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July 18, 2013. Andover, MA.
Hundreds of employees from the supermarket chain, Market Basket, rallied outside of the company’s board of directors meeting convened to decide the fate of its CEO, Arthur T. Demoulas. The Demoulas family has run Market Basket for decades, and has been feuding over the company for nearly as long. Critics, including the CEO's cousin, Arthur S. Demoulas, accuse the leader of fiscal mismanagement; supporters, including a vocal group of Market Basket employees, say Arthur T. has led the company to growth, profits and high worker morale. Following 12 hours of debate Thursday, Arthur T. Demoulas remained president of the Market Basket supermarket chain. The family-owned company’s board adjourned a contentious meeting at 10 p.m. without acting on a motion for Demoulas’s removal. It was unclear whether the shareholders would continue to press for his ouster. The board meets again on Aug. 22. For now, the stalemate ends a bitter feud over the Tewksbury-based supermarket chain, which has remained highly profitable despite near constant infighting for more than 20 years.
© 2013 Marilyn Humphries
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The house with the Atlanteans (Profitable house with a tea shop Trade House "D. and A. Rastorguev" Solyanka, 1882, architect VN Karneev). The object of cultural heritage. The house is located in Moscow on the territory of historic White City Kulishki tract. Included in the five quarters attractions "Khitrovka"
The old "house with the Atlanteans" Solyanka risk of becoming a victim of the bureaucrats and vandals. Left unguarded, the former estate of merchants Rastorguev became a haven fringe that disfigured interiors and figures of Atlantis, clearing the glass furniture and taken away burnings staged several times.
Variations on a theme «...with a film across Moscow»
Camera: Konica C35 EFP
Film: Kodak Professional TRI-X 400 FILM (expiry date is not known, but certainly more than 10 years)
Photo taken: 30/03/2016
Scanned copy of the original negative, without any processing. In the mode «as is»
July 18, 2013. Andover, MA.
Hundreds of employees from the supermarket chain, Market Basket, rallied outside of the company’s board of directors meeting convened to decide the fate of its CEO, Arthur T. Demoulas. The Demoulas family has run Market Basket for decades, and has been feuding over the company for nearly as long. Critics, including the CEO's cousin, Arthur S. Demoulas, accuse the leader of fiscal mismanagement; supporters, including a vocal group of Market Basket employees, say Arthur T. has led the company to growth, profits and high worker morale. Following 12 hours of debate Thursday, Arthur T. Demoulas remained president of the Market Basket supermarket chain. The family-owned company’s board adjourned a contentious meeting at 10 p.m. without acting on a motion for Demoulas’s removal. It was unclear whether the shareholders would continue to press for his ouster. The board meets again on Aug. 22. For now, the stalemate ends a bitter feud over the Tewksbury-based supermarket chain, which has remained highly profitable despite near constant infighting for more than 20 years.
© 2013 Marilyn Humphries
Although managing an internet store may deem to be very profitable, it is not a very simple venture. With all the competition in the internet market, a lot of business people are receiving difficulty in earning a substantial income from their business on the web, specially for anyone owners of smaller businesses. If you're finding yourself in a slightly similar situation, then don't give up that easily. There are a good deal of other methods to raise the online sales of your business. That could be through using a good click tracking software.
orandavid.tumblr.com/post/182958915657/click-tracking-ser...
Improve Casting Quality By Cooling & Pre-Mixing Your Sand
The Simpson Multi-Cooler is specifically designed to provide the mixer group with sand that is cooled to temperatures that allow optimal mulling, premixed to eliminate return sand variations and with a moisture content controlled within tight tolerances.
The result is optimal mulling and high-quality, profitable castings.
Serhan Pak, Credit Analytics, SVP, Garanti Bank, speaks about "How to increase profitability using Consumer Indebtedness Index?" at Experian Day 2015: "Competing for Tomorrow", held at Shangri-la Bosphorus, in Istanbul, on May 27th 2015.
Pressure on boom and profitability will persist for housing finance businesses thanks to heightened competition from banks and better credit score costs, warns Ambit Capital.
Shares of housing finance groups in India have seen a pointy re-rating during the last 365 days on earnings optimism...
geniuszone.biz/investors-overestimating-housing-finance-f...
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July 18, 2013. Andover, MA.
Hundreds of employees from the supermarket chain, Market Basket, rallied outside of the companyâs board of directors meeting convened to decide the fate of its CEO, Arthur T. Demoulas. The Demoulas family has run Market Basket for decades, and has been feuding over the company for nearly as long. Critics, including the CEO's cousin, Arthur S. Demoulas, accuse the leader of fiscal mismanagement; supporters, including a vocal group of Market Basket employees, say Arthur T. has led the company to growth, profits and high worker morale. Following 12 hours of debate Thursday, Arthur T. Demoulas remained president of the Market Basket supermarket chain. The family-owned companyâs board adjourned a contentious meeting at 10 p.m. without acting on a motion for Demoulasâs removal. It was unclear whether the shareholders would continue to press for his ouster. The board meets again on Aug. 22. For now, the stalemate ends a bitter feud over the Tewksbury-based supermarket chain, which has remained highly profitable despite near constant infighting for more than 20 years.
© 2013 Marilyn Humphries
Video marketing company is critical to your online success, but stay clear of the most common mistakes. What are they? Read and find out. www.videomarketingsnap.com/video-production-company/
pixar IS computer animation. a concept in the 70s which then became an experiment in the 80s, only to evolve as a profitable tool for national advertisements and special effects in films during the early 90s and THEN become such a gigantic entity in the 00s that without it, an established behemoth of a company that rode high on animation for over 75 years old, could collapse to its knees.
Pixar had three things going for it...momentum, creativity, and talent. Bob Iger undoubtedly made one of the most incredible executive decisions in the company's history by buying out the company and having it infuse it into the disney identity. Buzz Lightyear has in many ways overshadowed Mickey himself. Its a real generation shift we are witnessing, 3D animation has completely wiped out hand-drawn animation not so much as an artform, but as a financial and marketing tool. in the last 10 years, name me a completely hand-drawn animated film that's grossed 100 million plus in the theaters..i can only think of one. Every Pixar full-length feature release has grossed at least 300 million EACH in the US alone. It's a track record not even Steven Speilberg or Jerry Bruckheimer could match.
With so much success Pixar built upon itself, its really unbelievable to see that Disney, one of the 5 major media companies in the world was there to leech off of that success just by being it's distributor. Eisner, at the time, had no idea what kind of monster he ways dealing with; his complacency towards a change in the industry got the best of him. Just because Disney symbolizes everything family doesn't mean it can NEVER fail. Disney was Goliath in family entertainment. But if Disney parted ways with Pixar, it would've been the first domino to fall. To this day I really believe that if Eisner knew he was tango-ing with an emerging David, and made the right decision then, he'd still be in that seat as a hero dressed in Buzz Lightyear gear.
So do I think Pixar saved Disney? Yes. Did it save the parks? yes it did. Did it save the integrity of what disney's empire is built on? yes.
but like every rollercoaster its only a matter of time for Pixar to go downhill. and that's what worries me about Cars 2. Isn't making a sequel to one of the weaker stories in your arsenal a sign that, maybe, just maybe, Pixar is running out of steam?
July 18, 2013. Andover, MA.
Hundreds of employees from the supermarket chain, Market Basket, rallied outside of the company’s board of directors meeting convened to decide the fate of its CEO, Arthur T. Demoulas. The Demoulas family has run Market Basket for decades, and has been feuding over the company for nearly as long. Critics, including the CEO's cousin, Arthur S. Demoulas, accuse the leader of fiscal mismanagement; supporters, including a vocal group of Market Basket employees, say Arthur T. has led the company to growth, profits and high worker morale. Following 12 hours of debate Thursday, Arthur T. Demoulas remained president of the Market Basket supermarket chain. The family-owned company’s board adjourned a contentious meeting at 10 p.m. without acting on a motion for Demoulas’s removal. It was unclear whether the shareholders would continue to press for his ouster. The board meets again on Aug. 22. For now, the stalemate ends a bitter feud over the Tewksbury-based supermarket chain, which has remained highly profitable despite near constant infighting for more than 20 years.
© 2013 Marilyn Humphries
bit.ly/RKvvNO Download our FREE Jump-start Pack: *Access our 30 page guide that reveals 7 highly profitable online business models (£15 value). *Receive our 107 page manual on how to make money with affiliate marketing (£29 value) *Get free membership to a software tool that boost your online income no matter what type of business you have or want to pursue (£34 per month value) GET THIS ALL FOR FREE: bit.ly/TrlR0n How To Achieve Goals: How To Achieve What You Want Have you given up your ideas for working at home and making money already? Maybe you have some great ideas for a new online business but haven't got going yet as you are so busy juggling work and family commitments. Have a look at the cycle of change below. This is based on Gestalt's understanding of our biological and social needs. Gestalt therapy is an existential/experiential form of psychotherapy that emphasizes personal responsibility. What stage are your goals at? Awareness Stage This is the starting point for any change or goal. First, there is awareness of dissatisfaction or a new need in your life. Think about the simple need to have a drink. You might feel a little thirsty but can you ignore it? Perhaps you can for a while if you're busy. Eventually, though, you get a headache and can't concentrate until getting a drink becomes the most important thing you must do, until your thirst is quenched. It is the same with a personal goal. The more dissatisfied you are with your current work and life balance, the stronger your need for change will be until you are compelled to act. You might feel that you want to go freelance or set up your own business but if you feel very fairly comfortable where you are, there won't be sufficient motivation to energise change. 1. Remove The Shoulds Mobilisation Stage This is the stage where you feel the most excited and energised for what you are about to do and you'll be thinking about all your options ideas for starting a business. If you start off really excited about a new goal and then all that motivation and energy fizzles before you have made any real progress -- the chances are you're being overambitious. Too much excitement can colour our judgement on our choices and direction. Equally, if you're one of those people who say: "I don't want to get too excited in case it doesn't happen", then you could be draining the energy from the start-up before you've had a chance to create it. You need to mobilize energy to create change. 2. Remove Unrealistic Options 3. Find A Supporter Action Stage This is when you start to experiment with different types of actions to achieve your goals. So many resolutions are lost at this stage when the reality of achieving the goal becomes clear. If you are trying to start a new online business it is often much harder and takes longer to achieve than first thought. I know how hard this can be. You just need to keep moving forward to achieve your goals. If you are getting stuck at this stage the chances are that you're being too much of a perfectionist and expecting to get great results all the time. It is easy then to feel demoralised and give up too soon. To achieve satisfaction requires lots of action! 4. Experiment And Be Flexible 5. Face Your Fears 6. Be Kind To Yourself 7. If It's Not Working, Do Something Else Satisfaction And Celebration Stage This is the stage when the project or goal is completed and satisfaction is reached. If you are the sort of person who has many half-finished projects still open waiting to be completed then you probably feel that your goals never get completed. However, you might have achieved more of your goal than you think. Many of us have the tendency to look at what hasn't been achieved rather than savouring the pleasure of what has. "I've got one client but I wanted it to be five"; "I've got my website up but not enough traffic". It is also very British to talk down our achievements. None of us want to be seen to be a 'show off', but celebrations are good for our morale, confidence and give closure to projects, which helps us to achieve new goals. 8. Appreciate Completion Of Goals 9. Celebrate Your Success Read more: bit.ly/RKvvNO Check out Prezi version of this: bit.ly/U0a9pz bit.ly/RKvvNP
Pubs are less and less profitable today . Times were when a small and comfortable place such as the "Miners Arms" could be virtually minting money : but that is not the case right now.
The old drinkers are long gone : dead most of them . The people born post 1960
want much more than the old * 'spit and sawdust facilities' ! .
(Though - did you know that sawdust was still being routinely scattered
onto bar room floors well into the 1950s ? )
Just in case you are unfamiliar with the Ilkeston ' Miners Arms " , it fronts
Derby Road . Its car park is off Belper Street.)
Making money in the Forex market is not an easy task by any means. However, given a bit of education and knowledge of the market, it can become quite easy to profit in the Forex market. bit.ly/176Nx31
Srinagar:Under Mera Gavun Mera Gaurav (MGMG) initiative, Center for Research on Poultry (CRP) in collaboration with KVK-Ganderbal, held a 2 day theme based training cum Scientist-Farmer interaction programme, “Profitable Backyard Poultry Farming for Socioeconomic upliftment of Rural Farmers” that concluded here at CRP training hall on Saturday.
continue reading @ goo.gl/rLNihs
Cristian Ducu lecturing on "Ethics Training and Profitability" at Business Ethics 360 (Bucharest, Dec 12, 2009).
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Cristian Ducu vorbind despre "Trainingurile de etica si profitabilitate" la Business Ethics 360 (Bucuresti, 12 Decembrie 2009)
TCA Profitability Program (TPP) Managing Director Jack Porter (at left) speaks during the "Current and Future State of Truckload" panel on Monday, March 2.
Business diagrams and management models for your visual business knowledge
more diagrams on www.drawpack.com
July 18, 2013. Andover, MA.
Hundreds of employees from the supermarket chain, Market Basket, rallied outside of the company’s board of directors meeting convened to decide the fate of its CEO, Arthur T. Demoulas. The Demoulas family has run Market Basket for decades, and has been feuding over the company for nearly as long. Critics, including the CEO's cousin, Arthur S. Demoulas, accuse the leader of fiscal mismanagement; supporters, including a vocal group of Market Basket employees, say Arthur T. has led the company to growth, profits and high worker morale. Following 12 hours of debate Thursday, Arthur T. Demoulas remained president of the Market Basket supermarket chain. The family-owned company’s board adjourned a contentious meeting at 10 p.m. without acting on a motion for Demoulas’s removal. It was unclear whether the shareholders would continue to press for his ouster. The board meets again on Aug. 22. For now, the stalemate ends a bitter feud over the Tewksbury-based supermarket chain, which has remained highly profitable despite near constant infighting for more than 20 years.
© 2013 Marilyn Humphries
Modern Contemporary Design, Luxurious, Townhouses and Villas located in the prestigious QUINTA DO LAGO, Almancil.
Exclusive 4-star private collection of independently owned luxury villas, offering 2 bedroom townhouses to 5 bedroom villas – each with a private garden and pool area.
Closer to Pinheiros Altos and San Lorenzo Golf Course.
Housing or Investment. Quinta do Lago will be delight to welcome you.
GMO corn field-testing, at left.
sugar cane, apparently no longer profitable to grow here, gone wild at right.
U.S. Navy Pacific Missile Testing Facility, up ahead at right. apparently missile bunkers in the hillside, up ahead at left, too.
so strange to drive past all of this to reach such a beautiful beach. there's a sign at the beginning of the road warning warn not to take rental cars without 4 wheel drive on this road. whoops.
checked out much of the island today looking for where we wanted to stay.
picked up a couple of hitchhikers & drove them out to the end of the road here to the beach where they were camping here at the far end of the road.
after this, we drove almost all the way to the OTHER end of the road on the north end of the island, to Hanalei, before finding where we ended up staying for the rest of the week.
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April 23, 2012 – Global Jurix is one of the few top law firms who made big name in the areas of legal services. We enlighten here some of the remarkable services provided by the firm.
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Global Jurix enlighten here about fdi in retail which are benefited to those who want to try their luck in retail industries. Individuals can find fully advantageous services and get full support in making ventures. The retail industries are one of big part of economy sectors which greatly involve in selling business to the customer directly or indirectly. You can find complete advices for most money-spinning and secured fdi in retail sector.
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Oxford Canal
Bridge 1
Hawkesbury Junction Bridge
1837 by the Britannia Foundry, Derby.
The Coventry Canal was authorised by an Act of Parliament in 1768, and although the long term aim was to link Coventry to the Grand Trunk Canal, (later called the Trent and Mersey Canal), the first priority was to reach the coalfields at Bedworth, so that coal could be shipped to Coventry. The first 10 miles (16 km) were completed in 1769, and coal traffic proved profitable. The Oxford Canal was authorised in that year, and was built as a contour canal by James Brindley, which made it rather inefficient for the transport of goods. Brindley died in 1772, and the line from Coventry to Banbury was completed by Samuel Simcock in 1778.
The junction between the canals was the source of great controversy. The Oxford Canal's Act of Parliament contained clauses which stipulated that both companies had the right to the tolls on the other's canal for certain traffic which passed between them. Thus the tolls for all coal traffic on the first 2 miles of the Oxford Canal were to go to the Coventry company, while tolls which the Coventry Canal collected for the first 3.5 miles of travel by all goods except coal which had passed through the junction were to be given to the Oxford company. The junction was originally to be located at Gosford Green, but Brindley changed his mind while the bill was in Parliament, and tried to get the junction moved to Bedworth. This would have deprived the Coventry Canal of tolls on all coal traffic using the Oxford Canal, and so a compromise was reached. Longford was chosen as the site for the junction, and the compensation clauses were added to ensure that the Coventry Canal received much the same revenue as it would have done, had the junction been at Gosford. It was a complicated solution, and required both canals to run parallel to one another for some distance.
The Oxford company sought ways to alter the solution. First they tried offering £1,500 to the Coventry Canal, in the hope that the compensation clauses would not be enacted. Then they tried to obtain a second Act of Parliament, which would remove the clauses, but this was defeated by opposition from the Coventry Canal and its supporters. Their next tactic was to plan a bypass, which would connect to the Birmingham Canal system, and avoid the need for a junction altogether. This failed, and so they did nothing for two years, but in 1776 made another attempt to reach agreement. They agreed that they would accept the compensation payments if the Coventry Canal completed their line to Fradley Junction within five years. The Coventry company replied by suggesting that if the junction was opened immediately, and trade could only pass between the canals at the junction, they would build their line to Fradley as soon as possible. If they failed to reach Fradley in seven years, no compensation claims would be made until the link was made. The Oxford company then suggested that they should assist the Coventry company to build a canal to the Staffordshire collieries, but the offer was not welcomed.
Finally, the Coventry Canal took legal action. They obtained a mandamus writ from the Court of King's Bench, which compelled the Oxford company to open the junction. The junction was opened on 15 April 1777 at Longford. There was an error in the levels, and whereas a level junction controlled by a stop lock was anticipated, the Oxford Canal was about 7 inches higher, which resulted in it losing water to the Coventry Canal every time the lock was used. The canals ran parallel for 1 mile, costing the boatmen time and the carriers money. Sir Roger Newdigate described the whole thing as "a very troublesome contrivance".
The junction was moved to its present location in 1803. In commercial carrying times, the junction was a major rendezvous for working boats awaiting orders for their next cargo from the many pits in the area.
A stop lock on the Oxford Canal isolates the water levels of the two original canal companies, with the Oxford being a little higher. A disused engine house, built in 1821, stands on the western bank of the Coventry Canal. It originally housed a Newcomen steam engine, which was brought from Griff Colliery, where it had already worked for 100 years, and which was used to pump water from mines in the area to supply the canal. By 1913, the developing shafts of the Coventry Colliery had reached below the geographical reach of the pump engine. Named Lady Godiva, it was decommissioned in 1913 but left in place, and eventually moved to the Dartmouth Museum in the 1960s, as the Newcomen Memorial Engine. The canal provided an immediate outlet for the colliery's pumped-out water ingress
TCA Profitability Program (TPP) Retention Coach Ray Haight welcomes attendees to the event on Wednesday morning.
University of Glasgow Library
Special Collections
Clowes, William: A profitable and necessarie booke.
London, 1637.
Sp Coll Bo7-m.4
Making money in the Forex market is not an easy task by any means. However, given a bit of education and knowledge of the market, it can become quite easy to profit in the Forex market. bit.ly/176Nx31
SN/NC: Anacardium Occidentale, Anacardiaceae Family
The cashew tree is a tropical evergreen tree that produces the cashew nut and the cashew apple. It can grow as high as 14 m (46 ft), but the dwarf cashew, growing up to 6 m (20 ft), has proved more profitable, with earlier maturity and higher yields.
The cashew nut, often simply called a cashew, is widely consumed. It is eaten on its own, used in recipes, or processed into cashew cheese or cashew butter. The shell of the cashew seed yields derivatives that can be used in many applications from lubricants to paints. The cashew apple is a light reddish to yellow fruit, whose pulp can be processed into a sweet, astringent fruit drink or distilled into liquor.
The species is originally native to northeastern Brazil. Major production of cashews occurs in Vietnam, Nigeria, India, and Ivory Coast.
De cashewboom is een tropische groenblijvende boom die de cashewnoot en de cashewappel voortbrengt. Hij kan wel 14 m hoog worden, maar de dwergcashew, die tot 6 m groeit, is meer winstgevend gebleken, met een eerdere rijpheid en hogere opbrengsten.
De cashewnoot, vaak simpelweg cashewnoten genoemd, wordt veel geconsumeerd. Het wordt op zichzelf gegeten, gebruikt in recepten of verwerkt tot cashewkaas of cashewboter. De schil van het cashewnotenzaad levert derivaten op die in veel toepassingen kunnen worden gebruikt, van smeermiddelen tot verven. De cashewappel is een licht roodachtige tot gele vrucht waarvan het vruchtvlees kan worden verwerkt tot een zoete, adstringerende fruitdrank of kan worden gedestilleerd tot likeur.
De soort komt oorspronkelijk uit het noordoosten van Brazilië. De belangrijkste productie van cashewnoten vindt plaats in Vietnam, Nigeria, India en Ivoorkust.
Es también conocido como cajú, anacardo, nuez de la india, castaña de cajú, marañón, caguil o merey es un árbol originario de la región amazónica del nordeste de Brasil y casi toda Venezuela. Muchos de sus componentes son utilizados en la elaboración de productos diversos, como por ejemplo dulces, cosméticos y medicamentos.
O caju é muitas vezes tido como o fruto do cajueiro quando, na verdade, trata-se de um pseudofruto.
O que entendemos popularmente como "caju" se constitui de duas partes: o fruto propriamente dito, que é a castanha; e seu pedúnculo floral, o pseudofruto, um corpo piriforme, amarelo, rosado ou vermelho.
Na língua tupi, acaiu (caju) significa noz que se produz.
Na tradição oral sabe-se que acayu ou aca-iu refere-se a ano, uma vez que os indígenas contavam a idade a cada floração e safra.
O pseudofruto e fruto
Cajueiro frutificando no município de Cascavel, no Ceará, um dos grandes produtores de caju no estado
O caju, o pseudofruto, é suculento e rico em vitamina C e ferro. Depois do beneficiamento do caju, preparam-se sucos, mel, doces, como cajuada, caju passas, rapadura de caju. Como seu suco fermenta rapidamente, pode ser destilado para produzir uma aguardente o cauim. Dele também são fabricadas bebidas não alcoólicas, como a cajuína.
Muito antes do descobrimento do Brasil e antes da chegada dos portugueses, o caju já era alimento básico das populações autóctones. Por exemplo: os tremembé já fermentavam o suco do caju, o mocororó, que era e é bebido na cerimônia do Torém.
Existe uma variedade enorme de pratos feitos com o caju e com a castanha de caju.
De suas fibras (resíduo/bagaço), ricas em aminoácidos e vitaminas, misturadas com temperos, é feita a "carne de caju"
Nó còn được gọi là điều, điều, điều, điều, điều, caguil hoặc chỉ là một loại cây có nguồn gốc từ vùng Amazon phía đông bắc Brazil và gần như toàn bộ Venezuela. Nhiều thành phần của nó được sử dụng trong sản xuất các sản phẩm khác nhau, chẳng hạn như đồ ngọt, mỹ phẩm và thuốc.
Es ist auch bekannt als Cashew, Cashew, Cashew, Cashew, Cashew, Caguil oder Merey. Es ist ein Baum, der im Amazonasgebiet im Nordosten Brasiliens und in fast ganz Venezuela heimisch ist. Viele seiner Komponenten werden zur Herstellung verschiedener Produkte wie Süßigkeiten, Kosmetika und Medikamente verwendet.
Conosciuto anche come anacardi, anacardi, anacardi, anacardi, anacardi, caguil o semplicemente, è un albero originario della regione amazzonica del nord-est del Brasile e di quasi tutto il Venezuela. Molti dei suoi componenti sono utilizzati nella produzione di vari prodotti, come dolci, cosmetici e medicinali.
On l'appelle également noix de cajou, noix de cajou, noix de cajou, noix de cajou, noix de cajou, caguil ou merey.C'est un arbre originaire de la région amazonienne du nord-est du Brésil et de presque tout le Venezuela. Beaucoup de ses composants sont utilisés dans la production de divers produits, tels que des bonbons, des cosmétiques et des médicaments.
تُعرف أيضًا باسم الكاجو أو الكاجو أو الكاجو أو الكاجو أو الكاجو أو مجرد شجرة موطنها الأصلي في منطقة الأمازون في شمال شرق البرازيل وكل فنزويلا تقريبًا. تستخدم العديد من مكوناته في إنتاج منتجات متنوعة مثل الحلويات ومستحضرات التجميل والأدوية.
The Glory That Was Rome Crumbles as Berlusconi Tries to Make Past Profitable, The Times (London), 13/11/2010. p. 59.
"LA GLORIA CHE FU DI ROMA CROLLA MENTRE BERLUSCONI PROVA A RENDERE REDDITIZIO IL PATRIMONIO ARTISTICO (PDS)"
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POMPEI - The glory that was Rome crumbles as Berlusconi tries to make past profitable
PHILIP WILLAN
THE TIMES – 13 novembre 2010
The Italians of the past created the richest cultural heritage in the world — so diverse and fragile, in fact, that the Italians of today are at their wits' end trying to preserve it. The collapse of the House of the Gladiators in Pompeii a week ago was viewed by many as a metaphor for Silvio Berlusconi's Italy: reality's revenge on a party-loving Prime Minister who lives in the here and now with scant regard for either the distant past or the future. Mr Berlusconi and his Culture Minister, Sandro Bondi, believe that Italy's art treasures should pay for themselves. With appropriate promotion and publicity, ticket-paying tourists will flock through the turnstiles, sponsors will finance restoration projects and ancient monuments will be brought back to life as a backdrop to modern cultural activities such as concerts or fashion shows, they argue. To put this philosophy into practice Mr Bondi last year appointed Mario Resca, the former head of McDonald's Italy, to manage the country's 450 museums and archaeological sites on a more profitable basis. Other "supermanagers" are to be brought on board to supplement the scant business sense of the ministry's professional archaeologists and art historians and to spearhead the valorizzazione, or monetisation, of the nation's cultural heritage. Art world professionals have found themselves sidelined by managers from the Civil Protection Department, brought in to tackle emergencies such as Pompeii and licensed to work around the bureaucratic red tape that usually slows construction and restoration. The policy has backfired, however, with most of Italy's major cultural attractions closed yesterday because of a one-day strike over the budget cuts. Critics said that the Government's approach was short-sighted. "The collapse [of the House of Gladiators] has inflicted a terrible wound on Italy's reputation in the field of restoration," said Maria Pia Guermandi, a councillor for the heritage organisation Italia Nostra. "It wasn't just a house that came down but an entire patrimony of credibility." Ms Guermandi said that the emergency commissioners who had overseen restoration work since they were given responsibility for the site two years ago had acted with little sensitivity, operating with excavators and Bobcats on a site "where you should only intervene with a soft brush". The policy of augmenting the number of visitors to the country's best-known sites was also misguided, she said. At the Colosseum, where slabs of plaster plunged to the ground seven months ago, visitors have been given access to a greater area of the monument and there have even been nighttime visits. Mr Resca is also eager that the Uffizi Gallery in Florence, visited by 1.6 million people last year, should do more to challenge the supremacy of the Louvre, which had 8.5 million visitors. "People are looking for short-cuts," Ms Guermandi said. "The Uffizi is one-twentieth the size of the Louvre. It is dirty, smelly and when it rains water runs down the wall in one of the rooms." Mr Bondi, a Berlusconi loyalist who has been criticised for his willingness to accept swingeing cuts to the Culture Ministry's budget, due to go down from 1.4 billion to 1.2 billion next year, has so far resisted calls for his resignation over the Pompeii collapse. He insists that the incident was unforeseeable. However, critics say that the collapse could have been prevented because it was heralded by a series of lesser stability problems in neighbouring buildings, but that the Government had diverted funds from conservation to promotion. The weekly magazine L'Espresso published details yesterday of what it said were non-essential expenditures authorised by the emergency commissioner. They included 51,000 for a visit by the Prime Minister that did not take place. Pietro Guzzo, who was superintendent of Pompeii from 1995 until 2009, said: "It probably wouldn't cost as much as people think to get the site in order. There are the universities and the archaeology schools, such as the British School at Rome, who do great work. With a grand collaborative plan it can be done. It's just a question of method." Archaeologists said that the House of the Gladiators was one of a myriad treasures at risk from under-funding and neglect. They argued that it was time to return to ordinary administration of the country's threatened sites, restoring control to the ministry's professionals. Lists of the monuments at risk included Nero's Golden House in Rome, the dome of Florence's Cathedral, Bologna's twin towers and a host of little-known archaeological sites in southern Italy.
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She`s expend her school vacation visiting family in new Zealand.
I`ve found her selling watermelon in Mangere, South Auckland, i do not think that is a good way to have fun on vacation.
Any way she said that was nice be there selling with her aunt.
Her aunt Note: I love my beautiful Samoa, but lives in New Zealand it is more profitable.
Find out more about the project and see pictures taken by other photographers at
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The Glory That Was Rome Crumbles as Berlusconi Tries to Make Past Profitable, The Times (London), 13/11/2010. p. 59.
"LA GLORIA CHE FU DI ROMA CROLLA MENTRE BERLUSCONI PROVA A RENDERE REDDITIZIO IL PATRIMONIO ARTISTICO (PDS)"
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POMPEI - The glory that was Rome crumbles as Berlusconi tries to make past profitable
PHILIP WILLAN
THE TIMES – 13 novembre 2010
The Italians of the past created the richest cultural heritage in the world — so diverse and fragile, in fact, that the Italians of today are at their wits' end trying to preserve it. The collapse of the House of the Gladiators in Pompeii a week ago was viewed by many as a metaphor for Silvio Berlusconi's Italy: reality's revenge on a party-loving Prime Minister who lives in the here and now with scant regard for either the distant past or the future. Mr Berlusconi and his Culture Minister, Sandro Bondi, believe that Italy's art treasures should pay for themselves. With appropriate promotion and publicity, ticket-paying tourists will flock through the turnstiles, sponsors will finance restoration projects and ancient monuments will be brought back to life as a backdrop to modern cultural activities such as concerts or fashion shows, they argue. To put this philosophy into practice Mr Bondi last year appointed Mario Resca, the former head of McDonald's Italy, to manage the country's 450 museums and archaeological sites on a more profitable basis. Other "supermanagers" are to be brought on board to supplement the scant business sense of the ministry's professional archaeologists and art historians and to spearhead the valorizzazione, or monetisation, of the nation's cultural heritage. Art world professionals have found themselves sidelined by managers from the Civil Protection Department, brought in to tackle emergencies such as Pompeii and licensed to work around the bureaucratic red tape that usually slows construction and restoration. The policy has backfired, however, with most of Italy's major cultural attractions closed yesterday because of a one-day strike over the budget cuts. Critics said that the Government's approach was short-sighted. "The collapse [of the House of Gladiators] has inflicted a terrible wound on Italy's reputation in the field of restoration," said Maria Pia Guermandi, a councillor for the heritage organisation Italia Nostra. "It wasn't just a house that came down but an entire patrimony of credibility." Ms Guermandi said that the emergency commissioners who had overseen restoration work since they were given responsibility for the site two years ago had acted with little sensitivity, operating with excavators and Bobcats on a site "where you should only intervene with a soft brush". The policy of augmenting the number of visitors to the country's best-known sites was also misguided, she said. At the Colosseum, where slabs of plaster plunged to the ground seven months ago, visitors have been given access to a greater area of the monument and there have even been nighttime visits. Mr Resca is also eager that the Uffizi Gallery in Florence, visited by 1.6 million people last year, should do more to challenge the supremacy of the Louvre, which had 8.5 million visitors. "People are looking for short-cuts," Ms Guermandi said. "The Uffizi is one-twentieth the size of the Louvre. It is dirty, smelly and when it rains water runs down the wall in one of the rooms." Mr Bondi, a Berlusconi loyalist who has been criticised for his willingness to accept swingeing cuts to the Culture Ministry's budget, due to go down from 1.4 billion to 1.2 billion next year, has so far resisted calls for his resignation over the Pompeii collapse. He insists that the incident was unforeseeable. However, critics say that the collapse could have been prevented because it was heralded by a series of lesser stability problems in neighbouring buildings, but that the Government had diverted funds from conservation to promotion. The weekly magazine L'Espresso published details yesterday of what it said were non-essential expenditures authorised by the emergency commissioner. They included 51,000 for a visit by the Prime Minister that did not take place. Pietro Guzzo, who was superintendent of Pompeii from 1995 until 2009, said: "It probably wouldn't cost as much as people think to get the site in order. There are the universities and the archaeology schools, such as the British School at Rome, who do great work. With a grand collaborative plan it can be done. It's just a question of method." Archaeologists said that the House of the Gladiators was one of a myriad treasures at risk from under-funding and neglect. They argued that it was time to return to ordinary administration of the country's threatened sites, restoring control to the ministry's professionals. Lists of the monuments at risk included Nero's Golden House in Rome, the dome of Florence's Cathedral, Bologna's twin towers and a host of little-known archaeological sites in southern Italy.
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