text:
I have seen the Olympic games 2012 on television and, besides, have often heard the name "Great Britain". There I had the impression that there was apparently the wish to repeat these words so often as possible, so that one is almost hypnotised  and thinks that there is reallyGreat Britain . As a result I have looked  the information of and have examined Great Britain in these areas:

1. geographic (bigness from Great Britain)

2. History of the first population

3. Culture

4. Economy

5. Politics

6. Human rights

After my researches I can say you that there is no Great Britain, but only Britain

1. geographic (bigness from Great Britain)

244;880 km

The 78-biggest country of the world!!

Majid Bahrambeiguy  Great Britain is not really big !!

2. History of the first population

From Wikipedia, the free encyclopedia

The Roman conquest, beginning in 43 AD, and the 400-year rule of southern Britain, was followed by an invasion by Germanic Anglo-Saxon settlers, reducing the Brythonic area mainly to what was to become Wales.[46] Most of the region settled by the Anglo-Saxons became unified as the Kingdom of England in the 10th century. Meanwhile, Gaelic-speakers in north west Britain (with connections to the north-east of Ireland and traditionally supposed to have migrated from there in the 5th century) united with the Picts to create the Kingdom of Scotland in the 9th century.

Majid Bahrambeiguy: There are the civilisations older than Great Britain like Japan or Persian or Egypt or Chinese; so Great Britain is not really big civilisations !!

3. cultur

Majid Bahrambeiguy:

it is clearly Great Britain has a Grand culture; but there are many other countries they have also Grand culture, however, have Great Britain does not have absolutely of the biggest because compare to other cultures is much younger (Japan, China; Indian; Persien;...): Other civilisations were Pioneer in writing and music and science

So here also Great Britain is not really big !!

4. Economy

Economy watch: What caused the return to recession and how long will it last?

By Andrew Oxlade
UPDATED: 11:56 GMT, 6 July 2012

Economy watch: What caused the return to recession and how long will it last?

By Andrew Oxlade
UPDATED: 11:56 GMT, 6 July 2012

Comments (108)

This is Money Editor Andrew Oxlade [@andrew_oxlade] explains the basics of a financial crisis that descended from credit crunch to recession to debt crisis: the latest, the story so far - and what to expect next (updated as events dictate - bookmark thisismoney.co.uk/recession)...

Britain is officially back in recession. After the recovery failed to gain any traction in 2011 when the economy grew by a paltry 0.9 per cent for the full year. And 2012 has begun badly.

The economy shrank 0.4 per cent in the final quarter of 2011 and then another 0.3 per cent in the first quarter of 2012.

That marks a technical recession, something analysts had thought the UK would narrowly avoid.

It also means we're in the first 'double-dip' recession since the economic turmoil of 1975. 'Double dip' is where the economy goes back into a recession before it has had a chance to recover its previous high of economic output.

The technical measure of recession' is two 'quarters' of the year, back-to-back, where the size of the economy shrinks, as measured by GDP (Gross Domestic Product).

We remain a long way from that 2008 peak - the economy saw below-par 2.1 per cent expansion in 2010 following a 6.4 per cent plunge during the 'Great Recession' of 2008-2009.

We're now in the longest slump in more than a century.

The graph below shows how the economy has recovered after previous recessions. This downturn has been worse than the Seventies, in terms of the trajectory of the economy, and even more severe than the Great Depression of the 1930s, when GDP recovered its previous high after nearly four years.

How the recovery from recession compares with those of the past

So what can we expect for 2012 as a whole?

The median prediction from analysts is for growth of just 0.4 per cent for 2012 with the gloomiest forecasters predicting the economy will shrink by more than 1 per cent.

To get a feel for how weak this is, the average annual GDP growth from 1990 to 2008 was 2.3 per cent. And most people - but not us - had been expecting the usual post-recession bounce back, as happened after the Eighties and Nineties recessions. So they'd have been hoping for growth of 4 per cent or 5 per cent a year.

The Office for National Statistics constantly revises figures on the economy's growth, more than a decade after the event.

That's because the first estimate is based on only 40 per cent of the data.

These are the latest estimates (June 2012):

So what do the experts say?

The International Monetary Fund (IMF) is fairly upbeat. It upped its forecast for 2012 growth (17 April) from 0.6 per cent to 0.8 per cent. It cited the colossal efforts in February to avert eurozone meltdown by the European Central Bank, when it extended cheap lending to banks to £1trillion.

The OECD correctly called the recent double-dip in November 2011. It now predicts the economy to shrink 0.1 per cent over the whole of 2012.

A Markit survey called it badly wrong in early April suggesting the economy had grown 0.5 per cent in the first quarter but the OECD was far more accurate, calling a 0.1 per cent decline. [Read the full report]

This economic gloom is all of great concern to the Treasury. The Coalition's plans for the future hang on being able to cut debt [how big is Britain's debt problem?] with a mixture of austerity cuts AND economic growth.

A return to recession would derail its plans.

At the November mini-Budget, the independent Office of Budget Responsibility dramatically slashed its projection for 2012 growth from 2.5 per cent - a prediction from March - to 0.7 per cent :And in March 2012, the OBR forecast that the UK would NOT go back into recession and that the economy would grow 0.8 per cent over the year followed by 2 per cent growth in 2013 (see the chart below).

The real fear is that austerity will combine with relatively high inflation, both of which take money out of the pocket of consumers, and hold back the economy. This could degenerate into dreaded stagflation - no economic growth combined with inflation.

The OBR's official forecast for the economy - made in March 2012

So where did all this start?

Official figures shows consumer debt falling marginally. But that doesn't take into account the amount simply written-off by banks, as repossessions and bankruptcies rise.

The campaign group Save Our Savers (SOS) points out that total consumer debt stood at £1,461bn in November 2008 and £1,452 billion in November 2011. But banks wrote off £26.7bn of consumer debt. So excluding the bank write-offs, debt actually rose by £18.4bn.

Credit card debt continues to 'run rampant', says SOS, rising from £53.3billion to £56.5billion over that time even thought an 'extraordinary' £13billion has been written off.

Total credit card debt when write-offs have been stripped out has exploded by £16.1bn.

So the clear picture is that debts are not only still rising but shifting across to financial companies. And that, if recent history is anything to go by, could one day become state debt.

And the projection, is that UK debt is set for another explosion. The Office of Budget Responsibility projects growth of  nearly 50% from £1.5trillion today to £2.12trillion by 2015.

Britain's 'Great Recession' started in the spring of 2008 and ended in the summer of 2009. This is based on the technical measure of 'recession' - see above.

The economy then raced out of recession faster than expected (see the charts above and below) but faltered again late in 2010, with the heavy snow of December blamed for much of it, and slowed to a snail's pace in the first half of 2011.

The Government's tax rises - VAT was hiked in January and income tax went up for the richer middle classes in April - have been made by austerity cuts are still kicking in.

The final negative factor - and possibly the biggest - is that consumers, companies and the state are all locked in a race to straighten out their finances.

That means each of these will spend less and try to pay down debts - a toxic combination for the economy in the short-term, although necessary for long-term health.

In reality spending has slowed but debts are still rising (see the box right)

The gloomy outlook was enough to persuade the Bank of England to start printing money again in October 2011. Its previous 'quantitative easing' programme saw £200bn 'created' for this purpose in 2009 and 2010.

In October, it said a further £75billion would be deployed, aimed at getting banks to increase lending - and more was added in February 2012. As we've long predicted, there's likely to be lots more QE as the economy limps along and deflation - falling prices - becomes a danger.

A concern stalking in the background, is 'stagflation'.

This [30-second guide] is where growth stalls but inflation remains dangerously high. The outcome can be disastrous: not only is real wealth eroded but it may mean hiking interest rates to control inflation, with the nasty side-effect of higher borrowing costs further damaging economic growth.

›› Also: How interest rates predictions have shifted

How this recovery compares with those of the past

The recovery in the economy follows the longest recession since British records began, with a 6.4% fall in output [More on how this recession compares with previous ones]. The full year of 2009 saw the economy shrink 4%(by the latest estimate) - the biggest calendar-year fall since 1921 [Why 1921 was such a bad year].

This chart from the National Institute of Economic and Social Research (June 2012) shows how the economy's progress since the start of the recession has actually been significantly worse than the four years after the Great Depression that began in 1930 (which, incidentally, was far milder in the UK than in the US).

This recovery from recession compared to those of the past: The current double-dip recession makes this a worst downturn than that of the Great Depression 1930s | Source: NIESR

The shape of the recovery

The shape of the recovery - if it continues - has been debated. The chances of a 'V-shaped' recovery have always been remote, despite odd spells of blind optimism. Among the other options are a 'W-shaped' recovery (right), as we explained in May 2009, or 'U-shaped' (long slump then recovery) or even 'L-shaped' (long-term slump with no recovery - like Japan over the past two decades which, for the record, I have long seen as the most likely prospect: Britain in 2020).

How big is Britain's debt problem?

At the start of the sovereign debt crisis, the UK was one of the worst offenders for over-spending. It had one of the worst budget deficit's in the EU in the last fiscal year (to April 2010), at more than 10% of GDP. It was beat only by Ireland (-32.4%) and Greece (-10.5%). Basically that means the British government spent more than it earned - to the tune of £146bn, according to the OBR.

While that overspend is being reduced, the UK's debts continue to grow.

Britain owed £1,022.5bn in March, a leap from £905bn a year earlier, according to the ONS [read the full release]. The government needs to borrow more than £127bn in the current year, lower than the £142.7bn the previous year.

Debt mountain: Despite the better performance in December, the level of debt as a proportion of GDP remains a daunting challenge for ministers.

The International Monetary Fund offers some comparison of debt around the world, using gross debt - rather then net debt used above - as a percentage of total annual economic output (GDP). The figures are estimates for 2011, published in April of that year - the situation has since become notably worse now for the likes of Greece. The actual figures for 2009 are in brackets:

Japan - 234% (217%)
Greece - 139% (115%)
Italy - 120% (116%)
Ireland - 102% (66%)
US - 99% (84%)
France - 87% (78%)
Portugal - 87% (76%)
Britain - 82% (69%)
Germany - 77% (74%)

And other countries with stable and more manageable debt...

Mexico - 46% (45%)
Switzerland - 39% (38%)
Rwanda - 23% (21%)
Iran - 20% (21%)
Paraguay - 16% (18%)
Kuwait - 11% (14%)
Chile - 7% (6%)

>> See the full figures on the IMF website

That total debt figure, as the chart shows, already equates to 66 per cent of GDP (the total size of all economic output), up from 60 per cent a year earlier. And that 'net debt' figure does not even including bank bailouts and other 'financial interventions'.

With those included, the figure for the end of December was a whopping £2,305bn or 148.1 per cent of GDP, down slightly from 150.7% a year earlier.

Assuming the Government claws back its bank  'investments', Britain's 66 per cent debt measure is favourable compared to, say, Italy or Greece where it is more than 150 per cent or Japan at more than 200 per cent.

So no problem? Alas not. Because we're borrowing more than most other countries, we'll soon be climbing the total debt league tables and testing the nerve of investors. Any signs that we might struggle to repay then international markets would charge much higher rates of interest to lend, making it even harder to pay down debts. The Coalition's plans to tackle debts have so far been well received.

It also depends on how a country borrows money: Japan largely borrows from its own people - savers - rather than internationally . But some economists regard a debt-to-GDP ratio of more than 90 per cent as the point of no return on the route to default and national bankruptcy.

The OBR forecast in April 2011 was for UK debt to peak at 71% of GDP in 2013-14.

There's also the not-so-small issue of Britain's household consumer debt problem which, in relative terms, is the second worst in the developed world. It is £1.5trillion and expected to grow to £2.2trillion by 2015 (see the box above).

See these maps on The Economist website for a quick comparison of our debt problem vs others. The OECD also carries figures for public debt for euro zone countries.

Also, this 'ring of fire' chart published in 2010 by bond fund giant PIMCO perfectly captures the problem. Basically, you want to be in the top left corner. Being far to the right shows too much total debt and being too low down shows too much annual borrowing (debts growing too fast).

This graph below, published in March 2012 by Britain's Office for Budget Responsibility, is also worth digesting. It pretty much sums up why the OBR was created by the Coalition, showing how spending, as percentage of the economy, soared far higher than government earnings (tax) in recent years.

The darker line shows spending while the lighter line captures total income (tax)

›› How bad is Britain's state and consumer debt problem?

›› Could the UK face a Japan-style 'lost decade?

›› Greek debt crisis: Could it happen here?

›› Is Britain's economy really in recovery?

›› A sneak preview of Britain's wealth in 2020

Reasons for optimism

 A weak pound made British products cheaper, helping exporters.

 A powerful stock market rally boosted confidence

Unemployment rises have been smaller than forecast.

Markets have welcomed Coalition efforts to tackle the deficit.

Reasons for pessimism

The Government has embarked on savage public spending cuts that will dent demand.

The QE impact is unknown. It could stoke inflation, forcing rate rises to control it.

British house prices remain over-valued.

Western governments and consumers have built up colossal debts that could take more than a decade to clear. A full explanation.

Western economies face a demographic timebomb which could erode the wealth of nations for a generation. [A picture of Britain in 2020]

Libor - lending rate between banks and a measure of confidence in each other - is elevated

›› Charts that show how the recession hit

›› Why deflation could be our new nightmare

Who called it right? Predictions from the world's best experts:

Nouriel Roubini predicted the crisis back in 2006. He rightly warned again in January 2010 (more on this below) and several times in 2011

Billionaire speculator George Soros, who gave early warnings of the extent of the crisis, warned in October 2009 and Jan 2010 on imbalances and fresh asset bubbles. In October 2010, he warned it would be a currency war that would kill the global economic recovery and in September 2011 he claimed the U.S. was already in recession.

Nobel-winning economist Paul Krugman - wrongly - declared 'August 2010' as the probable trough for the recession. [Latest from Krugman - NYTimes.com]

Obviously all predictions should be taken with a pinch of salt. Correct forecasts get more coverage than failed ones. And even when experts have a good track record, there's no guarantee of a repeat. [There's more on this in our stock market predictions round-up]

All that said, it would be unwise to disregard the views of the world's most successful investors (more of which are included further below).

Legendary investor Warren Buffett revealed he was buying shares in October 2008, at the worst stage of the banking crisis, but in July, he said more stimulus was needed. He said there were signs of life in the economy in April 2010. He showed his confidence with a massive share buyback in September 2011.

Professor Nouriel Roubini, a US economist feted for forecasting the credit crunch as early as 2006, remained extremely gloomy about economic prospects in 2009, expecting American unemployment to rise to 11%.
- Roubini warns on 'sucker's rally'

...and in August he stepped up warnings of a double-dip. In October 2009, he warned the property market may yet undermine the recovery and warned again on the stock market rally.

A brief summary of the financial crisis:

Problems with the repayment of subprime mortgages in the US triggered a tidal wave of concern about lending around the world in August 2007. This was the beginning of the credit crunch, which can be measured with Libor.

British house prices began falling soon after and only stabilised in April onwards of 2009.

Northern Rock ran into trouble in September 2007 and was finally nationalised in February 2008.

In this first stage of the crisis consumers also felt a price squeeze: commodity prices rose rapidly in 2007 and the first six months of 2008, driven by demand from booming China and India, pushing up petrol, food and other basic costs. This surging inflation prevented central banks from cutting interest rates to help ease the credit crunch.

Fears increased with the collapse of Bear Stearns in March 2008 but the financial crisis proper began in September with the collapse of Lehman Brothers. That was followed in early October by a bank bailout and merger for Lloyds and HBOS. The UK base rate was also slashed (see below).

Despite all this, and bank bailout II in January 2009, recession was inevitable: US recession | UK recession.

How the 2009 Great Recession was fought

The initial reaction was for central banks to slash rates. In the UK, the bank rate was slashed from 5% in October 2008 to 0.5% by March 2009. It wasn't enough to ward off recession.

The Bank of England's new firepower was quantitative easing - increasing the supply of money in the UK economy. The Bank created money and bought assets (gilts) from financial companies. That made institutions more likely to buy other assets such as corporate bonds (that makes it cheaper for companies to borrow on bond markets) and shares in the form of rights issues (that makes it cheaper for companies to raise money on equity markets). It all combined to makes companies feel richer and less likely to sack workers. It was also meant to encourage banks to lend more: [a 30-second guide to quantitative easing | Why the BoE won't directly give you printed money - yet].

Various other measures were launched aimed at encouraging lending. A £37bn bailout was shared by RBS and HBOS-Lloyds in October. Other money was lent to banks or used for debt insurance schemes. A third bank bailout of £30bn - for RBS and Lloyds - came in November 2009. Estimates of the total taxpayer liability then, including lending and insurance schemes for banks, was put at nearly £1.5 trillion. The Government hopes to get its money back once the troubled banks return to health. If not, it will be paid for by higher future taxes.

The previous Government also throw money at the recession with other temporary measures such as a stamp duty cut and a VAT reduction. A £2,000 car scrappage scheme expired in April 2010.

See the latest impact on:
- Stock markets
- Bank shares
- The oil price | Oil price predictions
- Inflation
- Interest rates and predictions
- Gold prices

How to measure the credit crunch

- Libor is a rate at which banks lend to each other, serving as a measure of trust and of the credit crunch.

Pre-crisis, the three-month Libor rate was 0.10 to 0.20 higher than the bank rate but it soared in August 2007, marking the start of the credit crunch. It recovered over the summer of 2008 as some trust returned but spiked in September 2008. Bank bailouts, QE and economic recovery helped restore a more normal Libor-bank rate gap.

Read more: http://www.thisismoney.co.uk/money/news/article-1616085/Economy-watch-How-long-Britains-recession-last.html#ixzz258Xiz7dp

Vince Cable: People do not understand how bad the economy is ...

How bad is the UK economy at the moment? - Yahoo! UK & Ireland

Just how bad is the British economy? - The Student Room

UK National Debt | Economics Blog

UK Economy: these numbers are bad! « The Scribbler

Majid Bahrambeiguy

If we can compare Great Britain economy to other countries like India or China or Russia or... we can write and say Great Britain is not really big !!

5. Politics

What is 'the British Empire'?

The British Empire was the most extensive empire in world history. It was a product of the European Age of Discovery in the late 15th century.

The 'first British Empire' included British expansion from the Americas in the 17th and 18th centuries. The 'second British Empire' included all colonies in Asia and Africa from the 18th century until the early 20th century.

At its height in the late 19th and early 20th century, the British Empire had colonies on all continents. The British colonies made up about a quarter of the world's population and area. As the British Empire expanded, it brought with it European ideas and the English language to its colonies.

Why did the British colonise?

The British began colonising mainly because of their need to trade, rather than the need for military conquest. This is why they are known as a trade-based empire.

In the 16th century, England was a poor country. When they began colonising, it was not as missionaries. When the English put to sea, it aimed to seek immediate profits.

The Industrial Revolution which took place in Europe in 17th century gave rise to the need for raw materials. The British looked at Southeast Asia as a good target as they were rich in natural resources. After some early colonies were established and become the sole markets to buy English goods, the English realised the huge commercial potential of overseas acquisitions. They consequently tried to expand their colonisation.

The British Empire lasted very long because of three reasons. First, the British have good command of the sea. Second, they were outstanding in international trading, and finally, the British rule was flexible.

The First Empire

In the late 16th century, Britain had many chartered companies. They were private companies established by the crown. Having the exclusive right to do business in a certain area, these companies became influential in politics. To expand their business and find buyers for their products, these companies looked for trading posts in the other countries. When the government in these countries was not strong enough, the English gradually took complete control. This enable the British to built up colonies in India and the East Indies as well as Hudson Bay.

The most popular chartered company known during the First Empire is the British East India Company. This company was granted an English Royal Charter by Elizabeth title "Elizabeth I of England" in 1600 to support trading in India.

In the 17th century, the British set up plantations to produce sugar and tobacco on the islands of the Caribbean as well as in North America. These colonies attracted a large amount of European settlers. The British needed labourers to work in these plantations, so they started to trade slaves.

During this time, the common way the British traded with its colonies was that it would sell West Indian molasses, sugar, English cloth, manufactured goods, American fish and timber to its colonies. In exchange for these goods, the colonies would sell them African slaves, who the British could use in their plantations. To secure its right and to increase its wealth, the British government passed a law which allowed only British ships to trade with the colonies. This meant that these colonies could only sell their products to England.

In the early 18th century, chartered companies were reorganised. In India, from the 1740s to 1763, the British East India Company had a conflict with its French counterpart. The British finally won. In 1763, the British established colonies in India and Canada. However, the British met many difficulties when they tried to colonise America. The first British Empire ended with the successful revolution of thirteen colonial states in America.

The Second Empire

Realising the potential of the colonies, the British started to expand further, first by the voyages of Capt. James Cook to Australia and New Zealand in the 1770s and second, through new conquests in India after 1763.

After the victories of the Napoleonic Wars (1799-1815), the British had more colonies. These included, Cape Colony, Mauritius, Ceylon (Sri Lanka), Trinidad and Tobago, St. Lucia, British Guiana (Guyana), and Malta. Early in the 19th century, the British gradually abandoned many strict regulations. It became a very strong country in the world, which allowed it to apply the principle of free trade.

To improve the lives of many native inhabitants, the British government also abolished slave trade in 1807 and slavery in 1833. The British also built up regular civil service to create a more efficient colonial administration. However, when these colonies became less dependent on the British, they also developed a stronger national identity. Thus, they tried to liberalise themselves from the British, who also encouraged these colonies to have a government of its own.

In 1839, Lord Durham, in response to unrest in Canada, issued his "Report on the Affairs of British North America." Durham suggested, that to retain its colonies, Britain should grant them a large measure of internal self-government.

In 1867, the British gradually surrendered their direct governing powers. Australia and New Zealand also became self-governing dominions. However, the British government still needed to control India because of its relationship with the East India Company. To govern territories with large native populations, the British developed a system called the crown colony system. Such colonies were ruled by a British governor and consultative councils from the native inhabitants.

In the later decades of the 19th century, other European countries competed for empire in which the British acquired or consolidated vast holdings. These colonies included Nigeria, the Gold Coast (later Ghana), Rhodesia (Zambia and Zimbabwe), South Africa, Egypt, Burma (Myanmar) and Malaya. This forced the British to encourage a tie and solidarity between its colonies. In 1887, the British government issued the Imperial Conference, which was an attempt to strengthen Britain's ties with those colonies that had become self-governing territories.

The British left many legacies to its colonial countries. Although we still discuss the values of these legacies, they should be listed as follows:

It brought significant changes to Southeast Asia. The British built more ports, railways and roads to these countries.

The British colonisation changed the social and racial structure of the colonised countries.

The British colonisation led many local intellectuals to rise up to liberalise their country. It led to the appearance of nationalism.

As a result of British colonisation, English became a popular language of the world and continues to be dominant even today.

The British colonisation brought law, order and technology into India and changed them into a modern state.

The modern technology from the British, which was aimed to serve their productions and trading, was also introduced into the colonised countries thus enabling their modernisation and development. be proud

Majid Bahrambeiguy:

One must ask himself whether can be proud of British colonisation ?  I do not believe the population of Great Britain today are proud of it

So here also Great Britain is not big. contrary one must be ashamed

6. Human rights

The UK before the European Court of Human Rights

By the end of 2010, the European Court of Human Rights had, in 271 cases, found violations of the European Convention of Human Rights by the United Kingdom.[4]. These judgments cover a wide variety of areas, from the rights of prisoners to trade union activities. The decisions have also had a profound effect and influence on the approach adopted by the UK to the regulation of activities which could potentially engage Convention rights. As one author has noted, "[t]here is hardly an area of state regulation untouched by standards which have emerged from the application of Convention provisions to situations presented by individual applicants."

 Notable cases involving violations of the Convention include:

Criminal sanctions for private consensual homosexual conduct (Dudgeon, 1981);

Refusal to legally recognise transsexuals (Rees, 1986);

Different ages of consent for homosexuals and heterosexuals (Sutherland, 2000);

Parents' rights to exempt their children from corporal punishment in schools (Campbell and Cosans, 1982);

Sentencing a juvenile young offender to be "birched" (Tyrer, 1978);

Wiretapping of suspects in the absence of any legal regulation (Malone, 1984);

Restrictions on prisoners' correspondence and visits by their lawyers (Golder, 1975);

Routine strip-searching of visitors to a prison (Wainwright, 2006);

Allowing the Home Secretary rather than a court to fix the length of sentences (Easterbrook, 2003);

Admitting testimony obtained under coercion as evidence (Saunders, 1996);

Keeping a suspect incommunicado in oppressive conditions without access to a solicitor (Magee, 2000);

Extradition of a suspect to the United States to face a capital charge (Soering, 1989);

Granting the police blanket immunity from prosecution (Osman, 1998);

Shooting of Provisional Irish Republican Army suspects in Gibraltar without any attempt to arrest them (McCann, 1995);

Killing of a prisoner by another mentally-ill detainee with whom he was sharing a cell (Edwards, 2002);

Investigation of an unlawful killing by police officers conducted by the police officers who participated in the killing (McShane, 2002);

Failure to protect a child from ill-treatment at the hands of his stepfather (A, 1998);

Failure by a local authority to take sufficient measures in the case of severe neglect and abuse of children by their parents over several years (Z, 2001);

Ineffective monitoring of a young prisoner who committed suicide during a short sentence (Keenan, 2001);

Keeping a disabled person in dangerously cold conditions without access to a toilet (Price, 2001);

Granting of an injunction against the Sunday Times for publishing an article on the effects of thalidomide (Sunday Times, 1979);

Injunction against the Sunday Times for publishing extracts from the Spycatcher novel (Sunday Times (no. 2), 1991);

Ordering a journalist to disclose his sources (Goodwin, 1996);

Agreement obliging employees to join a certain trade union in order to keep their jobs (Young, 1981);

Keeping a database of DNA samples taken from individuals arrested, but later acquitted or have the charges against them dropped (Marper, 2008).

Human trafficking

There has been a growing awareness of human trafficking as a human rights issue in the UK, in particular the trafficking of women and under-age girls in to the UK for forced prostitution. A particular high profile case resulted in the conviction of five Albanians who ‘trafficked’ a 16 year old Lithuanian girl and forced her into prostitution. According to Home Office figures, there are over 1,000 cases of trafficking each year. Under pressure from organisations such as Amnesty International, the UK government has recently signed the Council of Europe Convention on Action against Trafficking in Human Beings.

National Human Rights Institutions in the UK

There are three national human rights institutions in the UK, each with specific jurisdiction and functions. All three are accredited with 'A' status by the International Co-ordinating Committee of NHRIs, and all participate in the European Group of NHRIs, in both cases sharing one (United Kingdom) vote.

The first such body to be created was the Northern Ireland Human Rights Commission (NIHRC, www.nihrc.org) was set up in 1999, under the Northern Ireland Act 1998 which implemented elements of the Belfast (Good Friday) Agreement; its powers were strengthened by the Justice and Security (Northern Ireland) Act 2007. The Commission is mandated to promote and protect human rights in Northern Ireland through advising on legislation and policy, providing legal assistance to individuals, intervening in litigation, conducting litigation in its own name, publications, research, investigations, monitoring compliance with international standards, and education and training.

The Equality and Human Rights Commission (EHRC, www.equalityhumanrights.com) deals with anti-discrimination and equality issues in England, Scotland and Wales, and with human rights issues in England and Wales, and certain human rights issues in Scotland (those not devolved to the Scottish Parliament).

The Scottish Human Rights Commission (SHRC, www.scottishhumanrights.com) was established by The Scottish Commission for Human Rights Act 2006 (Scottish Parliament), and became fully operational on 10 December 2008, Human Rights Day, and the 60th Anniversary of the Universal Declaration of Human Rights. The Commission is mandated to promote and protect human rights in Scotland in relation to civil, political, economic, social and cultural rights, through publications, research, inquiries, advice, monitoring, legal intervention and education and training.

Human rights non-governmental organisations

The Nobel Peace Prize winning Amnesty International, the largest human rights organisation in the world, was set up in the UK.

JUSTICE is a human rights and law reform organisation based in the UK. It is the British Section of the International Commission of Jurists. Its mission is to promote human rights and advance the rule of law in the UK.

The lobbying organisation Liberty is an influential pressure group which aims to protect civil liberties within the UK.

ARTICLE 19 works to promote freedom of expression in the UK and worldwide.

In Northern Ireland, human rights NGOs include the Committee on the Administration of Justice (www.caj.org).

Majid Bahrambeiguy:

Why do we need so many Human rights Commission in the UK ??

So here also Great Britain is not really big. contrary  one must be ashamed

Why then Great Britain? Here is only Britain !!

September 2012-09-03

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Japan’s Toshiba to spin off chip unit

TOKYO: Toshiba said on Friday it will spin off its memory chip business, following reports that the vast conglomerate is planning to sell a stake in the unit to repair its battered balance sheet.

Local media in recent days have said the company—dented by a major accounting scandal and huge losses in its nuclear business —is looking to raise as much as $2.6 billion from selling around 20 percent of the chip division.

While it did not confirm any sale plans, Toshiba said Friday it was considering “outside capital” to help restore its finances.

“We have decided a plan to spin off our storage and electronic devices solutions company into a separate firm effective around March 31, 2017,” it said in a statement, referring to the chip unit.

A once-proud pillar of corporate Japan, Toshiba has been besieged by problems, most notably the profit-padding scandal in which bosses for years systematically pushed subordinates to cover up weak financial results.

The firm, which makes everything from laptops to nuclear reactors, said turning the chip unit into a separate firm would help speed up decision making, but added that the business would remain under its umbrella.

A number of potential bidders have shown interest, including camera and copier maker Canon, the world’s top hard-disc producer Western Digital, and global investment funds including Bain Capital and Permira, Japanese media reported.

Toshiba has been selling off cash-cow businesses and assets as it braces for losses in its US nuclear business that could reach 700 billion yen ($6.1 billion).

Last month, Standard & Poor’s downgraded Toshiba’s credit rating in response to the possible losses, which Toshiba is expected to detail in mid-February.

The company has already sold its medical devices unit to Canon and most of its appliance business to China’s Midea Group.

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Home » Products » Hydraulic Lift » Fireproof Hydraulic Lift

Fireproof Hydraulic Lift

Fireproof Hydraulic Lift
Fireproof Hydraulic Lift
Product Code : KY-1106
Brand Name : K. Y. INDUSTRIES
Product Description

Being a quality-centric organization, we are encouraged by our clients to manufacture and supply Fireproof Hydraulic Lift. By making use of supreme quality materials, the offered lift is manufactured at our advanced production unit under the supervision of adept professionals. The offered lift is highly demanded for residential buildings to carry heavy objects from one floor to another. We assure our clients the on-time delivery of this Fireproof Hydraulic Lift at affordable prices.

  • High performance
  • Trouble-free functionality
  • High load bearing capacity

Kaiyad Industries

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Tips on getting accurate quotes. Please include product name, order quantity, usage, special requests if any in your inquiry.

Contact Details
Kaiyad Industries
Plot No.14, Chatianya Industrial Estate, Kujad- Kuha Road, Opp-Water Tank, Bhavda Patiya, Daskroi, Ahmedabad - 382433, Gujarat, India
Phone :+917210114342
Mr. Kailash M. Yadav (Proprietor)
Mobile :+917210114342
Mr. Sourabh Yadav (Sales Manager)
Mobile :+917210114342
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Hotel Maragakis is synonymous with tradition in the beautiful, lively seaside resort of Hersonissos, as during its 30+ years of operation it has been welcoming back a lot of happy guests, Greeks and foreigners, many of whom choose Crete and our hotel almost every year for their vacation. So we wait for you this summer again in the fascinating town of Hersonissos, where you can spend an unforgettable summer holiday. Our hotel is situated on the seaside road of Hersonissos, which is part of the beautiful walk that the visitors of the town enjoy during the day and the night, with the cafes, restaurants, bars and clubs, but also with the commercial stores on one side of the road and the beautiful picturesque port with blue waters, the fishing boats and the church of Agia Paraskev i on the other. Our hotel’s guests have countless options to amuse themselves, do shopping, visit the beautiful sights nearby or just relax enjoying the sun at one of the beautiful beaches that you can find close to our hotel. One of them is actually right in front of the hotel, small, sandy, with crystal clear water, organized with umbrellas and sun beds. The hotel’s interior spaces are well decorated in a traditional Cretan style, such as the living room and the dining room where you can enjoy your meal, juice or coffee. The sublime view, the lovely atmosphere and the comfortable facilities of our hotel guarantee to you relaxing and unforgettable holidays. Our friendly and well-trained staff is always at your disposal, willing to help you in the best way

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Thursday, August 15, 2013

Musing From My Very Clever Nephew

You know what really grinds my gears? That we have a Christopher Columbus Day and not an Amerigo Vespucci Day. I mean, we named the two continents after Vespucci, why not have a holiday for him Or maybe we should call it gods-country-ica.

It seems that god likes to save more lives in countries with better healthcare, weird.

I wonder why we don't have nursery rhymes like Ring Around the Rosie about cancer or other diseases we have today.

Sometimes I wonder if humans are the only species that wants to eradicate another species because they are inconvenient or annoying.

So there is a procrastinator meeting. I don't know when but it's probably tomorrow.

Does anyone else think it would be fun for me and my friend to dress up like Jahova's witnesses for Halloween and pretend to not even know what Halloween is?

Maturity is the ability to cope with others immaturity.

Sometimes I don't know if I would rather be ignorant and happy, or aware and upset.

Why do people do things they don't want to do and try to appear to be someone they don't want to be, in order to impress people they don't even like?
(Response: I'll tell you the definition of insanity: someone that does the same thing over and over and hopes for different results.)
I thought that was the definition of powerball and roulette.

Anonymous said...

He is a Very funny boy. The irony is I have to read what he posts here since he won't accept my friend request on Facebook.

marchmatron said...

Silly Boy!


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Events Calendar

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“Children of Blue Waters”

February 11

Performances at 10:00 AM and 2:00 PM

Children of Blue Waters is a multimedia performance-art piece featuring Master Storyteller Mendel Denise Williams. It focuses on Caribbean people in the United States and their roles in the African-American Diaspora. Mendel tells the lesser-known story of the Windrush, a ship that brought the first wave of Caribbean immigrants to England. She skillfully uses family and personal stories to give a deeper overview of the life of ordinary people. Mendel links stories with folktales, history, and the voyages common to all—crossing many oceans.

Mendel is a master storyteller. Her stories are about the rich cultural landscape of people who came for a better life and the legacy yet to be seen, yet to be heard, and still to be valued. Her storytelling is about their dreams, contributions, successes, and struggles. Mendel sheds light on the lives of the human beings behind the labels and beyond limiting definitions of blackness, black history, and culture in the United States.

February 11

The Mariners’ Museum
100 Museum Drive
Newport News, VA 23606 United States
+ Google Map
(757) 596-2222


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SOURCE: Datalliance

April 20, 2011 12:12 ET

Anvil® International Selects Datalliance VMI for Next Generation Vendor Managed Inventory Solution

Lowering the Total Costs Associated With VMI, Along With Ability to Grow and Scale Their VMI Program, Were Key Factors in Selecting Datalliance

CINCINNATI, OH--(Marketwire - Apr 20, 2011) - Datalliance today announced that Anvil® International has selected the Datalliance Vendor Managed Inventory (VMI) service to replace its existing VMI system. Anvil International, the largest and most complete manufacturer of pipe fittings, pipe hangers and supports in the world, is a subsidiary of Mueller Water Products, Inc. (NYSE: MWA).

Ray Arnold, Director of IT at Anvil International, stated, "We are looking to lower the overall costs associated with our VMI program. Working with Datalliance, we expect to significantly reduce the time required to operate and maintain the system, as well as the effort needed to manage our VMI locations. Datalliance is easy to use and straightforward. The Software as a Service model reduces IT overhead costs that we incurred with our previous system."

Anvil's ability to effectively grow its VMI program was also an important factor in the selection of a new VMI solution. "Transitioning to Datalliance VMI allows us to expand and scale our VMI program," said Kevin McBride, Manager Electronic Commerce Development, Anvil International. "In addition to Datalliance's ability to help us lower costs and grow our VMI program, we also selected them because of their leadership position and reputation in the plumbing industry."

Tom Hoar, Director of Sales - Plumbing, Datalliance, stated: "The selection of Datalliance by Anvil is further proof that we are the low cost way to do VMI in plumbing. Datalliance allows suppliers to quickly realize the business benefits of VMI in the most cost-effective manner. We look forward to working with Anvil to help grow their VMI program."

About Anvil® International
Anvil International is the largest and most complete manufacturer of pipe fittings, pipe hangers and piping support systems in the world. For more than 150 years, Anvil has been providing the highest-quality pipe products and services with integrity and dedication to superior customer service. The company offers expertise and product solutions for a wide range of applications, from plumbing and mechanical, HVAC, industrial and fire protection to mining, and oil and gas. Anvil offers products and services worldwide. Its manufacturing facilities are located in Pennsylvania (ISO-9001:2008 certified), Tennessee (ISO 9001-200 certified), Texas (API-certified), Rhode Island (ISO 9001-2000 certified) and Ontario, Canada (ISO 9001-2000). Anvil is a subsidiary of Mueller Water Products, Inc., (NYSE: MWA). For more information, please contact Anvil's corporate offices at 603-422-8000, 110 Corporate Drive, Suite 10, Portsmouth, NH 03801, or visit the Web site at

About Datalliance
Datalliance is a leading provider of collaborative commerce services, and the world's largest independent VMI service provider. Delivered via the Internet using the 'Software as a Service' (SaaS) model, Datalliance solutions make it easy for suppliers and their customers to establish sales and inventory management relationships that fully align business objectives, improve collaboration, and streamline supply chain operations. Datalliance manages billions of dollars in orders, millions of SKUs, and thousands of locations for leading Fortune 1000 companies in a number of industries. For more information about Datalliance, visit

Contact Information

  • Contact:
    Brian Lindner


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Casino Tropez

Casino Tropez

December 04, 2013 07:57 ET

Fun for the Holidays: Mystery Rewards Each Day at Casino Tropez

There's plenty of cause for celebration this holiday season, as Casino Tropez players are getting their stockings stuffed with a surprise bonus every day from December 4-January 6.

LONDON, UNITED KINGDOM--(Marketwired - Dec. 4, 2013) -

Surprise! Christmas is Coming Early This Year at Casino Tropez

Premier online casino brand Casino Tropez is playing Santa during the upcoming holiday season. Both new and existing players benefit from our largesse as mystery rewards will be given out each day from December 4-January 6.

A whopping 4 different bonus codes have been made available for players to choose from when making their first deposit each day at the Cashier: XMAS, GOLD, SANTA, and TREE. Depending on the bonus code selected, an extra $5-$25 will be added instantly to the player's account.

Of course the best part of this promotion is that all players can claim their special mystery gift every single day upon making a deposit, regardless of whether they've been naughty or nice.

Valuable Lessons Available for FREE at the Casino Tropez Casino School

Players looking to learn more about the games on offer at Casino Tropez can visit their Casino School. Whether it's roulette, craps, baccarat, blackjack, or other popular games players need more useful, practical information about, they'll find it there.

Beyond explaining the history and rules of each casino game, the Casino Tropez Casino School also offers a number of different strategy pieces to help improve players' skills.

Recognizing that a good online casino gaming education is vital to players putting forth their best possible performance, Casino Tropez encourages all players, whether new or whether they've been playing online casino games for years, to take a look at the tips and strategies in the Casino School articles in order to brush up on their skills.

Redesign of the Casino Tropez VIP Room

The Casino Tropez VIP Room is getting an exciting makeover. VIP players will soon benefit from a fully interactive VIP room experience. Among the many perks VIPs will get there are: special blackjack and roulette rewards, advanced previews of new games prior to their official debut, and exclusive personalized offers.

If you're not yet a Casino Tropez VIP, give yourself a gift for the holidays and contact VIP Support to find out how to enroll.

About Casino Tropez

Launched in 2001, Casino Tropez is the flagship licensee of industry-leading software developer Playtech. Boasting 400+ games, including dozens of branded slots, 6-figure progressive jackpots, and an exciting selection of table and card games, it is a popular entertainment destination among savvy online casino fans. Full, multi-lingual customer support is available 24/7.

Contact Information

  • Euro Partners
    Robin Becker
    Public Relations
    robecker @


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SOURCE: The Interface Financial Group

The Interface Financial Group

August 17, 2015 17:00 ET

The Interface Financial Group and Bigstone Capital Have Launched Pacific Region JV to Provide Invoice Finance Services to Small Business

BETHESDA, MD and SYDNEY, AUSTRIA--(Marketwired - August 17, 2015) -

  • Select invoice finance marketplace solution for small business in pacific region through JV of Bigstone Capital and The Interface Financial Group
  • Investments can be made by institutional investors by purchasing participation in invoice finance transactions
  • Returns are expected to be 10% - 15% pa gross yield for investors
  • 50/50 Partnership signed and product launched

Bigstone Capital, a start-up Australian loan market dedicated to small business, and The Interface Financial Group (IFG), one of the North America's largest alternative finance sources for small businesses and operating in nine countries, have signed a deal to deliver a much needed cost effective and flexible invoice finance product funded by a peer-to-peer market platform.

The collaboration enables a full range offering of funding solutions to be offered through advisors and direct to small businesses. Invoice finance funding is immediately available to Australian small businesses, and will quickly roll out to New Zealand and then beyond.

Invoice finance investments will be available to institutional investors in September. Diversification, flexibility, liquidity and returns are all catered for in the Bigstone and IFG investor platforms. Both platforms will enable investors to automatically diversify their investments across a portfolio of funding products, tenures and other criteria, or select individual transactions to invest in.

Boyd Pederson, CEO of Bigstone Capital, noted, "The team at Bigstone is very excited to be partnering with IFG to help small business owners and investors achieve their goals. This is just the beginning as we are building a range of credit products, supported by proprietary credit methods, models, data and most importantly, a market where a wide range of investors can participate in this new asset class."

"IFG invented the product that bankers call spot-factoring. This innovative product provides flexible funding of single or multiple invoices. A business owner has complete flexibility to decide how much to use and when to use the product. We're an on-demand, pay-as-you-go, invoice funding partner, with no application fees, no restrictions on invoice amounts, and no termination costs."

George Shapiro, CEO and Chairman of The Interface Financial Group (IFG), said: "For investors, the product provides very good liquidity, and strong returns. The product is protected by the strict credit underwriting, security standards and industry specific processes that IFG has honed over the past 40+ years.

"IFG has launched its invoice finance marketplace platform in US, Canada, and UK in 2014. Since its inception, the Company has funded billions of dollars, supporting thousands of businesses in 9 countries around the world to address cash flow funding."

About Bigstone Capital

Bigstone Capital aims to create a better solution for small businesses funding needs. We help them gain access to finance for their projects and future business growth. Bigstone Capital is run by experienced professionals with deep understanding of how to build high quality and safe lending businesses with robust and scalable processes. Appropriate security is taken to reduce the risk of capital losses for investors and traditional credit assessment techniques are enhanced with new data-rich credit algorithms and methods which until now have not been available to Australians.

About The Interface Financial Group

The Interface Financial Group (IFG) is one of North America's largest alternative funding source for small business, providing short-term financial resources, including invoice finance and invoice discounting. The company serves clients in more than 30 industries in the United States, Canada, Singapore, Australia, New Zealand, UK, Ireland, Mexico and South Africa and offers cross-border transaction facilities. With more than 150 offices and over 40 years of experience, IFG provides innovative accounts receivable funding services and solutions by offering short-term working capital to growing businesses. Single invoice factoring, or selected invoice finance, is an extremely fast way to turn receivables into cash.

IFG was founded in 1972 to provide short-term working capital to help small to medium-sized businesses grow. The IFG organization operates on a local level, providing clients with local knowledge and experience and business expertise in numerous diverse areas in addition to accounts receivable factoring, including accounting, finance, law, marketing and banking.

Contact Information

    The Interface Financial Group
    George Shapiro
    T: 301-299-2688
    E: Email contact

    7910 Woodmont Avenue, Suite 1050
    Bethesda, MD 20814

    T: Toll Free: USA - 877.210.9748
    T: Toll Free: Canada - 877.340.6893
    T: Toll Free: Australia - 1300.957.900
    W: Email contact

    Bigstone Capital
    Boyd Pederson

    4 Cornwallis Street,
    National Innovation Centre
    Eveleigh, NSW 2015

    T: + 61 2 9209 4329
    W: Email contact


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Nemaska Lithium Inc.

Nemaska Lithium Inc.

November 23, 2015 06:30 ET

Nemaska Lithium Appoints Francois Biron to Board of Directors

QUEBEC CITY, QUEBEC--(Marketwired - Nov. 23, 2015) - Nemaska Lithium Inc. ("Nemaska Lithium" or the "Corporation") (TSX VENTURE:NMX)(OTCQX:NMKEF) is pleased to announce that Francois Biron has joined the Board of Directors. Mr. Biron joins the existing 7 board members as an independent director.

Francois Biron is a senior professional mining engineer with 40 years of experience in the mining industry. Of specific interest to Nemaska's mining project, Mr. Biron has been involved as General Manager of the Troilus Division of Inmet Mining Corporation, an open pit mine in Eeyou Istchee James Bay region about 125km North of Chibougamau, with 260 employees, including 65 native people. Mr. Biron has extensive experience in mining operations and has acted in several senior site-based positions with well-known international mining companies. Throughout his career he has worked in gold, base metals and industrial minerals sectors. He has participated in the management of major open-pit mines with the state of the art operations and standards. Mr. Biron is very experienced in public consultations and social acceptability for new mining projects and well versed in the latest automation mining technologies that improve mining processes.

"I am delighted to welcome Mr. Biron to the Board of Directors and I look forward to his counsel at the board level as we enter the mine development phase of our project," commented Michel Baril, chairman of Nemaska Lithium. "He brings a skill set and experience which is accretive to our existing Board of Directors and we will benefit greatly from his contribution as we move forward."

In accordance with the Corporation's Stock Option Plan, Mr. Biron was granted 50,000 stock options with an exercise price of $0.365 and are valid for a period of 5 years.

About Nemaska Lithium

Nemaska Lithium intends to become a lithium hydroxide and lithium carbonate supplier to the emerging lithium battery market that is largely driven by electric vehicles, cell phones, tablets and other consumer products. The Corporation is developing in Quebec one of the most important spodumene lithium hard rock deposit in the world, both in volume and grade. The spodumene concentrate produced at Nemaska Lithium's Whabouchi mine will be shipped to the Corporation's lithium compounds processing plant to be built in Shawinigan, Quebec. This plant will transform spodumene concentrate into high purity lithium hydroxide and carbonate using the proprietary methods developed by the Corporation, and for which patent applications have been filed.

Neither TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.

The statements herein that are not historical facts are forward‐looking statements. These statements address future events and conditions and so involve inherent risks and uncertainties. Actual results could differ from those currently projected. The Corporation does not assume the obligation to update any forward‐looking statement.

Contact Information


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Canada Mortgage and Housing Corporation

Canada Mortgage and Housing Corporation

December 12, 2013 08:15 ET

October 2013 Rental Market in Vancouver and Abbotsford-Mission CMAs

VANCOUVER, BRITISH COLUMBIA--(Marketwired - Dec. 12, 2013) - The rental apartment vacancy rate(1) in the Vancouver Census Metropolitan Area (CMA) remained stable at 1.7 per cent in October 2013, compared to 1.8 per cent in October 2012 according to the Fall Rental Market Survey released today by Canada Mortgage and Housing Corporation.

"Vancouver rental demand increased alongside an increase in the rental universe, keeping the apartment vacancy rate stable," said Lance Jakubec, CMHC's Senior Market Analyst for the Vancouver CMA. "Some existing purpose-built rental units were temporarily removed from the pool of rental supply for repairs, renovations, or repurposing, so the net increase in purpose-built rental supply was relatively modest", added Jakubec.

In the Abbotsford-Mission CMA, steady rental demand and a decline in the supply of purpose-built rental housing pushed the average vacancy rate lower to 3.2 per cent.

On the basis of a sample of structures common to both the 2012 and 2013 surveys(3), the average two-bedroom apartment rent increased by 2.1 and 1.5 per cent in the Vancouver and Abbotsford-Mission CMAs, respectively. This was lower than the allowable rent increase under the Residential Tenancy Act.

Rental Market data is also available in English and French at the following link: Fall Rental Market Report

As Canada's national housing agency, CMHC draws on more than 65 years of experience to help Canadians access a variety of quality, environmentally sustainable and affordable housing solutions. CMHC also provides reliable, impartial and up-to-date housing market reports, analysis and knowledge to support and assist consumers and the housing industry in making informed decisions.

Follow CMHC on Twitter @CMHC_ca

(1) The survey is based on privately-initiated rental apartment structures of three or more units.
(2) Urban centres is defined as centres with a population of 10,000 or more.
(3) Year-over-year comparisons of average rents can be slightly misleading because rents in newly built structures tend to be higher than in existing buildings. Excluding new structures and focusing on structures existing in both the October 2011 and October 2012 surveys provides a better indication of actual rent increases paid by tenants.

Additional data is available upon request.

(Ce document existe également en français)

To view the table accompanying this press release please click on the following link:

Contact Information

  • Market Analysis Contact:
    Lance Jakubec, Senior Market Analyst
    Cell: (604-317-5319)

    Media Contact:
    Jeanette Wilkinson
    Cell: (604-360-7793)


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SOURCE: Oracle Corporation

Oracle Corporation

September 25, 2013 11:08 ET

Oracle Delivers Enhancements to Industry's Most Complete Cloud-Enabled Customer Experience

New Social, Mobile and Interactive Capabilities Support Sales, Marketing, Commerce and Service Organizations

SAN FRANCISCO, CA--(Marketwired - Sep 25, 2013) - ORACLE OPENWORLD -- Oracle (NYSE: ORCL)

News Summary
By connecting every interaction across the entire customer lifecycle, organizations can convert customers into brand advocates by delivering exceptional experiences. To help organizations capitalize on this opportunity for revenue growth, Oracle today announced significant enhancements to the world's most complete cloud-enabled Customer Experience (CX) solution. The new enhancements to Oracle CX support sales, marketing, commerce and service organizations by delivering a more interactive, social and mobile experience.

News Facts

  • Extending the most complete cloud-enabled customer experience portfolio in the industry, Oracle has delivered updates to the entire Oracle CX portfolio that are available immediately to customers in the Oracle Cloud.
  • With deeper social integrations, extended mobility and user interface enhancements, the new and updated functionality across Oracle CX helps drive down the total cost of ownership for Oracle customers and supports key integrations across a comprehensive portfolio of user-friendly, cloud-based solutions.
  • Infused with best-of-class social capabilities and built around best-in-class sales, marketing, commerce, service and industry solutions, the Oracle CX portfolio helps customers definitively differentiate themselves across all channels, touch points and interactions.

Oracle Sales Cloud

  • Oracle Sales Cloud enables Smarter Sales -- Empowering sales reps to sell more, managers to know more, and organizations to grow more.
  • Updates and enhancements to the Oracle Sales Cloud enable sales organizations to sell more to benefit from:

    • A Simplified User Experience: New capabilities in Oracle Sales Cloud helps minimize training and on boarding time for sales representatives.
    • Improved Mobility: Field sales representatives are constantly on the go and Oracle Sales Cloud applications seamlessly work on both smartphones and tablets across iOS, Android and BlackBerry platforms.
    • Increased Configurability: New enhancements include improved configuration and an integration tool with a visual drag and drop user experience from one single place for both web and mobile applications.
    • Oracle Marketing Cloud Integration: Now sales reps can quickly get leads, predict buying trends, recommend products, and deliver closed-loop reporting.

Oracle Marketing Cloud

  • Oracle Marketing Cloud enables Modern Marketing -- Empowering marketers to engage audiences, know buyers, and drive revenues.
  • Updates and enhancements to Oracle Marketing Cloud enables customers to benefit from:
    • Oracle Marketing Cloud and Social Cloud Integration: Enhances social analytics, tracking, publishing, and custom targeting capabilities that help modern marketers understand, analyze, and engage audiences in order to deliver higher quality leads more efficiently.
    • Rich Mobile Campaigns: Customers can now optimize their buyer's mobile experience using responsive email, which dynamically tailors content to each mobile device, resulting in richer engagement
    • Eloqua AdFocus: Allows customers to integrate highly targeted messaging through paid media into multichannel campaigns and convert prospects to customers in record time.
    • Eloqua AppCloud: A collection of over 100 ready-to-use marketing apps such as Demand Base and Cvent that allow customers to deliver multichannel campaigns and better understand and engage their buyers, is now available via Eloqua Topliners, the largest open community of modern markers.

Oracle Service Cloud

  • Oracle Service Cloud enables Connected Service -- Empowering service reps to understand customer's needs, solve their problems and delight customers.
  • Updates and enhancements to the Oracle Service Cloud enable customers to benefit from:
    • New Mobility Capabilities: By leveraging Oracle Tap, a native application for iPad that redefines user productivity while agents, specialists, and managers are on the go, Oracle Service Cloud now supports servicing customers when agents are away from their desks.
    • Enhanced Customer Portal: Enhancements allow customers to get service from any device, find mobile content more easily and enhance problem descriptions with images to shorten resolution time.
    • Increase Mobility in Call Centers: A new level of mobility for contact center agents and managers allows for easier upgrades and faster development times through a robust set of public APIs.
    • More Focused Communications: New features help increase community engagement, improve message relevancy and provide ROI reporting tools to increase online revenue and customer satisfaction.
    • Social view of customer service allows for bi-directional view of social service messages and incident resolution.

Oracle Social Cloud

  • Oracle Social Cloud drives Social Engagement -- empowering organizations to be engaging on social media, insightful in their interactions and transparent with their customers.
  • Updates and enhancements to the Oracle Social Cloud enable customers to benefit from:
    • Rich Insights into the Content of Social Media Messages: Oracle Social Relationship Management includes listening and monitoring support for Simplified Chinese, Portuguese and Spanish, as well as a major Chinese networks and Latin American site's Reclame Aqui and Vostu. This includes full support for Oracle's industry-leading semantic analysis, delivering rich insights into the content of social media messages and enabling international users to easily identify and act on the messages most relevant to them.
    • Advanced Social Commerce and Social Marketing Capabilities: New integration with Oracle Commerce creates a social shopping experience by allowing shoppers to browse for products via social channels and check out using the core commerce site. Customers can also create engaging Facebook applications combining commerce modules and more than 50 engagement modules using the Oracle Social Management platform, all fully customizable through CSS Systems.
    • Unified and Enhanced Customer Care: A new capability in Oracle Social Cloud is Social Service, which routes service tickets from Oracle Social Cloud to Oracle Service Cloud systems for real time customer care.
    • Oracle Marketing Cloud and Sales Cloud Integration: Now customers can score and quickly deliver leads to sales, predict buying trends, recommend products, and deliver closed-loop reporting to assess marketing spend effectiveness.

Supporting Quotes

  • "Organizations need to be able to easily establish the operational systems and infrastructure that is required to deliver simple, integrated and relevant experiences across all channels and touch points," said Ken Volpe, senior vice president, Oracle Product Development. "With the social, mobile and interactive enhancements across the Oracle CX portfolio, we are in a better position than ever to help organizations create great customer experiences. Our customers can take advantage of the new capabilities immediately in the cloud to meet customer demands and increase revenue."

Supporting Resources

About Oracle OpenWorld

Oracle OpenWorld San Francisco is the most important educational and networking event of the year for Oracle technologists, customers, and partners. This information technology event is dedicated to helping businesses optimize existing systems and understand upcoming technology breakthroughs. The conference, which is expected to draw more than 60,000 attendees from over 145 countries, offers more than 2,500 educational sessions, 400 product demos, exhibitions from 500 partners and customers showcasing applications, middleware, database, server and storage systems, industries, management and infrastructure -- all engineered for innovation. Oracle OpenWorld 2013 is being held September 22-26 at The Moscone Center in San Francisco. For more information, to register, or to watch Oracle OpenWorld keynotes, sessions and more live, please visit Join the Oracle OpenWorld discussion on Twitter, Facebook and the Oracle OpenWorld Blog.

About Oracle
Oracle engineers hardware and software to work together in the cloud and in your data center. For more information about Oracle (NYSE: ORCL), visit

Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners.

Contact Information


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SOURCE: Levi & Korsinsky, LLP

Levi & Korsinsky, LLP

August 18, 2015 17:50 ET

SHAREHOLDER ALERT: Levi & Korsinsky, LLP Notifies Shareholders of Thoratec Corp. of Commencement of a Class Action Concerning the Fairness of the Sale of the Company to St. Jude Medical, Inc. -- THOR

NEW YORK, NY--(Marketwired - Aug 18, 2015) - The following statement is being issued by Levi & Korsinsky, LLP:

To: All Persons or Entities who purchased or otherwise acquired Thoratec Corp. (NASDAQ: THOR) stock prior to July 22, 2015.

You are hereby notified that a class action has been commenced in California state court challenging the fairness of the sale of Thoratec Corp. to St. Jude Medical, Inc. (NYSE: STJ) for $63.50 per Thoratec share. To learn more about the investigation and your rights, go to:

or contact Joseph E. Levi, Esq. either via email at or by telephone at (212) 363-7500, toll-free: (877) 363-5972. There is no cost or obligation to you.

Levi & Korsinsky is a national firm with offices in New York, New Jersey, Connecticut and Washington D.C. The firm's attorneys have extensive expertise in prosecuting securities litigation involving financial fraud, representing investors throughout the nation in securities lawsuits and have recovered hundreds of millions of dollars for aggrieved shareholders. For more information, please feel free to contact any of the attorneys listed below. Attorney advertising. Prior results do not guarantee similar outcomes.

Contact Information

  • Levi & Korsinsky, LLP
    Joseph Levi, Esq.
    Eduard Korsinsky, Esq.
    30 Broad Street - 24th Floor
    New York, NY 10004
    Tel: (212) 363-7500
    Toll Free: (877) 363-5972
    Fax: (212) 363-7171


text:
SOURCE: Smith Micro Software, Inc.

Smith Micro Software, Inc.

November 26, 2013 09:00 ET

Smith Micro's New Artist Bundle Now Available at Staples Nationwide

Perfect Holiday Gift for Budding Artists to Develop 2D and 3D Illustration and Animation Skills

ALISO VIEJO, CA--(Marketwired - Nov 26, 2013) -  Smith Micro Software, Inc. (NASDAQ: SMSI) Productivity and Graphics group today announced its new Artist Bundle is now available at Staples stores nationwide for $79.99. The Artist Bundle includes Manga Studio® Debut 4, Anime Studio® Debut 9 and Poser® Debut, a perfect creative suite for artists of all skill levels learning the basics of illustration, animation and working in 3D.

"With the Artist Bundle, users will quickly learn to create digital comics from start to finish, make cartoons and animations and create 3D content for a variety of print and online uses," said Steve Yatson, vice president of operations for Smith Micro Software, Productivity and Graphics group. "Distributing our market-leading animation products through Staples -- just in time for the holidays -- introduces them to a much wider audience of prospective and current artists and the new 3-pack bundle lets them incorporate a variety of new techniques into their art for one great price."

The Artist Bundle includes:

  • Manga Studio Debut 4 - The #1 comic software worldwide and an all in one solution for creating stunning, ready to publish Manga and comics. Bring artwork to life using color, express motion using speed lines, apply dimension with screen tones and add dialog through built in word balloons.
  • Anime Studio Debut 9 - The complete 2D solution for easily creating cartoons, anime or cut out animations. Make animations for film, video or sharing online.
  • Poser Debut - Make realistic 3D figures, art and animation. Build a scene on the Poser Debut virtual stage; then add, pose and animate over 70 included characters to make cool images and videos.

Pricing and Availability:

The Artist Bundle is available for immediate purchase for $79.99 at Staples.

About Smith Micro Software, Inc. - Productivity and Graphics Group:

Based in Santa Cruz, Calif., the Smith Micro Software Productivity and Graphics group produces award-winning software that inspires consumer creativity and enables efficiency. The group's creative suite of programs provides artists of all skill levels -- from novice to professional -- with the tools to illustrate, animate and create 2D and 3D art. Some of the Productivity and Graphics group's award-winning creative and utilities products include Poser, Anime Studio, Manga Studio and StuffIt. For more information, please visit:

Safe Harbor Statement:

This release contains forward-looking statements that involve risks and uncertainties, including without limitation, forward-looking statements relating to the company's financial prospects and other projections of its performance, the existence of new market opportunities and interest in the company's products and solutions, and the company's ability to increase its revenue and regain profitability by capitalizing on these new market opportunities and interest and introducing new products and solutions. Among the important factors that could cause actual results to differ materially from those expressed or implied in the forward-looking statements are changes in demand for the company's products from its customers and their end-users, customer concentration given that the majority of our sales depend on a few large client relationships, including Sprint, new and changing technologies, customer acceptance and timing of deployment of those technologies, new and continuing adverse economic conditions, and the company's ability to compete effectively with other software companies. These and other factors discussed in the company's filings with the Securities and Exchange Commission, including its filings on Forms 10-K and 10-Q, could cause actual results to differ materially from those expressed or implied in any forward-looking statements. The forward-looking statements contained in this release are made on the basis of the views and assumptions of management regarding future events and business performance as of the date of this release, and the company does not undertake any obligation to update these statements to reflect events or circumstances occurring after the date of this release.

Smith Micro, the Smith Micro logo, Anime Studio, Poser and Manga Studio are trademarks or registered trademarks of Smith Micro Software, Inc. All other trademarks and product names are the property of their respective companies.

Contact Information

  • Press Inquiries:
    Evie Carter
    +1 (831) 401-3175
    Email Contact


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Stingray Digital Group Inc.

Stingray Digital Group Inc.

July 30, 2015 12:05 ET

Stingray to Release its Financial Results for the First Quarter of Fiscal 2016

MONTREAL, QUEBEC--(Marketwired - July 30, 2015) - Stingray Digital Group Inc. (TSX:RAY.A)(TSX:RAY.B) will release its financial results for the first quarter ended June 30, 2015 on Wednesday, August 12, 2015 before the market opens. Management will hold a conference call to discuss the financial results the same day at 10:00 a.m. Eastern Time.

Details of the Conference Call

Via telephone: (877) 223-4471 or (647) 788-4922

Via the internet at:

Conference Call Rebroadcast

A rebroadcast of the conference call will be available until midnight, September 9, 2015 by dialing (800) 585-8367 or (416) 621-4642 and entering passcode 99413117.

The replay of the webcast will remain available on the web site until midnight, September 9, 2015.

About Stingray

Stingray Digital Group Inc. (TSX:RAY.A)(TSX:RAY.B) is a leading business-to-business multi-platform music and in-store media solutions provider operating on a global scale, reaching an estimated 110 million Pay-TV subscribers (or households) in 111 countries. Geared towards individuals and businesses alike, Stingray's products include the following leading digital music and video services: Stingray Music, Stingray Concerts, Stingray Music Videos, Stingray Lite TV, Stingray Ambiance and Stingray Karaoke. Stingray also offers various business solutions, including music and digital display-based solutions through its Stingray Business division. Stingray is headquartered in Montreal and currently has over 235 employees across the world, including in Toronto, Miami, London, Amsterdam and Tel Aviv. For more information, please visit

Contact Information

  • Mathieu Peloquin
    Senior Vice-President, Marketing and Communications
    Stingray Digital Group Inc.
    (514) 664-1244, ext. 2362


text:
SOURCE: Straughter Management

Straughter Management

July 17, 2015 14:45 ET

Straughter Management Group Starts Its First Year Off With a Boom as They Head West for Expansion Into Houston

HOUSTON, TX--(Marketwired - Jul 17, 2015) - Straughter Management Group,, was established in September 2014. Most new businesses have to endure multiple ups and downs in order to succeed, especially in the economic crisis we have had to overcome. Straughter Management Group did not let those difficult times hold them back from success. In fact, Straughter Management Group is already expanding! Straughter has just expanded into Houston, Texas. In the process of promoting a new Manager, Andrew Johnson, to take over the Daytona Beach, Florida market, they are on the rise to expand, yet again, by the end of 2015. To aid in the expansion, Straughter Management Group will be hiring many new, up and coming contributors to their business, as their exponential production has created many new markets to open up for much more growth opportunity. As one of the largest and fastest growing sales and marketing firms in the Daytona area, Straughter Management Group has lead the direct marketing field in areas such as customer service, product branding, sales and the acquisition of new clientele.

Company President, George Straughter, commented on the upcoming expansion, "My forecast is that we will continue to expand throughout the Great City of Houston and surrounding areas over the next couple of years. I am blessed to be in a position to provide employment during these current economic deficiencies. The ride has been great so far, and I only know that it will become much greater." He goes on, "Much of our success is due to being business partners with Fortune 500 companies that thrive in any economy. We will continue to provide more career opportunities with our well developed, successful Management Training Program, as we have several markets to grow into as part of our 2015/2016 expansion plan."

Daytona Beach's newly appointed Market Manager, Andrew Johnson, has been a huge asset in putting Straughter's business plans into action. Johnson comments, "Working in this program has provided me the best opportunity I have faced. The education provided and meeting all of the great people along the way has brought me here, and I couldn't be more excited. We plan to expand around the Daytona Beach market even further and bring the best people with us along the way."

President Straughter and his son, Jabari Straughter, have already opened and settled into the new Houston office. They are anxious to grow into the new market and hire on aspiring, motivated individuals to aid in the expansion. Straughter is looking forward to building a new team in Houston, as he continues to increase his clients' exposure throughout the country. Straughter's way of introducing products and promotions to consumers is unique. They work with major retailers to provide an exceptional, hands-on presentation which clients cannot get anywhere else.

About Straughter Management Group:

We are a marketing firm that provides outsourced sales and marketing, including corporate promotions on behalf of our clients. Our clients include the leaders of the satellite television and retail industries. Instead of our clients using their own internal marketing or sales team, they outsource to us and actually hire us to do it for them. They provide us with the different promotions and marketing materials, and we are responsible for representing them directly to the customers. We do not perform any door-to-door or business-to-business sales, but rather represent our business partner inside of some of the largest retailers in the world. We feel we can complement their niche with a superior marketing and sales team working face-to-face with their customers.

Contact Information

  • Contact:

    Straughter Management Group
    (281) 698-0579


text:
About the Author

Mark Flagel

I was born in Los Angeles, California, in September 1958. I grew up in a blue collar, middle class neighborhood in Westminster, then moved to Long Beach in 1974. I graduated from Woodrow Wilson High School in 1976. (A big thank you to Dave Burcham, my Government teacher at Wilson, who never let me argue a position I believed in and in so doing taught me more about perspective and understanding than I -- a kid who, before meeting him, thought he knew everything -- ever could have hoped to learn.)

I attended UCLA from 1976-1980, and in June 1980 earned my Bachelor’s degree in Political Science, Magna cum Laude.

Even then I wanted to become a writer, but I suspected that earning a living as a writer would be difficult. So I took a safer course, went to law school at UC Berkeley, and in May 1983 earned my Juris Doctor degree, Order of the Coif.

It took a few years, but I found that I enjoyed practicing law, and felt I was good at it. So I stifled my desire to become a writer and practiced law for the next 31 years. I kept telling myself I was building a wealth of experience to draw upon when I finally decide to return – or, I suppose, turn in the first instance – to my passion.

So here I am.  I pulled the trigger and retired from law at the end of March 2014. No regrets. I enjoyed most of the 31 years in which I practiced, and now I’m enjoying a new path. A new adventure. An unknown.

I admit to being a little sad and a little apprehensive.  Sad because, having put pen to paper, I realize that the 56 year old man I am now can never write the things the 20-something me could have written had I chosen a different path those many years ago. Apprehensive because, after years of reasonable success practicing law, there are no guaranteed pathways to success as a writer, and I’m already starting to feel humbled by the experience.

That said, I have fastened my seatbelt, jumped in with both feet, and am eager to enjoy the ride, wherever it takes me and however it ends up.

Fortunately, my wonderful family has my back. My beautiful wife Sandra, who was worried I’d be spending too much time at home after I retired from law, is happy I have this passion and is hopeful it works out so I won’t impede her independence! On a more serious note, she’s always been supportive of my writing even to the point of encouraging me to do it in the past, when that choice would have led to financial hardship. I’m grateful for that kind of support and encouragement. My kids are all terrific and supportive in their own ways, and by living good lives they make me proud every day.

[Will combine above narrative with part of the lawyer narrative.]

Mark is retired from practicing law, but he is available as a mediator. For more information on his mediation practice, click here


text:
Thin Stripe Nautical Shower Curtain

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      M&S says

      This waterproof curtain is a stylish bathroom essential with a nautical stripe print adding a simple finishing touch.

      • Product Details

        • Width: 180 cm
        • Length: 180 cm

        Item details

        • Plastic hooks included, Eyelet feature

        Care and Composition

        • 100% POLYESTER
        • Machine washable
      • Returns & Refunds

        35 days to return

        You may return or exchange unused products within 35 days of purchase with a valid parcel summary document. Your items don't need to be in the original box or bag as long as they're securely packaged.

        How to return

        It’s easy to return items to us in the UK. No need to purchase postage stamps from the post office. Simply print the returns label, attach it to the top of your parcel and insert the returns note in the parcel. We will automatically deduct the cost of return from your refund.

        To print the returns label and return, simply click here.

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        Standard Delivery : FREE over Dkr750 (normally Dkr50), 4-5 working days

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M&S Collection

Fleece Joggers

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      Comfy joggers are a must-have whether you're doing sport or just having a lazy day. Keep fabric looking newer for longer with our anti-pill technology.

      • Product Details

        • Product Style: Joggers
        • Fit: Regular fit
        • Fastening: Elastic waist
        • Anti pill

        Care and Composition

        • 100% polyester
        • (exclusive of trimmings)
        • Machine washable
        • Tumble dry
      • Returns & Refunds

        35 days to return

        You may return or exchange unused products within 35 days of purchase with a valid parcel summary document. Your items don't need to be in the original box or bag as long as they're securely packaged.

        How to return

        It’s easy to return items to us in the UK. No need to purchase postage stamps from the post office. Simply print the returns label, attach it to the top of your parcel and insert the returns note in the parcel. We will automatically deduct the cost of return from your refund.

        To print the returns label and return, simply click here.

      • Delivery Options

        Standard Delivery : FREE over Skr900 (normally Skr60), 4-5 working days

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