Crane WCD double murderSuresh Ganesh, 29, who was shot moments after killing his wife and son at Crane Village, West Bank Demerara (WBD), remains under Police guard at the Georgetown Public Hospital. He was reportedly shot to his hip after he attacked a group of Police Officers as they attempted to arrest him.Crime Chief Wendell Blanhum told Guyana Times that once the suspect is discharged from the medical facility, he will be slapped with two counts of murder, as well as two counts of attempted murder. He nevertheless stated that the suspect is recuperating and is out of danger. The alleged drug addict carried out the brutal attack on his wife, Vanessa Sookram, 32; and their son, Christopher Ganesh, age three, after he would have read a text message which suggested that his wife was having an affair with the man who supplied him with marijuana. It was this message that led to the brutal attack, in which the perpetrator’s mother, Jennifer Montizore, was also injured. Her right hand as well as the fingers on her left hand was severed. Reports are that the child was found on the bed while his mother was covered in blood on the floor in the shack in which they lived. The child was chopped in his abdomen while his mother was chopped some 20 times about the body. After committing the act, the suspect escaped from the scene and went to another relative at Pouderoyen, WBD, where he related what occurred. The relative then attempted to get Ganesh to surrender but he too was attacked and injured.The Police were summoned and upon approaching the suspect, they were attacked by the man who was carrying a cutlass. In response, the Police discharged a round hitting him to the hip.
SACRAMENTO – California’s largest workers’ compensation insurance company spent billions of dollars with virtually no oversight and mislabeled hundreds of millions of dollars in payments to businesses with direct financial ties to its board members, according to a state audit published Tuesday. With the quasi-governmental State Compensation Insurance Fund already racked by a criminal investigation, the audit found that it operates without clear conflict-of-interest rules, minimum qualifications for its board members or accountable leadership. Although it is comparable in size to some of the state’s largest companies, it has no chief financial officer, chief operating officer, chief investment officer or chief technology officer. The audit found that the fund incorrectly classified more than $500 million as legal or auditing fees over the past decade that went to industry associations for contracts that until this year required no specific services and were never audited. AD Quality Auto 360p 720p 1080p Top articles1/5READ MOREWhicker: Clemson demonstrates that it’s tough to knock out the champThe fund, which handles about a quarter of California’s workers’ compensation claims, also wasted money on technology contracts, paying firms more than $320 million since 2004 for projects that sometimes were never authorized or completed, the audit said. In one instance, the fund approved a firm to provide IT security, but never gave it authority to monitor data or protect against hackers systemwide. The fund is California’s largest writer of workers’ compensation insurance and serves as the insurer of last resort for workers’ compensation claims. It controls about 23 percent of claims in the state, down from a high of 53 percent in 2003 before reforms increased competition. The San Francisco-based fund operates as a private company but is headed by a board appointed mostly by the governor. In a statement, Gov. Arnold Schwarzenegger said the audit’s findings were troubling. The fund “plays a critical role in the insurance market and we should accept nothing less than the highest ethical standards,” he said. The audit released Tuesday by state Insurance Commissioner Steve Poizner comes amid an ongoing joint criminal investigation by state insurance investigators, the California Highway Patrol and the San Francisco District Attorney’s Office. Two of the fund’s directors resigned last November amid concerns about conflicts of interest. Frank DelRe, an appointee of former-Gov. Gray Davis, and Kent Dagg, a Schwarzenegger appointee, also were executives with companies that received about $25 million in what were called administrative fees from the insurance fund in 2005, Poizner said earlier this year. Poizner said that because of the ongoing criminal investigation, Tuesday’s audit did not directly address any potential criminal wrongdoing. However, the audit did identify potential conflicts with two unnamed past board members. It said the board paid more than $140 million to an entity controlled by a board member from 2003 through 2006 and more than $125 million to associations affiliated with another member of the board from 2004 through 2006.160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set!
31 July 2008Woolworths saw the introduction of reusable bags in 2004 as an opportunity to not only preserve the environment, but also to support new enterprise development, with their fabric bags being made for them by local factories – one of which started for the specific purpose of making Woolworths bags.It forms part of the company’s strategy to source products locally, where quality, quantity and consistency meet the expectations of their customers – while also enabling the company to support and encourage local business and entrepreneurship – which it has also identified as a key priority.“In line with our Good Business journey, Woolworths is committed to identifying opportunities for suppliers to grow with the business,” Woolworths general merchandise director Craig Ludwig said in a statement this week.“In addition to giving suppliers access to the marketplace, Woolworths also supports emerging suppliers with training that covers best practice in technical and business management skills, organisational development and financing where possible.”Woolworths Good business journey is a comprehensive five-year plan announced in 2007 to help people and planet by incorporating a series of challenging targets and commitments centred on four key priorities, including accelerating transformation, driving social development, enhancing Woolworths environmental focus and addressing climate change.IsikhwamaCurrently, Woolworths’ main supplier of reusable bags is Isikhwama, which was established in Maitland, Cape Town to produce bags for Woolworths and employ semi-skilled and unskilled people who were previously out of work.Isikhwama owner Trevor Pothercy said that while starting any new business was a challenge, their close partnership with Woolworths had helped his company to grow from strength to strength, and that it now produced over a million reusable fabric bags for Woolworths each year – providing employment for 70 people.“The success of the project has exceeded our most optimistic projections,” Pothercy said. “We have been able to train unskilled workers through this project – arguably the most vulnerable members of the labour sector.”Greater Uitenhage Sewing CooperativeThe second supplier, the Greater Uitenhage Sewing Cooperative (Gusco), is an amalgamation of three informal community sewing groups, formed as a result of the Uitenhage Despatch Development Initiative.The company, based in Uitenhage in the Nelson Mandela Bay Metro, has been producing and supplying reusable fabric bags for Woolworths since September 2005.Woolworths was Gusco’s first big retail client and continues to be the anchor client, buying about 260 000 reusable bags from the company each year – and enabling the cooperative to employ 27 full-time machinists and a number of seasonal employees.Strong partnerships needed for growthNafeesa Dinie, head of the Uitenhage Despatch Development Initiative’s small, medium and micro enterprises unit, said they hoped to grow Gusco’s business by attracting and securing additional contracts, as well as to diversify the production line.The initiative has also held initial discussions with Woolworths regarding future potential growth opportunities.She said that through forging strong partnerships and implementing a structured best practice business development model, a solid business foundation has been established, resulting in a successfully and commercially viable cooperative contributing to the local economy and job creation.“The ladies of Gusco have come a long way from being unemployed, to being business owners and this has been achieved in a relatively short period with the support of all stakeholders,” Dinie said. “Woolworths was key to this success, and this clearly signals Woolworths’ commitment to support and contribute to sustainable community enterprise development in our country.”SAinfo reporter Would you like to use this article in your publicationor on your website?See: Using SAinfo material
Photo: Steve Creedy Qantas has started the 2020 financial year with a record first-quarter revenue but continues to see weak domestic demand and faces some international headwinds.The airline said in a trading update that total group revenue rose 1.8 percent to a record $A4.56 billion while unit revenue was up 2.1 percent compared to the same quarter in 2018..But group domestic unit revenue fell by 0.9 percent due to “mixed market conditions” and Jetstar’s unit revenue was down 2.6 percent because of weakening demand in the price-sensitive leisure market.Strengthening resources industry traffic helped offset weaker demand in other corporate sectors such as financial services and telecommunications but overall corporate travel demand was flat, the update said.Small business demand also slowed, although Qantas said its share of both business markets increased, and premium leisure demand remained steady.READ: VIRGIN poised to start japan services after draft Tokyo decision.Jetstar’s 2.6 percent fall in unit revenue accounted for most of the group’s domestic decline and was offset by higher load factors that supported growth in ancillary revenues.Driving the increase in group unit revenue was a 4.4 percent increase for the group’s international operations led by reduced capacity from competitors as well as network and fleet changes in Qantas International.Qantas International reduced its own capacity by 2.5 percent and saw unit revenue rise by more than 6 percent.Jetstar International’s revenue and capacity also grew in the quarter with a strong demand on leisure routes to Asia offsetting weakness in markets impacted by the strong US dollar.A bright spot for the group remained Qantas Loyalty which “continued to see strong revenue growth in line with expectations” and expects to announce new growth opportunities shortly.“The Group continues to perform well, with strength in key parts of our portfolio helping to offset softness in other areas,” Qantas chief executive Alan Joyce said.“Qantas International has seen significant upside from competitor capacity contracting more than anticipated, which is expected to continue for at least the remainder of the first half.”Joyce said the slower revenue environment would mean a strong focus on cost reduction “to make sure we keep delivering on our transformation targets.””Part of this is about taking opportunities to reduce complexity and constantly improving how efficiently we manage our business,” he added.Among the headwinds facing the group are the protests in Hong Kong, which will wipe $A25m off the first-half profit and prompting capacity adjustments.Other problems include the impact of the US-China trade war on freight, expected to cut full-year profit by $A25-30m, and foreign exchange expenses expected to increase non-fuel costs by $A25m in the first half.The group has fully hedged its fuel for the 2020 financial year, including the ability to benefit from significant price falls, and expects its first-half fuel bill to increase $A29m to $A3.98 billion. A worst-case scenario would see fuel costs rise to $A4.05 billionQantas will continue to keep a tight rein on capacity with group increases expected to be between 0.5 and 1 percent in the first half.“Domestically, published competitor capacity is set to increase despite the weakness in the market,’’ Joyce said.“The Qantas Group will maintain its strategic position in all parts of the market and therefore our total domestic capacity is expected to grow by up to 1 percent in the second half.”
For Self-Driving Systems, Infrastructure and In… How Connected Communities Can Bolster Your Busi… Martin Otterson Related Posts Tags:#Internet of Things#IoT#OSISoft#Qualcomm#San Diego Padres#Smart Cities#Taylor Swift How IoT Will Play an Important Role in Traffic … What’s the difference between a monster truck rally and a Taylor Swift concert?Water. You can’t hold a monster truck rally without thousands of cubic meters of mud, which in turn can mean tens of thousands if not hundreds of thousands of gallons of water. By the same token, Taylor Swift’s ornate lighting and staging could can cause power consumption to zoom up the charts and unnaturally force a venue into the red zone for peak power charges. (The prevalence of tattoos, however, at both events is probably about even.)The ability to charge accurate “bill backs” to promoters rather than just somewhat arbitrary flat fee are one of the many drivers of the smart stadium, i.e. venues wired with predictive analytics and sensors to fine-tune costs, consumption and even the fan experience. See also: 5 key technologies of a smart cityStadiums can be extremely difficult facilities to manage. Occupancy can zoom from a handful of people to more than 100,000 and back to empty in a few hours. They can snarl traffic, create havoc between regular residents and visitors and consume more power and/or natural gas than any building in the region. No one wants a repeat of the Super Bowl blackout. At the same time they are also monuments to civic pride. IoT can help smooth out those differences and make everyone good neighbors.The Seattle Mariners, for instance, managed to cut water consumption by 10%, or 2 million gallons, over a three year period in part through IoT technology. IoT help the team pinpoint leaks in pipes. (The team also discovered it only costs around $5 in power to open and close its retractable roof.)The San Diego Padres, meanwhile, have installed LED lights, smart sensors and data management systems to better control water and power. A typical game can require 70 megawatt hours of power, 740 therms of natural gas and over 72,000 gallons of water, or about 48 hot tubs. Through IoT, the team expects to cut resources by more than 25% over the next five years. The stadium is a key “citizen” of tomorrow’s citiesBut the benefits go far beyond power. Sound abatement is increasingly one of the biggest problems for venues as stadiums and urbanites continue to flock to the heart of town. IoT gives people an objective way to monitor and better control sound. Better security and safety? IoT in one venue alerted the staff to a small fire caused by a hot dog roller that was accidentally left on after a game. Smart cameras for parking lots and surrounding streets will likely become standard to reduce the crime and vandalism that can sometimes mar public events.Want to find shorter beer lines? Avoid the bathroom with a major flood? Or figure out the best way to get home or to the airport based on anticipated traffic and public transportation options? There will be an app for that. And this is just the beginning. There are an estimated 12,216 stadiums worldwide, according to World Stadiums, and a growing number are located in megacities and emerging markets where water is scarce, power is fragile, and traffic is horrendous. Some stadiums are sparkling new, while others, date back to the 1920s. These venues can become open showcases for what’s possible. Let the games begin. The author is Senior Vice President of Sales, Marketing and Partners at OSIsoft. Surveillance at the Heart of Smart Cities
But then we moved into the reference architecture room, with leading partners highlighting things like cloud on-boarding, trusted compute pools, and efficient data center delivery. There was Lenovo’s solution that provided a client aware experience based on embedded APIs from Intel running on the hardware. There were senior executives from Vmware and Microsoft speaking passionately about how their reference architecture solutions are solving customer requirements. There were senior technologists talking about the value reference architecture collaboration with Intel has represented in hardening their solutions. As groups of editors moved from solution to solution in a frantic dance that Reuven Cohen CTO of Enomaly called “speed dating for the cloud”, the rare glow of the results of deep collaboration was in there air, and I think our guests saw the foundation being poured for broad cloud deployments. We like to view it that as it has many times in the past, Intel architecture forms the heart of this foundation with the performance engine to fuel cloud technology integration and workloads such as Intel Trusted Compute Technology (pdf) and Intel Power Node Manager that help deliver the capabilities that will make cloud evolution something IT can confidently navigate in driving to that vision of cloud ubiquity. Why Intel in the cloud? Because we want to continue to enable the industry to build their castles in the air and provide the industry the platform foundations to make these dreams a reality. Maybe it’s because I’m in the capital city of a thousands year old culture, but I found myself being philosophical in viewing the Day in the Cloud event in Beijing yesterday. As I walked around the room looking at partners showcasing their cloud computing solutions developed in partnership with our Cloud Builders program, I thought back on a quote from Thoreau that I’ve always liked:If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them.Listening to the cloud zeitgeist over the past couple of years, one could easily surmise that cloud meant many things to many people. Software services, the next wave of virtualization…or web. The death of the corporate data center perhaps or a one fits all model offered by a large solutions provider. To say that the industry has spent a lot of time talking about cloud would be an understatement, but as you pull back the curtains on the hype real value is revealed. We see an ability to deliver IT resources when and where they’re needed and to empower users the access to the services they need in a timeframe that is inconceivable in traditional terms. With this change we also see the capability of IT organizations to streamline operations and place their investment in solution innovation and business value, not the steady stream of money going to oversight of current assets that bleeds IT budgets today. And ultimately, if done well, we see a world where data centers can interconnect to flow compute capacity where required and provide both individual users and corporations the security of having the right IT compute capacity without the cost of over-provisioning. So perhaps the industry is correct in building our castles in the air as we know that as an industry that’s where we’ve always placed them and that’s where the greatest visions of the future can become reality.But just as we dream about this bold vision of a new computing reality, we must reflect on the fact that the data centers of tomorrow will continue to be run on hardware, and this hardware working together with software developed to provide the security, efficiency and automation the cloud requires, will form the foundation of our computing future. Intel Cloud Builders is all about building that foundation in the form of industry collaboration on focused cloud computing reference architectures that address unique challenges facing the evolution of data center computing to cloud models. These are the sticky technical requirements that IT is seek…things like trusted compute pools, data center level automated efficiency…standard approaches to cloud on-boarding…that will let cloud infrastructure grow from the early deployments of today to the expected ubiquity of tomorrow’s vision. And it’s in this ubiquity that cloud delivers its real value and the wide scale federation of data centers become a reality. Our second Day in the Cloud event featured eight of our most recent reference architectures from some of the leading cloud computing solutions providers in the China market as well as some of our global partners. For details on each of the reference architectures check out my teammate Rekha Raghu’s blog.What was fascinating about the event for me as we started with presentations from Intel’s Jason Waxman and Billy Cox, and as they told the story of Intel’s vision for cloud and the details of the cloud builders program one editor raised his hand and said “I have a simple question…why Intel and cloud”. It’s a question I’ve heard before (not unique to China), and it’s an understandable one that usually comes from people who have heard all about the vision of cloud but not reflected on the technology stacks required to deliver this vision. Billy described our deep engagement with leaders in the industry on our collaborative solutions delivery, but I think the editor still didn’t buy it.
Captain Azhar Ali scored a century on Friday and led Pakistan to a six-wicket victory over Zimbabwe in the second one-day international to take an unbeatable 2-0 lead in the three-match series.Ali, dropped on 53, scored a career-best 102 off 104 balls with eight fours in Pakistan’s solid run-chase of 269-4.Ali featured in two half-century stands, adding 85 runs with Asad Shafiq (39) and a further 56 with Haris Sohail, who remained unbeaten on 52 for his second successive half century.”Modern cricket has become fast and you need to keep pace with it,” Ali said after becoming the first Pakistani captain to score a hundred in a successful run-chase.”It was great to see (Pakistan) bowlers restricting them to 268 on a very good batting wicket, but I believe we have a long way to go.”A suicide bomber blew himself up near the stadium during the game, Information Minister Pervez Rashid said on Geo TV. He said the bomber had tried to get closer to the stadium but was stopped by police. The bomber then detonated his payload, killing a police officer and wounding six others.Police had initially said the explosion, which was heard during the match, was caused by an electric transformer nearly a kilometer away from the Gaddafi Stadium.Security around the games has been tight during the entire tour, which is the first by a test-playing nation in Pakistan since gunmen attacked the Sri Lanka team bus in 2009.Earlier, Sikandar Raza scored an unbeaten 100 off 84 balls and Chamu Chibhabha, replacing suspended regular captain Elton Chigumbura, missed out on his maiden hundred by one run as Zimbabwe posted 268-7.advertisementAli lost 3-0 to Bangladesh last month in his debut series as Pakistan ODI captain, but his century ensured Pakistan won its first ODI series in 17 months after losing five in a row.Pakistan could have been 109-3 in the 23rd over, but Chibhabha dropped the Pakistan skipper at short cover off Graeme Cremer, one of four changes made by Zimbabwe.Stand-in captain Hamilton Masakadza rotated eight but Ali stayed focused after the let off before he was caught at point.”The guys tried hard with Raza and Chibhabha coming good but I think we were 20-30 runs short,” said Masakadza.Pakistan’s bowlers struggled for the breakthrough after Ali won the toss but surprisingly decided to bowl in temperatures of 41 degrees Celsius (105 Fahrenheit).After Pakistan’s fast bowlers toiled in the hot weather, offspinner Mohammad Hafeez brought the first success in the 19th over when he clean bowled Sibanda.Chibhabha hit 11 fours and a six but walked back in apparent disbelief after he was adjudged caught behind.Raza cut loose after Chibhabha’s dimissal and hit fast bowler Mohammad Sami for two fours and a six in one over as Zimbabwe scored 81 runs in the last 10 overs.Zimbabwe will round off its 13-day tour with the last ODI on Sunday after the African nation became the first test country to tour Pakistan after six years.