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Since the introduction of the nasal spray flu vaccine as part of the national vaccination programme for children, schools have supported its delivery by hosting immunisation sessions for eligible children. If a child isn’t eligible for the nasal spray because they are contraindicated, then a suitable quadrivalent inactivated flu vaccine (flu jab) should be offered by the GP surgery.1
These pages offer a range of free resources intended to complement materials offered to schools by local authority teams.
Share good times not flu…in school
Is provided by AstraZeneca, makers of a nasal spray flu vaccine used in the national childhood immunisation programme.
Resources will help Headteachers/School Managers prepare for flu vaccination in school and assist in preparing pupils and parents for what is going to take place. Please refer to the latest local guidelines in regards to social distancing when planning and carrying out these sessions.
Downloadable Resource Packs
1. Whitty C, Doyle Y, & Powis S. The national flu immunisation programme 2020-21 - update. 5 August 2020. Available at: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/907149/Letter_annualflu_2020_to_2021_update.pdf


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A capital campaign to save Clifton Mansion, making it a more efficient headquarters for Civic Works and a more usable space for communities
Civic Works, building futures for Baltimore’s youth through community service and workforce development programs since 1993, is proud to call home the historic Clifton Mansion. For over 200 years, Clifton Mansion has anchored the Clifton Park community, stabilizing the historic estate and hosting Civic Works’ programs to continue the legacy of service of its former owners.
Civic Works has embarked on a capital campaign to make much-needed repairs and renovations to Clifton Mansion. The capital campaign will preserve the treasure that is this historic building, and bring the Mansion up to modern day standards for use as both functional offi ces and a community gathering place. With a plan to raise $6.9 million, Civic Works will install HVAC systems, repair the deteriorating Italianate porch, restore the salon and make many interior and exterior improvements. The renovated Clifton Mansion will serve as the focal point for the neighboring communities and enable Civic Works to continue its vital work in community service and workforce development.
Built around 1800, Clifton was the home of Baltimore merchant Henry Thompson, who played a pivotal role in defending the new nation at the Battle of Baltimore in the War of 1812. Raising his own militia, Thompson defended the liberties the nation had achieved just over 30 years earlier.
Johns Hopkins, Baltimore merchant and philanthropist, purchased Clifton in 1837 as his summer estate. Hopkins expanded the house into an Italianate villa complete with ornamental gardens and a lake on the 500 acre property. With the then largest single philanthropic gift in American history, Hopkins secured his legacy by establishing institutions that were to serve the ill, the elderly, the poor and the mentally ill, regardless of race, gender, and religious beliefs. The world has been forever enriched by his great dedication and service to the Baltimore community. Today, the view from Clifton Mansion stretches between the world famous university and hospital that Hopkins endowed in his will.
After Hopkins’s death in 1873, Clifton Mansion and its grounds were used by Johns Hopkins University as athletic fields, and then sold to the City of Baltimore for use as a public park, which continues to this day. Clifton Park and all of its buildings are on the National Register of Historic Places.

domain: history


text:
Shanghai Diesel Engine Company Limited
Shanghai Diesel Engine Co., Ltd. formerly known as Shanghai Diesel Engine Factory was established in 1947. In 1993, it was restructured into a state-owned holding company that issued A shares and B shares domestically and abroad. Now it belongs to SAIC Group and is engaged in engines, parts and generator sets. The national large-scale high-tech enterprise that researches and develops, manufactures, has the national level technical center and postdoctoral workstation, the international first-class automated production line and the passenger vehicle standard quality management system.

domain: economics


text:
What’s so special about our bread mix?
Our bread mix really is different – it gives great results to gluten free baking, without GMOs, chemical additives, or weird stabilisers. It makes an artisan style loaf, more nutritious than many- gluten free breads currently on the market.
With our blends, you can make great gluten free breads and pastry, irresistible scones and cakes, through to béchamel sauce, pancakes and all things in between! We want to make it easier for everyone to bake gluten free at home, and with our flour, you can bake anything and everything and get incredible results. Once you’ve tried our flour, you won’t go back, that’s our promise.
ALEVRA from the Gluten Free Flour Co Baking, without compromise.
We believe that gluten free food should be good enough that everyone wants to eat it – no one should have to make do with bad bakes, and free from shouldn’t be free from taste or quality ingredients. Our bread mixes and flour will transform your gluten free baking, and once you try it, you’ll never want to go back to the supermarket stuff!
Suitable for gluten free, vegan, dairy free, egg free

domain: food


text:
On October 29, Chicago-based artist Theaster Gates debuted his first public project in the United Kingdom. Sanctum is a modern sound-filled sanctuary, constructed from reclaimed materials and nestled within the ruined walls of Bristol’s Temple Church, a structure with roots in the 12th century but which has been a roofless shell since bomb damage sustained in the Second World War. Gates envisions his art installation as a refuge from the busy buzz of work and the trappings of everyday life. In an effort to provide that, Sanctum will be filled with sound and music around the clock for a full 24 days.
Theaster Gates‘ new installation, Sanctum, opened October 29, fully contained within the roofless shell of a church in Bristol. From the looks of these photographs captured by Max McClure, the opening was a rollicking good time, an appropriate kick-off for a 24-day continuous program of sound, featuring hundreds of performers, artists, and speakers. This is the first public project in the United Kingdom for the Chicago-based artist, and Sanctum follows the same vein as the rest of Gates’ body of work. He aims to breathe new life into sites which have been ‘sleeping’ by using locally-sourced materials to build his installation pieces. The timbers, bricks, doors and windows for Sanctum came from former Georgian houses and 19th century sites across Bristol.
Sound, speech, and music will resound from the installation 24 hours a day for 24 days. For Gates, bringing latent locations to life is the name of the game, and Sanctum is also about providing sanctuary from the stress and speed of everyday life. “I think the everyday gets between us and our voice,” Gates told the Independent prior to the installation’s launch. “The need to just make ends meet, the constant hustle to maintain some adequate sense of normalcy keeps us from hearing ourselves. We hear our schedules, we hear our phones ring, but we rarely hear quiet.”
The installation offers visitors a rare chance to step inside the walls of the bombed-out Temple Church, which is not usually open to the public. The church is a scheduled monument managed by the charity English Heritage, and consists of the ruins of the centuries-old church, which was bombed almost 75 years to the day of the installation opening as part of the first night blitz on Bristol in 1940. Sanctum will conclude on November 21 at the culmination of 552 hours of continuous programming, in case you’re keeping track.
Images via Max McClure

domain: artistic


text:
EX-10.16 5 exhibit1016.htm EX-10.16 Document
CONCENTRIX CVG CMG UK LIMITED
SERVICE AGREEMENT (“the Agreement”)
(1)Concentrix CVG CMG UK Limited (“the Company”).
(2)Cormac Twomey (“the Executive”).
IT IS AGREED as follows:
In this Agreement unless the context otherwise requires the following expressions shall have the following meanings:
“Associated Company” means the Company, its Subsidiaries or Holding Companies from time to time and any Subsidiary of any Holding Company from time to time.
2.APPOINTMENT AND TERM
2.1Subject to the terms of this Agreement, the Executive's employment ("the Employment") shall commence on 7th January 2019 ("the effective date"), subject to either party giving notice of termination under Clause 16 below. The Executive’s continuous employment shall commence on the effective date.
2.2The Executive will be employed by the Company as Leader of Global Operations and Delivery, or in such other capacity of a like status as the Company may require. The Executive shall report to Chris Caldwell, Concentrix CEO or the board of directors of the Company.
3.1During the continuance of the Employment the Executive will exercise such powers and perform such duties in relation to the business of the Company as may from time to time be vested in or assigned to him by the Company (not being inappropriate to his position with the Company) and in all respects comply with the directions given by or under the authority of the Company. The Executive will use all reasonable endeavours to promote the interests of the Company and any Associated Company.
3.2The Executive will at all times give promptly to the Company (in writing if so requested) all such information and explanations as the Company may reasonably require in connection with the Employment hereunder or the business of the Company insofar as the information is within the knowledge of the Executive.
3.3The Executive shall work such hours as may reasonably be required for the proper performance of his duties and shall, unless prevented by incapacity, devote the whole of his time, attention and ability during those hours to the performance of his duties under this Agreement in a proper, loyal and efficient manner. In particular, the Executive by signing this Agreement, agrees to work more than 48 hours averaged over a 17 week period if so required. The Executive is entitled to withdraw his agreement to the same by giving three months' notice in writing at any time.
3.4The Executive’s normal place of work shall be at his home in the United Kingdom or such Concentrix office within the United Kingdom where he may be needed to work from time to time. The Executive fully
understands that notwithstanding the foregoing, he may be required to undertake regular business travel both within the UK and abroad in his role with the Company.
3.5The Company shall be under no obligation to vest in or assign to the Executive any powers or duties or to provide work for the Executive, and the Company may at any time or from time to time during the term of this Agreement (the “Term”) or in circumstances in which it reasonably believes that the Executive is guilty of misconduct or in breach of this Agreement, in order that the circumstances giving rise to that belief may be investigated, suspend the Executive from the performance of his duties or exclude him from any premises of the Company and need not give any reason for so doing. Salary and benefits will not cease to be payable by reason only of such suspension or exclusion.
4. GOOD FAITH
4.1The Executive shall not directly or indirectly carry out or engage in or be interested or concerned in any way in any other business or trade which competes with that of the Company or any Associated Company and shall disclose to the Company any like activities relating to his spouse or his children of which he is aware.
4.2Except in his capacity as a representative of the Company, or with the previous written approval of the Executive’s line manager, the Executive shall not during the Employment hold any office or appointment of a public or administrative nature and shall disclose to the Company any such appointments relating to his spouse or his children of which he is aware.
4.3The Executive may have a financial interest not exceeding 5% of total share value in any business or trade which does not compete with that of the Company or any Associated Company on condition that interest does not in any way diminish or restrict the performance of his duties under this Agreement.
4.4If the Executive is in breach of any of the terms of this Agreement he shall immediately disclose the breach to the Company, and shall report his own wrongdoing to the Company, and if he becomes aware of any breach of the terms of employment or wrongdoing of any other director or employee of the Company he shall disclose the breach or wrongdoing to the Company as soon as he becomes aware of the same.
5.1The Company shall pay to the Executive a salary at the gross rate of £346,023.42 per annum or at such rate or rates as the Company may from time to time determine and notify the Executive in writing. The salary shall be paid by bank transfer by equal monthly instalments in arrears, subject to the usual deductions for tax and national insurance contributions.
5.2The salary shall accrue from day to day with the first monthly installment being calculated from the commencement of the Employment, and the last monthly instalment being calculated down to the date of termination of the Employment.
6. PENSION AND OTHER BENEFITS
6.1The Executive shall be entitled, during the continuance of the Employment, to participate in the contributory pension scheme established by the Company for its directors and employees.
6.2A contracting-out certificate is not in force in respect of this employment.
6.3The Company shall be entitled at any time to terminate the pension scheme or the Executive’s membership of it subject to providing the Executive with the benefit of a substantially equivalent pension scheme (“the New
Scheme”), the terms of which shall be no less favourable, in the reasonable opinion of the Company, than those of the previous pension scheme when taken as a whole. The Executive will be fully credited in the New Scheme for his pensionable service in the existing scheme as if those years had been under the New Scheme.
6.4Equity-Based Incentives. Subject to approval by the Compensation Committee, Board of Directors, the Executive will be granted a restricted stock award in the Company’s common stock under the SYNNEX Corporation’s 2013 Stock Incentive Plan in accordance with and subject to the rules of the plan. In 2019, the Executive will be eligible for an award of USD 450,000. For the avoidance of doubt, if either party gives written notice of termination in the first five months of the Employment, the Executive will not be entitled to any stock award under this agreement.
6.5Benefits. The Company shall provide the Executive with private medical insurance, permanent health insurance and life insurance cover. However the Company reserves the right to vary, withdraw or replace the schemes in place from time to time. Further details of the relevant plans are provided in the UK Employee Handbook and the rights in this clause 6.5 are subject to the UK Employee Handbook, the rules of any plan in place from time to time and to any insurer’s willingness to continue to insure the Executive.
6.6Bonus. Effective January 7th 2019, the Executive shall be eligible to receive an annual bonus for each year during the Term, at an annual bonus target ("bonus target") amount of 100% of the Executive’s Base Salary, determined based on and subject to the Concentrix Corporation’s achievement of targeted performance metrics for such year as established by the Company in its sole discretion from time to time and paid in accordance with the Concentrix Corporation’s customary practices. In the event of termination of this agreement:
6.6.l if the Executive’s employment under this agreement is terminated or notice of termination is given by either party at any point within the first five months of the Executive’s employment for any reason (unless lawful termination for gross misconduct in which case no bonus is payable), the Company shall pay to the Executive within 14 days of the termination date a bonus calculated up to the date of termination and pro-rated for the proportion of the year worked on the assumption of a target met in full;
6.6.2 Subject to clause 6.6.1 above, if the Executive’s employment under this agreement is terminated at any point after the first five months of the Executive's employment for any reason (unless for a Cause reason in which case no bonus is payable), the Company shall pay to the Executive within 14 days of the termination date a bonus calculated up to the date of termination and pro-rated for the proportion of the year worked on the assumption of a target met in full. For the purposes of this agreement, “Cause” shall mean any material or serious breach of this agreement or the Executive’s obligations under it, a gross misconduct reason, a lawful termination for poor performance or the Executive’s resignation of his employment.
The Company shall reimburse to the Executive (against production of receipts) all reasonable travelling, accommodation, entertainment and other out-of-pocket expenses which he may from time to time be authorised to incur in the execution of his duties hereunder in accordance with the Company’s reimbursement policy as in effect from time to time.
The Company will provide a car allowance of £540 per month, subject to the usual deductions for tax and national insurance, per month during the Term so long as the executive holds a valid current driving licence.
9.1The Executive shall be entitled, in addition to public holidays, to 25 working days’ paid holiday in each complete holiday year of the Company running from January to December to be taken at such times as may be approved by the Executive’s Manager.
9.2If the Employment either commences or terminates part way through a holiday year, then the number of days’ holiday to which the Executive shall be entitled in that holiday year shall be adjusted proportionately on a pro rata basis.
9.3Except with the prior written approval of the Executive’s Manager, holidays shall not be taken in periods exceeding two continuous weeks and holidays may not be carried forward from one holiday year to the next.
9.4Upon termination, the Executive will be compensated for any accrued but untaken holiday at the rate of 1/260 of basic salary per day of holiday. If the Executive has exceeded his accrued entitlement to holiday, the Company may deduct sums calculated at the rate of l/260 basic salary per day, from salary or any payments owing to him. The Company reserves the right to require the Executive to take any accrued holiday during any period of Garden Leave or notice.
10. SICKNESS AND INJURY
10.1 If the Executive is absent from work as a result of sickness or injury he shall:
10.1.1 notify the Company by telephone or email as soon as practicable on the first day of his absence;
10.1.2 if the period of absence lasts for seven consecutive calendar days or less, submit to the Company on his return a certificate of sickness completed by himself; and
10.1.3 if it is eight consecutive days or more, submit to the Company without delay, a medical certificate signed by a practising medical practitioner in respect of each week of absence after the first; and
10.1.4 at the request of the Company, submit to a medical examination with the Company's nominated doctor, and allow the report and any medical records to be submitted for the Company's attention.
10.2 The Executive will, subject to compliance with sub-clause 10.1 above, be paid the salary at the full rate (less any social security or other benefits payable to him) during any period or periods of absence from work as a result of sickness or injury up to a maximum of 120 days in aggregate during any calendar year; thereafter salary will be paid at the discretion of the Company.
10.3 The Company will pay statutory sick pay, where appropriate, in accordance with the legislation in force at the time of absence, and any payment of salary in accordance with this clause will go towards discharging its liability to pay statutory sick pay.
11. PAY FOLLOWING ACCIDENT
In the event that the Executive is incapable of performing his duties by reason of injuries sustained wholly or partly as a result of actionable negligence nuisance or breach of any statutory duty on the part of any third party, all payments made to the Executive by the Company whether of salary or sick pay shall, to the extent
that compensation is recoverable from that third party, constitute loans by the Company to the Executive (notwithstanding that as an interim measure income tax has been deducted from payments as if they were emoluments of the Employment) and shall be repaid to the Company by the Executive when and to the extent that the Executive recovers compensation (or could have so recovered compensation had he pursued the same) for loss of earnings from that third party by action or otherwise.
12. INTELLECTUAL PROPERTY
Employment Inventions: any Invention which is made wholly or partially by the Executive at any time during the course of his employment with the Company (whether or not during working hours or using Company premises or resources, and whether or not recorded in material form).
Employment IPRs: Intellectual Property Rights created by the Executive in the course of his employment with the Company (whether or not during working hours or using Company premises or resources).
Intellectual Property Rights: patents, rights to Inventions, copyright and related rights, trade-marks, trade names and domain names, rights in get-up, goodwill and the right to sue for passing off, unfair competition rights, rights in designs, rights in computer software, database rights, topography rights, rights to use and preserve the confidentiality of information (including know-how and trade secrets) and any other intellectual property rights, in each case whether registered or unregistered and including all applications (or rights to apply) for and be granted, renewals or extensions of, and rights to claim priority from, such rights and all similar or equivalent rights or forms of protection which subsist or will subsist now or in the future in any part of the world.
Invention: any invention, idea, discovery, development, improvement or innovation, whether or not patentable or capable of registration, and whether or not recorded in any medium.
12.2 The Executive acknowledges that all Employment IPRs, Employment Inventions and all materials embodying them shall automatically belong to the Company to the fullest extent permitted by law. To the extent that they do not vest in the Company automatically, the Executive holds them on trust for the Company. The Executive acknowledges that, because of the nature of his duties and the particular responsibilities arising from the nature of his duties, he has, and shall have at all times while he is employed by the Company, a special obligation to further the interests of the Company.
12.3 To the extent that legal title in any Employment IPRs or Employment Inventions does not vest in the Company by virtue of clause 12, the Executive agrees, immediately on creation of such rights and Inventions, to offer to the Company in writing a right of first refusal to acquire them on arm’s length terms to be agreed between the parties. If the parties cannot agree on such terms within 30 days of the Company receiving the offer, the Company shall refer the dispute for determination to an expert. The expert’s decisions shall be final and binding on the parties in the absence of manifest error, and the costs of arbitration shall be borne equally by the parties. The parties will be entitled to make submissions to the expert and will provide (or procure that others provide) the expert with such assistance and documents as the expert reasonably requires for the purpose of reaching a decision. The Executive agrees that the provisions of this clause 12 shall apply to all Employment IPRs and Employment Inventions offered to the Company under this clause 12 until such time as the Company has agreed in writing that the Executive may offer them for sale to a third party.
12.4 The Executive agrees:
12.4.1 to give the Company full written details of all Employment Inventions which relate to or are capable of being used in the business of the Company or any Associated Company promptly on their creation;
12.4.2 at the Company’s request and in any event on the termination of his employment to give to the Company all originals and copies of correspondence, documents, papers and records on all media which record or relate to any of the Employment IPRs;
12.4.3 not to attempt to register any Employment IPR nor patent any Employment Invention unless requested to do so by the Company; and
12.4.4 to keep confidential each Employment Invention unless the Company has consented in writing to its disclosure by the Executive.
12.5 The Executive waives all his present and future moral rights which arise under the Copyright Designs and Patents Act 1988, and all similar rights in other jurisdictions relating to any copyright which forms part of the Employment IPRs, and agrees not to support, maintain or permit any claim for infringement of moral rights in such copyright works.
12.6 The Executive acknowledges that, except as provided by law, no further remuneration or compensation other than that provided for in this agreement is or may become due to the Executive in respect of his compliance with this clause. This clause is without prejudice to the Executive's rights under the Patents Act 1977.
12.7 The Executive undertakes to use his best endeavours to execute all documents and do all acts both during and after his employment by the Company as may, in the opinion of the Company, be necessary or desirable to vest the Employment IPRs in the Company, to register them in the name of the Company and to protect and maintain the Employment IPRs and the Employment Inventions. Such documents may, at the Company’s request, include waivers of all and any statutory moral rights relating to any copyright works which form part of the Employment IPRs. The Company agrees to reimburse the Executive's reasonable expenses of complying with this clause.
12.8 The Executive agrees to give all necessary assistance to the Company to enable it to enforce its Intellectual Property Rights against third parties, to defend claims for infringement of third party Intellectual Property Rights and to apply for registration of Intellectual Property Rights, where appropriate throughout the world, and for the full term of those rights.
12.9 The Executive hereby irrevocably appoints the Company to be his attorney in his name and on his behalf to execute documents, use the Executive’s name and do all things which are necessary or desirable for the Company to obtain for itself or its nominee the full benefit of this clause. The Executive acknowledges that a certificate in writing, signed by any director or the secretary of the Company, that any instrument or act falls within the authority conferred by this agreement shall be conclusive evidence that such is the case so far as any third party is concerned.
13. DUTY OF CONFIDENCE
13.1 For the purpose of this Agreement, “Confidential Information” shall include without limitation:
13.1.1 business methods and information of the Company or any Associated Company (including without limitation prices charged, discounts given to customers or obtained from suppliers, marketing and advertising programmes, costing, budgets, turnover, sales targets or other financial information);
13.1.2 lists and particulars of the Company's or any Associated Company’s suppliers and customers and the individual contacts with such suppliers and customers;
13.1.3 secret processes and know how employed by the Company or any Associated Company or their suppliers; and
13.1.4 confidential details as to the design of the Company or any Associated Company or their suppliers’ products and inventions or developments relating to future products;
whether or not in the case of documents they are or were marked as confidential.
13.2 The Executive shall at all times during the Term with the Company and after termination (however arising) keep secret and not use or disclose (except in the proper course of his duties) to any person, company or other organization whatsoever, any Confidential Information. This shall not apply to:
13.2.1 any use or disclosure authorised by the Company or required by law;
13.2.2 any information which is already in, or comes into, the public domain other than through the Executive’s unauthorised disclosure; or
13.2.3 any protected disclosure within the meaning of section 43A of the Employment Rights Act 1996.
14. REPRESENTING A CONNECTION AFTER TERMINATION OF THE EMPLOYMENT
The Executive shall not at any time after the termination of the Employment, howsoever arising, represent himself as being in any way connected with or interested in the business of the Company or any Associated Company.
15. PROTECTIVE COVENANTS
‘Business’: any business the Company or any Associated Company in which the Executive was involved to a material extent at any time during the last twelve months of his employment, including the provision and management of customer management services, analytics, integrated voice recognition systems, billing, order management and customer management systems.
‘Client’: any person, firm or company who is or was a client of the Company or any Associated Company during the last twelve months of the Executive's employment and with whom the Executive had material contact or dealings during such twelve month period.
‘Key Worker’: any person who, at the Termination Date, is employed or engaged by the Company or any Associated Company:
•at a senior or key level or at a level at least equal to his level and who was a person with whom the Executive had material contact during the last twelve months of his employment; or
•in a position which reported directly to the Executive either at the Termination Date or at any time during the last twelve months of his employment.
‘Prospective Client’: any person, firm or company who, at the Termination Date, we or any Associated Company are in discussions or negotiations with for the purposes of them becoming a client and with whom the Executive had material contact or dealings during such discussions or negotiations.
‘Termination Date’: the date on which the Executive's employment ends with the Company.
15.2 Non solicitation or dealing with Clients
The Executive will not, for a period of 12 months after the Termination Date, solicit or deal with, or approach or accept any business or trade of, a Client or Prospective Client for the provision of goods or services which compete with the Business.
15.3 Non Solicitation of Workers
The Executive will not, for a period of 12 months after the Termination Date, for the Executive’s own interests or on behalf of any business or entity which is in competition with the Business, engage, employ or offer employment to a Key Worker, or in any way try to influence a Key Worker to leave the Company or any Associated Company.
The Executive will not, for a period of 6 months after the Termination Date, be employed, engaged in or concerned in any capacity in any business or entity which is or seeks to be in competition with the Business in (a) a country in which the Company has business interests or dealings within the Europe, Middle East and Africa region, or (b) a country in which the Executive has worked to a material extent in the last twelve months of the Executive's employment.
The Executive will not, at any time after the Termination Date, interfere with or in any way conduct himself so as to damage or detrimentally affect our relationship or terms of trade with any Supplier.
The restrictions set out in this clause apply whether the Executive is acting for his own benefit or on behalf of any person and whether the Executive acts directly or indirectly. Nothing in clause 15 shall prevent the Executive from being employed by or engaged with any other business in relation to work he was not materially concerned with during the last twelve months of the Executive’s employment. The Company shall consider, in its absolute discretion, a request by the Executive in writing to waive the protective covenant above. The Company may require the Executive to provide all such information and documentation as is necessary in order for it to consider the Executive's request. The Executive must continue to comply with his obligations under this clause 15 at all times whilst the Company considers the Executive’s request. The Company shall endeavour to inform the Executive in writing of its decision as soon as practicable after receiving the Executive’s request. If the Executive receives an offer of employment either during the term of his employment or when the restrictions set out above are in force, the Executive must immediately provide the person making such an offer of employment with a copy of this Clause 15.
15.7 Any period during which the Executive is not required to attend work in accordance with clause 15.4 shall be deducted from the period of restriction referred to in clauses 15.2-15.5 above.
15.8 Each of the obligations contained in clause 15 constitutes an entirely separate and independent restriction on the Executive notwithstanding that it may be contained in the same sub-clause, clause, sentence or phrase. If these obligations or any part of them are found to be held invalid or unenforceable or void but would not be if some part of the obligation were deleted, modified or varied then the provision shall apply with such deletion, modification or variation as is necessary to make it valid and effective.
15.9 None of the restrictions under this clause 15 shall prevent the Executive from holding 5% or less of shares or other securities of the total issued share capital of any company, whether or not it is listed or dealt in on a recognised stock exchange.
16.1 Either party may terminate this Agreement by giving to the other one week’s written notice of termination in the first five (5) months, and thereafter not less than six (6) months’ notice in writing.
16.2 The Executive shall have no claim against the Company by reason of such termination and no delay or forbearance by the Company in exercising any right of termination shall not constitute a waiver of it.
16.3 The Company reserves the right in its sole and absolute discretion to terminate the Executive’s Employment by paying the Executive in lieu of notice. Such payment to be made within 28 days or the Company's next payroll, whichever is the later. The payment shall be solely the Executive’s basic salary (at the rate payable when the option is exercised) and bonus at target pro-rated to the date of termination (subject to the terms of clause 6.6) without taking into account any pension contributions or benefits in kind, and shall be subject to deductions for income tax and national insurance contributions as appropriate. The Executive will not, under any circumstances, have any right to payment in lieu of notice unless the Company has exercised its option to pay in lieu of notice to the Executive.
16.4 Once notice of termination has been given by either side, the Company may at any time and for any period(s) require the Executive to cease performing his job and/or exclude the Executive from entering any of its premises and/or instruct the Executive not to contact clients, customers or colleagues, and/or require the Executive to perform such duties as the Company shall assign. During any such period of garden leave, the Company will continue to pay salary and provide all benefits provided for in this Agreement.
16.5 Upon the termination of the Employment, the Executive shall forthwith return all documents in his possession, custody or control which contain records of such information and all property in his possession, custody or control of the Company or any Associated Company or their customers or suppliers. If requested, the Executive shall send to the Company Secretary a signed statement confirming that he has complied with the provisions of this sub-clause.
16.6 Any termination of the Employment will be without prejudice to the Executive’s continuing obligations under this Agreement.
16.7 On termination of this Agreement the Company may deduct from any sums then owing from it to the Executive by way or salary or otherwise any sums owing from him to it.
17. PARTICULARS OF EMPLOYMENT
17.1 The disciplinary rules and procedure applicable to the Executive’s employment are available from Noel Lythgoe, HR Director. The disciplinary rules form part of the Executive’s contract of employment but the
disciplinary procedure is not contractual. If the Executive is dissatisfied with any disciplinary decision relating to him, the Executive should apply in writing to the Chief Executive Officer of the Company.
17.2 In order to investigate any claim or allegation which would, if found to be true, entitle the Company to terminate his employment whether pursuant to clause 16 or otherwise it shall be entitled (without prejudice to its right subsequently to terminate the Executive’s Employment on the same or any other ground) to suspend the Executive on full pay for so long as it sees fit.
17.3 If the Executive has a grievance relating to the Employment, he should write to the Chief Executive Officer of the Company setting out full details of the matter. The decision of the Chief Executive Officer on all such matters shall be final.
18. PRIOR AGREEMENTS AND CONTINUOUS PERIOD OF EMPLOYMENT
18.1 This Agreement is in substitution for and shall, save as mentioned herein, supersedes any former and existing agreements and arrangements for the Employment of the Executive by the Company. The Executive acknowledges and warrants that there are no agreements or arrangements whether written, oral or implied between the Company or any Associated Company and the Executive relating to the Employment other than those expressly set out in this Agreement and that he is not entering into this Agreement in reliance on any representation not expressly set out herein.
18.2 The Executive acknowledges and agrees that his previous employment with the Company does not count towards the Executive's period of continuous employment with the Company during the Term.
No variation or agreed termination of this agreement shall be effective unless it is in writing and signed by the parties (or their authorised representatives).
Any notice may be given personally to the Executive or to the Chief Executive Officer of the Company (as the case may be) or may be posted to the Company (for the attention of its Chief Executive Officer) at its registered office for the time being or to the Executive either at his address given above or at his last known address. Any such notice sent by post shall be deemed served 48 hours after it is posted.
21. LAW AND JURISDICTION
This Agreement shall be governed by and construed in all respects in accordance with the laws of England and Wales and each of the parties hereto agrees to submit to the exclusive jurisdiction of the courts of England in determining matters hereunder.
IN WITNESS WHEREOF this document has been executed as a deed by the parties hereto the day and year first before written.
EXECUTED by the Company
acting by /s/ Andrew Farwig
and DELIVERED by
/s/ Cormac Twomey

domain: law


By Stelios Orphanides
BANK of Cyprus (BoC) is ‘still at war with circumstance’, its Chief Executive Officer (CEO) John Hourican said yesterday as shareholders elected a new board and disgruntled protesters scuffled with police outside the bank’s headquarters in Nicosia.
Inside, shareholders elected former Deutsche Bank chairman Josef Ackermann, US billionaire Wilbur Ross, Marios Kalochoritis, Vladimir Strzhalkovskiy, Ioannis Zographakis, Arne Berggren, Maksim Goldman, Christodoulos Patsalides, Michalis Spanos and Hourican in to the lender’s new board.
After the shareholders meeting, the new board met and handed the top chair to Ackermann, as proposed by Ross when he first put forward the names for election a month ago. Wilbur Ross and Strzhalkovskiy will be the new co-deputy chairmen of the board.
Outgoing chairman Christis Hassapis, referring to the proposal that Ackermann take the chairmanship said “it constitutes an important step in the efforts to successfully deal with the challenges the bank faces and its capability to continue to play its traditional role in funding the real economy as the country’s largest bank”.
Taking into account the state the bank was in when the current leadership took over and where it was today, Hassapis added: “I feel great satisfaction with what has been achieved”.
“We are handing over to the shareholders, the new board of directors, a bank with concrete capabilities”, he added.
During the meeting, Hourican told shareholders the lender was still “at war with circumstance,” as its ratio of non-performing loans (NPLs) remains “still unacceptable” even after it stabilised.
He said the lender, which last week revealed its plans to re-list on the Cyprus Stock Exchange and the Athens Exchange by the end of the year, “will continue to delicate extraordinary effort to tackling the very high level of arrears and non-performing loans.”
The bank saw its NPL ratio rise to 58 per cent by the end of June compared to 55 per cent in March and 53 per cent last December. Last year, Bank of Cyprus posted after tax losses of less than €2.1bn, compared to €2.2bn in losses the year before.
Bank of Cyprus has made good progress in its “shrink to strength strategy” after selling operations abroad, Hourican said, and added that the lender saw its balance sheet “significantly” deleveraged. “Poorly deployed overseas capital and liquidity” was repatriated and helped reduce the outstanding amount of emergency liquidity assistance from the European Central Bank by almost €4bn from its highest point, he added.
After the bank raised €1bn “from sophisticated international investors to significantly strengthen” its capital base and successfully completed the ECB asset quality review less than a month ago, several challenges remain on the agenda, including adopting “international best practices in risk management and corporate governance” to help regenerate the Cypriot economy, the CEO said.
“We will complete our overseas disposal programme, repatriating capital and liquidity to serve our core Cyprus operations; we will continue to normalise our fund, increasingly accessing wholesale markets, further repaying ELA and hopefully attracting investors to our bank,” Hourican added.
From the ‘big three’ Ackermann, Ross and Strzhalkovskiy, the former is the ex chairman of the management board and the group executive committee at Deutsche Bank. Prior to that, Ackermann was president of Schweizerische Kreditanstalt (SKA), today’s Credit Suisse and has held numerous board positions.
Ross is Chairman of WL Ross & Co. LLC, one of the world’s best known corporate revitalising firms. Over the past 40 years, Ross has personally helped turn around banks and other businesses, including the Bank of Ireland, Virgin Money, Kansai Sawayaka Bank in Japan, Bank United in Florida (which ranks as the largest ever US bank IPO), as well as banks in New Jersey, the US Midwest and the US Pacific Northwest. Most recently, his firm invested in Eurobank in Greece and organised an €500+ million investment in the Bank of Cyprus. Previously, Ross sold his steel company to ArcelorMittal, of which he remains a director.
Strzhalkovskiy was already serving as vice chairman of the board of Bank of Cyprus. He has held the position of Deputy Minister of the Ministry of Economic Development of the Russian Federation, Chairman of the executive board of the World Tourism Organisation and head of the Federal Agency Tourism Organisation among other high-profile positions.
It is “great that politicians will not have as much influence in the biggest bank of the country as they did before and that supervision will be taking place from the ECB,” Alexander Michaelides, who heads the department of finance at the Imperial College in London, said in an email interview.
“If politicians and independent officials up their game and learn something from the crisis that action is less costly than inaction and that they must be perceived, as well as be, without any conflicts of interest, then that would be even better news for the country,” Michaelides said.
He added that the presence of Ackermann, Ross and the EBRD in the bank is a “great positive signal that people with calibre have been convinced to participate”.
By Stelios Orphanides


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Post # 1
Hey ladies –
I’m planning a wedding for July of 2014. I’m looking for ideas on a pretty + petite wedding cake. We’re serving a different dessert (ice cream cake!), but I still want a small cake to feature. Any suggestions? I’d really like to keep it under $200 since it’s primarily for decoration.
(I’ve been hearing lots of great things about grocery store wedding cakes. Curious about those too.)
Post # 3
I don’t live anywhere near Wisconsin but definitely try grocery stores! They are so much cheaper than a bakery and just as delicious! I got a quote of $50 for a 8″/5″ two-tier cake in MD
Post # 4
grocery store– many licensed professional bakers make you sign a contract agreeing not to have any other cake at the wedding besides theirs.
Post # 5
@justabs06: definitely grocery stores. Places like pick n save even have them displayed in their bakery counter. If you’re ok to travel from MKE, Festival Foods has an awesome bakery (there’s one in Sheboygan). I’ve gotten quite a few sheet cakes from there. If you’re looking for organic, try Whole Foods.
Post # 6
I know this will seem crazy, but sams club has the best cakes! Random, but really tasty!
Post # 7
I haven’t personally tried it, but I live in Madison and I’ve heard our Hyvee has great cakes! If you live in northcentral WI, my aunt makes delicious and beautiful cakes (she’s an artist who also happens to be a great baker!). She is making my cake, and if you’re in that vicinity I’d be happy to give you more info if you email me.
Post # 8
@ferdie224: Ooo…good to know. I live on the west side and the Hyvee over here is almost finished!


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A Rare Letter Relating to the War's Diplomatic History and Showing Lincoln's Personal Involvement in Military Policy .
Send copies of all your general instructions to Naval commanders
The importance of diplomacy in the Civil War cannot be overstated, as the successful side in that aspect of the struggle would likely emerge victorious. The Confederacy initially sought to gain recognition from European nations, and even to draw them into the...
Send copies of all your general instructions to Naval commanders
The importance of diplomacy in the Civil War cannot be overstated, as the successful side in that aspect of the struggle would likely emerge victorious. The Confederacy initially sought to gain recognition from European nations, and even to draw them into the war if possible. The Union needed to keep these nations (and particularly Great Britain) out, as it would have been untenable to fight the both British and the Confederates at the same time. The Trent Affair (regarding a U.S. naval vessel taking Confederate commissioners to Europe off a British flag ship) in 1861 brought the U.S. and Britain close to a conflict, but prudent actions by Lincoln and Secretary of State William Seward, and the intervention of Prince Albert, avoided that. But throughout the war, the Confederacy used Europe as an arsenal, shipyard and supply depot, and without all this it would have been unable to maintain the conflict.
The Confederate modus operandi for getting these materials through the Union blockade was to use neutral ports like the Bahamas for a staging area, and to have papers indicating that they were headed to other neutral ports as destinations. Sometimes they would be flying a neutral flag and sometimes the colors of the Confederacy. Between March and June 1863, the U.S. consul at Nassau wrote Seward that he was personally aware of 28 vessels from that place that left to run the blockade. Some would have flown the British flag, some not, and all would have been ostensibly headed for destinations like Havana or Martinique. For its part, the U.S. Navy tried to enforce the blockade by stopping as many of these ships as possible, boarding them even when they flew the British flag, and seizing them whenever possible. By 1863, Navy captains had developed a tactic of waiting right at the international water line right outside the neutral ports, ready to pounce on suspect vessels as soon as they crossed that line.
This tactic of U.S. ships lying in wait to board ships leaving British ports caused a diplomatic incident. On June 16, 1863, British Ambassador to the U.S., Lord Lyons, filed a protest with Seward on behalf of his government demanding an end to the practice of “United States war vessels following neutral vessels out of the port of St. Thomas and capturing them.”? On June 25, Lyons added a protest about U.S. vessels following Confederate flag ships “out of a neutral harbor, except after a lapse of 24 hours.” Seward was concerned that little was to be gained and much lost by continuing practices that riled up the British, but he and his views were not unopposed in the Cabinet, as Navy Secretary Gideon Welles had little sympathy with what he saw as the weak-kneed policy Seward was advocating. President Lincoln thought Seward’s policy best under the circumstances, but before deciding what ought to be done, he first needed to determine what present Navy policies were. And he had to do this without offending Welles, whom Lincoln felt was doing a fine job overall.
Autograph Letter Signed as President on Executive Mansion letterhead, Washington, July 21. 1863, to Welles, initiating his management of the situation. “If you conveniently can send copies of all your general instructions to Naval commanders, for me to read and return, I shall be obliged. Yours as ever A. Lincoln.”
These Lincoln reviewed, and four days later he issued an Executive Order. It stated that he had something “to add to the general instructions given to our Naval Commanders…1st. You will avoid the reality, and as far as possible, the appearance, of using any neutral port, to watch neutral vessels, and then to dart out and seize them on their departure. Note: Complaint is made that this has been practiced at the Port of St. Thomas, which practice, if it exist, is disapproved, and must cease. 2nd. You will not…detain the crew of a captured neutral vessel, or any other subject, of a neutral power on board such vessel…” He then added his political assessment, and some balm for Welles’ wounded feelings. “My dear Sir, it is not intended to be insinuated that you have been remiss in the performance of the arduous and responsible duties of your Department, which I take pleasure in affirming has, in your hands, been conducted with admirable success. Yet while your subordinates are, almost of necessity, brought into angry collision with the subjects of foreign States, the representatives of those States and yourself do not come into immediate contact, for the purpose of keeping the peace, in spite of such collisions. At that point there is an ultimate, and heavy responsibility upon me. What I propose is…unobjectionable; while if it do no other good, it will contribute to sustain a considerable portion of the present British Ministry in their places, who, if displaced, are sure to be replaced by others more unfavorable to us.”
Today we see Lincoln’s policy as a wise one, but Welles’ Diary on August 12 records his displeasure. “The proposed instructions are in language almost identical with certain letters which have passed between Mr. Seward and Lord Lyons, which the former submitted to me and requested me to adopt. My answer was not what the Secretary and Minister had agreed between themselves should be my policy and action. The President has therefore been privately interviewed and persuaded to write me,—an unusual course with him and which he was evidently reluctant to do. He earnestly desires to keep on terms of peace with England and…to sustain the present Ministry,…hence constant derogatory concessions. In all of this Mr. Seward’s subservient policy, or want of a policy, is perceptible. He has no convictions, no fixed principles, no rule of action…We injure neither ourselves nor Great Britain by an honest and firm maintenance of our rights, but Mr. Seward is in constant trepidation lest the Navy Department or some naval officer shall embroil us in a war, or make trouble with England.”
Frame, Display, Preserve
Each frame is custom constructed, using only proper museum archival materials. This includes:The finest frames, tailored to match the document you have chosen. These can period style, antiqued, gilded, wood, etc. Fabric mats, including silk and satin, as well as museum mat board with hand painted bevels. Attachment of the document to the matting to ensure its protection. This "hinging" is done according to archival standards. Protective "glass," or Tru Vue Optium Acrylic glazing, which is shatter resistant, 99% UV protective, and anti-reflective. You benefit from our decades of experience in designing and creating beautiful, compelling, and protective framed historical documents.Learn more about our Framing Services


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The answer to this question should be a no-brainer. Why would not you want to protect your pet’s lifestyle from viral diseases such as leptospirosis, hepatitis, parainfluenza, distemper, and the virulent, canine parvovirus? But in the last few years, some pet owners and segments of the veterinary profession have been questioning the use of vaccines. And one particular area has raised some concerns: the annual booster vaccine. This report sets out to answer a few of the questions involved dog owners are currently asking.
In non-medical terms how can dog vaccines work?
In much the same manner that human ones do. The dog is given an injection that includes a tiny, very feeble dose of fragments of this disease that it will eventually prevent. The dog’s immune system reacts by producing antibodies to fix the imbalance. They cling to destroy the deadly bacteria, but the viral agents leave a footprint. Any following viral attack is recognized and can be dealt with similarly by a better-informed immune system.
When should I vaccinate my dog?
A high level of immunity to illness is administered through a puppy’s mother via her milk, but this ancient resistance starts to break down from around six weeks old, and in 20 months is virtually non-existent. The vet will immunize your pet against the diseases mentioned above with a single dose, which is generally given at 12 months old.
Are there any unwanted effects to vaccinating your own dog?
Providing you’ve been smart in your choice of vet, your pet should be given a thorough medical before any inoculation. Just as with humans, reactions to immunization can and do occur. Modern vaccines are thoroughly analyzed, and undergo intensive security trials. But for a few pets’ problems will arise. It’s often characterized by a pet sleeping longer than usual and with a reduction of normal appetite. This normally lasts for 24-48 hours following immunization.
Only on very rare occasions can a more severe allergic reaction develop. Obviously, if your pet develops any of these symptoms you must immediately contact your vet.
The central recommendations being offered to veterinarians by the two organizations are:
Any decisions concerning your dog’s immunization schedule need to take into consideration the dog’s recent health, its age, its breeding, and its own lifestyle and neighborhood environment. Scientific evidence showed that some vaccines could provide more than one year of immunity. They also advised that annual boosters can cause autoimmune issues, vaccine-site infections, and degradation of the immune system.
There is a thriving Internet market for homeopathic and herbal treatments. For whatever reasons, an increasing number of people are shying away from conventional medicine and turning to other solutions to their own pets’ health issues. Some retailers of these products claim that homeopathic nosodes can, and will prevent canine viral illnesses. There have been a couple of studies done, and their conclusions have been published in Homeopathic magazines: but any evidence that homeopathic nosodes functioned was inconclusive.
Most accountable homeopathic vets would need to agree that using homeopathic nosodes independently as a way to prevent puppy viral ailments is not a wise strategy.
Can I get my dog vaccinated?
Problems with vaccines can arise. However, the scientific evidence is overwhelming that vaccinating your pet is the most effective remedy against pet ailments. If left unattended the pet owner is operating the risk that an illness can and maybe will kill your pet. Ignoring that caution is comparable to gambling with your dog’s future health.
Protection & Prevention
Our veterinary team at Angel Animal Hospital is focused on preventative and proactive care to keep common disorders, conditions, and diseases from growing in your furry friend in the first location.
When combined with regular wellness exams, vaccinations, and parasite prevention form the heart of your pet’s regular healthcare during their life.
Preventative veterinary care will provide your pet the best opportunity for long and healthy life. Our veterinarians will work closely with you to develop a preventative treatment program that is targeted at your pet’s unique needs.
Our veterinarians can help to prevent a wide range of common and serious ailments in Farmington Hills vets, cats, and dogs employing routine pet vaccinations and flea prevention remedies. Click here to find out more.

domain: pet


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My first (and only planned) Christmas gift is finished! I decided to keep it simple this year, and wasn’t planning on making anyone anything unless inspiration struck. There would be no forced sweat-factory-style knitting in my home this year! Not that I feel particularly obligated to give knitted gifts, I just have the good fortune of having family who really appreciate it when I do.
This year’s lucky recipient is PB’s babysitter, a sweet, smart, and energetic college student from Portland. She more than deserves a hand knit for all the TLC she gives PB. I hope she enjoys wearing it as much as I enjoyed knitting it.
This cowl is from Coastal Knits, and was a quick knit on chunky yarn. My gauge was off from the pattern (Ravelry notes here), so I had to fudge things a bit, but it all worked out in the end. The tweedy sage green Imperial Native Twist yarn was soft to begin with, but got even more so after a lovely bath. The buttons are a new favorite from One of a Kind Buttons, and the main reason I chose this pattern; chunky yarn and buttons together? Yes, please. Oh, and the yarn buttons are both from Oregon!
Are you making gifts this year? How’s it going so far?


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Two years after the series finale, HBO’s “Game of Thrones” continues to generate controversy for where its characters and storylines headed in the final bow. Those bummed about the conclusion to the eight-season show include George R.R. Martin, author of the “A Song of Ice and Fire” source books. But while the show may be over, Martin is still churning away at the sixth and penultimate book, “The Winds of Winter.” There will then be one book after that which will tie up the whole saga.
In a recent interview with PBS in Chicago, Martin talked about his feelings on the series exceeding the books. (His last entry, “A Dance with Dragons,” published in 2011, just months after the show premiered on HBO.)
“Looking back, I wish I’d stayed ahead of the books,” Martin said. “My biggest issue there was when they began the [TV] series, I had four books already in print, and the fifth one came out just as the series was starting in 2011. I had a five-book head-start, and these are gigantic books, as you know; I never thought they would catch up with me, but they did. They caught up with me and passed me.” (Via Uproxx.)
Though Martin had a hand in the show’s writers’ room, enough changes were added over time that fans were up in arms with how the series concluded. Martin said that work on this next book will give him an opportunity to rewrite that ending.
“That made it a little strange because now the show was ahead of me and the show was going in somewhat different directions,” he said. “So, I’m still working on the book, but you’ll see my ending when that comes out.”
Martin hasn’t revealed even an approximate release date for “The Winds of Winter,” but last year he said in a blog post that quarantine provided a boost in terms of his progress. “I am spending long hours every day on ‘The Winds of Winter,’ and making steady progress,” Martin wrote back in June. “I finished a new chapter yesterday, another one three days ago, another one the previous week. But no, this does not mean that the book will be finished tomorrow or published next week. It’s going to be a huge book, and I still have a long way to go. I have bad days, which get me down, and good days, which lift me up, but all in all I am pleased with the way things are doing.”
The seventh and final book in the series will be “A Dream of Spring,” which, by all accounts, Martin has not even begun.
Next up on TV in the “Game of Thrones” world is the prequel series “House of the Dragon,” with 10 episodes set to air in 2022. Martin serves as a co-creator on the show.

domain: news


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Spring's style parade - the trends to watch out for
It's all about the S's this season - show-off shoulders, sensual slip dresses, stripes, sporty vibes, and sultry ladylike romanticism, writes Bairbre Power, who spoke with Shelly Corkery from Brown Thomas about the key trends to watch out for
Spring summer 2016 is very urban, romantic and futuristic with a common theme of celebrating the confident, desirable independent woman.
"This season debuted a number of new themes, the most prominent of which is lingerie-inspired 'New Romanticism', a combination of simplicity, femininity and fragility with nostalgia," says Shelly Corkery, who is Fashion Director of Brown Thomas Group.
"Borrowed from the boudoir, this trend takes you from the bedroom to the street. It is this season's most sensual proposition with a bevy of languid styles, most notably luxurious slip dresses which we feel are very important - ladylike but with a very relaxed attitude depending on how you wear or style it," says Shelly, who rates Givenchy, Céline and Chloé at doing this trend best.
She acknowledges that "some people say the boudoir look is quite hard to wear with all those shoe string straps but actually, you can layer it with a cardigan and it is cool and edgy; you could work it up with stilettos or with biker boots and you can wear it with chiffon sleeves, long or short.
"Victorian inspiration continued this season and there's a focus on layering and the Victorian neckline and hemline as well as florals and monochromatics as well. There is a darker spin on the 'Victorian Heroine' theme too, and key pieces include bustiers, corsets and lace in all its forms, as trims or form-fitting dresses."
For a woman whose mantra has been 'less is more' for years, it comes as a little bit of surprise to hear Shelly utter the words 'more is more' and as she explains, this applies to this season's eye candy trend of 'Eccentric Maximalism' - a striking melange of textures, prints, colours and eras, from the 1920s through to the 1970s. Compelling in the hands of Dries Van Noten, you find embroidered pieces, sequinned embellishment, magnificently girly layered tulle and colour blends of sable, mustard, purple and red.
"This exuberance from designers will appeal to the peacocks amongst us," says Shelly, and it is hard not to be wooed by the textural landscape including pony, metallics, brocade, ostrich and cool wools and sequins.
There's a new word in our fashion lexicon this season and that's 'Simplexity'. It explores the contrast between simplicity and complexity with simply constructed, elongated, androgynous shapes with minamalist tailoring in nude and warm tones.
There's a clutch of new labels arriving into BTs including Balmain, Nina Ricci, See by Chloé, Marques' Alemida and Mugler. Shelly rates the French designer, Thierry Mugler, for his "great tailoring and splicing" and his standout slanting asymmetric lines on hemlines and necklines.
And speaking of necklines, the off-the-shoulder look is absolutely key this season and it delivers glamour with an overriding theme of femininity across many labels. Peter Pilotto, always a favourite with Irish customers, excels at the bare shoulder focus with very fitted, elegant dresses. Meanwhile, Erdem excels at embellished, floaty, romantic layers and these two labels arrive into the Cork BT store this season.
The fashion nod to the 1970s is more sporty this year, hence the trend Shelly calls the '1970s gym class.' It heralds the revival of the humble tracksuit and also the tennis dress which Victoria Beckham does well. Chloé's jogging pants with rainbow stripe gets that chic athleisure couture twist with a bohemian gypsy lace top (see next page).
Stripes have been remastered and they come in jumbo, thick and thin. Lengths are definitely longer, says Shelly, who points to the pleated skirt as being a "key purchase."
A global, nomadic vibe comes through in the 'Cultural Horizon' trend - from Japan comes the obi belt, from Peru and Africa there's tribal touches, and from Spain, lots of layered ruffles, especially impactful in the hands of Balmain.
"The season is one of profusion, contrasts and contradictions," says Shelly. "There's references to the past and promises to the future, night mingles with day, there's maximalism and minimalism - spring summer 2016 is full of interesting details and lots of unexpected delights."
The off-the-shoulder look is absolutely key this season, and delivers glamour
Work the clutch 24/7
This Saint Laurent baby print clutch is €695


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"Food was very mediocre if not worst. We had the mahi mahi and prime rib; both were cold and fish was under cooked. Cheesecake tasted like it was from Walmart, salad seemed like from a package thrown together. Cocktails were diluted. Music was good though and the views were nice. The boat overall is old, bathrooms were pretty disgusting. Staff was nice and did their job as best they could. Overall definitely not worth the money, even $20/each would be too much."
Maui Princess Dinner Cruise
regular price $8394
Book in a few easy steps
Relax and dine as you cruise the West-facing shores of Maui while onboard the popular Pacific Whale Foundation cruise ship....Read more
Experience one of Maui's most luxurious catamaran as you sail towards the sunset...Read more
Experience the finest at-sea dining available, aboard PWF's Maalaea Sunset Dinner Cruise...Read more
"I loved this dinner cruise. The food was delicious, the service was great, drinks were on point, the views were beautiful, and the music was good. We did this cruise last year in August. We are headin... "Read More Eduardo SotoAugust 2017
- 3-course fine dining on linen covered tables
- Full open bar (3 alcoholic beverages included)
- All tables are premium seating on upper deck
- Transportation available from most West Maui area resorts ($15 p/person)
- 360 degrees of unobstructed views
- live solo musician playing dancing music***
**Dancing is available and encouraged however not guaranteed as it will depend on those participating to desire to dance.
Departure time: 5:30 pm
Return time: 8:00 pm
Duration: 2.5 hours
Please fill out the form to request more information regarding the tour "Maui Princess Dinner Cruise". We will get back to you as soon as possible.
"I loved this dinner cruise. The food was delicious, the service was great, drinks were on point, the views were beautiful, and the music was good. We did this cruise last year in August. We are heading over to Maui again next week and we will definitely be booking. Keep up the great service! "
"The food was great. I had the Mahi Mahi and it was delicious. My dad had the prime rib and we think it was way to rare not even medium rare. I am not sure if we could have called and had it done well done prior to arriving. The dinner is cooked prior to boarding but it was still good."
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domain: travel


text:
A brief, informal look at London's transport system. It's pretty quick to
understand and, once you do, you'll wonder why you were ever confused.
King's College London
International Student Network
Website built using a generous grant
from the King's Annual Fund
TFL (Transport for London) represents the collection of all major forms of transport in London including the bus network, trains and the underground
service (referred to in Britain as the 'Tube'). The official source for most of the information displayed below is http://www.tfl.gov.uk and we
recommend you use it. Here are some general tips on how to make the most of the London transport system:
Plan your Journey
Firstly, before setting off anywhere in London, it would be wise to plan your journey. TFL has an excellent journey planner on its official website
(see above). This is an extremely useful resource that will help calculate journey times and specific routes. It also has other useful information such
as any ticket pricing and live travel updates which will notify you of any disruptions to transport routes.
To Tube or bus?
With the numerous travel modalities in London, it may sometimes be difficult to decide whether to use the bus, the Tube or the overland train or. What
is the right answer? Well, there really isn't a single correct answer and it mostly comes down to how fast you want to get there, and how much you're
willing to pay.
If time is of the essence
Use the journey planner to figure out the quickest route (note: it's not always that accurate but is a good starting point if it's an unfamiliar route).
It is my personal belief that using the Tube within central London should land you where you want to go faster than the bus, however, one cannot
dispute that a well planned out bus trip with the destination being on the bus route can easily be quicker than taking the underground. Bear in mind
that buses can be annoyingly unreliable, whereas the Tube arrivals are relatively punctual and regular.
Always remember that the Tube service is not 24 hours! Different Tube stations have slightly different closing times so be familiar with your local
station. As a rough guide, final journeys on the Tube are usually between midnight and 00:30.
A single bus fares is cheaper than a Tube fare. Therefore, if you plan ahead for your journey and take a slightly longer bus route, you may end up
saving substantial funds over the long run.
You pay the same price for a bus journey (£1 on oystercard as of Nov '09) whether you get off after one stop or fifty.
Tube journeys are priced according to zones (see underground map for zoning: http://www.tfl.gov.uk/gettingaround/1106.aspx). If you start and end
a tube journey within zone 1/2 for example, you pay the same price, no matter how many trains you take while you're down there.
Great ways to save money:
- Buy an Oyster card!: this will give significantly reduced travel rates plus faster and easier use of transport services. This is a no-brainer. It will
involve a small deposit fee and some paperwork. You can do this at a tube station or online: https://oyster.tfl.gov.uk/oyster/link/0005.do
- Get a travel card: weekly and monthly travel cards (unlimited travel during that time) can save valuable funds. You can get separate ones for bus
only, or both bus and rail. You will need to calculate whether you travel enough to make full use of it. Get one at a Tube station.
- Student oyster card: All 18yrs+ students qualify for this oyster card which will gain you a 1/3 discount off all weekly and monthly travel cards.
Upload a photo and apply online! http://www.tfl.gov.uk/tickets/faresandtickets/1014.aspx
- Young person's railcard: Similar to the student oyster, this card can get you 1/3 off rail travel. It will cost you £26 for a year's card (Nov '09). Go
to your nearest railway station to apply, or simply click here: http://www.16-25railcard.co.uk/
- Travel during off-peak hours: Travelling during off-peak hours on overland rail services will save you a lot of money! You'll need to research what
the peak/off-peak hours are for the different services.
Hope this information helps. Happy travelling!
A whistle-stop tour of TFL


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One thing I’ve been loving about these Discover the Creator series is how each creator we’ve interviewed has a different style. They are all amazing in their own creations. Isabelle’s illustrations from Belliesartboutique are no different. Her illustrations remind me of dreams. The animals, nature, dreamy landscapes. The kinds of dreams you are sad to have woken up from.
Stumbling upon her feed made us insta-follow. You definitely want her on your feed for that mini pick-me-up during your day. She even has a web boutique so if you would love her illustrations in your home, you can! Just head to her web shop right after this interview.
Could you briefly introduce yourself?
Hello! I am Isabelle, 24 years old. I am a Belgian illustrator who lives in Germany since 6 months now.
How did you start illustrating?
Art is something that I have been passionate about since I was little. I was always doodling, painting or just creating little drawings on my notebooks at school. During holidays with my parents, I always took a little notebook and made drawings of what we did each day. I experienced a lot of materials and techniques during my childhood. I always wanted to work in the creative field. I painted more and more when friends and people I did not know started to ask for paintings. Watercolor paintings are my favorite. I feel like this medium suits me the most. I started to find a style and improving my watercolor technique. I then began to show my work on social media and got more and more freelance assignments. Now I make stationery, art prints, homeware and logos.
What inspires you the most?
My inspiration comes from many things, sometimes from unexpected moments but also from traveling and nature. My last trip for example was to Marrakech and I just love all the colors and the markets there. I am always looking out for new inspiration wherever I go.
How would you describe your creative process?
Before sketching, I collect photos, inspirational images which I saved during research. I sketch something in pencil, in very soft lines. When I am happy with it, I start with watercolors or
colorpencil. I always have something going on in the background. Some music, a movie… When I finished the original work, I scan the image and edit it digital.
Do you have any advice for aspiring artists?
Do what you love and try to find a style. Try to create a line in your work so other people recognize your art. Work hard and be a very communicative. When someone asks you for an assignment, they trust you and you have to show that you can deliver what they ask for. Also don´t feel forced to paint or draw. When you don´t feel like creating something, go out for a walk, go see some friends or just cuddle with your cat or boyfriend. You can’t be 24 hours creative and sometimes you will feel blocked.
What are your three favorite instagrammers?
Boccaccinimeadows: Perfect details and colors
Marloes De Vries: Her relatable work is just so so cute and Marloes is very good in telling stories with her illustrations.
We have interviewed Marloes a few months ago. If you want to learn more about her, read our Meet: Marloes de Vries.
coucou_illustration: I really love the playful animal drawings and color tones she uses.
If you’ve loved this interview, make sure to check out the other artists in our Discover the Creators series. Also, comment down below who you would love for us to interview!

domain: hobby


text:
I like it. Artistic as heck.
I'm getting a surrealistic feeling, since it feels like some parts of the house are specifically highlighted to stand out.
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text:
Your home is your castle, and what better way to outfit the palace than with some do-it-yourself ingenuity. We've featured dozens of DIY projects over the years, and today it's time to shine the spotlight on the most clever, useful, and fun. You've already seen our top 10 DIY office projects, so today it's time to check out some of the best creations modders, repurposers, and makers have rigged up at home.
When you want to spend your cash on good vino instead of the rack that will hold it, just stack up a set of mailing tubes and go. This project is dead simple, and stowed away under a shelf (as pictured), and optionally painted a color of your choice, it looks good, too. (original post)
What better way to put that dusty stack of free AOL CDs to good use than to turn it into a mod lamp? This project requires some elbow grease and the result is probably best fit for a family room, basement, or game room. (original post)
Instead of letting that big ol' knife block take up kitchen counter space, make one to mount on the wall. Take a block of wood, carve out slots in the back and glue in some strong magnets. Then, mount your creation to the wall to keep your knives accessible and out of the way. Hit the video to see this sucker in action; it's stickier than you think. (original post)
Stop fumbling around in that darkened cupboard or closet—rig up an instant on fridge-like lighting system with a plastic wristwatch holder and some ingenuity. Connect a reverse switch to rope lights inside the door and mount the switch inside a Timex watch holder. When the door closes, the switch opens and the light goes off. When you open the door? The lights snap on automatically. Here's my Flickr photo set of this in action (with a diagram!).
Keep your hands off the toilet handle with this foot pedal flusher, rigged up using paper towel rolls, shoe polish, and a wire hanger. This one would probably work best in a frat house. (original post)
Stow your small valuables where no thief would think to look—inside what looks like a wall outlet. Hit the video to see how it's done and how it works (original post). For more secret hiding places, see also the secret hollow book.
Every kid's dream is to discover a secret door magically open when you pull a book off the shelf, and dedicated DIYer Simon Shea made that dream come true. This is a really cool project, but it obviously takes quite a bit of commitment. (original post)
Never worry about forgetting to water your lawn or garden again. Green thumb and DIYer Matt Haughey describes how to build your very own automated drip system to keep the plants hydrated even when you're on vacation. (See more of Matt's backyard adventures in his feature on how to build your own deck.)
When the heat gets to be too much and central air isn't an option, build yourself a DIY AC for thirty bucks. Put together by college students suffering through summer school in an air conditioner-less dorm, this project ain't pretty, but it sure is nifty. Instead of wasting water by letting it run off the contraption, here's a closed circuit version. (original post)
Unlock your garage or toolshed's deadbolt via remote control, as shown in the video above. This project doesn't rate high on the easy scale, but definitely gets points for clever AND useful. (original post)
What are your favorite DIY home projects? What did we miss? What have you rigged up at home? Let us know in the comments. For more do-it-yourselfness, check out our top 10 DIY office projects.


Date: Mon, 2 Mar 2009 11:03:52 -0600
Looks like, last few bits of x$ksuse.ksuseblocker seems to indicate this blocking_session_status. I don't know the answer to your question directly, other than that, commit_propagation_delay might play some role in delayed updates to these statuses and further there is no consistent read mechanisms to these views.
gv$session.blocking_session_status is defined as (from v$fixed_view_definition):
decode(s.ksuseblocker,4294967295,'UNKNOWN', 4294967294,'UNKNOWN',4294967293,'UNKNOWN',4294967292,'NO HOLDER', 4294967291,'NOT IN WAIT','VALID'),
11111111111111111111111111111111 - unknown 11111111111111111111111111111110 - unknown 11111111111111111111111111111101 - unknown 11111111111111111111111111111100 - no holder 11111111111111111111111111111011 - not in wait
But, if you are looking at enqueues in RAC environment, then you might want to access gv$ges_blocking_enqueue and gv$ges_enqueue views.
BTW, these views (gv$ges_enqueue and gv$ges_blocking_enqueue) also encompasses x$kjbl which is for buffer cache locks (old PCM stuff). So, if SGA is bigger, then access to this views can be quite costly. So, if the intention is to simply check for non-buffer cache (BL) related enqueues, then you might want to use following code accessing directly x$kjilkft
with locked_pids as (
select inst_id, kjilkftlkp, kjilkftgl, kjilkftrl, kjilkftrn1, kjilkftrn2, kjilkftpid, kjilkftxid0,
kjilkftxid1, kjilkftgid, kjilkftoodd, kjilkftoopt, kjilkftoopo, kjilkftoonxid, kjilkftcogv,
kjilkftcopv, kjilkftconv, kjilkftcodv, kjilkftconq, kjilkftcoep, kjilkftconddw, kjilkftconddb,
kjilkftwq, kjilkftls, kjilkftaste0, kjilkfton, kjilkftblked, kjilkftblker from x$kjilkft
where kjilkftrl != 'KJUSENL' and ( kjilkftblked=1 or kjilkftblker=1) )
select /*+ ORDERED */ lp.*,b.sid , b.username, b.status, b.sql_address,
b.sql_hash_value, b.PREV_SQL_ADDR, b.PREV_HASH_VALUE, b.module, b.module, b.ROW_WAIT_OBJ#,b.ROW_WAIT_FILE#, b.ROW_WAIT_BLOCK#, ROW_WAIT_ROW#from locked_pids lp, gv$process a, gv$session b where a.addr=b.paddr
and a.inst_id =b.inst_id
Sorry , my 10g RAC instance is not accessible at this point to test your scenario.
-- Cheers Riyaj Shamsudeen Principal DBA, Ora!nternals - http://www.orainternals.com Specialists in Performance, Recovery and EBS11i Blog: http://orainternals.wordpress.com On Mon, Mar 2, 2009 at 1:14 AM, Teehan, Mark <mark.teehan_at_credit-suisse.com>wrote:Received on Mon Mar 02 2009 - 11:03:52 CST
> Hi -
> I am trying to figure out when gv$session.blocking_Session_Status=UNKNOWN
> on a RAC database, 10.2.0.4.
> This is for an inhouse monitoring tool that needs to pass back the session
> information whenever sessions are waiting on other sessions over a time
> I thought it was caused when the querying session is on a different
> instance to one, or both of the locked sessions; but this doesn’t seem to be
> the case.
> Tests show a few scenarios on a 2 node RAC (10.2.0.4) with 2 sessions
> issuing a simple update statement, and two monitoring sessions; one on each
> - Status=VALID and a blocking_session is returned for any combination of
> locking sessions/monitoring sessions. I.e. it doesn’t seem to matter if the
> locking sessions are on the same node or different nodes; or if the
> monitoring sessions are on the same node or a different node.
> - Status=UNKNOWN, and no blocking_session is returned, for one of the
> monitoring sessions, briefly. After a few seconds, all queries return VALID;
> this appears to be instance sync and normal behaviour.
> - Status= UNKNOWN for both monitoring sessions indefinitely. This one I
> cannot figure out. It is rare, and I am unable to diagnose why it happens.
> I am aware of bug 5010879, which adds one to the Blocking_Session when the
> sessions are on the same instance.
> The fix for this triggered 5884519, which returns no data after a 1 minute
> (or so) query time. Fixed in 10.2.0.4.
> A metalink note confirms that UNKNOWN will be returned "*when the blocking
> session cannot be determined".* There appears to be a design reason for
> this: does anyone know what it is?
> Please access the attached hyperlink for an important electronic communications disclaimer:


text:
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domain: health


text:
Iron Gall Ink Treatment
MSA SC 5458-48-6
If you would like to know more about the method
we use to treat ink corrosion then look here.
For more about Iron Gall Ink corrosion look here.
The binding of the book was in excellent condition, but the paper had been heavily damaged from the use of Iron Gall Ink. Most of the book was classified as in poor condition, due to extensive lacing, pages splitting, and high acidity and the discoloration of the paper
Below you can see some of the damage the ink had done to the paper.
Due to the ink corrosion, every time a page was turned it split in the exact same place.
The first step in the repair process was to disbind the book, removing the cover from the text block, then removing one signature at a time. We made sure to test every signature to indicate the presence of extra iron, so that at the end we could see our progress.
Using special paper, we carefully tested each signature three times. If the paper showed up with a pink outline of the shape of the text, as in the picture below, then we knew the iron was corroding.
Every page in a signature was separated and layered with polyweave and mylar. The polyweave kept any fragments from being lost and the mylar provided support for the paper when being moved.
The next step in the process was to make an acid (phytate) solution to bathe the paper in that would neutralize the extra iron ion that caused the ink and paper to deteriorate. Once the solution was made we sprayed each page with ethanol to allow the acid solution to penetrate the paper better and then carefully placed them into the bath.
After 30 minutes in the phytate solution the pages were carefully removed and put into a calcium hydroxide solution for another 30 minutes. This basic solution was meant to de-acidify the paper, which should help prevent damage from chemical reactions. Each page was bathed twice in this solution.
The finished products were given a location in the stacks and removed to climate controlled storage, where they should last, in good condition, for a very long time.

domain: chemistry


text:
My second book of poetry, Stowaways, was published by Palimpsest Press this year and so I find myself approaching the year-end Best-of-2014 lists with some trepidation. What if my book doesn't get Best-ed? Does that mean my work isn't worthy? Does it mean I'm not worthy?
Instead of following this rage/shame spiral down (down/down/down), I've decided to create my own Best-of-2014 list, but this one will do something a little different, in that it will be composed of the books by writers who prop me up, who support me, who form my diffuse but essential community.
I'm a working writer. These are working writers. And we all, I think, write out of community.
So this isn't about belonging to a particular school of writing, or living in a particular place: it's about the constellations of connection, the interstitial bits between writers that help make books possible.
And I'm proud of all of these writers. So I wanted to talk about them.


text:
Pulses are the edible seeds of plants in the legume family. Pulses grow in pods and come in a variety of shapes, sizes, and colors. The United Nations Food and Agriculture Organization (FAO) recognizes 11 types of pulses: dry beans, dry broad beans, dry peas, chickpeas, cow peas, pigeon peas, lentils, Bambara beans, vetches, lupins and pulses nes. Pulses are very high in protein and fiber, and are low in fat. A growing global population, combined with factors such as changing socio-demographics, will place increased pressure on the world’s resources to provide different types of food. Increased demand for animal-based protein, in particular, is expected to have a negative environmental impact, generating greenhouse gas emissions, requiring more water and more land. Addressing this “perfect storm” will necessitate the more sustainable production of existing sources of protein as well as alternative sources for direct human consumption. This is where essential plant-based proteins such as pulse protein come into the picture and are expected to expand at a significant CAGR.
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The pulse protein market can be segmented on the basis of source type, form type, applications, and distribution channels.
On the basis of source type, the pulse protein market can be segmented into organic and conventional. The organically produced pulse protein is produced without synthetic (human-made) pesticides, herbicides and fertilizers and is GMO-free. Owing to the increased awareness regarding the health associated issues, the population is much more inclined towards the organically manufactured products.
On the basis of application, the pulse protein market can be segmented into food & beverage, dietary supplements and others. The food and beverage segment can be further sub-segmented into supplement powders, nutritional bars, bakery products, breakfast cereals, meat products, infant nutrition, animal feed, and others.
On the basis of form type, the pulse protein market is segmented into isolates, concentrates, and others. Amongst these, the pulse protein concentrates occupy a major market share in the pulse protein market. This majorly owes to the extra cost that goes into the further formulation of pulse protein concentrates to pulse protein isolates.
On the basis of the distribution channel, the global pulse protein market can be segmented into direct and indirect. The direct distribution channel operates directly between the manufacturers, super stockists, and the distributors. The indirect distribution channel where the consumers receive products directly from the retailers and it can be further sub-segmented into online retailing, convenience stores as well as hyper markets/supermarkets.
Market Drivers and Restraints:-
The protein power of pulses makes them an important food for maintaining a healthy diet with an average of 15grams of protein per cup. Pulses are very high in protein and fiber, as well as a significant source of iron, zinc, folate, thiamin, niacin, potassium and magnesium. They are low in fat and consuming just 1/2cup a day, can reduce LDL-cholesterol levels which can reduce the risk of heart attack and stroke.
Pulses such as lentils, peas, chickpeas and navy, black, roman, pinto, and kidney beans are a vital source of plant-based proteins and amino acids for people who do not eat, or wish to cut down on, red meat. Pulses typically contain almost twice as much protein as whole grain cereals like wheat, oats, barley, and rice but should be eaten in combination with grains as part of a healthy vegetarian diet to ensure you are getting all the essential amino acids usually found in meat sources.
Although high in carbohydrates, pulses have a low glycemic index which means they do not cause a fast rise in blood sugar making them beneficially for those with or at risk of diabetes.
The soluble and insoluble fiber content of pulses helps with digestion and make these tiny beans more filling than other foods, which helps you maintain a healthy diet.
The leading countries in terms of the manufacture and export of pulse protein are the ones belonging to Europe viz. Spain, France, Italy followed by the Asian countries like China, Korea, Japan, Hong Kong and others. Significant production of the pulse protein is noticeable in countries like Australia, Germany, United States of America as well as Netherlands.
The major players who are driving the Pulse Protein market are AGT Food and Ingredients, Ingredion, Batory Foods, DuPont Nutrition & Health, ROQUETTE FRERES S.A, Glanbia plc, Archer Daniels Midland Company, Kerry Group plc, and others.
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text:
The object of life is not to be on the side of the masses, but to escape finding oneself in the ranks of the insane.~ Marcus Aurelius
MJ DeMarco had an epiphany when he had a chance encounter with a Lamborghini Countach owner; the meeting led him to have a paradigm shift about wealth. The Millionaire Fastlane is the belief that creating wealth need not take 50 years of financial mediocrity devoured by decades of work, decades of saving, decades of mindless frugality, and decades of 8% stock market returns
The book has a get rich scheme title, but it is not the theme of the book; the Fastlane is just a metaphor on the path to creating wealth, which the author classified as the sidewalk, the slow lane, and the Fastlane. The author deliberately chose the name of the book because he knows the society as we have it structured is attuned to shortcut, quick fixes, and immediacy.
“The goal of the book is to change your perception about wealth and money. Believe that retirement at any age is possible. Believe that old age is not a prerequisite to wealth. Believe that a job is just as risky as a business. Believe that the stock market isn’t a guaranteed path to riches. Believe that you can be retired just a few years from today.”
Here are my favourite take aways from reading, The Millionaire Fastlane by MJ DeMarco.

domain: literature


text:
My husband and I have just spent 4 days in Paris. staying at this lovely hotel. At first we were a little disappointed with our room because all of the photographs on the website showed light, bright girly rooms. Ours was quite dark. Browns and creams. But it was a good size. Immaculately clean with excellent standard of furnishings The... More
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text:
Mega Power Star Ram Charan will be next seen in the movie Acharya in which he plays an extended cameo of the role Siddha. He will be seen as the disciple of Chiranjeevi in the movie. Both will be seen as comrades for a small period in the movie. While Kajal Aggarwal plays the female lead opposite Chiranjeevi, Pooja Hegde plays Charan’s love interest.
Pooja Hegde will be seen as a tribal girl in the movie. Today as Ugadi special, the poster featuring both Charan and Pooja Hegde is unveiled. Their sizzling chemistry is seen in the poster. It looks nice.
Currently, Acharya shooting is going on well. The film is scheduled for release on May 14th. Koratala Siva is the director of the movie and Mani Sharma has composed the music. The first song Laahe Laahe was received with a positive response.
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