A new study in The Journal of General Psychology has found evidence that faces of mixed racial phenotypes are perceived as more attractive than stereotypically White and Black faces.“The multiracial population has increased over the past several years, and especially so in the United States. Given this, as well as the melting pot nature of our current society with many different people living side by side, we are exposed to a multitude of faces on a daily basis,” said Elena V. Stepanova, an assistant professor at The University of Southern Mississippi and the study’s corresponding author.“But what makes one’s face attractive? People are always interested in what makes one attractive. We know from previous work that physical attractiveness has positive consequences for many life outcomes, such as positive social interactions, mating success, health, employment, and income-related outcomes.” Pinterest Share Share on Facebook LinkedIn Email Share on Twitter “Thus, we attempted to discern what facial features drive people’s perceptions of attractiveness and which faces (White, Black or mixed) are perceived as the most attractive.”The two-part study compared combinations of Afrocentric facial features and Eurocentric facial features.In their first experiment, the researchers had 85 undergraduate students rate the attractiveness of six computer-generated faces that varied in racial features and skin tone.For their second experiment, the researchers had another 321 undergraduate students again rate computer-generated faces. This time, however, Stepanova and her colleagues created a set of 100 faces that had finer gradations of skin tone and facial physiognomy.In both experiments, participants rated mixed race faces with medium skin tone as the most attractive.“Both men and women find faces of mixed-race men as the most attractive, followed by Black faces, and then White faces,” Stepanova told PsyPost. “However, when we talk about mixed-race faces, faces that have (a) an even mixture of both Afrocentric and Eurocentric facial features (shape of the nose, lips, etc.) and (b) a skin tone that is not too light and not too dark are perceived as the most attractive.”“People are attracted most to the faces that are an even mixture of Black and White phenotypes.”The study also found no evidence that the attractiveness ratings were moderated by the ethnicity of the participants.The research, however, has some important caveats.“Human facial attractiveness is very multifaceted,” Stepanova remarked. “We only used male faces. Future studies should consider answering this question with female faces. We also used computer generated faces for better control of skin tone and facial features manipulations, and the next step would be to conduct this work with actual photographs. What about younger and older faces (i.e., faces of kids and older adults)?”The study, “Attractiveness as a Function of Skin Tone and Facial Features: Evidence from Categorization Studies“, was also co-authored by Michael J. Strube.
RANCHO CORDOVA, Calif. — At its annual meeting to kick off this year’s Industry Week in Las Vegas on Oct. 30, the California/Nevada/Arizona Automotive Wholesalers Association (CAWA) will install its slate of officers for the 2012 term.AdvertisementClick Here to Read MoreAdvertisement The following individuals will serve as officers for the 2012 term: • Chair of the Board – Steve Sharp, WORLDPAC • Vice Chair of the Board – Ed Jimenez, Riebe’s Auto Parts • Treasurer – Ron Cannon, Charleston Auto Parts • Secretary – Ron Aparicio, Walker Products • Immediate Past Chair of the Board – Mary Davis, NGK Spark Plugs (U.S.A.) Inc.,Lubrication Specialties Inc. (LSI), manufacturer of Hot Shot’s Secret brand of performance additives and oils, recently announced the expansion of senior leadership. Steve deMoulpied joins LSI as the company’s chief operating officer (COO). AdvertisementClick Here to Read MoreAdvertisement DeMoulpied comes to LSI from the Private Client Services practice of Ernst & Young where he managed strategy & operations improvement engagements for privately held client businesses. Some of his prior roles include VP of strategic development, director of strategic initiatives, and Lean Six Sigma Master Black Belt at OptumHealth, UnitedHealth Group’s health services business, as well as Lean Six Sigma Black Belt at General Electric, where he applied operations improvement principles to customer service, supply chain and product development. A successful entrepreneur, deMoulpied is also the founder of PrestoFresh, a Cleveland-based e-commerce food/grocery business. LSI President Brett Tennar says, “Steve’s success in developing operational strategies that improves the bottom line, builds teamwork, reduces waste and ensures quality product development and distribution checks many of the boxes of what we were looking for in a COO. This, coupled with his career in the Air Force working with highly technical systems and his in-depth understanding of Lean Six Sigma and Business Process Management sealed our offer. As our tagline states, our products are Powered by Science. This data driven approach is one reason why our company has grown exponentially as we employ the most advanced technology to product development. I am confident that Steve is the right person to drive operational strategy for our diverse and growing brands.” Advertisement With more than 20 years of experience across multiple industries and functional areas, deMoulpied has particular expertise in organizations with complex technical products. Combined, his prior positions have required a spectrum of skills in corporate strategy, operations improvement, product quality, and revenue cycle management. He has an impressive history of utilizing data driven problem solving (Lean Six Sigma) and project management (PMP and CSM) to achieve strategic goals surrounding customer satisfaction, operational efficiency and improved profit. DeMoulpied has a Bachelor of Science degree in Engineering Management from the United States Air Force Academy and a Master of Business Administration degree from the University of Dayton in Marketing and International Business. He served six years with the USAF overseeing the development of technology used on fighter aircraft and the E-3 Surveillance aircraft, finishing his career honorably as Captain.
The state government of Rio de Janeiro is turning to NCE Subsea for input and support in the formation of a local subsea cluster. The future cooperation will increase business and R&D opportunities between the clusters.On September 17, 2013, NCE Subsea signed a Memorandum of Understanding with the Secretariat of Economic Development, Energy, Industry and Services (SEDEIS) in Rio de Janeiro. According to the MoU, NCE Subsea is to assist the state government in the modeling and managing of the Rio de Janeiro subsea cluster. The MoU was signed by Mr. Julio Bueno, the Secretary of Economic Development in the state of Rio de Janeiro and Mr. Trond Olsen, CEO of NCE Subsea, at the headquarters of SEDEIS on September 17, 2013.Read the article in Portuguese NCE Subsea assina termo de cooperação com subsea cluster no Rio.NCE Subsea as model– We are very happy to sign this agreement with NCE Subsea. Norway is an example to us, especially in the development of a local subsea industry. We have a lot to learn, Mr. Bueno said during the signing ceremony. Representatives from Innovation Norway, INTSOK and the Consulate General in Rio de Janeiro were also present at the signing.The MoU is part of an initiative taken to attract investments and create a fertile soil for new partnerships, innovation and the development of cutting-edge subsea technology in the region. A local subsea cluster will formally be launched within the next few months. The long term ambition for SEDEIS is to develop a local industry that is competitive internationally, and NCE Subsea was the first international business cluster they turned to. The MoU is also the first ever signed by the Rio cluster.– NCE Subsea is pleased and honored by the fact that you have chosen us as cooperating partner for the Rio cluster. This is obviously something we take great pride in. We have been working closely with the supply industry for several years, and try to enable innovation, better technological solutions and offer a better understanding of the market. We have gained a lot of experience, and are happy to pass on these experiences, Mr. Trond Olsen says.According to Sub-Secretary Marcelo Vertis, who lead a Brazilian delegation to UTC in Bergen earlier this year, NCE Subsea has always been very “responsive and cooperative”.– We are still working on the formation of the Rio cluster, with NCE Subsea as a model. Now we intend to turn the MoU into real actions, he says.Priviliged position in BrazilAlthough the Norwegian model needs to be adapted to Brazilian reality and market regulations, the cooperation initiated with the signing of the MoU, gives the Norwegian subsea companies a privileged position in Brazil.– A very substantial subsea industry is under development in Rio. Smaller companies are becoming more focused on technology, and through this agreement we are well positioned to take part in this development. We hope the agreement can be a stepping stone for Norwegian companies looking to enter the Brazilian market, Mr. Olsen says.According to the MoU the parties plan to coordinate the use of promoting and funding mechanisms in order to facilitate partnerships between Brazilian and Norwegian companies and institutions in the development of new technologies, products and services. The parties also intend to implement actions to increase competitiveness and stimulate internationalization.The Subsea Index will be used actively as a matchmaking tool in the collaboration between the parties. The index is a bilingual database created to facilitate the search for business partners, suppliers or customers in the subsea industry.– When the state government of Rio asked for our assistance, it is because they see what we have accomplished in Norway and see that they have something to learn, both in the development of a cluster, and as a facilitator in the creation of new partnerships, Trond Olsen concludes.Press Release, September 20, 2013
Alastair Moyes is a director at Marketlaw and co-author of Marketing Legal Services, the current marketing handbook from Law Society Publishing Having followed the QualitySolicitors debate in the Gazette you may feel we have been in a type of ‘phoney war’ for the past couple of years. Now the battle for the domestic and SME legal services sectors has started with the launch of QS’s Legal Access Points in WHSmiths around the country. The ferocity of the debate around QS on these blogs clearly highlights the two sides of the arguments (see the comments after any blog that mentions QS). However the battle analogy doesn’t help QS or non-QS firms think about their marketing and promotions. QS firms have made a strategic decision to use a third-party brand to convey the benefits of the services they offer. There are similar promotional initiatives like Blakemores’ ‘Lawyers2you’ in the Midlands or groups like highstreetlawyer.com and others. Some firms have retail outlets in city centres or choose to promote their services effectively and efficiently in other ways. However, QS’s is the biggest assault on the public’s consciousness of legal services as it will be backed by television advertising and a celebrity launch. This is the start of clear, overt competition for the attention of the public and SMEs for their choice of where they go for legal services advice. There is an old ad agency truism that fits well in this situation that can help all firms look at their future position. It comes from the USA’s advertising competition in the 1950s over soap power advertising: ‘if one business advertises their soap powder, all soap powder sales rise’. The fight is not exclusively between providers of legal services. It’s more a battle to get the public and SMEs to think about where they buy their legal services. If our current £10bn (guesstimate) legal services market grows because of QS and other businesses promotions, then all firms can benefit. But only if they promote their services effectively and efficiently in their areas, as a viable alternative for potential clients. This competition between providers becomes a well-known commercial task of gaining (or losing) market share (think of the newspaper and magazine market’s competitiveness). Marketing management offers many ways to analyse and plan a response to the new market conditions. You could compete head-on or use other promotional techniques to gain market share that suits your budget. One of the most important aspects of deciding which way to go is something we have been working on with both a QS firm and many non-QS firms. Our experience shows that changing the internal organisation of a firm to focus on clients’ needs is the essential element of future competitiveness. A firm that evolves its services to quickly and satisfactorily deliver the benefits of legal services to their clients will remain a profitable business. To achieve that firms need an accurate database of past clients and promotional materials that focus on the benefits of their services for identified target client groups. Capturing client inquiries and retaining them as future clients means ensuring your internal organisation allows easy client access into your firm and follows-up closed matters with relevant communications about further services. QS is using a loyalty card scheme which is not a unique idea of solicitors but how would your firm match or compete with that in your local area? All of this is about competition between solicitors firms with or without a brand. We’ve not mentioned the other competitors like the Co-op, Halifax, other banks, insurance companies and new entrants. These businesses are after your current and past clients and are ‘battle hardened’ marketing machines. The raw commercial realities of winning and maintaining a competitive market share are here. Without a clear marketing management approach, firms are likely to be trampled underfoot in the charge towards the future profitable clients.
Paris metro Line 14 has shown that the cost per train-km of automatic operation is around 65% of that for a conventional line; reliability is also higher at around 99·8%. Photo: Jean-Paul MasseLinking Bibiliothèque François Mitterrand with St Lazare, Paris Line 14 has provided the impetus for converting other lines to driverless operation. Photo:RATP/SuttonThe Ouragan programme to install ATO on Line 13 will increase capacity from 25 to 28 trains/h in each direction when completed in 2007. Photo:RATP/BrunoThe extra capacity on Line 13 will allow RATP to increase services on the branch to Asnières-Gennevilliers from 10 to 14 trains/h after 2007; the St Denis service will fall slightly from 15 to 14 trains/h. Photo:RATP/MauboussinThe busiest line on the Paris metro network, Line 1 will be converted to fully-automatic operation in 2009-10. Photo: RATP/DumaxSummariesAutomation meets the demands of the modern cityRaising line capacity on the Paris metro by 30% is the prime objective of a modernisation plan that includes cutting headways to 90 sec on several lines. The most ambitious part of the programme is conversion to driverless operation of Line 1, which has numerous interchanges and is the busiest on the network. Contracts are due to be awarded later this year, and the first driverless trains are expected to run in July 2009.L’automatisation répond aux attentes de la ville moderneAccroître de 30% la capacité des lignes du métro de Paris, tel est l’objectif premier du plan de modernisation qui inclut la réduction à 90 secondes de l’espacement des trains sur plusieurs lignes. La part la plus ambitieuse est la conversion à l’exploitation sans conducteur de la ligne 1 qui compte de nombreuses stations de correspondance et reste la plus chargée du réseau. Les contrats devraient être adjugés plus tard cette année et les premiers trains sans conducteur sont attendus pour juillet 2009.Automatisierung entspricht den Bedürfnissen der Modernen StadtEine Kapazitätssteigerung der Pariser Metro um 30% ist das Hauptziel eines Modernisierungsplans, welcher unter anderem eine Reduktion der Zugfolgezeit auf 90 Sekunden auf bestimmten Strecken umfasst. Der ambitiöseste Teil des Programms ist die Umwandlung der Linie 1 auf fahrerlosen Betrieb, welche verschiedene Anschlüsse hat und zudem die am stärksten benutzte Strecke des ganzen Netzes ist. Aufträge werden voraussichtlich noch dieses Jahr erteilt, und der fahrerlose Betrieb soll im Juli 2009 aufgenommen werden.La automatización responde a las demandas de la ciudad modernaIncrementar la capacidad de las líneas del metro de Paris en un 30% es el objetivo principal de un plan de modernización que prevé reducir el intervalo entre trenes a 90 segundos. El apartado más ambicioso del programa es la conversi¢n de la Línea 1, en la que existen varios intercambiadores y que es la más concurrida de la red, para que los trenes circulen sin conductor. Los contratos se adjudicarán antes de finales de año, y se espera que los primeros trenes automáticos circulen en julio de 2009. Raising line capacity on the Paris metro by 30% is the prime objective of a comprehensive modernisation programme that includes cutting headways to 90sec on many lines. Most ambitious of all is conversion of Line 1 to driverless operation,MEETING the aspirations of today’s city dwellers, whether in western Europe or southeast Asia, demands public transport where services are more frequent and more reliable than ever before.In a bid to respond to this requirement, the world’s oldest metro networks are being rebuilt or thoroughly modernised, while in the booming cities of Asia new metros are being built at breakneck pace. In Paris, the driverless Line 14, known as M‚t‚or, that opened in October 1998 between Madeleine and Bibliothèque François Mitterrand has established unprecedented standards in terms of reliability and frequency. Météor is seen as a model for future developments, not least because automation achieves the key objective of higher capacity.RATP is now committed to converting Line 1 to driverless operation as a full-scale pilot project, and on other lines capacity will be increased in the short term by improvements to signalling and train control. Our specific aim is to raise capacity on the busier lines by 30%, with services operating at very frequent intervals. The target is to run trains at headways of between 90 sec and 3 min during peak hours and throughout much of the day. The service interval will increase to 5 min after 20.30.Line 13 upgradeAs its traffic has been rising continuously since 1998, Line 13 will be the first to be upgraded and re-equipped. A significant share of the growth has been driven by the interchange at St Lazare, which has generated much new traffic; Line 13 connects there with lines 3, 12 and 14 – which was extended from Madeleine in December 2003 – as well as with RER Line E and SNCF’s busy western suburban and main line services.A further increase in traffic on Line 13 is envisaged in December 2007, when the branch to Asnières-Gennevilliers will be extended to Asnières-Gennevilliers Le Luth. At the moment two out of five trains use the branch, but in future every other train will be routed this way. Peak services on the main section of Line 13 will increase from 25 to 28 trains/h in each direction, absorbing much of the rising demand.The key element in the capacity improvement plan is the Ouragan programme, which aims to bring about comprehensive updating and modernisation of all signalling and train control systems. This will be rolled out across the network over the next 15 years. Work on Line 13 will be completed in 2007, and Line 3 will be next in 2008. Lines 5, 12, 9 and 10 will then follow at intervals of 18 months.Ouragan covers modernisation of the line control centres, as well as replacement of wayside and on-board train control equipment. Continuous speed control and cab signalling will enhance safety, while reliability should improve thanks to greater redundancy and the use of stand-by equipment. Comfort will also be improved, in the sense that waiting times will be cut because of the more frequent services.The cost of implementing Ouragan on Line 13 is €130m, to which must be added €70m for refurbishment and modernisation of the MF77 rolling stock – this will include installation of automated passenger information systems, a new seating layout, better ventilation and lighting. Funding will be shared by RATP (€166·7m), and the Contract-Plan agreed between the state and the Ile-de-France region.An important component of the Line 13 programme is the installation of platform screen doors. Not only do they increase safety by preventing suicides or passengers and objects falling off the platform, but they also improve reliability by stopping deliberate incursions on to the track or down the tunnels. In Paris this is a serious problem with petty criminals such as pickpockets using tunnels to make their escape from platforms, which can be a major cause of disruption. The number of incidents of trespass on the track has doubled over the past decade to over 3000 a year, accounting for 30% of the total delays. In 2003, around 72% of all delays on the metro were caused by passengers.The platform screen door programme will start with several ‘demonstration’ sites at selected platforms on Line 13. Later, platform screen doors will be fitted at all the busier stations on the line.Line 1 conversionPlatform screen doors are an essential element in RATP’s most ambitious capacity enhancement plan – conversion to driverless operation of Line 1. Météor has yielded valuable lessons with platform screen doors, but the pilot scheme on Line 13 will give first-hand experience of installing and operating doors on a line that was not built for driverless operation from the outset.RATP carried out a preliminary study on automation of Line 1 in 2003. This demonstrated that the move was the most effective way of meeting passengers’ aspirations for high standards of service, especially during the morning peak hours and after 20.00. Infrastructure, signalling and train control equipment on Line 1 is approaching life expiry, and the study indicated that a relatively modest capital outlay would suffice for conversion to automation over and above what would in any case be essential for modernisation. The biggest challenge will be to carry out the conversion with minimal disturbance to the existing service.After six years of operating Météor, we can confirm that our original targets for driverless operation have been met. The cost per train-km of running driverless trains is 65% of the cost of a conventional line. Reliability too is higher, with figures of 99·8% attained in a quality of service assessment. Add to that a reduction in labour costs, plus the well-established advantage of being able to respond rapidly to a sudden influx of passengers by stepping up the frequency of services, and the benefits of conversion become overwhelming. Line 14 also demonstrated the advantages of running more frequent services in the evenings, with trains scheduled at 4 min 30 sec intervals compared to every 6 or 7 min.Line 1 is the oldest on the 212 km network, and with 207 million boardings a year it is the busiest line in Paris – it plays a truly essential role in the Ile-de-France public transport network. A census in 2000 confirmed that there were 280 000 people living within 500 m of Line 1 stations, and no fewer than 330 000 jobs within the line’s catchment area. It also serves the majority of historical and tourist sites in the city.Along the 16·6 km between Château de Vincennes and La Défense are 25 stations, 16 of which are the busiest in Paris. Five of these are especially busy: La Défense, Étoile, Châtelet, Gare de Lyon and Nation. There are interchanges with 11 of the other 13 metro lines, four out of five RER lines, as well as one of the Paris tram routes. Numerous business districts are served, including La Défense. Automation timetableRATP began the tendering procedure for the equipment needed for the conversion programme during autumn 2004. If all goes according to plan, contracts will be awarded in September 2005.ATO and ATC will be procured on the basis of a contract that is functionally similar to the one for equipment on Line 14, but changes will need to be made to accommodate lower adhesion on open-air sections, for example. The equipment will need to be designed for future enhancement that could include track-to-train communication by radio, and interoperability to UGTMS standards – the metro equivalent of ERTMS.New rolling stock will be bought separately, and will be ‘functionally identical and technically equivalent’ to that operating on Line 14. A fleet of 49 six-car trains is required; each will carry 144 seated and 578 standing passengers.Earlier, it was envisaged that the MP89 rolling stock currently used on Line 1 would be converted for driverless operation, as the vehicles are almost identical to the MP89CA version used on Line 14. However, RATP has now decided to procure new trains and transfer the existing stock to Line 4, where more modern trains will certainly be welcomed by this busy line’s regular users.Installation of the medium-height platform screen doors will be a challenge in several ways. Minimising disruption and educating passengers will both be important during construction. The first doors should be installed in June 2008. A month later the line’s new control centre should be commissioned, paving the way for a transition period when the line has to operate with both manually-driven and driverless trains. The first driverless train is expected to run in July 2009, and all trains should be running without drivers during 2010.Trains currently take 76 min to complete a round trip on Line 1, travelling at an average speed including stops of 27·4 km/h. With automation, this will rise to 30 km/h, and capacity will increase from 25 000 passengers/h in each direction to 26 500.RATP attaches considerable importance to the staffing aspects of the automation programme. Essentially, staff will be retrained to act as roving customer assistants, helping passengers on stations and trains as required. Keeping a human presence is important for security and other reasons, and staff will be more visible than drivers are on conventional lines.
AddThis Sharing ButtonsShare to FacebookFacebookFacebookShare to TwitterTwitterTwitterShare to LinkedInLinkedInLinkedInDumfries and Galloway comes together in overwhelming show of support to help those in crisis in Calais. Horrified at the situation in the refugee camp in Calais, the people of Dumfries have organised aid to be delivered to those in need in an act of compassion and solidarity.In less than 48 hours, almost 1,000 people region wide have come together to assist the relief efforts in Calais by organising Collection Hubs covering the whole of D&G, and a central Dumfries based Drop Off Point to collate the donations.A spokes person for the group stated “People have had enough of how badly their fellow human beings are being treated. It shouldn’t take photographs of a drowned child to prick the conscience enough to see the Refugees as people just like us but, unfortunately, it seems to have come to that. The truth is that they are fleeing from horrors that we can’t even begin to imagine and we must help all we can.”“We take so much for granted ; we never know what is round the corner. It’s that simple. I can’t begin to contemplate what must have gone through Aylan Kurdi’s poor mother’s heart and mind as his tiny body slipped from her grasp, yet so many similar families are taking such risks to get to safety. ”“What is heartening though is just how many people have leapt at the chance to help. It just shows what can be achieved on a grass roots level when people pull together.”Liaising with volunteers from l’auberge des migrants, the organisers have made sure that they collect only items that are truly needed as sending the wrong things, however well meaning, can cause additional problems for those on the ground trying to help.“Warm clothing, shoes, shelter, toiletries and tinned goods seem to be most urgently needed and, with the colder weather coming, money for firewood.”The group stated “We are trying to encourage a more human element to this collection too, so people are invited to send drawings, letters of support, cards and notes, even if they aren’t in a position to donate physically or financially. Please give what you can, even if all you have are a few kind words and some human warmth.”More information, including details of the region wide Collection Hubs, can be found on the Facebook group Massive Outpouring Of Love – D&G Refugee Action and there will be a collection from 10am – 4pm this Saturday 5thSeptember and 6.30pm to 9pm on Tuesday 8th September at The Church of Jesus Christ of Latter-Day Saints, 36 Edinburgh Road, Dumfries, DG1 1JQ.
Farmington Voice Share this:Click to share on Twitter (Opens in new window)Click to share on Facebook (Opens in new window)Click to share on LinkedIn (Opens in new window)Click to share on Pinterest (Opens in new window) Farmington area residents will have a local opportunity to drop off household hazardous waste and old electronics during a May 4 event held at Oakland Community College’s Orchard Ridge campus, 27055 Orchard Lake Rd. in Farmington HIlls.Held from 9 a.m. until 2 p.m., the event will take place in the northeast parking area in parking lot #3. Residents of Farmington Hills, Farmington, Milford Township, Village of Milford, Novi, South Lyon, Southfield, Walled Lake, and Wixom are all eligible to attend, so long as they provide a driver’s license or other proof of residency.Items accepted include oil-based paints, batteries, automotive fluids, pesticides, expired medications, aerosols, CFL bulbs, mercury, propane, and more. Containers must be labeled, hold less than five gallons or weigh less than 50 pounds, and should be placed in a sturdy box on the vehicle’s floor or in the trunk.Household electronics accepted include TVs, radios, VHS and DVD players, and computers, plus peripheral devices. Residents may also bring up to 100 pounds of sensitive documents for on-site shredding.Not accepted at this event: commercial or business waste, unknown substances over five gallons, smoke detectors, radioactive waste, or explosives. Latex paint is not considered hazardous waste; to dispose of it, add kitty litter or sand to dry out any paint left in the can then put it at the curbside with the lid off on your regular trash collection day.For a complete list of acceptable items, visit the Recycling Authority’s website at rrrasoc.org or call 248-208-2270.– Press release Reported by
Tiga Aliansi Maskapai Global Desak Pemerintah di Seluruh Dunia Cari Cara…,Boeing 377 Stratocruiser, Pesawat dengan Kabin Bertekanan Pertama di Dunia
Tiga maskapai mewakili oneworld, SkyTeam, dan Star Alliance. Foto: DeviantArt Belum lama ini, tiga aliansi maskapai penerbangan global terbesar, Oneworld, SkyTeam, dan Star Alliance, mendesak pemerintah di seluruh dunia untuk mencari segala cara yang mungkin bisa dilakukan untuk membantu industri penerbangan. Hal itu guna meringankan tantangan maskapai dalam menghadapi bencana yang diklaim belum dihadapi oleh industri penerbangan global saat ini di tengah pandemi virus corona atau COVID-19.Baca juga: Kata Konsultan Penerbangan: Sebagian Besar Maskapai Global Akan Bangkrut Akhir Mei!Dilansir situs resmi oneworld, tiga aliansi global, yang mewakili hampir 60 maskapai penerbangan di seluruh dunia yang berkontribusi lebih dari setengah pergerakan pesawat global, mendesak pemerintah di seluruh dunia untuk mempersiapkan dampak ekonomi yang luas, seiring berbagai upaya pencegahan lainnya yang dilakukan negara untuk menahan penyebaran COVID-19. Tak hanya itu, ketiga aliansi tersebut juga meminta stakeholder lainnya di seluruh dunia untuk memberikan dukungan. Sebagai contoh, operator bandara didesak untuk mengevaluasi berbagai biaya, seperti landing charges dan pengurangan tarif Pelayanan Jasa Penumpang Pesawat Udara (PJP2U), dan berbagai biaya lainnya untuk mengurangi tekanan keuangan maskapai akibat anjloknya jumlah penumpang.“Dampak manusia (korban) dan finansial yang disebabkan oleh wabah COVID-19 terhadap industri penerbangan belum pernah terjadi sebelumnya. SkyTeam, dengan mitra aliansi, dan atas nama maskapai anggota, mendesak semua lembaga dan pemangku kepentingan industri yang terlibat untuk menghadapi masa-masa yang luar biasa ini dengan langkah-langkah luar biasa juga. Ini termasuk tindakan seperti pengurangan (biaya) slot, bandara, dan pengurangan biaya penerbangan lainnya,” kata Kristin Colvile, CEO dan Managing Director SkyTeam.Di luar langkah dan upaya dari para stakeholder, maskapai penerbangan global sendiri, baik anggota dari tiga aliansi tersebut maupun bukan, sudah sejak pertengahan Januari lalu mulai melakukan beberapa langkah efisiensi, seperti pengurangan karyawan, pemotongan gaji dan tunjangan, menunda segala bentuk invenstasi jangka panjang, meminta karyawan untuk cuti tanpa dibayar atau sukarela, mengurangi beberapa layanan di darat dan di udara, bahkan menunda dan membekukan pesanan pesawat baru, khususnya yang sudah masuk periode pengiriman.Di samping itu, upaya mendapatkan dana segar juga telah dilakukan banyak maskapai. Setidaknya hal tersebut dapat diketahui oleh pengakuan Domhnal Slattery, bos dari salah satu leasing pesawat terbesar di dunia, Avolon Leases Aircraft, yang menyebut pihaknya telah dihubungi banyak maskapai global, khususnya maskapai-maskapai dari Cina.Baca juga: Virus Corona, Petaka Buat Maskapai, Bisa Jadi Berkah Buat Perusahaan LeasingInternational Air Transport Association (IATA) atau Asosiasi Transportasi Udara Internasional sendiri sudah memperkirakan, jika krisis virus corona sama dengan wabah SARS pada awal 2000-an silam, hal itu sangat mungkin akan menyebabkan hilangnya pendapatan (profit loss) maskapai global tahun ini sebesar $29 miliar atau Rp417 triliun atau turun 4,7 persen sepanjang 2020.Selain itu, upaya recovery-nya pun tak sebentar, (jika krisis virus corona sama dengan wabah SARS pada awal 2000-an silam) membutuhkan setidaknya sembilan bulan untuk memulihkan ekosistem bisnis di dunia aviasi. Lantas, bagaimana dengan virus corona, akankah sama dengan SARS (dalam hal recovery yang mencapai 9 bulan)?Share this:Click to share on Twitter (Opens in new window)Click to share on Facebook (Opens in new window)Like this:Like Loading… Related
PENSACOLA, Fla. – Argonaut softball swept the first awards of the season, handed out by the Gulf South Conference office on Tuesday. Sophomore Amber Ingram (Pensacola, Fla./Catholic HS) notched her first career Player of the Week laurel, while Jillian Lafrance (Calgary, Alberta/Charleston Southern) was tabbed as Pitcher of the Week for the seventh time in her West Florida career.Ingram’s red hot start helped the Argonauts to a 4-1 to start the 2010 campaign. She hit .579 in five games, including a 6-for-7 performance in two games against No. 15 Nova Southeastern. Her three-run home run against the Sharks in the first contest between the two teams was the difference in a 4-1 win in which she was perfect 3-for-3 at the plate. Ingram roped four doubles over the five games, scored three runs, and stole her first base of the season.Lafrance, the reigning GSC East Division Pitcher of the Year, was strong in five appearances in the Gulf South Conference-Sunshine State Conference Crossover to open the 2010 campaign. She went 3-1 with a save over the weekend, including a win over No. 15 Nova Southeastern. The senior struck out 34 batters and walked just three in 25 1/3 innings of work allowing just five runs for a 0.55 ERA. Her performance in the circle was complemented by a .467 plate average on the weekend, collecting seven hits with two doubles and a homerun in 15 at-bats. The Argos hit the road this week to compete in more tough in-region matchups beginning with a third game against Nova Southeastern on Friday at 5:30ET as a part of the Eckerd College Triton Invitational. For more information on Argonaut athletics, visit www.GoArgos.com.Print Friendly Version UWF Sweeps GSC Weekly Awards Share Jillian Lafrance (Photo by Ron Besser)
Sumber: theguardian Hadirnya inovasi di sektor transportasi seperti moda listrik atau moda bertenaga hibrida tidak serta merta menyelesaikan masalah yang selama ini tengah diperangi oleh berbagai negara di dunia – polusi udara. Alih-alih menyelesaikan masalah polusi, muncul masalah baru pada jenis kendaraan seperti ini, yaitu keberadaannya terhadap kaum difabel. Bukan masalah apakah moda ini dapat dijangkau oleh kaum difabel atau tidak, melainkan keberadaannya yang dikhawatirkan dapat membahayakan kaum difabel – sebut saja penyandang tuna netra.Baca Juga: Tekan Angka Kecelakaan, London Uji Coba Sistem Rem Otonom Pada Bus UmumDalam kasus ini, Transport for London (TfL) telah diperingatkan oleh berbagai institusi terkait salah satu sistem keselamatan yang dikhususkan untuk para penyandang tuna netra ini, dan kini agaknya mereka akan benar-benar menaruh konsentrasi padanya. Mengutip dari laman theguardian.com (1/7), sebelumnya pihak TfL telah menugaskan manufaktur otomotif asal Amerika, Aecom untuk memberikan suara khas pada moda listrik yang dikembangkannya. Hadirnya suara pada moda listrik yang terkenal senyap ini akan membantu para pengguna jalan untuk lebih waspada bahwa di sekitaran mereka ada moda listrik yang hendak melintas. Suara ini sama saja seperti suara kendaraan pada umumnya, dimana masing-masing dari kendaraan punya suara yang khas, dan hal serupa diharapkan tersemat pada moda listrik – dalam hal ini pihak TfL lebih fokus terhadap bus listrik.“Bus listrik di London pertama akan dilengkapi dengan suara khas di awal peluncurannya (musim gugur), dan diharapkan negara-negara lain dapat mengikuti langkah ini,” ujar salah satu pejabat di TfL.Salah satu pejabat di Royal National Institute of Blind People, Zoe Courtney mengatakan bahwa, “tingkat kebisingan yang hampir hening pada bus listrik dan hibrida membuat mereka berpotensi membahayakan pejalan kaki yang tuna netra, sehingga sangat penting bahwa suara yang tepat ditambahkan ke kendaraan ini,”Baca Juga: Ford ‘Terjemahkan’ Pemandangan Khusus Bagi Penyandang Tuna NetraJika dikemudikan oleh manusia, mungkin heningnya bus listrik ini tidak akan memberikan masalah yang terlalu berarti – dimana pengemudi dapat memberikan tanda (membunyikan klakson atau menghindar) jika di depannya ada penyandang tuna netra. Namun apa jadinya jika yang beroperasi adalah bus listrik otonom? Secanggih-canggihnya sistem, tentu saja diperlukan proteksi berlapis guna menghindari beragam kecelakaan lalu lintas.Share this:Click to share on Twitter (Opens in new window)Click to share on Facebook (Opens in new window)Like this:Like Loading… RelatedDari London, Telah Meluncur Bus Tingkat Bertenaga Listrik Pertama di Dunia18/01/2018In “Bus dalam kota”Incar Efisiensi Daya Angkut dan Ramah Lingkungan, Los Angeles Adopsi Bus Tingkat Bertenaga Listrik25/07/2018In “Bus dalam kota”Tekan Angka Kecelakaan, London Uji Coba Sistem Rem Otonom Pada Bus Umum21/08/2017In “Bus AKAP”