By Allie ByrdUniversity of GeorgiaThe holidays are here. During this busy season, it’s easy to forget to add a few people to your shopping list. But don’t fret. There is always time to whip up a last-minute, homemade treat anyone will love to receive, says a University of Georgia food expert.“Homemade gifts tell someone you care enough to put some time and creativity into giving,” says Elizabeth Andress, the director of the National Center for Home Food Preservation and specialist with the UGA Cooperative Extension.Here are two cranberry recipes from the canning guidebook “So Easy To Preserve.” Cranberry Orange Chutney• 24 ounces fresh whole cranberries • 2 cups chopped white onion• 2 cups golden raisins• 1½ cups white sugar• 1½ cups packed brown sugar• 2 cups white distilled vinegar (5 percent)• 1 cup orange juice• 2 tablespoons grated orange zest• 4 teaspoons peeled, grated fresh ginger• 3 sticks cinnamonThis recipe is a great side dish or condiment for turkey, chicken or pork. It makes eight half-pint jars of jellied chutney.Start by washing the jars. Keep them hot until ready to use. Prepare lids according to manufacturer’s directions.Rinse cranberries well. Combine all ingredients in a large Dutch oven. Bring to a boil over high heat. Reduce heat and simmer gently for 15 minutes or until cranberries are tender. Stir often to prevent scorching. Remove cinnamon sticks and discard.Fill the hot chutney into the clean, hot half-pint jars, leaving a half-inch of headspace. Remove air bubbles and adjust headspace if needed. Wipe rims with a damp paper towel. Apply two-piece metal canning lids. Process them in a boiling water canner for 10 minutes. Time may need to be longer at high altitudes. Let them cool undisturbed for 12 hours to 24 hours and check seals.Spicy Cranberry Salsa• 6 cups chopped red onion• 4 finely chopped large serrano peppers• 1½ cups water• 1½ cups cider vinegar (five percent)• 1 tablespoon canning salt• 1 1/3 cups sugar• 6 tablespoons clover honey• 12 cups (2¾ pounds) rinsed, fresh whole cranberriesThis recipe is a great dip. It makes six pint jars. Gloves should be worn when handling and cutting hot peppers or wash hands thoroughly with soap and water before touching your face or eyes.Begin by washing canning jars. Keep hot until ready to use. Prepare lids according to manufacturer’s directions.Next, combine all ingredients, except cranberries, in a large Dutch oven. Bring to a boil over high heat. Reduce heat slightly and boil gently for five minutes.Add cranberries, reduce heat slightly and simmer mixture for 20 minutes, stirring occasionally to prevent scorching.Fill the hot mixture into clean, hot pint jars, leaving a quarter-inch headspace. Leave saucepan over low heat while filling jars. Remove air bubbles and adjust headspace if needed. Wipe rims of jars with damp paper towel and apply two-piece metal canning lids.Process them in a boiling water canner for 10 minutes. Time may need to be longer at high altitudes. Let them cool undisturbed for 12 hours to 24 hours and check seals.For more recipe and ideas, go to the Web site www.homefoodpreservation.com.(Allie Byrd is a writer with the University of Georgia College of Agricultural and Environmental Sciences Office of Communications.)
Live Stats vs. Jacksonville 3/4/2017 – 6:00 PM Sophomore Kennedy Frank (Chesterfield, Mo.), Smith and Sowa each collected one hit for Drake. Smith earned the loss after she allowed six runs (five earned) on seven hits with one strikeout. She battled control problems with eight walks and one wild pitch. The Crimson Tide added three more runs in the bottom of the fifth inning with a RBI single and the next batter drove in the final two runs with her own single. The Bulldogs put two runners on first and second base in the sixth inning with one out, but senior Megan Sowa (Gurnee, Ill.) grounded into an inning-ending double play. Next Game: Stanford (11-6) allowed just one hit by Drake, which came from Roemmich in the fifth inning. Stanford scored five runs in the third and four runs in the fourth to end the game in five innings. Smith earned the loss after she allowed five runs on five hits with three walks and three strikeouts. The two losses on Friday put her record to 4-4 on the season. Drake (12-7) fell behind 1-0 to Alabama (16-2) in the first inning after the Crimson Tide scored after a bases loaded walk allowed by junior pitcher Kailee Smith (Murrieta, Calif.). Freshman Mandi Roemmich (West Des Moines, Iowa) tied the game in the bottom of the frame with an RBI groundout that scored sophomore pinch runner Melissa Schlotzhauer (Pilot Grove, Mo.). Alabama quickly took the lead back with two runs in the second inning, capitalizing on a throwing error by junior Tasha Alexander (Eddyville, Iowa) for the first run and followed with a RBI single for the next run. TUSCALOOSA, Ala. – The Drake University softball team lost to Stanford, 9-0, in five innings and to No. 9 Alabama, 6-1, Friday on the first day of the Easton Crimson Classic. Preview Full Schedule Roster Drake once again takes on Alabama on Saturday with first pitch set for 4 p.m. followed by a game against Jacksonville at 6 p.m. Print Friendly Version
A new Dutch-language version of Creation-Evolution Headlines makes it debut.Thanks to a volunteer translator named Erik, a new website is offering CEH material to Dutch readers. Whether in the Netherlands, or wherever they are, Dutch readers can go to a new look-alike site at ScheppingsWedenschap.nl for selected articles and scientist biographies. [Note: since this is just now being released, it may take time to be fully available.]In addition, our volunteer Santiago in Spain continues to make selected CEH articles available in Spanish, as he has for years, at Sedin – Notas y Resenas:If you would like to see our material made available in another language, please write us at our Feedback Page.(Visited 243 times, 1 visits today)FacebookTwitterPinterestSave分享0
It may well come to pass that the travails of Qantas will be a watershed for Australian work practices. The oft quoted saying that Australians are not prepared to pay for the salaries and conditions they enjoy is becoming truer every day.Aviation is the most global of all industries and, like it or not, every time a foreign airline touches down at an Australia airport it imports the labour costs and work practices of that country from low cost Indonesia to high cost Europe.Qantas’ immediate problem is the emergence of rival Virgin Australia, with lower staff costs and greater productivity, into the premium domestic market, a market it has enjoyed a monolpy on for the past 10 years. Virgin has strong foreign airline backers with deep pockets, whereas Qantas is struggling to attract investor interest.The new threat has been the catalyst for lobbying the Australian government for help after Virgin Australia raised $350 million, mainly through its foreign partner airlines. In Australia Qantas, under the Qantas Sale Act of 1995, is restricted to 49 per cent foreign ownership whereas Virgin Australia has split itself into two entities, domestic and international. Under Australian law the domestic operation can be 100 per cent foreign owned, while the international arm must remain 51 per cent Australian controlled.For years Qantas has traded on – and charged a premium for – its superb safety record. In the movie Rain Man, Dustin Hoffman, playing Raymond Babbitt, uttered the now famous words that “Qantas never crashes”.The movie came out in 1988, at a time when Qantas was at the top of its game with well over 40 per cent of the traffic into and out of Australia.Government policy was to protect the national carrier from foreign competition; an airline which taxpayers owned and which was selling tickets at a premium to adoring travellers at a time when well-known airlines like Pan Am, Alitalia, Korean Air, and Continental Airlines were having many accidents. In 1989 there were 231 accidents and incidents, which made Qantas’ unblemished record shine.The landscape is starkly different today. For 2013 the number of fatal crashes involving IATA members is close to zero.Today only about 25 per cent of travellers list safety as a major consideration when choosing a flight, with most citing price and frequency as the two most important aspects. These are factors in which Qantas is behind, particularly on the international front. As a result only 16 per cent of international travellers into and out of Australia are choosing Qantas.Product, price and planesAustralian travellers have been deserting the airline for years. Initially it was because of cabin offerings. Malaysia Singapore Airlines and Cathay Pacific started the rot snubbing IATA by offering free drinks way back in the late 1960s. Qantas and other airlines reluctantly followed.Fast forward to the early 1990s and Singapore Airlines led the way with seatback videos for economy passengers. Emirates and Virgin Atlantic were also early adopters of entertainment for all. Inextricably, Qantas was stoic in its resistance. This website and the author then pleaded the case for premium economy to the late James Strong, who said the airline could not “make the business case”, despite the fact that Australians are the second tallest people in the world behind the Dutch and fly the longest distances after the Kiwis.Premium economy is a no-brainer, as the airline has now discovered, just as business class was when Qantas introduced it in 1979.While price has always been important in the last two decades it has become critical as travel becomes more affordable to budget conscious travellers.Internationally we have seen UTA, Alitalia, Lufthansa and KLM, to name a few, withdraw from Australia because they could not compete with the new breed of Asian airlines such as Singapore Airlines, Cathay Pacific and Malaysia Airlines. Qantas itself quit a host of Asian cities for the same reason using first lower cost Australian Airlines and now budget Jetstar to serve these markets.In the last ten years the Middle-East giants Emirates, Qatar and Etihad have stolen traffic with lower fares, superb in-flight product and extraordinary networks.Now, a newer breed of airlines with even lower costs such as AirAsiaX and China Southern have entered the fray with rock bottom prices, and in the case of the latter, an excellent product.This unshakable trend combined with continued globalization begs the question: Can Qantas survive in the international space without endless government support?Recently the airline’s virtual monopoly on domestic business class has come to a shuddering halt with the morphing of Virgin Blue into Virgin Australia with a premium product.For Qantas it is a double nightmare. The Virgin A330 business class product is superior and the new upstart has reduced the fares. The latest government index shows that the business class fare which has remained stable for the past ten years has dropped 40 per cent in the past two years.Once Qantas boasted it was the first around the world with theSuper Connie and the first with the 707 outside the USA, while it (Trans Australian Airlines) was amongst the initial airlines to order the 727 and DC-9 and of course, the 747.Today it is not even a participant in the latest technology such as the 777X and it is cancelling orders because it cannot afford the 787. Not buying the 777 has robbed the airline of the most versatile, fuel efficient and reliable aircraft ever built.Within Qantas, it is now recognized that buying the A380 was a mistake because the super jumbo is simply too big for the airline when travellers are demanding point-to-point services and high frequency.It is difficult to see how Qantas can undo the damage done by these bad choices – at least in the short term.ProductivityThere are many that say that Qantas is not an airline but a committee. Harsh possibly but at so many touch-points, one can see many layers of management structure. This is of course is inevitable when you have been in business for 93 years.That inefficiency runs right through the airline in varying degrees from the high profile pilots to baggage handlers.In the US decades of inefficiency have been wiped out by airlines entering Chapter 11 with every major US carrier seeking to reorganise its labour invoking that blunt instrument. The result has been, for example, a 40 per cent decline in pay for pilots since 2001.It would be wrong however to single out any one group for comparison or sacrifice, suffice to point out that the average wage cost at Qantas is $92,000 while at Emirates it is $47,000 and for Singapore Airlines $42,000. And one would guess that the productivity at those two foreign airlines is significantly higher.While it is dangerous to compare short haul airlines with long haul airlines as the metrics are vastly different, the gap between the average salary is vast.But the debate on the efficiency of Qantas must also be a debate about all of Australia’s work practices and salary perks such as weekend and penalty pay rates, 17.5 per cent leave loading and such anachronistic institutions as long service leave. Many reading this would not even understand the origins of long service leave which began in South Australia and Victoria in the 1860s as a scheme that allowed civil servants three months or more leave to go home to Britain after 10 years’ service in the colonies. The lengthy time off was dictated by the long ship journey to and from Australia. Long service leave became widespread in the 1950s and no other country incorporates such a right into their labour market regulations.Holiday leave loading’s origins are just as bizarre relating to the fact that employees cannot earn overtime while they are on leave.But changing work practices and increasing efficiency will only come if Qantas can change its culture and that is a far bigger task. Charles Darwin wrote that “it is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change.” This idea was alluded to by former British Airways and Ansett CEO Rod Eddington when he warned in a 2004 interview with the author that achieving that responsiveness is extremely difficult.“Changing airline culture is like trying to perform an engine change inflight,” Eddington said at the time. When Eddington arrived at British Airways in 2000 he found that the staff did not perceive the need to change because the airline had a low cost airline called Go. He found that staff believed that Go mitigated or even eliminated the need for further adjustments at the mainline.“My staff told me that Go was the solution,” he said. “I said I could possibly accept that if Go was making £300 million a year, which is what our European division was losing.” He notes that it was difficult to change this mindset until Go was sold off to easyJet. “Once we sold Go, the staff at BA really focused on making the changes necessary to make BA itself competitive.” Similarly with Qantas it can possibly be argued that the success of Jetstar is having a negative impact on the need for change at the mainline operation.Surveys have shown that another reason for the resistance to change is that although employees agree change is needed, they do not believe they themselves need to change. For example, at an American Airlines management conference in the late 1990s, all participants were polled on a series of questions. More than 90 per cent responded positively to the proposition that management, colleagues and subordinates needed to change, but 90 per cent responded in the negative to the item “I need to change.”Another perspective is added by Nawal Taneja, chairman of the Department of Aerospace Engineering and Aviation at Ohio State University in his book Simpli-Flying. “The problem for culture change is that you have to see death right between the eyes before the impetus to change becomes strong enough,” said Teneja. And while the notion that the government will help Qantas stays alive then change may be near impossible.One of the major problems in changing staff culture is how do you strip out complexity, notes Taneja. He says that airlines have added enormous complexity to their operations and processes over time and staff are ingrained with these systems. “Enormous fleet and network complexity and labor contracts have been built around these complex systems and processes.”“Unfortunately for legacy airlines, many passengers now are not willing to pay for this complexity given the increasing availability of low-fare service by the LCCs.”And Taneja warns that many of the structural changes we have seen are permanent and global.Taneja adds that there has been a massive transformation of the industry and the change is equivalent to what the former co-founder of Intel called “a strategic inflection point” which is an event that changes the way we think and act. The change is also global exemplified by the growth of LCCs in the Asia-Pacific region, something considered impossible only ten years ago.Another perspective on the challenge of change is the enormous emphasis on safety in airline culture built around strict management systems and attention to detail, which is the opposite of flexibility and flair. Airlines such as Qantas have built up a rigid model over decades for very sound reasons but the question must be asked whether they are as relevant today.Qantas like so many legacy carriers has evolved out of a military base and much of the management style, marketplace orientation and paraphernalia of culture still reflect an authoritarian, hierarchical and command-and-control worldview.Successive management teams have sidestepped taking on the more militant unions to address gross inefficiencies and ludicrous perks which dog the airline. Over the past 10 years, the launch of low cost Jetstar and a monopoly in the domestic business class market courtesy of the demise of Ansett, have masked the need for massive restructure. But that has all changed!There are no levers left to pull in the cockpit as passengers will no longer pay top fares. They now have alternatives in price and product – in fact better alternatives in many cases.Market shareAt the root of the fare war between Virgin Australia and Qantas is the capacity war instigated by the latter in defense of its refusal to move from a 65 per cent line-in-the-sand strategy for the domestic market.It should be noted that Qantas only won that market share after Ansett collapsed. Prior to this, it had survived with excellent profits on a 50 per cent market share which makes the whole strategy hollow at best. The 65 per cent market share concept was born out of aviation’s S-curve theory which argues that airlines that have a frequency-share advantage garner a disproportionate market and revenue share. But that thought process had its roots in a 1972 study when low cost carriers did not exist.A recent McKinsey & Co study for IATA says the relevance of the S-curve is waning. The report by Urs Binggeli and Lucio Pompeo found that the “S-curve principle must be applied in a more tailored and specific way than in the past, especially in markets where there is LCC competition.”It noted that in the trade-off between efficiency (e.g. higher aircraft utilization and larger aircraft) and schedule quality, the balance is moving towards more efficiency, as the S-curve premium will be further eroded through the continued growth of LCCs.And in a warning at the heart of the battle in Australia it added that “frequency matching and escalation, which has often led to overcapacity and price wars, is becoming obsolete in many markets, potentially paving the way for a better balance of supply and demand.”The report said that the S-curve principle has been “hard-wired” in the heads of many network planners for decades. “Nevertheless, times are changing and airlines need to take stock of what does and doesn’t work.”However Business Spectator’s Stephen Bartholomeusz makes the point that while “at face value it would seem less painful to cede market share to Virgin ….. the risk in that option would be that it would transform the S-curve into an S-bend.”Bartholomeusz argues that “because its [Qantas’] cost base is significantly higher than Virgin’s, Qantas needs to capture a disproportionate share of higher-yielding fares. To do that – to dominate business travel – it has to have a frequency advantage, which means it has to more than match Virgin’s capacity increases. Its dominance of the high-yield end of the market feeds into its frequent flyer program in a self-reinforcing fashion and that combination also provides volume and yield for its international business.”And of course with lower costs, would Virgin’s CEO John Borghetti be happy to share 50 per cent of the market with Qantas – an airline that passed him over for the top job in 2008? Probably not!No matter what the government does with the Qantas Sale Act, or even if it steps in with a bank guarantee or a buy-in, Qantas is doomed if it does not aggressively address its cost base.Mr Bartholomeusz is spot on in his commentary when he says: “In other words, the entire Qantas business model is built on that domestic market dominance and that dominance has, until now, enabled its domestic business to remain consistently and highly profitable despite its otherwise uncompetitive cost base.”The final words are for former Virgin CEO Brett Godfrey who said in 2004: “This year we will carry as many passengers as Ansett, with one third the staff.”And that staff was being paid approximately half the average of Ansett employees. Perhaps today Qantas is Ansett Mark 2 but the difference is there is still time for Qantas to reinvent itself.
A Web Developer’s New Best Friend is the AI Wai… Why Tech Companies Need Simpler Terms of Servic… curt hopkins While the United States seemed to move from a possible OpenID login to more of a “secure” intranet approach, Russia has moved from commercial software to open source. The two moves may not seem to have much in common, but they do. Control. Under the banner of security, the U.S. has announced the creation of a “verified” ID program that looks for all the world like a walled, or at least fenced, section of the Internet. Russia has moved to open source not out of a philosophical belief in free software, but out of fear of American software hegemony. Back Door Putin recently signed an executive order requiring all Russian governmental organizations and departments to go open source by 2015 and establishing the creation of a Russian open source software repository. Although this will save billions for the government, the reason behind a similar move among U.S. municipalities, the move seems more closely related to national security. Proprietary software – from Microsoft, Google and so on – puts Russia in a state of dependence on a sector that is overwhelmingly American. There is also the issue of “back doors” in U.S. software. Are there any such points of access built into software at the behest of the American government? It seems doubtful. If there’s evidence to that effect, it’s in short supply. But the fear of it is a powerful motivator. As the Internet and the web see more action as geopolitical battlefields, the willingness of countries to run their governments on software designed, built and sold by other countries decreases. Already, Iran has announced a move to open source and China is investigating the practicality of doing so. Turkey is examining the possibility of creating a national search engine and a national email system. The Politics of Information The politics of information seems to have always swung back and forth. For a while, any new way of sharing information seems like a liberation, with governments ignoring what they perceive as a fad or fringe-concern. Eventually, though, they catch on and it swings in the other other direction, with repressive laws and arrests and efforts to silo information. Governments know that high-tech communications tools create wealth. But they are also aware they carry dissent. It is no exaggeration to say the effort to free information tech to create wealth, while simultaneously limiting its capacity to carry anti-government speech, occupies most governments today. Will the creation of controllable, national information systems be successful? You underestimate government efforts at your peril, but you can likewise underestimate the (metaphorical) desire of information to move. We may well be witnessing the beginning of the end for the pretty fiction of the web as a liberating technology. But if that proves to be so, it would be surprising indeed if another technology did not come along eventually and knock the counterweight back. Putin photo from World Economic Forum | Kremlin photo by Andrew Bossi | Checkpoint photo by Tony Cassidy Related Posts Tags:#Government#Microsoft#web Top Reasons to Go With Managed WordPress Hosting 8 Best WordPress Hosting Solutions on the Market
“Our current provider is great. We are really happy with them. Like I told you, we’re really not thinking about changing right now.”5 minutes later . . .“They’re really good. We’ve worked with them a long time.”5 minutes later . . .“There is this one area where we would like a better result. We do have a few challenges.”5 minutes later . . .“We’re really having a tough time here. We need a better result. This is important. Our current provider isn’t getting this done for us.”When you first sit down with a contact inside your dream client, they don’t know you. You are a stranger (but hopefully you are known and your are known for the value you create). You can’t expect your new contact to bury their current supplier right out of the gate. And there is a reason to be concerned if they do.As you demonstrate your ability to listen and respond without judgment and without pitching them prematurely, they feel safe in opening up a little more. Remember, you are likely sitting across from the person who chose your competitor.Your dream client contact can get to this point with very little help from you if you let them. Sometimes when you push hard to create a gap between your dream client’s current state and a better future state, you cause them to resist and defend what they are doing, as well as their current provider.Selling is influence or persuasion, not force. In all human relationships, fast is slow and slow is fast. Make space for dissatisfaction. Get the Free eBook! Learn how to sell without a sales manager. Download my free eBook! You need to make sales. You need help now. We’ve got you covered. This eBook will help you Seize Your Sales Destiny, with or without a manager. Download Now
Too many startups worry about the wrong metric. That metric is “burn rate,” or how fast they are going to run through their cash—or more likely, their investor’s cash.Listen, you never, ever want to run out of cash. But counting off the months until you are out of cash, out of runway, and out of time isn’t the right focus. Here are five better metrics.New Clients ObtainedOne way to not run out of cash is to create more of it. The way you create cash is by acquiring paying clients (or customers if that word better suits your business).Your burn rate starts to lose its significance when you gain new clients and customers. If days go by without your acquiring new clients, your burn rate becomes more important. If weeks pass without your winning new clients, you don’t have the right focus. Entrepreneurs create customers.New RevenueYes, new revenue. New revenue is worth more to you than new investment money. It doesn’t matter how sexy investment money is, revenue is much, much sexier (and real investors think so, too). Speculator money isn’t real money.You might start a business with investor money, but you don’t run a business with investor money. You run a business with the money you create by selling to your clients.Entrepreneurs make money. They don’t spend investor’s money without also multiplying it.Gross ProfitGross profit is the money you have left after you subtract your expenses from your revenue. If you don’t have any revenue, then you don’t have any gross profit.If you don’t have any significant revenue, then you look at your burn rate. Generating gross profit is what keeps you from having to look at your burn rate.No business survives for long without gross profit in excess of their expenses. Investor money is not the solution to a lack of gross profit. The solution is to sell enough to generate gross profit.Net ProfitWant to be successful? Want to be a real entrepreneur? Keep some of the money that you make.A 5B company with no net profit isn’t as strong or as safe as a 125M company with 5M in profit. When there is a blip in the economy, the C-Suite will be removed from their posts and replaced by someone who knows how to keep a few of the 5B dollars.Be a strong, well-run business. Then worry about scale.PipelineWhat does your future client acquisition look like now? How many new clients will you obtain this quarter, next quarter, and this year? What will those clients pay you?The value of your pipeline is some prediction of your future. When you look at your burn rate, you are looking at how fast you are going to kill the business. When you look at your pipeline, you are looking at how fast you are going to grow your business. It’s a focus thing.If you are an entrepreneur, these metrics are your focus. If you believe in your idea, then focus on creating clients, not burn rate. You may even get to keep the business you started.
LATEST STORIES Typhoon Kammuri accelerates, gains strength en route to PH Nugroho said Huda suffered possible neck and head trauma from the impact to his chest and lower jaw after he dived at the feet of on-rushing players and was caught by the legs of Rodrigues.Persela paid tribute to Huda, who played for the team more than 500 times since 1999, calling him “The Real Legend” of the club in a posting on Twitter.Thousands of fans also took to social media in memory of Huda, who had been known to Persela supporters as “One Man, One Club, One Love”.ADVERTISEMENT Nonong Araneta re-elected as PFF president Trending Articles PLAY LIST 00:50Trending Articles00:50Trending Articles00:50Trending Articles01:37Protesters burn down Iran consulate in Najaf01:47Panelo casts doubts on Robredo’s drug war ‘discoveries’01:29Police teams find crossbows, bows in HK university01:35Panelo suggests discounted SEA Games tickets for students02:49Robredo: True leaders perform well despite having ‘uninspiring’ boss02:42PH underwater hockey team aims to make waves in SEA Games Fire hits houses in Mandaluyong City Indonesian football was in mourning on Monday after celebrated goalkeeper Choirul Huda died following an on-pitch collision with a team-mate.Huda, 38, a long-time regular for his hometown club Persela in East Java, collapsed just before half-time after Sunday’s accidental clash with Brazilian midfielder Ramon Rodrigues.ADVERTISEMENT Kammuri turning to super typhoon less likely but possible — Pagasa LOOK: Loisa Andalio, Ronnie Alonte unwind in Amanpulo for 3rd anniversary Don’t miss out on the latest news and information. Brace for potentially devastating typhoon approaching PH – NDRRMC MOST READ Read Next Warriors look to cement a spot among immortal champions Frontrow holds fun run to raise funds for young cancer patients BSP sees higher prices in November, but expects stronger peso, low rice costs to put up fight Video footage showed the father of two clutching his chest in pain before he was rushed away on a stretcher and taken to hospital. Doctors said he stopped breathing and suffered a heart attack.“He received an emergency treatment for a few minutes in the hospital but he could not be saved. He died before 5:00 pm yesterday,” Persela’s assistant coach Yuhronur Efendi told AFP.FEATURED STORIESSPORTSWATCH: Drones light up sky in final leg of SEA Games torch runSPORTSSEA Games: Philippines picks up 1st win in men’s water poloSPORTSMalditas save PH from shutoutDoctors said the medical team tried to revive the veteran Huda, a former fringe player in the national set-up, for about an hour.“Choirul Huda suffered from traumatic collision with a team-mate which caused him to stop breathing and have cardiac arrest,” Yudistiro Andri Nugroho, a doctor from Lamongan hospital, said in a statement. View comments
jourdan lewis michigan wont leave earlyWednesday, it was revealed in police reports that former Michigan State star basketball player Draymond Green’s arrest this past Sunday came after an altercation with current Michigan State football player Jermaine Edmondson. Of course, at least one University of Michigan athlete has weighed in on the situation.Michigan senior corner Jourdan Lewis, who runs an entertaining Twitter account, tweeted some thoughts on the matter. He essentially poked fun at Edmondson, saying he “told” on Draymond. The “skeeps” tweet refers to Scorekeepers bar in Ann Arbor.PS: If I ever give you a scholarship, I promise I won’t slap you for payment.— Jourdan Lewis (@JourdanJD) July 13, 2016 The Wolverines and the Spartans meet on October 29. It should be fun.
zoom The Georgia Ports Authority moved an all-time high of 3.85 million TEUs in fiscal year 2017, representing an increase of 6.7 percent from the same period a year earlier.In the second half of the fiscal year, the Port of Savannah handled 1.99 million TEUs, for a growth rate of 11.6 percent over the same period in FY2016. “Our volume growth continues to outpace forecasted demand. Shipping lines are moving 13,000- and 14,000-TEU vessels into service on the East Coast more quickly than anticipated, and concentrating their deliveries at efficient gateway ports like Savannah,” Griff Lynch, GPA Executive Director, said.GPA capped a record fiscal year with its busiest June ever, moving 337,710 twenty-foot equivalent container units, for growth of 17 percent for the month. In fiscal year 2017, the GPA moved 33.4 million tons of cargo across all terminals, another all-time high and an 8.3 percent increase over FY2016.Additionally, at a meeting held on July 24, the board approved a USD 72.75 million financing to purchase six more Neopanamax ship-to-shore cranes.The new machines will arrive in 2020, and are in addition to a previous order of four cranes that will be operational in June of next year. The combined 10 additional cranes will bring the fleet to 36, able to move more than 1,300 containers per hour across a single dock.“This new crane purchase, along with the four already on order, will enable GPA to increase crane capacity by nearly 40 percent,” Lynch added.