Category: chfzmath

first_imgFrom Tyres & Accessories AdvertisementClick Here to Read MoreAdvertisement Former Cooper Tire & Rubber Co. chairman and CEO Tom Dattilo has been appointed as a director of Alberto-Culver Co., a personal care products company responsible for brands such as the VO5 hair-care range. Dattilo resigned from Cooper in August, following disappointing performance at the company. In addition to the position at Alberto-Culver, he also is a director of Harris Corp., a communications and information technology company. George Fotiades and Kay Napier were appointed to Alberto- Culver at the same time. Cooper has yet to name a replacement for Dattilo, with director Byron Bond standing in as interim CEO.,Lubrication Specialties Inc. (LSI), manufacturer of Hot Shot’s Secret brand of performance additives and oils, recently announced the expansion of senior leadership. Steve deMoulpied joins LSI as the company’s chief operating officer (COO). AdvertisementClick Here to Read MoreAdvertisement LSI President Brett Tennar says, “Steve’s success in developing operational strategies that improves the bottom line, builds teamwork, reduces waste and ensures quality product development and distribution checks many of the boxes of what we were looking for in a COO. This, coupled with his career in the Air Force working with highly technical systems and his in-depth understanding of Lean Six Sigma and Business Process Management sealed our offer. As our tagline states, our products are Powered by Science. This data driven approach is one reason why our company has grown exponentially as we employ the most advanced technology to product development. I am confident that Steve is the right person to drive operational strategy for our diverse and growing brands.” Advertisement DeMoulpied comes to LSI from the Private Client Services practice of Ernst & Young where he managed strategy & operations improvement engagements for privately held client businesses. Some of his prior roles include VP of strategic development, director of strategic initiatives, and Lean Six Sigma Master Black Belt at OptumHealth, UnitedHealth Group’s health services business, as well as Lean Six Sigma Black Belt at General Electric, where he applied operations improvement principles to customer service, supply chain and product development. A successful entrepreneur, deMoulpied is also the founder of PrestoFresh, a Cleveland-based e-commerce food/grocery business.  DeMoulpied has a Bachelor of Science degree in Engineering Management from the United States Air Force Academy and a Master of Business Administration degree from the University of Dayton in Marketing and International Business. He served six years with the USAF overseeing the development of technology used on fighter aircraft and the E-3 Surveillance aircraft, finishing his career honorably as Captain. With more than 20 years of experience across multiple industries and functional areas, deMoulpied has particular expertise in organizations with complex technical products. Combined, his prior positions have required a spectrum of skills in corporate strategy, operations improvement, product quality, and revenue cycle management. He has an impressive history of utilizing data driven problem solving (Lean Six Sigma) and project management (PMP and CSM) to achieve strategic goals surrounding customer satisfaction, operational efficiency and improved profit. last_img read more

first_imgSubscribe Get instant access to must-read content today!To access hundreds of features, subscribe today! At a time when the world is forced to go digital more than ever before just to stay connected, discover the in-depth content our subscribers receive every month by subscribing to gasworld.Don’t just stay connected, stay at the forefront – join gasworld and become a subscriber to access all of our must-read content online from just $270.last_img

first_imgThe demise of BHS can be attributed to a number of factors, however, it can’t be ignored that the shopping centre, high street and traditional retail offer in its current form is losing its appeal with today’s consumer. Buying and browsing from the comfort of their own homes means customers will choose to leave the house to spend money on leisure activities, rather than buy products. For brick and mortar retail to survive it needs to work in tandem with leisure and incorporate spaces for a range of activities amongst the retail offer to create an experience that will drive people to visit a place, and ultimately shop as part of their visit.Unfortunately, this is not the overwhelming industry response. The industry maintains an unwavering belief that people like to simply ‘shop and eat.’ Town centre developers seem compelled to provide more of the same, with retail schemes adhering to a repeated formula: attract the key retailers and the customers will follow. This formula is founded on the idea that people choose shopping and eating as primary activities. However, today’s consumer can do this from the comfort, and affordability, of their own home. In order to compete with this challenge, town centres and high streets need to work harder and offer an entirely different experience.Many retailers are also showing a degree of complacency at a time when they should be on alert. They are relying on the strength of their brand and customer loyalty but unless they start to offer an in-store experience that is unique and attractive, and most importantly impossible to provide over the net, eventually they will fall victim to the on-line competition. Other retailers, who arguably may have benefited from the BHS demise in the short term, will ultimately meet a similar fate unless they reinvent their approach to engage with the customer in the on-line age.This does not apply just to retailers. Many town centres and shopping malls do not provide a wide enough range of engaging spaces  to create a true destination where people want to spend time, missing the opportunity to create an environment where retailers can truly thrive and offer something the internet is unable to – the experience. The retail landscape has changed dramatically and retailers should demand that the developers apply the same degree of inventiveness to their brick and mortar offer as they themselves use to drive online engagement and to compete on a digital platform.Simply aiming to achieve the right tenant mix is no longer enough; the infrastructure elements such as ample parking and easy access by public transport also have great influence on where people choose to visit, but the quality of the place, the attractive ambient, the right atmosphere and the variety of activities that people can enjoy is becoming equally important.‘Destination Placemaking’ is about understanding the very people who use a place, and the creation of the physical environment that aligns with their aspirations and drives their behaviours. The “Holy Grail” is to design a retail destination, which people simply love to visit, not necessarily with the intent to shop or eat but because they like to be there. Give people a place, where they want to spend time and they will naturally turn into customers and go shopping.Chris Wieszczycki is head of retail at TP Bennett Architectslast_img read more

first_imgSundblad, who has 23 years of experience in the container and breakbulk shipping sectors, joined the company in 2015 as business development manager. He takes over from Joachim Lagerstedt.As well as taking on overall responsibility for Scandinavian Shipping’s business, Sundblad will continue to focus on developing the company’s logistics operations in the Nordic and Baltic countries.   www.scandinavianshipping.selast_img

Watch out, Ms World

first_img* Hanover Park’s Keegan-Lee Croy, 9, who was recently crowned second princess in the Miss Petite South Africa pageant, has set her sights on becoming Miss World one day. The St Raphael’s Primary School pupil is well known at local beauty pageants. Her modelling, she says, has helped with her confidence and taught her discipline, respect and responsibility. She is also deeply spiritual, and asked her grandmother, Daphne Croy, if she could be a pastor and a model.last_img

first_img Fulshear, Texas — A Texas homeowner got quite a scare when he opened his garage door and saw a nearly 9-foot, 300-pound alligator staring at him.“It was a little nerve-wracking,” said Doug Dallmer, who encountered the gator in his home Thursday. “… I backed off really quickly and tried not to panic, but it was difficult.”Dallmer called police after he got over the shock, but when gator wranglers arrived, they had a difficult time subduing it. The rowdy reptile broke their pole and knocked over shelves as it thrashed about in the garage.“It’s a big one,” Fulshear Police Department Capt. Mike McCoy said. “We were surprised by how big it was.”They were eventually able to calm the gator down, tie it up and remove it from the residence. Do you see a typo or an error? Let us know. Published: August 13, 2016 8:33 AM EDT VIDEO: Texas man finds 300-pound gator in garage SHARElast_img read more

first_imgLitigation funders will be liable for indemnity costs where these are awarded against their funded client, even if the funder itself has been guilty of ‘no discreditable conduct’, the Court of Appeal ruled today in Excalibur Ventures v Texas Keystone and others [2016] EWCA Civ 1144.The court also dismissed funders’ arguments that their liability should be reduced because the amounts that were provided as security for costs – as opposed to the ongoing funding of the case – should not count towards the Arkin cap.The Arkin principle limits a funder’s liability at a level equivalent to the amount it put into the litigation.In December 2013, Excalibur Ventures, represented by Clifford Chance, suffered a crushing defeat in its $1.6bn claim against Texas Keystone over interests in four large oilfields in Iraqi Kurdistan. Ordering indemnity costs against Excalibur, the trial judge described the litigation – which failed on every point – as ‘speculative and opportunistic’.The litigation was financed by five funders to the tune of £31.75m, including £17.5m provided as security for costs.In today’s judgment, Lord Justice Tomlinson said: ‘The argument for the funders boiled down to the proposition that it is not appropriate to direct them to pay costs on the indemnity basis if they have themselves been guilty of no discreditable conduct or conduct which can be criticised.‘Even on the assumption that the funders were guilty of no conduct which can properly be criticised, and I accept that they did nothing discreditable in the sense of being morally reprehensible or even improper, this argument suffers from two fatal defects… .‘First, it overlooks that the conduct of the parties is but one factor to be taken into account in the overall evaluation. Second, it looks at the question from only one point of view, that of the funder…. It ignores the character of the action which the funder has funded and its effect on the defendants.’He added: ‘A litigant may find himself liable to pay indemnity costs on account of the conduct of those whom he has chosen to engage – e.g. lawyers, or experts [who] may themselves have been chosen by the lawyers, or witnesses… The position of the funder is directly analogous.’Tomlinson LJ said it would ‘seldom’ be necessary for a judge to consider whether the funder knew or ought to have known the ‘egregious’ features of the case that gave rise to indemnity costs.‘By funding, the funder takes a risk, a risk as to the nature of which he has the opportunity to inform himself both before offering funding and during the course of the litigation which he funds,’ he added.Addressing the issue of the extent to which funders were permitted to involve themselves in the litigation they fund without falling foul of the doctrine of champerty and maintenance, the judge said: ‘Litigation funding is an accepted and judicially sanctioned activity perceived to be in the public interest.‘What the [trial] judge characterised as “rigorous analysis of law, facts and witnesses, consideration of proportionality and review at appropriate intervals” is what is to be expected of a responsible funder… and cannot of itself be champertous.’On the issue of security for costs, Tomlinson LJ said: ‘One question which arises in this appeal is whether funds made available solely for the purpose of enabling a litigant to put up security for costs counts towards the Arkin cap, ie. whether such a funder risks losing the amount advanced plus the same amount again, as in the ordinary case of a funder who advances funds to defray the litigant’s own costs.’He concluded that he agreed with the trial judge’s assessment that ‘money provided to Excalibur [for] security for costs was an investment in the claim just as much as money provided to pay Excalibur’s own costs and should count equally towards the Arkin cap’.The Association of Litigation Funders, which provided evidence to the court, said it welcomed the Court of Appeal’s ‘reaffirmation’ of third-party funding as a judicially sanctioned activity. It noted that the court had drawn a distinction between professional funders, and those who are inexperienced, and had not adopted the professional approach expected of ALF members in assessing the merits of the case.Susan Dunn, head of litigation funding at Harbour, added: ‘Specifically to Excalibur we mustn’t forget that, although the judge upholds the High Court’s decision, he reiterates that awarding costs on an indemnity scale is a departure from the norm. ‘In this particular case, he agreed that the character of the claim, the size and effect justified this specific outcome. ‘It highlights not only the importance of the due diligence process before the decision to fund, but also that it is taken by experienced people who are well versed with the risks of third-party funding and very knowledgeable about the litigation process.’ She added: ‘In our view, the decision also offered peace of mind related to some of the concerns the ALF had made with relation to champerty.’last_img read more

first_imgThe government would need take on a high level of revenue risk whilst creating a reward structure that incentivises operators to grow revenue and, eventually, ridership.One senior insider suggested to Rail Business UK that it was hard to see any owning group being willing to take any revenue risk for the next two years. ‘It would be guesswork, and you’d be gambling with your parent company support. In the current environment, you are not in control of policy or the pandemic.’Recalling the view expressed by former Strategic Rail Authority Chairman Richard Bowker that ‘there are only two sources of income for the rail industry: the fare payer and the taxpayer’, the insider suggested that ‘the taxpayer element will have to be significantly increased to make the finances balance. The alternatives are that you reduce services or increase fares, or do something else that changes the nature of the industry.’Long-term clarity neededWhile governments around the world will find themselves in a very difficult financial position as they emerge from the crisis, it seems inevitable that the affordability of the UK railway is going to come into question once again, and costs will have to be reduced. The Williams Review has already concluded that different types of contract will be needed, but there is growing uncertainty over whether its recommendations will ever be released.#*#*Show Fullscreen*#*# If the political will is for private operators to continue playing a part in running rail services, the key players are clear that it will be necessary to support the market in the short term. As one well-placed observer commented, ‘you cannot suspend the market for three years and then bring it back. Maintaining market interest and keeping people in the game would seem to be logical, but everybody has pressure to deliver growth so it would have to be worthwhile. Risk and reward will need to be carefully calibrated to make it work for everybody.’Summing up the challenges facing the government, a senior director asked ‘how do you incentivise the exit [from the EMAs], and what do people want from the railway going forward? It would make sense to incentivise operators to grow revenue and reduce costs; the franchise system was designed to do that, but there are other ways of course without handing the revenue risk to operators. You could create a concession structure with a revenue incentive or a revenue share mechanism, but it comes back to “what is the model going to be in the future?” We haven’t got that clarity.’ One told Rail Business UK ‘it’s very difficult for EMAs just to finish, because given the revenue profile, what’s happened with demand, and what will continue to be the demand in September, It’s going to be nigh on impossible just to switch the franchises back on in their original form. All we will have done is postpone the disaster for six months.’Whilst the EMAs are restricted to a maximum duration of six months, there is reportedly no limit to the number of EMAs that can be agreed. TOC insiders anticipate that new agreements on the same or modified terms will be put in place after September.‘Nobody is getting rich off the EMAs, and neither should they as the taxpayer is taking all the revenue and cost risk’, commented one insider. ‘However, DfT will need to advise soon if they are to be renewed. We are certainly asking the question, the industry as a whole and the owning groups. We will need to know soon, as the clock is ticking.’Exiting the EMAs is expected to be ‘very delicate and very tricky’ as there is no certainty about either the length of time that social distancing requirements will remain in place or the level of demand that will be seen as the economy starts to return to some form of normality.Revenue lines were tight before the Covid-19 crisis, and several operators were experiencing financial difficulties. One senior insider explained that ‘if we only get 85% of people coming back, even in the normal situation, then most franchise revenue lines are bust on that basis. It’s difficult to see a sustainable exit from the EMAs.’There is also a concern that any new agreements should not be used to ‘bail out’ companies that had been expected to follow Northern into the control of the Operator of Last Resort, although the general feeling is that the current government would be reluctant to take all of the operators under OLR control. Given that Section 30 of the Railways Act requires a plan to be in place, the setting up of sufficient OLR companies to make this possible has been described as ‘a sensible Plan B’.Rethinking franchisingWhether the future is some form of modified franchise agreement or a move to a concession model as reportedly envisaged by the Williams Rail Review, industry insiders are clear that revenue projections will have to be rebased as a minimum.#*#*Show Fullscreen*#*#center_img UK: The only certainty in the UK rail sector at the moment is that the future is uncertain, particularly as the government’s long-term message is still to avoid using public transport if at all possible, whilst encouraging people to return to work. The Department for Transport’s Emergency Measures Agreements with train operating companies are due to expire in September, but senior industry insiders are making it clear that a return to previous franchise agreements will not be possible.#*#*Show Fullscreen*#*#last_img read more

first_imgUbisoft have just announced the first episode of free content for Tom Clancy’s The Division 2. Called Episode 1 – D.C. Outskirts: Expeditions, it will be available for all one-year pass holders from 23rd July. The expansion takes players outside the streets of Washington D.C. The expansion features new areas to explore and picks up where the story left off after the final boss at Tidal Basin.Episode 1 – D.C. Outskirts: Expeditions includes:Two New Main MissionsCamp White Oak: Division Agents stage a well-planned attack into the presidential compound, as they seek to bring the now-traitor President Andrew Ellis to justice.Manning National Zoo: Emeline Shaw, leader of the Outcasts, fled after her defeat in D.C. and is now held up at the Zoo regaining strength. Agents are on the hunt to eliminate Shaw, nipping the Outcasts’ reawakening in the bud.Credit: UbisoftNew experience: ExpeditionsIn this new experience, players enter Kenly College, where contact has been lost with a military convoy full of vital supplies. When they receive what appears to be a final broadcast, they form an expedition to find any surviving members in need of rescue. Expeditions will be split into three different wings for players to complete. Each wing will have a specific theme and tone, to be released on a week-by-week basis. Completing all three wings grants access to an exclusive treasure room full of rewards.New Weapons and Gear:One exotic weapon: Diamondback RifleOne exotic gear: BTSU DataglovesTwo weapons: Stoner LMG and Carbine 7Classified Assignments: Agents can take on two new classified assignments in Washington’s Central Aquarium and NSA Site B13 (Exclusive only to Year 1 Pass holders).Credit: UbisoftThere will also be some game updates based on player feedback including:New Discovery Difficulty setting for the “Operation Dark Hours” Raid: The new Discovery Difficulty setting, along with its corresponding matchmaking option, will allow more players to experience The Division 2 in its entirety. While Operation Dark Hours Exotic loot remains exclusive to the Normal difficulty setting, Agents playing the Discovery Difficulty can expect a variety of great rewards, while training for the Normal Difficulty.Crafting improvements: Players can now craft their gear up until Gear Score 500 and share blueprints across characters. Additionally, crafted weapons can now be recalibrated.Weapons balancing and skills buff: As part of the ongoing updates to answer community feedback, awaited balance and buffs will be added to the next title update.last_img read more

first_imgEmma Harper MSP AddThis Sharing ButtonsShare to FacebookFacebookFacebookShare to TwitterTwitterTwitterShare to LinkedInLinkedInLinkedInLocal MSP Emma Harper has signed the pledge to #saynotopuppydealers in order to help combat illegal puppy farming and is urging others to do the same.The Scottish SPCA has today (Monday 16 April) launched a joint campaign with the SNP Scottish Government, Edinburgh Dog and Cat Home, RSPCA, Battersea, Dogs Trust, University of Edinburgh, PAAG, Trading Standards Scotland, One Kind, Blue Cross and BSAVA to put an end to the illegal puppy trade. Thousands of puppies are born into the illegal puppy trade each year, which the Scottish Government estimated to be worth £13m in 2017 in Scotland alone. Many of these puppies are kept in horrendous conditions, are often removed from their mothers too early – causing distress, harm and health problems, all in the name of a quick profit.Commenting, MSP Emma Harper said:“Since being elected to the Scottish Parliament, I have been heavily involved on a local and national level, and have met with constituents within the South of Scotland to discuss their concerns about how puppy trafficking affects our region. In the Scottish Parliament, I have asked questions in chamber and secured member’s debates to highlight illicit puppy trafficking. The SSPCA supports puppy welfare over profit.“This provided me with the opportunity to assist SSPCA in drawing attention to what is a cruel and inhumane crime, and to emphasize the importance of best practice when buying a new puppy.“I am delighted to see the launch of such an informative website supported by the Scottish Government and other agencies.”“The advice of this new joint campaign is to walk away, report your concerns, and stop the trade. I hope more people will join me and sign the #saynotopuppydealers pledge.” The campaign’s new website aims to be the main source of information for the public on what to be aware of when thinking about buying a puppy and avoiding illegal puppy dealers.last_img read more

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