM
Callsign: -
Country: Spain
Airline Founded: 1997
Base - Main Hub: Airport Palma de Mallorca
Fleet Size: 4
BCM Airlines was a Spanish airline dedicated to the market for tourist charter flights and flights on demand, based in the municipality of Calviá. The company had four Airbus A320s and was only active in 1997. The company was based at Palma de Mallorca Airport.
BCM takes its name from the initials of the owner, B artolomé Tolo C ursach M as. After the airline's disappearance, its main customer (the Iberostar tourist group) founded the airline Iberworld, which took on two of BCM Airlines' aircraft when it was founded.
Brand: PPC
Colors: Blue - Green - Grey - Pink - Red - White - Yellow
Material: Synthetic
Condition: New
Dimensions (cm): Box: 4 x 7 x 25 / Model: 18,8 x 17 x 10,7
Weight (g): 84
7 MILLION GUESTS SERVED
Tune Hotels celebrate 7 million guests milestone achieved & counting
Photos can be downloaded from www.flickr.com/tunehotels.
SEPANG, 7 NOVEMBER 2014 – International value hotel group Tune Hotels celebrated its achievement of 7 million guests served with a surprise giveaway on the 7th of November at 7pm in the Tune Hotel klia2 where a very lucky guest was surprised with a holiday of a 5 day 4 night stay in the Tune Hotel Melbourne and return tickets for 2 courtesy of AirAsia X.
CEO of Tune Hotels Group, Mark Lankester said, “Tune Hotel’s biggest milestone would be the simple fact that guests all around the world have embraced us and our business model, not only in countries within which we have hotels but further afield where we have been an instrumental part in powering overall customer travel experiences. We are delighted that millions of people over the last few years have stayed with us”.
Over the past 7 years, Tune Hotels has rapidly grown from a local brand to an international hotel chain, now operating via 44 hotels, in 9 countries worldwide, namely Malaysia, Indonesia, Thailand, the Philippines, England, Scotland, Australia, India, Japan and many others in the pipeline.
In 2014, Tune Hotels Group announced its expansion plans into the East African region and concurrently its first hotel in the African continent in Nairobi, Kenya, scheduled to open by Q3 2015. The 12 floor, 280 room hotel located on Rhapta Road is situated in the Westlands area of Nairobi, the new emerging CBD of the city. The global chain also unveiled plans to open a further 25 hotels in United Kingdom by 2020, representing an investment through partners of approximately £200m.
2015 is set to be a busy year for Tune Hotels as the global chain is planning to expand its presence globally in the Middle East, West Africa and Australia. South East Asia, see’s continued expansion in the markets within which Tune Hotels is already established with imminent openings in Bandung and Jogjakarta.
Lankester added, “Our vision in the next 5 years is to be a significantly more global hotel chain, but none of this would be possible without the great support of our guests. So thank you, for being with us through all this years. To many more milestones to come, and one thing is for sure, we’re getting better and better”.
For real-time updates and promotion alerts, guests can stay connected with Tune Hotels via Facebook at www.facebook.com/tunehotels and on Twitter via www.twitter.com/tunehotels. For booking and further information, visit www.tunehotels.com.
Ends
Photo caption: From left to right; COO of Tune Hotels Mr Frank Trampert, Lucky guests Mr Chong Ken Vun, Madam Ng Ang Leen, Joash Sean Chong Ruei, CEO of Tune Hotels Mr Mark Lankester
Notes to Editors
Tune Hotels has received over seven million guests since the opening of its first hotel in Downtown Kuala Lumpur in 2007. There are 44 Tune Hotels in operation globally including 13 in Malaysia, nine in Indonesia, eight in the Philippines, seven in the UK, four in Thailand, and one in India, Japan and Australia. Future projects are planned in the Middle East, Europe and Africa.
All Tune Hotels feature space-efficient, streamlined rooms focusing on high-quality basics: 5-star beds and powerful hot showers. The strategically located hotels provide housekeeping services, electronic keycard access into rooms, CCTV systems, and no access into the main lobby without a keycard past midnight. Through Tune Hotels’ signature ‘Less Waste, More Earth’ pay-as-you-use system of add-ons for WiFi, TV, laundered towels and other energy-consuming facilities and amenities, Tune Hotels aims to help guests conserve both their funds as well as the earth’s resources.
Tune Hotels is a limited service hotel brand that provides high quality accommodation with the following basic essentials:
1.5-star beds
2.Power showers
3.Central and convenient locations
4.Clean environment
5.24-hour security
It is a growing chain of hotels that have embraced the limited service model. It employs a self-service, demand-based online price booking system encouraging guests to book early at www.tunehotels.com to enjoy great value prices.
Media enquiries:
Cymantha Sothiar
Group CEO's Office - Communications
DID: +603 2082 5660
Mobile: +6012 315 3638
Email: cymantha@tunehotels.com
SC
Me. Mine. Gimme. Take.
• The following essay on money is from Karl Marx's Economic and Philosophic Manuscripts of 1844, written at age twenty-six, four years before he published his Communist Manifesto.
The Power of Money
That which is for me through the medium of money--that for which I can pay (i.e., which money can buy)--that am I, myself, the possessor of money. The extent of the power of money is the extent of my power. Money's properties are my properties and essential powers--the properties and powers of its possessor. Thus, what I am and am capable of is by no means determined by my individuality. I am ugly, but I can buy for myself the most beautiful of women. Therefore I am not ugly, for the effect of ugliness--its deterrent power--is nullified by money. I, in my character as an individual, am lame, but money furnishes me with twenty-four feet. Therefore I am not lame. I am bad, dishonorable, unscrupulous, stupid; but money is honored, and therefore so is its possessor. Money is the supreme good, therefore its possessor is good. Money, besides, saves me the trouble of being dishonest: I am therefore presumed honest. I am stupid, but money is the real mind of all things, and how then should its possessor be stupid? Besides, he can buy talented people for himself, and is he who has a power over the talented not more talented than the talented? Do not I, who, thanks to money am capable of all that the human heart longs for, posses all human capacities? Does not my money therefore transform all my incapacities into their contrary?
If money is the bond binding me to human life, binding society to me, binding me and nature and man, is not money the bond of all bonds? Can it not dissolve and bind all ties? Is it not, therefore, the universal agent of divorce? It is the true agent of divorce as well as the true binding agent--the universal galvano-chemical power of Society.
That which I am unable to do as a man, and of which therefore all my individual essential powers are incapable, I am able to do by means of money. Money thus turns each of these powers into something which in itself it is not--turns it, that is, into its contrary.
If I long for a particular dish or want to take the mail-coach because I am not strong enough to go by foot, money fetches me the dish and the mail-coach; that is, it converts my wishes from something in the realm of imagination, translates them from their meditated, imagined, or willed existence into their sensuous, actual existence--from imagination to life, from imagined being into real being. In effecting this mediation, money is the truly creative power.
No doubt demand also exists for him who has no money, but his demand is a mere thing of the imagination without effect or existence for me, for a third party, for the others, and which therefore remains for me unreal and objectless. The difference between effective demand based on money and ineffective demand based on need, my passion, my wish, etc., is the difference betweenbeing and thinking, between the imagined which exists merely within me and the imagined as it is for me outside me as a real object.
If I have no money for travel, I have no need--that is, no real and self-realizing need--to travel. If I have the vocation for study but no money for it, I have no vocation for study--that is, no effective, no true vocation. On the other hand, if I have really no vocation for study but have the will and the money for it, I have an effective vocation for it. Being the external, common medium and faculty for turning an image into reality and reality into a mere image (a faculty not springing form man as man or from human society as society), money transforms the real essential powers of man and nature into what are merely abstract conceits and therefore imperfections--into tormenting chimeras--just as it transforms real imperfections and chimeras--essential powers which are really impotent, which exist only in the imagination of the individual--into real powers and faculties.
In the light of this characteristic alone, money is thus the general overturning of individualities which turns them into their contrary and adds contradictory attributes to their attributes.
Since money, as the existing and active concept of value, confounds and exchanges all things, it is the general confounding and compounding of all things--the world upside down--the confounding and compounding of all natural and human qualities.
He who can buy bravery is brave, though a coward. As money is not exchanged for any one specific quality, for any one specific thing, or for any particular human essential power, but for the entire objective world of man and nature, from the standpoint of its possessor it therefore serves to exchange every property for every other, even contradictory, property and object: it is the fraternization of impossibilities. It makes contradictions embrace.
###
Private collection sale € 14,90
Contact theflyingsabenien@gmail.com
BCM Airlines
Scale 1-200 model
Airbus A320-200
Registration: EC-GLT (MSN 314) - 17 Feb 1997 - 11 Apr 1998 - Stored
Flat black display stand - Original box
Airline Color Scheme - Introduced 1997
Aircraft type: Airbus A320-231
Engines: 2x IAE V2500-A1
IATA: TY
ICAO: BCM
Callsign: -
Country: Spain
Airline Founded: 1997
Base - Main Hub: Airport Palma de Mallorca
Fleet Size: 4
BCM Airlines was a Spanish airline dedicated to the market for tourist charter flights and flights on demand, based in the municipality of Calviá. The company had four Airbus A320s and was only active in 1997. The company was based at Palma de Mallorca Airport.
BCM takes its name from the initials of the owner, B artolomé Tolo C ursach M as. After the airline's disappearance, its main customer (the Iberostar tourist group) founded the airline Iberworld, which took on two of BCM Airlines' aircraft when it was founded.
Brand: PPC
Colors: Blue - Green - Grey - Pink - Red - White - Yellow
Material: Synthetic
Condition: New
Dimensions (cm): Box: 4 x 7 x 25 / Model: 18,8 x 17 x 10,7
Weight (g): 84
Private collection sale € 14,90
Contact theflyingsabenien@gmail.com
BCM Airlines
Scale 1-200 model
Airbus A320-200
Registration: EC-GLT (MSN 314) - 17 Feb 1997 - 11 Apr 1998 - Stored
Flat black display stand - Original box
Airline Color Scheme - Introduced 1997
Aircraft type: Airbus A320-231
Engines: 2x IAE V2500-A1
IATA: TY
ICAO: BCM
Callsign: -
Country: Spain
Airline Founded: 1997
Base - Main Hub: Airport Palma de Mallorca
Fleet Size: 4
BCM Airlines was a Spanish airline dedicated to the market for tourist charter flights and flights on demand, based in the municipality of Calviá. The company had four Airbus A320s and was only active in 1997. The company was based at Palma de Mallorca Airport.
BCM takes its name from the initials of the owner, B artolomé Tolo C ursach M as. After the airline's disappearance, its main customer (the Iberostar tourist group) founded the airline Iberworld, which took on two of BCM Airlines' aircraft when it was founded.
Brand: PPC
Colors: Blue - Green - Grey - Pink - Red - White - Yellow
Material: Synthetic
Condition: New
Dimensions (cm): Box: 4 x 7 x 25 / Model: 18,8 x 17 x 10,7
Weight (g): 84
Private collection sale € 14,90
Contact theflyingsabenien@gmail.com
BCM Airlines
Scale 1-200 model
Airbus A320-200
Registration: EC-GLT (MSN 314) - 17 Feb 1997 - 11 Apr 1998 - Stored
Flat black display stand - Original box
Airline Color Scheme - Introduced 1997
Aircraft type: Airbus A320-231
Engines: 2x IAE V2500-A1
IATA: TY
ICAO: BCM
Callsign: -
Country: Spain
Airline Founded: 1997
Base - Main Hub: Airport Palma de Mallorca
Fleet Size: 4
BCM Airlines was a Spanish airline dedicated to the market for tourist charter flights and flights on demand, based in the municipality of Calviá. The company had four Airbus A320s and was only active in 1997. The company was based at Palma de Mallorca Airport.
BCM takes its name from the initials of the owner, B artolomé Tolo C ursach M as. After the airline's disappearance, its main customer (the Iberostar tourist group) founded the airline Iberworld, which took on two of BCM Airlines' aircraft when it was founded.
Brand: PPC
Colors: Blue - Green - Grey - Pink - Red - White - Yellow
Material: Synthetic
Condition: New
Dimensions (cm): Box: 4 x 7 x 25 / Model: 18,8 x 17 x 10,7
Weight (g): 84
Private collection sale € 14,90
Contact theflyingsabenien@gmail.com
BCM Airlines
Scale 1-200 model
Airbus A320-200
Registration: EC-GLT (MSN 314) - 17 Feb 1997 - 11 Apr 1998 - Stored
Flat black display stand - Original box
Airline Color Scheme - Introduced 1997
Aircraft type: Airbus A320-231
Engines: 2x IAE V2500-A1
IATA: TY
ICAO: BCM
Callsign: -
Country: Spain
Airline Founded: 1997
Base - Main Hub: Airport Palma de Mallorca
Fleet Size: 4
BCM Airlines was a Spanish airline dedicated to the market for tourist charter flights and flights on demand, based in the municipality of Calviá. The company had four Airbus A320s and was only active in 1997. The company was based at Palma de Mallorca Airport.
BCM takes its name from the initials of the owner, B artolomé Tolo C ursach M as. After the airline's disappearance, its main customer (the Iberostar tourist group) founded the airline Iberworld, which took on two of BCM Airlines' aircraft when it was founded.
Brand: PPC
Colors: Blue - Green - Grey - Pink - Red - White - Yellow
Material: Synthetic
Condition: New
Dimensions (cm): Box: 4 x 7 x 25 / Model: 18,8 x 17 x 10,7
Weight (g): 84
The is the toll plaza where the Northeast Extension of the PA Turnpike connects with Route 80.
This is an extreme embarrassment for Pennsylvania. I've been stuck back on Route 80 with cars backed up all the way up to the intersection. The reason? They have a dumb timer on the light (rather than "demand based" one). So while nobody is coming on the cross street, a red light holds up traffic.
Don't attempt this intersection on a holiday or end of a busy weekend. Someday PENDOT may invest in a light sensor to keep traffic moving. PENDOT was never known for attracting the brightest... Note, this is outside the Turnpike Authority. One wonders if there's some ill feelings? (we'll make it difficult to get on *their* road?)
This is one of the reasons I learned to fly!
Photo Credit: Julie Jensen for Pfizer
As countries, implementing partners, ITI, and TEC determine where antibiotics are needed, Pfizer ensures an adequate supply of the drugs to meet the demand based on an annual one-, three-, and five-year forecast. Zithromax® tablets are produced in Puerto Rico and Pediatric Oral Suspension (POS) is produced in Italy.
This image shows Sally Susman, Executive Vice President, Corporate Affairs, Pfizer, visiting the Zithromax® plant in Puerto Rico with her Corporate Responsibility team.
Scott Ritter has been deplatformed by YouTube. His "Ask the Inspector" and "Scott Ritter Show" have both been taken off YouTube. This reminds me of YouTube, Twitter (now known as "X") and Facebook all removed the anti-riot channels during the 2019 riots over there in a coordinated effort to silence opposition voices.
You can still catch Scott Ritter at his scottritterextra.com website and rumble.com/c/c-2005177
www.eetimes.com/smic-well-on-its-way-to-5-nm-breakthrough...
SMIC Well on Its Way to 5-nm Breakthrough, Observers Say
Semiconductor Manufacturing International Corp. (SMIC) is likely to, in the next few years, again defy the U.S. government by manufacturing chips with feature sizes as small as 5 nm, industry insiders told EE Times.
The production of 7-nm silicon by China’s largest chipmaker just days ago has crossed a red line set by the U.S. government to keep its rival nation stalled at the 14-nm node. SMIC’s widely reported breakthrough erodes the U.S. strategy to use export controls and blacklists to halt China’s technological progress, according to Dick Thurston, former chief legal counsel for Taiwan Semiconductor Manufacturing Co. (TSMC).
“I never had any doubt that they would be doing 7 [nm], and I still don’t have any doubt that they’ll do 5 nm without the EUV tools,” he told EE Times.
The U.S. may need to emphasize competition with, rather than control of, China.
www.reuters.com/technology/us-has-no-evidence-huawei-can-...
US has no evidence Huawei can produce advanced smartphones in large volumes -- official
WASHINGTON, Sept 19 (Reuters) - U.S. Commerce Secretary Gina Raimondo said Tuesday the United States has no evidence that Chinese manufacturer Huawei can produce smartphones with advanced chips in large volume.
☝️Doesn't this Raimondo statement confirm the main purpose of banning Huawei is not due to its supplying equipment to the Chinese military but to crush Huawei's competitive success?
www.msn.com/en-us/news/technology/huawei-s-uk-tech-evicti...
Huawei's UK tech eviction reportedly caused Sky to fall on mobile customers
UK government orders to remove Huawei equipment from Britain's 5G networks have reportedly led to outages for customers of Sky Mobile.…
The UK had maintained that there was no evidence Huawei kit was being used to backdoor telecoms networks, based on examinations of Huawei equipment carried out by GCHQ, but the US continued to apply pressure on the UK and other allies until they fell in line.
Germany, which has blown hot and cold on the issue of whether Huawei represents a threat, signaled its intention in August to remove Huawei and ZTE kit from the country's networks. This was despite reports that removing Huawei could end up costing Germany's state-owned rail operator Deutsche Bahn alone upwards of €400 million.
fortune.com/2023/09/18/us-china-trade-war-counterproducti...
The U.S.-China trade war is counterproductive–and the Huawei P60’s chip is just one of its many unforeseen ramifications
'China has been goaded into building self-sufficiency far earlier than it would have otherwise,' writes MSA Capital's Ben Harburg.
Today, the world’s two largest economies find themselves in a tit-for-tat as the U.S. looks to ward off the rising challenge from China. The Americans first banned exports of chips, semiconductor equipment and software to Chinese technology giants. China retaliated by banning the import of lower-grade U.S. chips. The U.S. continued with further bans on chips to Chinese cloud providers. China replied with a shot across the bow on rare earths. Most recently, the White House announced an executive order restricting the flow of U.S. capital to specific sectors within the Chinese technology industry. While understandable in a short-term context, what characterizes the American actions against China is an overall naiveté regarding the history of the second and third-order effects of such actions.
China has been goaded into building self-sufficiency far earlier than it would have otherwise. Prior to the ZTE and Huawei components bans, Chinese companies were content to continue purchasing American chips and focusing on the front-end hardware. Today, the success of the Huawei Mate 60, with its domestically produced 5G chip, underscores the risks of driving Chinese innovation and self-sufficiency through decoupling. America now faces the short-term threat of losing the critical revenue that has fueled the research and development that made us an innovation leader, as well as the long-term inevitability that China will build its own full-scale semiconductor ecosystem. Ultimately, these actions will undermine American technological leadership and geopolitical leverage.
Throughout history, unilateral or extraterritorial enforcement efforts of China’s technological rise have failed. After the Second World War, the USSR withheld nuclear weapons technology, so the Chinese launched their own Manhattan Project in the early 1960s and succeeded in testing their first nuclear weapon by 1964. Russian nuclear leverage over China ended that day.
In 1993, the Clinton Administration tried to restrict China’s access to satellite technology. Today, China has 541 satellites in space and is launching a competitor to Starlink. The same principle played out with GPS. When the U.S. restricted China’s access to the geospatial data system in 1999, the Chinese simply built their own parallel BeiDou GPS system, which by some measures has exceeded its inspiration.
American unilateral or extraterritorial enforcement regimes have historically failed to meet their objectives and have damaged U.S. geopolitical alliances. They cut access for American firms to the next wave of high-growth markets, hollow out the core ingredients for American innovation leadership (talent, capital, and raw materials), and embolden nationalists in the targeted country by enabling them to shift blame for their own failures.
The CHIPS and Science Act cannot go on indefinitely subsidizing the U.S. semiconductor industry–and there is no other global demand base to replace China’s. Another nation’s chip producers will inevitably break ranks and sell to the Chinese (as has been the case historically) and the American actions will be for naught. In banning exports of chips and other core inputs to the Chinese, the U.S. handed China the economic war plan 10 years ahead of the battle.
For American technology export restrictions in the core technology space to be effective, allied chip-producing nations must hold the line. The U.S. has therefore commenced an extraterritorial enforcement regime that draws on Dutch, Japanese, Taiwanese, and Korean support for its export restrictions on China. Despite American claims that a consensus has been reached, we’ve seen suspiciously few comments from these other chip producers on supporting U.S. initiatives. The Koreans are in a particularly precarious position. As the Chinese retaliate via export restrictions of rare earths, the stability of Korea’s mobile hardware industry leaders who are dependent on these Chinese inputs is jeopardized. While the Dutch have recently come on board, they likely do not view China’s chip demand through the same national security lens as the Americans. And herein lies the broader issue: This is largely a U.S.–initiated economic war aimed at protecting incumbent interests. Self-serving unilateralism will be challenging to sell to allies and is predictably starting to backfire. The G7 is panicked regarding its future growth prospects. In France, the four largest companies are luxury goods brands that are largely dependent on Chinese demand. Emmanuel Macron brought along the nation’s largest-ever foreign delegation when he traveled to China for a charm offensive in April. Germany sells nearly 40% of its cars to China. Neither wants to risk Chinese retaliatory measures by aligning in an American campaign that ultimately serves to protect U.S. national champions rather than European commercial interests.
In emerging markets, the break from American imperatives is even more stark. Decades of American misadventures in the Middle East have wrought a growing core of dissent among regional leaders. Tolerance for self-serving requests from Washington, such as demands to increase oil production in Saudi Arabia to drive down the price at the pump in Iowa, now fall on deaf ears.
China is the largest trading partner to 120 countries, including most of the largest markets in Asia, the European Union, the Middle East, and South America. There is a clear divergence in interests as America unwinds decades of built-up global goodwill in its obsession with keeping China down. Saudi Arabia rolled out a far thicker red carpet for Xi Jinping during his December 2022 visit than for Biden in July 2023. These nations, like those in Southeast Asia and Africa, don’t want to be told that there is a binary decision to be made between American and Chinese core telecommunication infrastructure. They desire open tenders to select providers based on an objective review of terms and specifications, not forced to take American products under duress. Alibaba Cloud, for instance, just won a major open tender in Saudi Arabia, beating out Microsoft Cloud.
In many tech stack verticals, such as affordable mobile handsets and 5G infrastructure, there is no viable U.S. alternative to the Chinese. Forcing blanket decisions on the market means that even areas where America does present a superior offering fall into the basket of Chinese competitors. American pressure accelerates decoupling and the balkanization of regional technology ecosystems, resulting in reduced market access and lost business opportunities for the very U.S. technology giants these policies aim to protect.
Additionally, China builds superior mobile-first technology in finance, entertainment, e-commerce, and social applications for this digital native generation. If you force an 18-year-old Spaniard to choose between Facebook or TikTok, an Egyptian consumer to elect between Shein or Amazon, or an Indonesian businessman to choose between an Apple or Oppo phone, the answers are simple–and the outcomes are unequivocally bad for the Americans. Today, 4 of the top 5 apps on the U.S. iPhone Store are Chinese-built. There is a paradigm shift underway building a new world shaped in China’s image. If decoupling continues its current trajectory, America risks ceding its remaining economic–and resulting political–influence over emerging markets to the Chinese.
Rather than undermining our interests and fortifying a geopolitical and economic competitor at the expense of our own values and the global liberal economic order that we built, we must practice a more enlightened technology policy. The focus must be placed on initiatives that sustainably support and extend America’s innovation leadership, while surgically removing specific national security threats. Keeping capital markets closely integrated gives the U.S. greater leverage over China. Chinese companies should be listed on U.S. exchanges and owned by U.S. sources of capital. Forcing China into a parallel financial world only results in less U.S. oversight and greater opacity. We must develop a consistent policy for all foreign technology companies operating in the U.S., including rules on domestic ownership, data storage, security risks, and related platform access.
In lieu of a zero-sum framing of the U.S.-China technology competition, we must consider the benefits to both countries and humanity if we can find a sustainable structure for collaboration. Most Western emission reduction targets cannot be met without participation from the Chinese, who hold many of the patents and core inputs for solar, wind, and electric battery power. Joint research programs, clinical trials, and data sets are critical for solving chronic global health issues such as cancer. If we don’t co-build, co-monitor, and co-regulate the proliferation of potential doomsday technologies such as AI and nuclear, one side could build something with massively destructive global ramifications.
Decoupled technology ecosystems not only retard advancement but also create other endemic risks resulting from parallel development and unilateral regulation. Ultimately, the U.S., China, and the world are net beneficiaries of a globally integrated technology ecosystem.
Ben Harburg is the managing partner of the global investment firm MSA Capital.
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prove on a dally basis that they are not 'anti-national' and 'terrorists', it Is not recognized that the alleged 'appeasement' has not resulted in the desired level ofsocio·economic developmentofthe communityu .
Last semester before the Academic Council meeting, DSU raised the demand of expanding the Progressive Admission Policy and provide five deprivation points to the Muslim students at the time of their admission. We made this demand based on concrete analysis of the status .
of Muslim students in higher education in the country in general as well as in JNU in particular. Systemic exploitation, deprivation and persecution of Muslims because of their religious identity have impeded their growth and development which is reflected in their gross under-representation in both education and employment. In JNU too, the overall representation of Muslim students is abysmally low if one .
looks at the center-wise distribution. Muslim students are concentrated mainly in the centers for Urdu, Persian and Arabic languages, where they number around 53%. But excluding these centers, the total number of Muslim students in ~he rest of the centers comes .
approximately to around a mere 7.7%. In SSS, lhe percentage of Muslim studenb is approximately 8.5%; in SIS, it is approximately 6.8%; in the Science Schools, the mtegratod totai comes around 8.6%; in School of Arts and Aesthetics, it is a mere 4.1%. In SLL&CS, excluding the .
aforementioned centers, thestrength of Muslim students comes approximately to a mere 7.4%. .
E\'er since the transfer of power in 1947, the Indian state has upheld Hindu·fundamentalism and brahminism. The oppressed sections mcluding the Dalits, Adivasis and Muslims have been used as 'vote banks' by all parliamentary parties irrespective of differences in their professed ideologies or the colour of their flags. Their rhetoric notwithstanding, the range of parliamentary parties from Congress/ BJP to CPM and other pseudo-left organisations have repeatedly delivered lip-service to the oppressed. The imperialist onslaught with unabated support from all parliamentary parties has reduced the living condition of these sections to a subhuman level. And this reflects glaringly in .
education that has remained a fiefdom of lhe dominant Hindu brahmanical forces. Amongst all the oppressed, the condition of Muslims in particular and their proportionate representation in the domain of education and economic opportunities is glaringly low. The reality of the .
underdevelopment of M_usliins was most poignantly revealed.in the Sachar Committee report. .
The Sachar Committee report is a detailed analysis of the condition of Muslims in various states across the country, and has .
revealedthe true state of Muslims in the country. Quoted herein are just afew important findings and observations of the committee. .
The relative share for Muslims in education and employment is lower than even the Dalits in some instances . (p. 50) .
The literacy rate among Muslims in 2001 was 59.1 %. This is far belowthe all-India average (65.1 %). (p.52).
.
As many as 25 %of Muslim children in the 6-14 year age group have either never attended school or have dropped out. (p.55) .
While 26% of 17 years and above in the country have completed matriculation, there're only 17% matriculates amongst Muslims. (p.60) .
Based on four years of da!C:I. on an average about 62% of the e1:g!ble children in the 'upper'-caste Hindu and other religious groups .
.
(excluding Muslims) are likely to complete primary education followed by Muslims (44 %), SCs (39%) and STs (32%). (p.62) .
Those having technical education at the appropriate ages, (18 years and above), are as low as one per cent among Muslims. (p.64} .
states. In urban areas, Muslims are falling behind not only vis-a-vis 'All Others\ but also Dalits and Adivasis in several states. (p.68).
The all-lndta trend of increasmg disparities in Graduation Acquiring Rate between Muslims and 'All Others' is found to be prevalent in all .
Among the prem1er colleges of India, one out of twenty five students enrolled in Under Graduate (UG) courses and only one out of every .
In Post-graduate colleges it was found that only about one out of twenty students is a Muslim. This is significantly below the share of .
fifty students mPost-Graduate {PG) courses is a Muslim, (p.69) .
OBCs (?.4%) and SCs/STs (13%). (p.71) A companson of the probability estimates for completion of higher secondary and graduation suggests that Muslims are at a much larger .
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disadvantage at the htgher secondary level. This presumably results in a much lower s~ze of Muslim population eligible for higher education. .
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(p.75}. The report also highlights the wilful negligence of government schools, especially the Urdu medium schools and madrasahs, which are .
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attended by a large number of Muslim students. It also contrasts the approach and importance attached to Sanskrit from that of Urdu by the .
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various state governments, clearly reflecting the Hindu/Brahmanical nature of thestate. .
Jus!K:e Ranganath Mishra Committee has also made similar observations. It identified the Muslims as the largest religious minority with .
a--eountry-wide presence. "and yet educationally the most backward of the reltgious communities.· Among all the religious minorities Jains .
-(2147%) have the highest proportion of educated persons among all the religions among those who have completed graduation stage. This .
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is followed by Christians (8.71%) and Sikhs (6.94 %). Muslims have the lowest proportion at 3.6 %. One of the most progressive .
.
recommendations made by this Com~ittee is the provision of 15% separate reservation for religious ·minorities. of which 10% to be .
earmarked for Muslims (commensurate with their 73% share of the former in the total minority population at the national level). This .
include 4.5% reservation for religious minorities within OBC reservation, which was opposed by both Muslims and the OBCs. Implementation .
recommendation is yet to be taken up or given due seriousness by the Indian state. What the UPA did instead as a poll gimmick was to .
of the separate 10%reservation for Musl.imswould be one of the biggest challenges for all progressive forces who stand by social justice. In JNU the students have fought and won the struggle for larger democratization of education through implementing deprivation ooints for students coming frombackwards regions and for women students. OBC students used to get 5deprivation points even before the 21% OBC reservation was finally implemented. Similar1y, as part of the larger battle for implementation of 10%reservation for Muslims, until it is legally providing 's deprivation points to all Muslim students during the admission tests. The previous AISA led J~USU ?pportunisticallymandated DSU demands that JNU administration must immediately address the educational and social ·discrimination of MusJims by refused to take any position on this issue. The current JNUSU too so far has only delivered mere lip set.Vi'Ces to th1s cruc1al demand. We .
demand that JNUSU must include the demand for 5 deprivation point for muslim students in the charter of demands and1iglll · resolute battle to make the JNU administration implement the same. .
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'appeased' at the same time. While Muslims need to"[The Muslims] carry a double burden of being labeled as ~anti-national' and as being .
anti-national' and 1terrorlsts', it is not recognized that the alleged ~appeasement' has not resultedprove on a dally basis that they are not '.
-Sachar Committee Report.
in the desired level of socio-economic development of thecommunity" .
Last semester before the Academic Council meeting, DSU raised the demand of expanding the Progressive Admission Policy and provide .
five deprivation points to the Muslim students at the time of their admission. We made this demand based on concrete analysis of the status .
of MusH.m students in higher education in the country in general as well as in JNU in particular. Systemic explortation, deprivation and .
persecution of Muslims because of their religious identity have impeded their growth and development which is reflected in their gross under-.
representation in both education and employment. In JNU too, the overall representation of Muslim students is abysmally low if one .
.
looks at the center-wise distribution. Muslim students are concentrated mainly in the centers for Urdu, Persian and Arabic languages, .
where they number around 53%. But excluding these centers, the total number of Muslim students in the rest of the centers comes .
.
approximately to around a mere 7.7%. In SSS, the percentage of Muslim students is approximately 8.5%; in SIS, it is approximately 6.8%; in the Science Schools, the integrated totaJ comes around 8.6%; in School 0f Arts and Aesthetics, it is a mere 4.1%. In SLL&CS, excluding the aforementioned centers, the strength of Muslim students comes approximately to a mere 7.4%. Ever since the transfer of power in 1947, theIndian state has upheld Hindu-fundamentalism and brahminism. The oppressed sections 'vote banks' by all parliamentary parties irrespective of differences in their.
including the Oalif.s, Adivasis and Muslims have been used as .
professed ideologies or the colour of their flags. Their rhetoric notwithstanding, the range of parliamentary parties from Congress! BJP to .
CPM and other pseudo-left organisations have repeatedly delivered lip-service to the oppressed. The imperialist onslaught with unabated .
.
support from aJI parliamentary parties has reduced the living condition of these sections to a subhuman level. And this reflects glaringly m .
education that has remained a fiefdom of the dominant Hindu brahmanical forces. Amongst all the oppressed, the condition of Muslims in .
particular and their proportionate representation in the domain of education and economic opportunities is glaringly low. The reality of the .
.
ungerdevelopment of Muslims was most poignantly reveaJed in the Sachar Committee report. .
The Sachar Committee report is a detailed analysis of the condition of Muslims in various states across the country, and has .
revealed thetruestate of Muslims in the country. Quoted herein are just a few important findings and observations of the committee. .
.
The relative share for Muslims in education and employment is lower than even the Dalits in some instances . (p. 50) .
The literacy rate among Muslims in 2001was 59.1%. This is far below the all-India average (65.1 %). (p.52) .
As many as 25 %of Muslim children in the 6-14 year age group have either never attended school or have dropped out. (p.55) .
While 26% of 17 years and above in the country have completed matriculation, there're only 17% matriculates amongst Muslims. (p.60) .
Based on four years of data, on an average about 62% of the eligible children in the 'upper'-caste H~!1du and other religious groups.
(excluding Muslims) are likely to complete primary education followed by M11s'!ms (44 %), SCs(39%) and STs (32%). (p.62) .
Those having technical education r.1t !he appropriate ages,(18 years and above), are as low as one per cent among Muslims. (p.64) .
'All Others' is found to be prevalent in all.
The a!l~!ndia trend of increasing disparities in Graduation Acquiring Rate between Muslims and .
4 s'ates. In urban areas, Muslims are falling behind not only vis-a-vis 'All Others'. but also Dalits and Adivasis in several states. (p.68) .
.
Among the premier colleges of India. one out of twenty five students enrolled in Under Graduate (UG) courses and only one out of every .
frfty students in Post-Gr~duate (PG) courses is aMuslim. (p.69) .
In Post-graduate colleges it was found that only about one out of twenty students is a Muslim. This is significantly below the share of OBCs (24%) and SCs/STs (13%). (p.71) .
A comparison of the probability estimates for completion of higher secondary and gr~duaUon suggests that Muslims are at a much larger disadvantage at the higher secondary level. Ttus presumably results in a much lower size of Muslim population eligible for higher educa!ion. .
(p.75). The report also highlights the wilful negligence of government schools, especially the Urdu medium schools and madrasahs, which are attended by a large number of Muslim students. It also contrasts the approach and importance attached to Sanskrit from that of Urdu by the various state governments, clearly reflecting the Hindu/Brahmanical natureof the state. Justice Ranganath Mishra Committee has also made similar observations. It identified the Muslims as the largest religious minority with .
a country-wide presence, "and yet educationally the most backward of the religious communities. 1J Among all the religious minorities Jains (21.47%) have the highest proportion of educated persons among all the religions among those who have completed graduation stage. This .
is followed by Christians (8.71%) and Sikhs (6.94 %). Muslims have the lowest proportion at 3.6 %. One of the most progressive .
recommendations made by this Committee is the provision of 15%separate reservation for religious minorities, of which 10%to be earmaiked for Muslims (commensurate with their 73%$hare of the former in t11e total minority population at the national level). This .
recommendation is yet to be taken up or given due seriousness by the Indian state. What the UPA did instead.as a poll gimmick was to .
include 4.5% reservation for religious minorities within OBC reservation, which was opposed by both Muslims and the OBCs. Implementation of the separate 10% reservation for Muslims would be one of the biggest challenges for all progressive forces who standby social justice. lo JNU the students have fought and won the struggle for larger democratization of education through implementing deprivation points for .
students comingfrom backwards regions and for women students. OBC students used to get 5 deprivation pointseven before the 27% OBC reservation was finally implemented. Similarly, as part of the larger battle for impiementation of 10%reservationfor Muslims, until it is legally .
mandated, OSU demands that JNU administration must immediately address the educational and social discrimination of Muslims by .
providing 5 deprivation points to all Muslim students during the admission tests. The previous AISA led JNUSU opportu.nistically refused to take any position on this issue. The current JNUSU too so far has only deliverorl mere lip services to this crucial demand. We demaod that JNUSU must include the -demand-for 5 deprivation point for 11JUSiim students in the charter o.f demands and_fight a resolute battle to make the JNU administration implement the same. -.
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highly outrageous demands for Nagalim, a demand based on a lack of understanding of the concept of a nation and the principle of national self determination. A claim to self-rule i tsclf derives from the principle ofnational self-determination and bene-! there should in the lirst place, a nation, for self-determination to take place. A nation precedes self-determination, and not vice versa. The NSCN (T-M) manufacturing of a Naga nation involves suppression of dissenting voices of smaller tribes within and the elimination of inti 'pendent identities outside through an etlmic cleansing mission -"those who are not "ith arc against us''. Have we forgotten the Kuki-Naga clashes in Manipur? .
rvl;lnipur which continued its existence as an independent political enitity till it joined lndi<l in 1949 has been home to various communities. Neither the Nagas nor the DSU has :1ny right to identify only the Meiteis with the term Manipuri. Every community has cquully ,iustified claims to the territory of Manipur, which is why the protest against the cL·asl.:lire has b en so strong from all s ctions of the population. The DSU acted as a mouthpiece or the NSCN (l-M) by inviting representatives only ti·om the Nagas of l\l<1nipur in their. public meeting held on the Ii11 of July 2001. No representatives from till' other communities in Manipur were invited. The process f dialogue and interaction d1lcs not mean allowing one patty to completely misrepresent a common problem. Not content with that the DSU went to write baseless and nasty comments on the Meiteis and their protests thereby making out the whole issue to he a Naga-Meitei conflict. They had no objection when asked if a one sided representation was what they \\·anted. In a situation already so tense will the DSU share responsibility in case a civil wo.r breaks out in Manipur? ls that their understanding of what 'democratic' is? It is always easy for the .
IJ~l l tn be n c·Lu1der without a cause. Our dem.and still stand. -give us th e sources/ l·,·itknces or your remarks and accusations or ap logize in public. .
In the meanwhile some Naga students too have followed the D U's fickle ways in making accusations against the Mciteis saying that they held 'provocative' placards im;ide the meeting hall. What was so provocative about placards which said "long live rvlanipur: · Do not Communalise Manipur"? If a group of 12 girls standing silently in a podium holding placards without raising even a single slogan or speaking a single word "as so .. provocative of physical violence" one can wel l imagine what the Nazi cadres or NSCN (1-M) must be doing when a allowed free movement with guns. .
l .a~tl_ we reiterate we do not believe in a meaningless exchange of accusations that .
con\·cnicntly bypasses issues. Let it be known to all, particularly the D 'U and the ·sulidarity Group', that we will tight tooth and nail their tactics of pitting one conm1llnity Ul.!ainst the other in the already troubled North East. .
~anipur and its people have been painfully witnessing a gradual shrinking of its territorial and political space since it joined India. We will not allow it to happen any i'urther. otherwise in the words of Mahmoud Darwish " Where shall 111e go q(ter the Last ji·ontiers I lVhere shall the hirds.fly ajier the last sky" .
Long Live Manipur! .
Some coHccrncd ManipUJ·i students, .JNU .
.
.
Panelists
Zia Yusuf, President and Chief Executive Officer, Streetline Inc.
Daniel E. Mitchell, P.E., PTOE, City of Los Angeles Department of Transportation
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upheld Hindu-fundamentalism Adv. Mohammad Sharil, PFIsections including the Dalits, Adivasis and Muslims have been used as .
and brahminism. The oppressed Zalar Mallmood, OSD-Sachar tommittee'vote banks' by all parliamentary parties irrespective of differences in 2QTH October' f!-Otl-their professed ideologies or the colour of their flags. Their rhetoric Saturday,TOMORROW.
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condition of these sections to a subhuman level. And this reflects glaringly in education that has remained a fiefdom of the dominant Hindu .
parties from Congress/ BJP to CPM and other pseudo-left organisations have repeatedly delivered lip-service to the oppressed. The imperialist onslaught with unabated support from all parliamentary parties has reduced the living .
of education and economic opportunities is glaringly low..
The Sachar Committee report is a detailed analysis of the condition of Muslims in various states across the country, and has .
brahmanical forces. Amongst all the oppressed,·the condition of Muslims in particular and their proportionate representation in the domain.
The relative share for Muslimsin education and employment is lower than even the Dalits in some instances .
revealed the true state of Muslims in the country. Quoted herein are just afew important findings and observations of the commiTtee. .
The literacyrate among Muslims in 2001was 59.1%. This is far below the all-India average (65.1 %). (p.52) .
. (p. 50) .
As many as 25 %of Muslimchildren in the 6-14 year age group have either never attended school or have dropped out. (p.55) .
While 26%of 17 years and above in the country have completed matriculation, there're only 17% matriculates amongst Muslims. (p.60} Muslims) are likely to complete primary education followed by Muslims {44 %). SCs {39%) and STs (32%). (p.62) .
Based on four years of data, on an average about 62% of the eligible children in the 'upper'-caste Hindu and other religious groups (excluding .
Those having technical education at the appropriate ages, (18 years and above). are as low as one per cent among Muslims. (p.64) .
The all-India trend of increasing disparities in Graduation Acquiring Rate between Muslims and 'All Others' is found to be prevalent in all states. In .
urban areas,Muslims are falling behind not only vis-a-vis 'All Others'. but also Dalits and Adivasis in several states. (p.68} .
students in Post-Graduate.
In Post-graduate .
Among the premier colleges of India, one out of twenty five students enrolled in Under Graduate (UG) courses and only one out of every fifty .
and SCs/STs (13%). (p.71) (PG) courses is aMustim.(p.69}.
.
.
A comparison of the probability estimates for completion of higher secondary and graduation suggests that Muslims are at a much larger .
disadvantage at the higher secondary level. This presumably results in a much lower size of Muslim population eligible for higher education. (p.75). .
colleges it was found that only about one out of twenty students is aMuslim. This Is significantly below the share of OBCs (24%} .
The report also highlights the willful negligence of government schools, especially the Urdu medium schools, which are attended by alarge number reflecting the Hindu!Brahmanical .
nature of the state. .
recommendations .
of Muslim students. It also contrasts the approach and importance attached to Sanskrit from that of Urdu by the various state governments, clearly .
Justice Ranganath Mishra Committee has also made similar observations. It identified the Muslims as the largest religious minority .
with a country-wide presence, ~~and yet educationally the most backward of the religious communities. One of the most progressive .
be earmarked for Muslims (commensurate .
.
Implementation made by this committee is the provision of 15% separate reservation for religious mjnorities, of which 10% to .
This recomm~ndationis yet to be taken up or given due seriousoess by the Indian state. What the UPA did instead as a poll gimmick was to .
social justice. .
.
with their 73% share of the former in the total minority population at the national level). .
include 4.5% reservation for religious minorities within OBC reservation, which was opposed by both Muslims and the OBCs. .
of the separate 10% reservationfor Muslims would be one of the biggest challenges for all progressive forces who stand by.
DSU demands that JNU administration tn JNU students have fought and won the struggle for larger democratization of education through implementing .
students coming from backwards regions and women.OBC students usedto get 5deprivation points even before the 27% OBC reservation .
wasfinally implemented. Similarly, as part ofthe larger battle for implementation of 10% reservation for Muslims, til it is l~ally mandated, .
deprivation points formust immediately address the educational and social discrimination of Muslims by providing 5 .
current JNUSU too so far has only delivered mere lip services to this crucial demand.We demand that JNUSU must include the demand deprivation points to all Muslim students. The previous AISA led JNUSU opportunistically .
refused to take any position on this issue. The .
for 5deprivation point for muslim students in the charter of demands and fight a resolute battle for its implementation. .
.
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highly outrageous demands for Nagalim, a demand based on a lack of understanding of the concept of a nation and the principle of national self determination. A claim to self-rule itself derives from the prin~iple ofnational self-determination and henc..! there should i11 the li rst place, a nation, for self-determination to take place. A nation precedes self-determination. and not vice versa. The NSCN (T-M) manufacturing of a Naga nation involves suppression of dissenting voices of smaller tribes within and the elimination of indcpendent identities outside tlu·ough an etlmic cleansing mission -"those who arc not "ith arc against us". Have we forgotten the Kuki-Naga clashes in Manipur? .
i'vl;lnipur which continued its existence as an independent political enitity till it joined lmli <l in 1949 has been home to various communities. Neither the Nagas nor the DSU has ;111y right to identify only the Meiteis with the term Manipuri. Every community has equ;dly justified claims to the territory of Manipur, which is why the protest against rhe ccasl'lire has been so strong from all sections of the population. The DSU acted as a mouthpiece or the NSCN (l-M) by inviting representatives only from the Nagas of i\lanipur in their public meeting held on the ti11 of July 2001. No representatives from the ulhl.!r communities in Manipur were invited. The process of dialogue and interaction dues not mean allowing one party to completely misrepresent a common problem. Not content with that the DSU went to write baseless and nasty comments on the Meiteis and their protests thereby making out the whole issue to he a Naga-Meitei con11ict. They had no objections when asked if a one sided representation was what they \Vanted. In a si tuation already so tense will the DSU share responsibility in case a civil w~r breaks out .
in Manipur? Is that their understanding of what 'democratic' is? It is always ea y for the l)~l l tn be n c·us::dcr without a cause. Our demand still stands -give us the source:/ ~,.·, ·itknci;!S oCyour remarks and accusations or apologize in public. .
In the meanwhile some Naga students too have followed the DSU's iickle ways in making accusations against the Meiteis saying that they held ' provocative· placards inside the meeting hall. What was so provocative about placards which said ''long live '!ani pur: ·· Do not Communalise Manipur"? If a group of 12 girls standing silently in a pudium holding placards without raising even a single slogan or speaking a single word \\<1S so ..provocative of physical violence" one can well imagine what the Nazi cadres or .
NSCN (l-M) must be doing when a allowed free movement with guns. .
l.astly we reiterate we do not believe in a meaningless exchange or accusations that cunYcniently bypasses issues. Let it be known to all, particularly the D 'U and the ·. 'ulidarity Group', that we will fight tooth and nail their tactics of pitting one community al.!ainst the other in the already troubled North East. .
rJanipur and its people have been painfully witnessing a gradual shrinking of its territorial nnd political space since it joined India. We will not allow it to happ.e!! any !'urther. otherwise in the words of Mahmoud Darwish " Where shall 111e go qfter the last .
(i"ont iers I Where shall the hirds.fly a.fier I he last sky " .
Lon~ Live Manipur! .
Some coHccrncd ManipUJ·i students, .lNU .
.
.
Have you noticed that @Tesla is on a tear?
While I never get into stock prices & predictions (for which my youngest son is eternally grateful!), I do find some vindication from the fact that people are buying these cars in quantity & that the radical ‘new’ business model they pursue seems to be working.
Back in 2003 or so, I was at a global meeting of auto executives at Mercedes HQ in Germany. It was a small meeting - 15 or 20 executives. The goal was to outline what the industry might look like in the future.
I was there to provide an external, unbiased viewpoint.
At one moment, I spun a story about how the industry might evolve as the result of changing consumer behaviour, the impact of the Internet & new production concepts.
I said that cars would not be built to inventory - they would be built to demand, based on actual orders. Dealerships would go by the wayside as people bought the car, sight unseen, online. The car would be delivered to you in a box - with a party-in-a-box inside to help you celebrate your success!
I called it the GoogleCar - suggesting that it would be a hi-tech company, not a legacy auto company, that would pursue such a brash and bold future.
They laughed at me!
Whatever.
I took their ridicule and turned it into a story for the stage. Through the next decade I would tell the story of the mythical ‘GoogleCar’ as an example of how big and bold thinking could change the future. At first audiences laughed at the story. But over time, they weren’t laughing at the concept as Tesla emerged & business models were challenged.
Why do people laugh at your ideas?
There could be any number of reasons - entrenched interests, a corporate culture in which mediocrity is rewarded and which original thinking is punished. Maybe they live within a seething pit of skeptics, unable to comprehend how their world is actually changing.
Whatever the case may be, be ready for them! Take their laughter as a sign that your ideas just might be working.
View on Instagram ift.tt/3bd40XM
.
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JAWAHARLAL NEHRU UNIVERSITY .
CIRCULAR .
23 Feoruary 2007 .
As you may be aware. on Monday afternoon of the 19' 'n February 2007 some stL.de· ~s a'ld sorre of the office bearers of JNUSU, In an unprecedented act gheraoed the Reg strar In hiS car at about 1.30 p.m. when he was leav1ng for h1s regular prayer and lunch H1s o'.. cal car was vandalized, t1ed w1th rope and tyres were deflated The Reg1strar was kept 1n con' nement as a captive hostage for nearly 7 hours 1n the car w1th utter drsregard to human ... ghs and p ..& . drsciplinary rules of the Unrversrty Some of the karamchans tool-' act1ve part 1n ,st1gatmg af"d .
W1 illegal confinement of Reg1strar .
The gheraoing students also drd not lrsten to an appeal made by more than 35 Deans and Chairpersons to release the Registrar immedrately and unconditionally The Regt~ rar was finally released after about three-ar.d-a-half hours of the appeal and abusrve slogans were again shouted behind him. Next day morning JNUSU announced flash stnke along with tndefinite hunger strike and tned to forcefully prevent the entry of students and faculty mem:)ers 1n many o£ .
the Schools/Centres .
The reason for ihts outrageous act ostensibly was the removal of offens ve P' s·ers put up by certain group of students on the walls and stair cases of Admtmstrat1ve 8 ock Tre oosters were related to the demands for ensunng mmimum wages for contract labourers regu'anz ng da : wage/muster roll workers etc. On these issues the students have beer d srupfng tf"le1 construction activities on the campus for quite sometime. The Un1vers t1 has ! '11e and agai11 discussed these matters with the Students Union and has categorically stated ts :JGsnJon mat the law of the land will always be complied wtth. The cp·v·vu. a government organtzauon has been er:tr..;sted with the construction activitres of some of the buildings and they are carryrng out the work through their prescnbed procedure of implementation through contractors The contract workers are hired by such contractors and CPWD is the primary employer However, the University intervened and discussed with CPWO to see that the payment of mintmJm wages are .
made as per the labour law. .
As per the UGC/MHRD guidelines, the University cannot give even temporary status to the daily wage/muster roll workers, leave alone regularization of any casual worker not 1n servtce after 1993. The University cannot regularize any position unless and unt I the UGC sanctions additional positions and for thrs the Unrversity has already wntten to UGC seeK ng additional .
positions. .
Notwithstanding that the student leaders spent more than three hours on Thursday the 15"~ .
February 2007 with the Regrstrar rn his office, discussing all these 1ssues they went around .
misinforming the communrty that the administration does not pay any heed to therr demands. .
.
Based on the prima facie evidence available with the Unrversrty, the Untverstty has suspended 10 students pending a Proctorial enquiry as per the provisions of the drscrplrnary rules for the students of the Universit:t. The University has also suspended four karamcharrs for it'leir.
misconduct. .
We appeal to the University commur,ity to remain calm and prov1de a peaceful atmosphere for the pursuit of academic excellence for whrch JNU is known for .
I /..
.r. 1, ,..., ..., I , .
PL' RLIC RfLATIO'\~ OFfiCER .
.
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HSM 544 Week 3 Article Review Latest
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from that of the ruling classes.
And that must be done not out of a sympathy for Ireland, but as a demand based on the interests of the English proletariat. In this argument, as elsewhere, Marxs relevance continues as earlier. .
MARXS GUIDE TO ACTION .
After the Soviet Unions demise, motivated theorisations about the November Revolutions message and Marxs theory of revolution are bewildering many of the leftists. But the demise of the November Revolution after 74 years was not due to any fallacy ingrained in the revolution but due to direct violation of Marx and Lenins ideology and guidance for revolution at the later stages of the Soviet Unions existence. .
One motivated propaganda is that socialist revolution cannot be successful in a backward country and that was why the November Revolution failed. This is a rotten propaganda that does not go into the real reason of the failure. The fact is that all the existing socialist regimes are in backward countries. Nay, revolutionary movements are today raging more vigorously in backward countries, in Latin American countries for example. Marx had come to such a conclusion in the later part of his life. .
Moreover, the straightjacket theory that a country can think of socialist construction only after full bloom of capitalism is another erroneous theorisation. In that case, facts would have proved as wrong the innovations like New Democracy as in China or Peoples Democracy as by the CPI(M) in India. .
Thus the possibility of a revolution in a backward country still holds good and Marxs theory of revolution is again being confirmed by the present world events. Despite all the ill-conceived propaganda, Marx has returned and the message of the November Revolution would continue to inspire the world so long as capitalism exists. .
Vol. XXX .
.
.
People's Democracy .
No. 45 .
(Weekly Organ of the Communist Party of India (Marxist) .
November 05, 2006 .
LF Govts Industrialisation Drive Will Continue Apace .
.
B Prasant .
THE anti-people and anti-development conspiracies of the Bengal opposition notwithstanding, the industrialisation efforts of the state Left Front government shall continue with fervour. We are determined not to allow the opportunistic elements and their patrons in the corporate media to frustrate the developmental initiative that has been set in motion, said Bengal CPI(M) secretary .
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