Urabandai SS http://urabandai-ss.com/ Sun, 26 Sep 2021 01:50:20 +0000 en-US hourly 1 https://wordpress.org/?v=5.8 http://urabandai-ss.com/wp-content/uploads/2021/09/cropped-icon-32x32.png Urabandai SS http://urabandai-ss.com/ 32 32 The hot new technology for self-driving cars is … radar http://urabandai-ss.com/the-hot-new-technology-for-self-driving-cars-is-radar/ http://urabandai-ss.com/the-hot-new-technology-for-self-driving-cars-is-radar/#respond Sun, 26 Sep 2021 01:30:11 +0000 http://urabandai-ss.com/the-hot-new-technology-for-self-driving-cars-is-radar/

Yes, we’re talking about radar, the same technology that began as a curiosity at the turn of the 20th century, helped Britain fend off the Luftwaffe during WWII, and long allowed weather forecasting and enabled air traffic controllers to keep our sky. safe.

Today, radar is no longer reserved for airplanes and military installations. A number of new companies, both on the hardware and software side, are making radar an integral part of safety systems to detect cyclists and pedestrians.

The need for such technology is urgent: Pedestrian fatalities in the United States have increased in recent years, even as Americans have driven fewer miles on the road. And the increasing levels of range in new vehicles that enable features like collision warning, automatic braking and blind spot detection, not to mention the driverless cars of the future, depend entirely on advanced sensory systems. Such systems are also essential for automakers to keep their promises to integrate automatic braking systems into all vehicles by 2022.

To reduce and prevent the carnage on our roads, companies like Mobileye, a subsidiary of Intel, are working on chips bristling with tiny radar antennas. General Motors recently invested in Oculii, a startup entirely dedicated to math and software that uses machine learning to shape the types of signals used by automotive radar systems. Software company MathWorks is developing algorithms that can allow automakers to integrate data from radar and other sensors into a reliable picture of the world around a vehicle.

For engineers working on vehicle sensors, now is a time of rapid change, says Erez Dagan, executive vice president of product and strategy at Mobileye. Cameras used in automobiles continue to have a higher resolution and are able to detect a wider range of natural light than before. Lidar, which bounces lasers off surrounding objects to “see” the world in 3D, is becoming cheaper than before. (Lidar is common in prototype robot taxis, like those from Waymo, sister company to Google Cruise and Amazon’s Zoox.)

Radar, which bounces radio waves off objects – the term originated as an acronym for “radio detection and ranging” – has been used on some first-generation security systems in vehicles since the 1990s. Automotive radar systems have a number of advantages. They are tough enough to survive years of jostling and temperature swings when fitted to cars. They are much, much cheaper than lidar, good at instantly measuring the speed of objects, and able to scrutinize the types of adverse weather conditions, like fog and rain, that can bypass both cameras and lidar systems. But until recently they had one major drawback: They only have a fraction of the resolution of these other systems, which essentially means the images they produce are much more blurry.

Oculii’s technology works by changing the shape – also known as the waveform – of the radar signal sent by the radar on cars. The physics are complicated, but by changing the nature of the radar signal depending on the type of objects it bounces off, it can resolve objects whose shape would be impossible to “see” otherwise. The result, according to managing director Steven Hong, is that existing automotive radar sensors, which cost around $ 50 each, can generate three-dimensional images of a car’s surroundings with much higher resolution. will be released in 2023.

Taking advantage of the chip-making capabilities of parent company Intel, Mobileye is working on individual microchips covered with nearly 100 tiny antennas. Using artificial intelligence software to process the noisy signals they receive, Mobileye says its systems can do things like identify pedestrians, at least in the lab. This is something that previously could only be achieved with cameras and lidar.

There is no unanimity among automotive technologists on how to configure cameras, lidar and radar that will become the standard way to achieve various security or autonomous driving systems, but almost all agree that the best solution will be a combination of these.

The resolution that even the best automotive radar can achieve is only as good as the worst lidar systems available, says Matthew Weed, engineer and senior director of product management at Luminar, which manufactures lidar systems for automobiles. Luminar’s system, which Mr. Weed says is superior to radar for most applications, costs $ 1,000, however.

Mr Weed says Luminar’s lidar systems could justify their cost by being so good that they could lower driver insurance costs by preventing pedestrian accidents and fatalities. Even with such a system on a car, radar would be a good back-up when it breaks down or cannot handle inclement weather, he adds.

Mobileye uses lidar, cameras and radar in its most advanced systems. CEO Amnon Shashua said that even though the price of lidar systems has come down, their cost is still 10 times higher than radar, and likely will remain so for the foreseeable future, due to the complexity of the hardware involved.

Elon Musk’s Tesla has made a bet that the company can achieve true autonomous driving in its vehicles using only cameras.

Cameras have the advantage of extremely high resolution, and they are affordable and compact thanks to years of advancements in smartphone cameras. But for a system that can achieve the highest safety standards, and even full battery life, cameras need backup sensors that fail under conditions different from those they encounter, Dagan adds.

Take the fog, which looks like a hindrance to camera-based and lidar systems, potentially causing vehicles to stop when they shouldn’t. In research published in 2020, radar-based automotive sensors had no difficulty penetrating fog and correctly identifying stopped vehicles hidden inside, says Dinesh Bharadia, assistant professor of engineering at the University. from California to San Diego who contributed to the work.

Dr Bharadia says his team discovered that a key uses multiple radars, spaced at least five feet apart on a vehicle. It’s the same principle at work in the ever-increasing number of cameras on the back of our smartphones, he adds. It is possible to create an “image” of the surroundings of a car using several low-cost radar sensors, just as our phone can use several inexpensive small cameras and then recombine the images they collect. into something much sharper.

Bringing together all of a car’s sensors into one cohesive view of the reality outside a vehicle requires merging all that data, says Rick Gentile, an engineer who worked on radar systems for defense applications and who is now a product manager at MathWorks, a software company that creates tools to help process data. For example, although the radar can detect the presence of a sign in front, it cannot see its color, which is essential to quickly identify what type of sign it is.

For so-called robot taxis, the way to fill the gaps in the capabilities of each type of sensor is to use them all. The goal is “full redundancy,” says Dagan, so that even if one sensor has an error, the others perceive the world correctly. It’s the fastest way, he says, to give vehicles senses that are at least as good as a human. (Whether these vehicles will have sufficient judgment to move safely is a separate issue.)

Until we get real self-driving vehicles – something that could take years, if not decades – automakers will have to choose between radar, lidar, and cameras, or a combination of all three, to create tracking systems. safety capable of keeping their promises to make automatic braking systems standard by 2022, and to continue to improve these systems. All three types of sensors continue to improve, but the difference in cost between them has led automakers to favor one technology or another, depending on how they think they can make up for its software and AI shortcomings.

This has led to healthy competition among manufacturers of security systems, sensors, and supporting software – who you talk to, they argue their systems are the best.

As all of these companies scramble for a place on your car, the goal of all of these technologists is to profit by dramatically reducing the number of road fatalities of all kinds when a human is behind the wheel. It’s a goal they all agree is much closer than fully autonomous vehicles.

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HT Brunch Cover Story: The Princesses of Power http://urabandai-ss.com/ht-brunch-cover-story-the-princesses-of-power/ http://urabandai-ss.com/ht-brunch-cover-story-the-princesses-of-power/#respond Sat, 25 Sep 2021 16:15:36 +0000 http://urabandai-ss.com/ht-brunch-cover-story-the-princesses-of-power/

Princess Akshita M Bhanj Deo, 28, is taken in transit between Kolkata and Mayurbhanj, Odisha, en route to her family’s Belgadia Palace, a former royal guesthouse and residence of Maharaja Praveen Chandra Bhanj Deo of Mayurbhanj and the Maharani Rashmi Rajya Laxmi Bhanj Deo of Mayurbhanj (Princess of Jaisalmer) who hosted such luminaries as Tagores and JN Tata in the late 1800s.

His sister, Princess Mrinalika M Bhanj Deo, 30, is already in Belgadia and joins us on call from the colonnaded palace of the Victorian era.

It was Mrinalika who, fresh out of a stint in New York working for a third-generation perfume brand (which owns the Carolina Herrera brand), decided to transform the 20-acre property into a luxury hotel. charm of 11 rooms in 2015, a process that took two and a half years to restore.

Akshita is a social entrepreneur working at an AI nonprofit, astute storyteller, craft revival, neo-influencer, and potential author, while Mrinalika is a yoga teacher, hospitality maven. , fashionista and co-founder of a craft label with her younger sister.

Marry for love

“We have just added two more rooms specially adapted for people with reduced mobility,” says Akshita. “I also incorporate native flora into our landscaping, ideal for agrotourism and sustainable agriculture.”

In the genes

The educated Askhita bard speaks quickly, punctuated by the inflections of an international education (after a few years in La Martinière, Kolkata, she left for Singapore to finish her secondary studies). Mrinalika is equally eloquent; A graduate of the University of Virginia, she did a month-long yoga retreat in Bali and was teaching in person before the pandemic. She even ran two eponymous yoga studios in Kolkata, where the family has a home.

Like real millennials, princesses are committed to making the world better. Akshita does not see herself as an influencer, but as an entrepreneur whose team is ready to do groundbreaking work. “Understanding how brands work – the narrative aspect – is why someone buys a product,” Mrinalika explains.

While Akshita (right) enjoys practicing her Mayurbhanj Chau, she reveled in the strength training Mrinalika put her through.  Mrinalika also enjoys running her 5Ks on her family's estate (Prabhat Shetty)
While Akshita (right) enjoys practicing her Mayurbhanj Chau, she reveled in the strength training Mrinalika put her through. Mrinalika also enjoys running her 5Ks on her family’s estate (Prabhat Shetty)

Akshita’s work with public policy and international affairs came naturally after graduation (her mother founded a school for street children and her father is in politics), when she worked with refugees. while she was part of an international relief committee. But this sense of justice for the less fortunate runs in his blood.

“We grew up with stories about my ancestors, so there are stumps of what they planted as seeds,” she says. His great-grandfather’s younger half-brother, Maharaja Sriram Chandra and Maharani Sucharu Devi’s son, was a fighter pilot for British India, working with refugees from the Middle East. “His plane crashed at Cuttack in 1945 while fighting the Japanese,” Akshita explains.

Akshita recently discovered that the second wife of his grandfather’s younger brother, Asha Bhanj Deo, had written bestselling Raj-era romance novels under the pseudonym Rebecca Ryman.

An overview of royal wardrobes
An overview of royal wardrobes

“I would like to do a book or podcast on uncovering these lesser-known stories of princely India, which showcases the culture and resilience of unique individuals who have helped to weave the fabric of modern India.” , she says.

Likewise, Mrinalika discovered the sketchbook of his grandfather Maharaja Pradeep Chandra Bhanj Deo and used it as a basis for his restoration work on Belgadia. “I was also inspired by my father’s Nepalese mother (daughter of King Tribhuvan), who built Belgadia when there were no architects,” she says.

Privacy Policy

Currently, the sisters are neck and neck with Hasa Atelier, the luxury craft brand they co-founded, where they sell bags of woven sabai grass often associated with dokra (metallurgy of Odisha tribal communities). ).

Mrinalika says her father attended the Rath Yatra festival and supported the 444th year chehra panhara, as it is community building activities that preserve the legacies;  Pantsuit and purple dress: Joskai;  Jewelry: Dhora jewelry;  Bags: Gucci (Prabhat Shetty)
Mrinalika says her father attended the Rath Yatra festival and supported the 444th year chehra panhara, as it is community building activities that preserve the legacies; Pantsuit and purple dress: Joskai; Jewelry: Dhora jewelry; Bags: Gucci (Prabhat Shetty)

“We contribute to our ancestors’ vision of building sustainable communities; women have gone from a few thousand rupees a month to almost a few lakhs by weaving the Sabai grass into beautiful products, ”Akshita explains. The princesses are pushing for an IG label for the Sabai herb which is said to have been brought back from Madagascar by one of the princesses’ ancestors.

With his father as a public figure, Akshita would rather be out of the public eye. “It doesn’t mean anything to have more likes, followers and mentions in the media,” she says. “If it comes organically, great, but you can walk away and let your work speak for itself. ”

She recently made her Instagram private to focus on her work. “I want to build a community and not allow people to have access to my privacy,” she says.

Mrinalika also uses Instagram to build her community. “I post pictures of things I love to do, things that make me happy. My yoga journey is definitely something I love to talk about as it has helped me tremendously and I hope others will as well. My story reflects who I am and sometimes I show what a day in my life looks like. ”

How royalty stays in shape
How royalty stays in shape

the royal family of the 21st century

“We have a rath yatra where the king sweeps the ground,” Mrinalika said. “My dad does that again today, in front of the whole town, when the rat is shot. These rituals bind us together as a family. You are not a king without your people. The minute you disassociate yourself from your community, you lose all relevance.

European aristocrats have hundreds of thousands of Instagram followers. Is this a similar trend in India? “The fascination stems from the political stability and continuity that royalty brings,” Akshita explains. “Members of the royal family are mirrors of society – there is a standard to be met, but there is a risk that it will become a golden cage. ”

Akshita says it’s time to look past the Maharajas as they are portrayed through the prism of a Cartier or Rolls-Royce and balance their personality with individuality and the responsibility to give back. to the communities from which they come.

“What I love about shows like The Crown is that royal families are revealed to be vulnerable. This is how we live and earn our money; and we’re talking about mental health, climate change, and gender equality, and we’re allying with LGBTQIA and so on. We have contemporary relevance to society, ”she says.

Akshita says royals are mirrors of society - there is a standard to be met, but there is a risk it will become a golden cage (Prabhat Shetty)
Akshita says royals are mirrors of society – there is a standard to be met, but there is a risk it will become a golden cage (Prabhat Shetty)

Mrinalika adds, “Although we do not have a monarchy in India, the philanthropy of our ancestors and their institution building activities left us with a lot of respect and love in our state. People believe that our family has the network and the access to be an agent of social change. “

Akshita compares the royal family in India today to a chamber of modern-day princes. “Each family is its own brand with its own specialty,” she says. “Each is known for several things, such as the cuisine of the Sailana family, the heritage restoration by Maharawal Chaitanya Singh of Jaisalmer and the museum expertise of Maharani Priya Raje Scindia of Gwalior. We help each other today as professionals, extending our partnerships in the corporate world to the connections we have.

Priya Kumari Rana is a Delhi-based lifestyle journalist who has worked with publications such as Harper’s Bazaar and Outlook.

From Brunch HT, September 26, 2021

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Andrew Neil says he nearly collapsed when GB News broke up http://urabandai-ss.com/andrew-neil-says-he-nearly-collapsed-when-gb-news-broke-up/ http://urabandai-ss.com/andrew-neil-says-he-nearly-collapsed-when-gb-news-broke-up/#respond Sat, 25 Sep 2021 14:53:00 +0000 http://urabandai-ss.com/andrew-neil-says-he-nearly-collapsed-when-gb-news-broke-up/

Veteran broadcaster Andrew Neil said he knew he had to quit GB News after his first week, admitting he was “close to a blackout”.

The 72-year-old broadcaster said technical issues and differences with senior executives caused him stress and a “constant knot in his stomach.”

On Wednesday he had confirmed a report in I that his contributor appearances had been called off, stating that he would “never be on GB News again”, following a months-long break with the bosses of the television station he helped create.

In a tearful interview with the Daily mailMr. Neil said, “It just got worse and worse. At one point we were waiting to go on air and the whole system crashed. It had to be restarted and we only got there 15 seconds early.

“This stress was just enormous. It meant you couldn’t think of journalism.

“At the end of that first week, I knew I had to get out. It was really starting to affect my health. I wasn’t asleep. I would wake up at two or three in the morning.

Mr Neil ultimately announced his resignation as chairman and main presenter of the channel three months after its launch, initially promising to appear regularly as a contributor.

However, his appearances were boxed after criticizing the channel’s management during an appearance on Question time.

Mr Neil accused his former employer of disclosing “libel” to a newspaper and “unilaterally” violating the exit agreement.

In a tweet earlier this week, he said he “couldn’t be happier.”

He gave up on a £ 4million contract, saying continuing on the channel “would have killed me”.

“I had a constant knot in my stomach. When I woke up I felt great and then I remembered all the problems I had with GB News and that knot would come and not leave me all day, ”he said.

“Whenever I raised red flags with the board of directors they were polite, they listened but they always sided with the CEO [former Sky News Australia chief Angelos Frangopoulos]. I was in a minority of one. I felt like the Lone Ranger on so much without even Tonto to keep me company.

The channel launched on Sunday, June 13, but Mr Neil said he warned bosses they weren’t ready to air due to technology issues.

He said, “I said it was a disaster. There was endless stuff and by the second week things didn’t improve. Some things were getting worse. It was terrible.”

“The reason I’m pretty emotional is that I’m angry. I thought that after ten years at the Economist, 11 years old at Sunday Times, the launch of Sky Television and Sky News, ten years as editor of Scottish and, in 25 years working to be the BBC’s first interviewer, GB News would be the last big career change, then I would pack it all.

Read more

Andrew Neil says he “couldn’t be happier” never to appear on GB News again

In response to the interview, a spokesperson for GB News said: “At no point did Andrew express his concerns that the editorial direction of GB News was moving to the right. As with all businesses, decision making is up to the board, and GB News is no different. As a board member, Andrew had the same rights and abilities to raise concerns, and he was aware of all decisions.

“The GB News launch date was set to take into account Andrew’s own travel plans. Indeed, contrary to management’s wishes, it was Andrew who insisted that the launch date be announced, failing which he refused to travel to London for it. At no time did Andrew apply to be executive chairman and at no time was it offered to him. He has always been a non-executive chairman.

“The council allowed Andrew to be away during the summer to recharge his batteries. He then asked to leave and the council accepted that request. The terms of his departure were properly negotiated and documented, with Andrew taking legal advice throughout.

“The fact that he chose to ignore these terms and make his departure unnecessarily controversial and public is a decision he will have to live with.”

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Springfield Symphony musicians stage their own concert amid battle over contract and orchestra’s future http://urabandai-ss.com/springfield-symphony-musicians-stage-their-own-concert-amid-battle-over-contract-and-orchestras-future/ http://urabandai-ss.com/springfield-symphony-musicians-stage-their-own-concert-amid-battle-over-contract-and-orchestras-future/#respond Sat, 25 Sep 2021 11:04:13 +0000 http://urabandai-ss.com/springfield-symphony-musicians-stage-their-own-concert-amid-battle-over-contract-and-orchestras-future/

SPRINGFIELD – The musicians of the Springfield Symphony Orchestra, who have not given a full live concert since early March 2020, will finally be back on stage in mid-October, led by their musical director and conductor from longtime Kevin Rhodes at Springfield Symphony Hall for an evening of music by Beethoven, Dvorak, Tchaikovsky and other big names.

After a 19-month hiatus due to the pandemic, this would sound like the good old days for the orchestra. But it’s not.

For months, the musicians and their union have been in conflict with the orchestra management over a new contract, and in fact the SSO has not prepared a schedule for the 2021-2022 season, which is an element central to the contractual disagreement.

The October 15 concert, which is free, is actually hosted by the musicians themselves, who have formed an independent group, The Musicians of the Springfield Symphony Orchestra (MOSSO), which they claim is dedicated to promoting live symphonic and chamber music in the area and has already organized a few small outdoor shows around Springfield.

For this “Coming Home” concert, a $ 30,000 production that the musicians paid for with grants and donations, Rhodes flies at his own expense from Slovakia, where he currently works. After 20 years with SSO, his contract was not renewed this spring, and SSO does not currently have a music director.

And this spring, Rhodes, who works with orchestras and ballet and opera companies in the United States and Europe, moved with his wife from Massachusetts to Traverse City, Michigan; there he conducted the Traverse Symphony Orchestra for years and signed a 10-year contract extension with the band in the spring.

The Springfield Musicians, members of Local 171 of the American Federation of Musicians, acknowledge that the pandemic has created difficult circumstances for everyone at SSO, including the conductor, over the past year and half.

But they say the lack of a new contract, the non-renewal of a deal with Rhodes, and the refusal to commit to a meaningful 2021-2022 season represent a leadership failure on the part of management, even though other New England orchestras and classical groups are opening new seasons (the Boston Symphony Orchestra just announced a free live concert on October 3 at Boston Symphony Hall).

“It’s sad, frustrating and downright shocking to see such a lack of commitment to the orchestra and its future,” said Thomas Bergeron, who is SSO’s principal trumpeter and has played with the group for about seven years.

However, SSO management say musicians’ reluctance to accept a new contract and staging their own separate concert now threatens the possibility of the orchestra hosting a 2021-2022 season (see box, B4).

Bergeron, who lives in Amherst and is the Music Director of Deerfield Academy, grew up in South Hadley and performed with the SSO Youth Orchestra as a teenager.

“Being a part of that is a big reason I’m a professional musician today,” he said. “And my experience (with SSO) has been great… we have members from New York, Boston, all over New England and the North East, and they love to be a part of the orchestra.” (He says about 20% of the players are from the greater Springfield area.)

The SSO, according to its website, is Massachusetts’ largest symphony outside of Boston and was first performed in 1944.

Clarinetist Lynn Sussman, another longtime member of the symphony orchestra who teaches at Deerfield Academy and Smith College, likens playing in the band “to being part of a big family.” It’s a very happy place, and not all orchestras do.

Now, however, Bergeron and other members of MOSSO claim that the SSO leadership, led by its board of directors, has only offered to host five, if not four, live concerts in the 2021 season. 2022 – rather than the 10 typically featured – with up to 60 musicians participating, fewer than the 72 full-time musicians who are part of the orchestra. There is also no commitment to presenting the shows at Springfield Symphony Hall, a performance space “specially designed for symphonic music,” Bergeron said.

Such a deal is unacceptable, Bergeron said, as is management’s refusal to commit to a season beyond 2021-2022. “How can we move forward if they show such a lack of confidence in the orchestra?

He notes that MOSSO was formed not only because of the contractual dispute, but also in response to customer concerns about an apparent lack of management commitment to revitalize the orchestra, such as to fill a number of gaps. vacant jobs.

Forming the group, said Bergeron, “was truly an act of desperation.”

Planning issues

But John Anz, acting executive director of SSO, says the conductors were hampered by COVID-19 as uncertainty about the pandemic meant that the planning for concerts, usually done months in advance, was delayed this spring. The pandemic has also added to concerns about the orchestra’s long-term economic viability, he said.

“In order for us to put on a show in September, we would have had to start planning in March, and that wasn’t possible,” Anz said. “We didn’t know when the state would allow us to organize a (live) concert. ”

Anz, who was previously SSO’s director of development – he became interim executive director following the resignation of former orchestra director Susan Beaudry, also said the union’s refusal to sign a new contract is delaying planning of a new season.

“We cannot move forward until we have a firm deal,” he said. “We have a plan for this season, but we cannot implement it and announce it until we have a commitment from the musicians.”

The SSO has now set October 1 as the deadline for a new labor agreement, which, if not honored, will likely force the cancellation of any 2021-2022 season, officials say.

Bergeron and other players such as Sussman dispute Anz’s argument, saying that planning for past seasons has been happening at the same time as contract negotiations are going on. The most recent contract for musicians expired in August 2020.

Anz says negotiations are continuing and management wants to reach a deal “as much as anyone.” The musicians are not so sure. Meanwhile, the National Labor Relations Board recently filed a complaint against SSO for unfair labor practices, alleging that management engaged in “bad faith negotiations.” A hearing is scheduled for December 1 in Springfield.

Besides that there are several positions currently vacant at SSO, including that of Director of Development, Bergeron says that much of the uncertainty over the orchestra’s future appears to be coming from the board, which was once made up of of 15 members, but that now, following several resignations, it is effectively a panel of six.

He says the board, among other things, discussed the possibility of merging the SSO with the Hartford Orchestra, which would effectively end the SSO, the smaller of the two groups.

“We really don’t know what their motivations are,” Bergeron said. “But they seem to be obsessed with increasing the endowment (up to nearly $ 8 million) by removing anything that costs money.”

On its website, MOSSO also claims that poor management decisions and disappointing fundraising efforts by SSO over the past few years have led to the current state of affairs.

An email from The Gazette soliciting comments from the six board members went unanswered.

However, an email sent this summer from the SSO leadership to patrons stated that the orchestra “has suffered very significant losses over the past decade despite attempts to improve its fundraising, programming. and its marketing “. Nonetheless, officials said, the orchestra is pursuing other fundraising strategies.

Trustees say they are also looking for the ‘flexibility’ of musicians to allow the orchestra ‘to adapt quickly to developments and changing circumstances…. SSO should use our next season to determine if the audience will be in sufficient numbers and if there is enough community support to ensure its sustainability. ”

Bergeron and other musicians at MOSSO wonder how the SSO can raise new funds – or even be serious about doing it – if the orchestra doesn’t put on any concerts or doesn’t have a development director in place. full-time. For her part, Anz acknowledged that without any live performances, fundraising “becomes more of a challenge.”

Some patrons of the orchestra, such as Holyoke pediatrician David Gottsegen, raise another sore point. As Gottsegen put it in an email, SSO board members “have used donations made by contributors like me to pay legal fees to argue against the union fighting for the survival of the orchestra, without using their staffing ‘to fill vacancies, the 2021-2022 season, and the future of the orchestra.

The musicians have a number of city officials in their area: Mayor Domenic Sarno has agreed to let the October 15 MOSSO concert run rent-free at Springfield Symphony Hall, which charges users various fees.

Bergeron says all musicians in the orchestra have felt the loss of income from the last 19 months of inactivity, although those with other regular jobs like him may have resisted better. But he says the actual dollar value and length of any new contract is less important than a deal that commits the orchestra to producing more shows this year and into the future.

“We really need forward-thinking leadership, which invests its energies in new ideas, which is ready to make the orchestra more relevant,” he said. “It failed.”

“We would love to work with the symphony,” Sussman added. “Most importantly, we just want a chance to play music.”

More information on MOSSO and the October 15 concert can be found at springfieldsymphonymusicians.com; tickets are free but must be booked through the website. More information about Springfield Symphony Orchestra is available at springfieldsymphony.org.

Steve Pfarrer can be reached at spfarrer@gazettenet.com.

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How this entrepreneur quit his high paying job in Canada to start an Ayurvedic business http://urabandai-ss.com/how-this-entrepreneur-quit-his-high-paying-job-in-canada-to-start-an-ayurvedic-business/ http://urabandai-ss.com/how-this-entrepreneur-quit-his-high-paying-job-in-canada-to-start-an-ayurvedic-business/#respond Sat, 25 Sep 2021 00:48:02 +0000 http://urabandai-ss.com/how-this-entrepreneur-quit-his-high-paying-job-in-canada-to-start-an-ayurvedic-business/

Ayurveda, which was once considered a “sunrise sector”, has now entered the everyday vocabulary of people. Until a few years ago, the market had only a handful of big names such as Baidyanath, Patanjali, Emami, and Hamdard, but today the scenario seems to be changing.

Not only more and more entrepreneurs are curious to explore this space, but the vast potential of this market has also compelled the Indian government to establish the AYUSH (Ayurveda, Yoga, Naturopathy, Unani, Siddha, Sowa-Rigpa and Homeopathy) Ministry promote Ayurveda and traditional medicines.

Launched in February 2020 by Ayush Aggarwal, Based in Faridabad Rasayanam is an Ayurvedic company making its way into this market.

Discovering Ayurveda

In a conversation with SMBShistoryAyush recalls that even though he had a well-paying job in Canada before 2020, the urge to start something of his own made him restless. He found in Ayurveda an interesting opportunity to explore his entrepreneurial dreams. He started working to start a business that made Ayurvedic products while still working full time, however, he quit two months later and returned to India.

“I wasn’t very happy with the products sold in India, so I started doing my own market research and even went to the Himalayas to explore the roots of Ayurveda,” he says.

So, Ayush invested Rs 30 lakh of his savings to start Rasayanam, which is started so far with no plans to raise funds anytime soon.

Rasayanam’s first product was Shilajit resin, which Ayush says is made from shilajit mined from the Gilgit mountain range in the Himalayas, and it took about a year of research to develop it. “Long considered a panacea in Ayurveda, shilajit is widely known to improve immunity and balance metabolism,” he explains.

Gradually, the company launched other products such as Kashmir saffron, Ajwa dates, Ashwagandha, Nano-curcumin, etc.

Combine modern science and traditional knowledge

Ayush says nano-curcumin is one of Rasayanam’s USPs and represents a combination of modern science and traditional knowledge.

Curcumin is the main active compound in turmeric and gives turmeric its antioxidant properties. “We use nanotechnology to extract pure curcumin, which makes it soluble in water and easy for the body to absorb,” says Ayush.

The products are sold between Rs 500-Rs 3,000, and the founder mentions that the pricing strategy was decided keeping in mind the prices offered by the competitors. Company clocks Rs 45 lakh of income per month, Ayush claims.

Ayush also expresses his confidence that the high prices will not deter consumers from buying the products because the quality they provide is better than that of its competitors.

Strategies to stand out

According to a report by ResearchandMarkets, the Indian Ayurveda market was valued at Rs300 billion in 2018 and is expected to reach Rs.710.87 billion by 2024, growing at a compound annual growth rate (CAGR) of 16.06%, over the forecast period (2019-2024).

Ayush says he is aware that this market has now become “Deadly competitive”. He further adds that the aim of the company is to generate content to communicate the intention and vision of the brand to its potential customers and target audience.

“Education has been the biggest problem. Since there are so many brands in the market, people don’t know what to buy, ”he said, adding that the content produced by the Rasayanam team conveys information about the products, including their usefulness, benefits, etc.

“It is essential for us that the customer understands the product and its benefits before purchasing,” he adds.

An omnichannel approach

Rasayanam runs on a D2C (direct-to-consumer) strategy and sells on its website as well as on e-commerce platforms such as Amazon and Flipkart.

Ayush also points out that while Delhi and Mumbai are its main markets, the brand is in high demand among towns and small towns in Uttar Pradesh, Bihar, Arunachal Pradesh, etc. He also adds that the company also plans to sell its products through high-end Ayurvedic doctors and stores.

As people have become more health conscious amid the pandemic, the crisis has played a major role in accelerating awareness of Ayurvedic products and boosting their uptake. Ayush claims that the company is 20 percent growth per month this year, and forecasts 90 percent revenue growth this fiscal year.

To ensure sustained growth, the brand works with physicians to understand the health issues that plague people and develop Ayurvedic solutions to address them. Rasayananam’s next product line will focus on solving digestive issues.

“We are in no rush to launch products one after the other because our goal is quality. And that takes time, ”he concludes.

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WAVE SYNC: MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL POSITION AND RESULTS OF OPERATIONS (Form 10-K) http://urabandai-ss.com/wave-sync-managements-discussion-and-analysis-of-financial-position-and-results-of-operations-form-10-k/ http://urabandai-ss.com/wave-sync-managements-discussion-and-analysis-of-financial-position-and-results-of-operations-form-10-k/#respond Fri, 24 Sep 2021 19:42:07 +0000 http://urabandai-ss.com/wave-sync-managements-discussion-and-analysis-of-financial-position-and-results-of-operations-form-10-k/
The following discussion and analysis of our results of operations and financial
condition since the Company's inception should be read in conjunction with our
financial statements and the notes to those financial statements that are
included elsewhere in this Prospectus. All statements, other than statements of
historical facts, included in this report are forward-looking statements. When
used in this report, the words "may," "will," "should," "would," "anticipate,"
"estimate," "possible," "expect," "plan," "project," "continuing," "ongoing,"
"could," "believe," "predict," "potential," "intend," and similar expressions
are intended to identify forward-looking statements. Forward-looking statements
are subject to risks and uncertainties that could cause actual results to differ
materially from those projected. These risks and uncertainties include, but are
not limited to, availability of additional equity or debt financing, changes in
sales or industry trends, competition, retention of senior management and other
key personnel, availability of materials or components, ability to make
continued product innovations, casualty or work stoppages at our facilities,
adverse results of lawsuits against us and currency exchange rates.
Forward-looking statements are based on assumptions and assessments made by our
management in light of their experience and their perception of historical
trends, current conditions, expected future developments and other factors they
believe to be appropriate. Readers of this report are cautioned not to place
undue reliance on these forward-looking statements, as there can be no assurance
that these forward-looking statements will prove to be accurate and speak only
as of the date hereof. Management undertakes no obligation to publicly release
any revisions to these forward-looking statements that may reflect events or
circumstances after the date hereof or to reflect the occurrence of
unanticipated events. This cautionary statement is applicable to all
forward-looking statements contained in this report.


Critical Accounting Policies

Basis of presentation

The consolidated financial statements of the Company have been prepared in accordance with generally accepted accounting principles in United States of America (“we GAAP “).

C. Principles of consolidation

The consolidated financial statements include the financial statements of all
the subsidiaries and VIEs of the Company. All transactions and balances between
the Company and its subsidiaries and VIEs have been eliminated upon

The consolidated financial statements include the accounts of the Company, its
subsidiaries for which the Company is the primary beneficiary. All significant
inter-company accounts and transactions have been eliminated. The consolidated
financial statements include 100% of assets, liabilities, and net income or loss
of those wholly-owned subsidiaries.

As of December 31, 2019 and 2018, the detailed identities of the consolidating
subsidiaries are as follows:

                                                        Place of         Attributable         Registered
Name of Company                                       incorporation    equity interest %        capital
EGOOS Mobile Technology Company Limited ("EGOOS
BVI")                                                      BVI                        100 %   $         1
EGOOS Mobile Technology Company Limited ("EGOOS
HK")                                                    Hong Kong          

100% 1,290 Move the Purchasing Consulting Management (Shenzhen) Co., Ltd. (” WOMEN “)

                                        P.R.C                       100 %             -
Guangzhou Yuzhi Information Technology Co., Ltd.
("GZYZ")                                                  P.R.C                       100 %       150,527
Shenzhen Qianhai Exce-card Technology Co., Ltd.
("SQEC")                                                  P.R.C                       100 %       150,527
Guangzhou Rongsheng Information Technology Co.,
Ltd. ("GZRS")                                             P.R.C                       100 %     1,505,267

Use of estimates

The preparation of the financial statements in conformity with U.S. GAAP
requires management to make estimates and assumptions that affect the reported
amounts of assets and liabilities and disclosure of contingent assets and
liabilities at the date of the financial statements and the reported amounts of
revenues and expenses during the reporting period. Actual results could differ
from those estimates. Estimates are used for, but not limited to, the accounting
for certain items such as allowance for doubtful accounts, depreciation and
amortization, impairment, inventory allowance, taxes and contingencies.


Certain conditions may exist as of the date the financial statements are issued,
which may result in a loss to the Company but which will only be resolved when
one or more future events occur or fail to occur. The Company's management
assesses such contingent liabilities, and such assessment inherently involves an
exercise of judgment. In assessing loss contingencies related to legal
proceedings that are pending against the Company or un-asserted claims that may
result in such proceedings, the Company's management evaluates the perceived
merits of any legal proceedings or un-asserted claims as well as the perceived
merits of the amount of relief sought or expected to be sought.

If the assessment of a contingency indicates that it is probable that a material
loss has been incurred and the amount of the liability can be estimated, then
the estimated liability would be accrued in the Company's financial statements.
If the assessment indicates that a potential material loss contingency is not
probable but is reasonably possible, or is probable but cannot be estimated,
then the nature of the contingent liability, together with an estimate of the
range of possible loss if determinable and material would be disclosed.


The contingencies of loss considered remote by management are generally not disclosed unless they involve guarantees, in which case the guarantee would be disclosed.

Cash and cash equivalents

The Company classifies the following instruments as cash and cash equivalents: cash on hand, unallocated bank deposits and all highly liquid investments purchased with original maturities of three months or less.

Accounts receivable

Trade receivables are recognized and carried at the original invoice amount less
allowance for any uncollectible amounts. An estimate for doubtful accounts is
made when collection of the full amount is no longer probable. Bad debts are
written off as incurred.

Other receivables

Other receivables are recognized and carried at the original invoice amount less
allowance for any uncollectible amounts. An allowance for doubtful accounts is
made when recovery of the full amount is doubtful.

Tangible fixed assets

Plant and equipment are carried at cost less accumulated depreciation. Depreciation is carried out over their estimated useful life, using the straight-line depreciation method with a residual value of 10%. The estimated useful lives of the plant and equipment are as follows:

Computer equipment     3 years
Office furniture       5 years
Motor vehicle          5 years

The cost and related accumulated depreciation of assets sold or otherwise
retired are eliminated from the accounts and any gain or loss is included in the
statement of income. The cost of maintenance and repairs is charged to income as
incurred, whereas significant renewals and betterments are capitalized.

Accounting for impairment of long-lived assets

The long-lived assets held by the Company are reviewed in accordance with
Financial Accounting Standards Board ("FASB") Accounting Standards Codification
("ASC") Subtopic 360-10-35, "Accounting for the Impairment or Disposal of
Long-Lived Assets," for impairment whenever events or changes in circumstances
indicate that the carrying amount of assets may not be recoverable. It is
reasonably possible that these assets could become impaired as a result of
technology or other industry changes. Impairment is present if carrying amount
of an asset is less than its undiscounted cash flows to be generated.

If an asset is considered impaired, a loss is recognized based on the amount by
which the carrying amount exceeds the fair market value of the asset. Assets to
be disposed of are reported at the lower of the carrying amount or fair value
less costs to sell. The Company believes no impairment has occurred to its
assets during 2020 and 2019.

Income taxes

The Company uses the accrual method of accounting to determine income taxes for
the year. The Company has implemented FASB ASC 740 Accounting for Income Taxes.
Income tax liabilities computed according to the United States, People's
Republic of China (PRC), and Hong Kong tax laws provide for the tax effects of
transactions reported in the financial statements and consists of taxes
currently due, plus deferred taxes, related primarily to differences arising
from the recognition of expenses related to the depreciation of plant and
equipment, amortization of intangible assets, and provisions for doubtful
accounts between financial and tax reporting. The deferred tax assets and
liabilities represent the future tax return consequences of those differences,
which will be either taxable or deductible when the assets and liabilities are
recovered or settled. Deferred taxes also are recognized for operating losses
that are available to offset future income taxes.


A valuation allowance is recognized for deferred tax assets if it is more likely
than not, that the deferred tax assets will either expire before the Company is
able to realize that tax benefit, or that future realization is uncertain.

Stock-based compensation

The Company has elected to use the Black-Scholes-Merton ("BSM") pricing model to
determine the fair value of stock options on the dates of grant. Also, the
Company recognizes stock-based compensation using the straight-line method over
the requisite service period.

The Company measures share awards using the market price on or around the date of the share award and includes the amount of compensation as a periodic compensation expense over the required service period.

For the past years December 31, 2019 and 2018, $ 0 and $ 1,113,217 stock-based compensation has been recognized.

Foreign currency translation

The accompanying financial statements are presented in United States dollars
(USD). The functional currency of the Company is the USD and Renminbi (RMB). The
financial statements are translated into USD from RMB at year-end exchange rates
as to assets and liabilities and average exchange rates as to revenues and
expenses. Capital accounts are translated at their historical exchange rates
when the capital transactions occurred.

                                                 December 31,       December 31,
Exchange rates                                       2019               2018
Year-end/period-end RMB : US$ exchange rate             6.9762            


Average annual/period RMB : US$ exchange rate           6.8944            

The RMB is not freely convertible into foreign currency and all foreign exchange
transactions must take place through authorized institutions. No representation
is made that the RMB amounts could have been, or could be, converted into US
Dollar at the rates used in translation.

Revenue recognition

The Company recognizes services revenue when the following criteria have been
met: 1.) it has agreed and entered into a contract for service with its
customers pursuant to which the Company identifies the contract and determines
the transactions price with its customers, 2.) the contract has set forth a
fixed fee for the services to be rendered under which the Company has determined
the transaction's price and the allocation of such price to performance
obligations with the customers, 3.) the Company has fully rendered service to
its customers, and there are no additional obligations that exist under the
terms of the contract that the Company has not fulfilled such that the Company
recognizes revenue when the performance obligation is satisfied, and 4.) the
Company has either received payment, or reasonably expects payment from the
customer in accordance to the payment terms set forth in the contract.

Earnings per share

Basic earnings per share is computed on the basis of the weighted average number
of common stock outstanding during the period. Diluted earnings per share is
computed on the basis of the weighted average number of common stock and common
stock equivalents outstanding. Dilutive securities having an anti-dilutive
effect on diluted earnings per share are excluded from the calculation.


Dilution is computed by applying the treasury stock method for options and
warrants. Under this method, options and warrants are assumed to be exercised at
the beginning of the period (or at the time of issuance, if later), and as if
funds obtained thereby were used to purchase common stock at the average market
price during the period.

Comprehensive loss

Comprehensive income (loss) is defined to include all changes in equity except
those resulting from investments by owners and distributions to owners. The
Company presents components of comprehensive income with equal prominence to
other financial statements. The Company's current component of other
comprehensive income is the foreign currency translation adjustment.

Subsequent events

The Company evaluates subsequent events that have occurred after the balance
sheet date but before the financial statements are issued. There are two types
of subsequent events: (1) recognized, or those that provide additional evidence
with respect to conditions that existed at the date of the balance sheet,
including the estimates inherent in the process of preparing financial
statements, and (2) non recognized, or those that provide evidence with respect
to conditions that did not exist at the date of the balance sheet but arose
subsequent to that date.

Fair value of financial instruments

ASC 825, Financial Instruments, requires the Company to disclose the estimated fair values ​​of financial instruments. The book values ​​entered in the balance sheet for current assets and liabilities classified as financial instruments constitute a reasonable estimate of fair value.

The Company applies the provisions of ASC 820-10, Fair Value Measurements and
Disclosures. ASC 820-10 defines fair value, and establishes a three-level
valuation hierarchy for disclosures of fair value measurement that enhances
disclosure requirements for fair value measures. For certain financial
instruments, including cash and cash equivalents, loan receivables and
short-term bank loans, the carrying amounts approximate fair value due to their
relatively short maturities. The three levels of valuation hierarchy are defined
as follows:

       ?   Level 1 inputs to the valuation methodology are quoted prices for
           identical assets or liabilities in active markets.

? Level 2 data of the valuation methodology includes quoted prices for

           similar assets and liabilities in active markets, and inputs 

which are

           observable for the asset or liability, either directly or 


           for substantially the full term of the financial instrument.

       ?   Level 3 inputs to the valuation methodology are unobservable and
           significant to the fair value measurement.

The Company analyzes all financial instruments with both liability and equity characteristics under ASC 480, “Distinguing Liabilities from Equity” and ASC 815.


The following tables present the Company’s financial assets and liabilities at fair value in accordance with ASC 820-10

As of December 31, 2019:

                                            Quoted in
                                           Markets for         Significant          Significant
                                            Identical        Other Observable      Unobservable
                                              Assets              Inputs              Inputs
                                            (Level 1)           (Level 2)            (Level 3)         Total
Financial assets:
Cash                                       $         16     $                -     $           -     $       16
Total financial assets                     $         16     $                -     $           -     $       16

As of December 31, 2018:

                                            Quoted in
                                           Markets for         Significant          Significant
                                            Identical        Other Observable      Unobservable
                                              Assets              Inputs              Inputs
                                            (Level 1)           (Level 2)            (Level 3)         Total
Financial assets:
Cash                                       $        504     $                -     $           -     $      504
Total financial assets                     $        504     $                -     $           -     $      504

Results of Operations

Years completed December 31, 2019 and 2018

For the year ended December 31, 2019, we had no active commercial activity.


For the past years December 31, 2019 and 2018, our revenues were $ 0 and
$ 85,573, respectively, reflecting a decrease in $ 85,573 or 100%. This significant drop in revenues is due to the suspension of all or almost all of our business activities in 2019.


General and administrative and financial expenses were related to corporate
overhead, financial and administrative contracted services, such as legal and
accounting fees. General and administrative expenses and financial expenses for
the year ended December 31, 2019 were $33,276 as compared to that of $1,671,264
for the comparable period ended December 31, 2018, which represented a decrease
of $1,637,988 or approximately 98%. Such decrease was primarily attributed to
the suspension of our operations in 2019.

Liquidity and capital resources

Our primary liquidity and capital resource needs are to finance our operations,
to make capital expenditures and to service our debts. We continue to be
dependent on our ability to generate positive cash flows and obtain additional
financing to fund our operations.

Working Capital Summary

                          As of              As of
                       December 31,      December 31,
                           2019              2018
Current assets        $           16     $       7,203
Current liabilities   $       32,406     $   1,414,965
Working capital       $      (32,390 )   $  (1,407,762 )


Cash Flows

                                               Years ended
                                              December 31,
                                           2019         2018

Cash flow used in operating activities $ (286) $ (283,480)
Cash flow from investing activities $ – $ – Cash flow from financing activities $ – $ 308,860

Cash flow from operating activities

The cash used in operating activities for the year ended December 31, 2019 was
$286 compared to $283,480 for the year ended December 31, 2018. The major
components of the cash used in operating activities for the period ended
December 31, 2019 were net loss in the amount of $33,276, offset by non-cash
item $584 in depreciation, increase from accrued expenses in the amount of
$32,006 and tax payable in the amount of $400. The major components of the cash
used in operating activities for the period ended December 31, 2018 were net
loss in the amount of $5,607,041, offset by non-cash item $1,113,217 in stock
compensation and $2,952,177 in impairment loss on intangible assets and $59,541
in fixed assets, decrease from advance to suppliers in the amount of $36,174 and
accounts payable in the amount of $162,602 offset by decrease from other
payables $14,225. Other items were insignificant.

Cash flow from investing activities

During the year ended December 31, 2019 and 2018, the Company had no investing activity.

Cash flow from financing activities

The cash provided from financing activities for the year ended December 31, 2019
was $0 compared to $308,860 for the year ended December 31, 2018. The cash
provided from financing activities for the year ended December 31, 2018 derived
from proceeds from related party transactions.

Off-balance sheet provisions

As of December 31, 2019, we did not have any off-balance sheet arrangements that
had or were reasonably likely to have a current or future effect on our
financial condition, changes in financial condition, revenues or expenses,
results of operations, liquidity, capital expenditures or capital resources
is material to investors.

Recent accounting positions

In June 2016, the FASB issued ASU 2016-13, "Financial Instruments - Credit
Losses (Topic 326), Measurement of Credit Losses on Financial Instruments",
which will be effective for fiscal years beginning after December 15, 2019,
including interim periods within those fiscal years. The guidance replaces the
incurred loss impairment methodology with an expected credit loss model for
which a company recognizes an allowance based on the estimate of expected credit
loss. The standard did not have a material impact on our consolidated financial

In January 2017, the FASB issued ASU 2017-04, "Intangibles - Goodwill and Other
(Topic 350): simplifying the test for goodwill impairment", the guidance removes
Step 2 of the goodwill impairment test, which requires a hypothetical purchase
price allocation. Goodwill impairment will now be the amount by which a
reporting unit's carrying value exceeds its fair value, not the difference
between the fair value and carrying amount of goodwill which was the step 2 test
before. The ASU should be adopted on a prospective basis for the annual or any
interim goodwill impairment tests beginning after December 15, 2019. Early
adoption is permitted for interim or annual goodwill impairment tests performed
on testing dates after January 1, 2017. The standard did not have a material
impact on our consolidated financial statements.

In August 2018, the FASB issued ASU 2018-13, "Changes to the Disclosure
Requirements for Fair Value Measurement." This standard eliminates the current
requirement to disclose the amount or reason for transfers between level 1 and
level 2 of the fair value hierarchy and the requirement to disclose the
valuation methodology for level 3 fair value measurements. The standard includes
additional disclosure requirements for level 3 fair value measurements,
including the requirement to disclose the changes in unrealized gains and losses
in other comprehensive income during the period and permits the disclosure of
other relevant quantitative information for certain unobservable inputs. The new
guidance is effective for interim and annual periods beginning after December
15, 2019. The standard did not have a material impact on our consolidated
financial statements.


In August 2018, the FASB issued ASU 2018-15, "Internal-Use Software - Customer's
Accounting for Implementation Costs Incurred in a Cloud Computing Arrangement."
This ASU aligns the requirements for capitalizing implementation costs incurred
in a hosting arrangement service contract with the guidance to capitalize
implementation costs of internal use software. The ASU also requires that the
costs for implementation activities during the application development phase be
capitalized in a hosting arrangement service contract, and costs during the
preliminary and post implementation phase are expensed. The new guidance is
effective for interim and annual periods beginning after December 15, 2019. The
standard did not have a material impact on our consolidated financial

In October 2018, the FASB issued ASU 2018-17, Consolidation (Topic 810):
Targeted Improvements to Related Party Guidance for Variable Interest Entities,
("ASU 2018-17"). ASU 2018-17 requires reporting entities to consider indirect
interests held through related parties under common control on a proportional
basis rather than as the equivalent of a direct interest in its entirety for
determining whether a decision-making fee is a variable interest. The standard
is effective for all entities for financial statements issued for fiscal years
beginning after December 15, 2019, and interim periods within those fiscal
years. Early adoption is permitted. Entities are required to apply the
amendments in ASU 2018-17 retrospectively with a cumulative-effect adjustment to
retained earnings at the beginning of the earliest period presented. The
standard did not have a material impact on our consolidated financial statements

In April 2019, the FASB issued ASU 2019-04, Codification Improvements to Topic
326, Financial Instruments-Credit Losses, Topic 815, Derivatives and Hedging,
and Topic 825, Financial Instruments, ("ASU 2019-04"). ASU 2019-04 clarifies and
improves areas of guidance related to the recently issued standards on credit
losses (ASU 2016-13), hedging (ASU 2017-12), and recognition and measurement of
financial instruments (ASU 2016-01). The amendments generally have the same
effective dates as their related standards. If already adopted, the amendments
of ASU 2016-01 and ASU 2016-13 are effective for fiscal years beginning after
December 15, 2019 and the amendments of ASU 2017-12 are effective as of the
beginning of the Company's next annual reporting period; early adoption is
permitted. The standard did not have a material impact on our consolidated
financial statements.

In December 2019, the FASB issued ASU No. 2019-12, Income Taxes (Topic 740):
Simplifying the Accounting for Income Taxes. ASU 2019-12 will simplify the
accounting for income taxes by removing certain exceptions to the general
principles in Topic 740. The amendments also improve consistent application of
and simplify GAAP for other areas of Topic 740 by clarifying and amending
existing guidance. For public business entities, the amendments in this Update
are effective for fiscal years, and interim periods within those fiscal years,
beginning after December 15, 2020. ASU 2019-12 will be effective for the Company
in the first quarter of 2021. The Company does not expect the adoption of the
new accounting rules to have a material impact on the Company's financial
condition, results of operations, cash flows or disclosures.

Other than the above, management does not believe that any of the accounting standards recently issued, but not yet in effect, if currently adopted, would have a material impact on the Company’s consolidated financial statements.

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Pottstown hospital nurses denounce dangerous conditions | Local News http://urabandai-ss.com/pottstown-hospital-nurses-denounce-dangerous-conditions-local-news/ http://urabandai-ss.com/pottstown-hospital-nurses-denounce-dangerous-conditions-local-news/#respond Thu, 23 Sep 2021 22:00:00 +0000 http://urabandai-ss.com/pottstown-hospital-nurses-denounce-dangerous-conditions-local-news/

POTTSTOWN – The shortage of nurses at Pottstown Hospital has reduced staff so much that it is creating “dangerous conditions” there, unionized nurses told a press conference on Thursday.

And the labor shortage isn’t just about nurses, said Lori Domin, president of Pottstown Nurses United. The hospital also lacks adequate catering or transport staff, forcing highly trained nurses to perform these tasks as well, she said.

With some nurses treating up to nine patients at a time, the time spent doing non-nursing duties makes the job even more overwhelming, they said.

“You don’t need a degree to take a patient for an x-ray,” Domin said. “We just want to come in and do our job, not everyone’s job.”

Part of the problem is a national shortage of nurses, the union acknowledged, in part because of increasing demands on staff by the COVID-19 pandemic.

According to the Pennsylvania Department of Health, enrollment in RN programs in Pennsylvania has increased by nearly 50% over the past few decades, “but hospitals cannot retain bedside nurses under conditions of increasingly exhausting and dangerous, ”a union statement said.

The release said there were 30,600 more registered nurses not working in nursing in Pennsylvania in 2020 than in 2015.

“They have lost 70 nurses in the past year and they have not been replaced,” said nurse Kathy Bogus.

The industry standard is one nurse for every five patients, but at Pottstown Hospital that has steadily increased to seven or eight, including in the intensive care unit, said Domin, who has been a nurse since. 34 years old.

Berks County-based Tower Health, which owns and operates Pottstown Hospital, did not respond to a request for comment until press time.

Hospital management prepares a nursing schedule “that looks good on paper, but we exceed that nurse-to-patient ratio on a daily basis,” Domin said.

“Almost every day I’m on leave I get a text asking ‘can you work tonight? “” said Sue Lobello, a nurse for 11 years. “But we’re all so exhausted, we can’t give more, that’s when mistakes happen.”

“The operating theater is currently open with five nurses but it should have 10,” said Jerry Silverman, union negotiator for the Pennsylvania Association of Staff Nurses and Allied Professionals, which hosted the press conference in Pottstown and elsewhere. hospitals in the region.

“These nurses work 16 to 18 hours a day and there are poor results,” Silverman said.

With fewer nurses monitoring too many patients, a patient may try to go to the bathroom unaided and fall; or getting the sheets dirty, which then means the bed needs to be changed and may increase the possibility of developing pressure sores, nurses said.

“I saw people who said I didn’t come to the hospital with this problem, but I’m leaving with it,” said nurse Dana Moyer.

The shortages also have an impact on the nurses themselves.

With more patients to watch, they may not be as attentive to individuals, often resulting in patient complaints and ratings of nurses’ work are largely based on patient satisfaction, Bogus said.

“It’s disheartening because it’s based on something we can’t control,” she said.

“The hospital is hiring but the nurses don’t stay – the workload pushes them back,” Domin said.

State Representative Joe Ciresi, D-146th Dist., Was on hand Wednesday to support the nurses and said he feared they were suffering from burnout and post-traumatic stress disorder.

“And that also has an impact on the overall quality of care for this community,” Ciresi said. “I have heard this for three years that I have been in office.

Nurses are required to complete staff shortage forms whenever there are not enough nurses on a floor for a given shift and “last month they filed 30, one for each. day of the month, ”Silverman said.

According to the nurses, the head nurse of the hospital “asked the nurses’ union how the hospital should deal with the staff crisis during a nationwide nurse shortage” and on August 19, the union provided six suggestions, none of which elicited a response. .

The main one was to cap the number of patients admitted so as not to overwhelm the nursing staff and to allow the safety ratio to be maintained.

It would also involve limiting elective procedures to ensure that there are enough nurses for those without an option.

“But they don’t want to limit patients because they mean less money,” Lobello said.

Another suggestion was to bring in nurses from private agencies or offer bonuses to new hires, but again Tower doesn’t want to spend the money, the nurses said.

“When Tower first arrived, they increased the staff, but they overstepped the line and ran into issues,” said Silverman. “They started to downsize to protect the mothership and their salaries were not competitive for recruiting.”

The current contract with the nurses’ union expires on October 8 and the bargaining session that followed Thursday’s press conference was only the second session, Silverman said.

The nurses hope that some of their suggestions for increasing safety and reducing their workload can be reinforced in a new contract.

“The truth is that a staff shortage quickly leads to nurse burnout and, as a result, a staff shortage. It’s a spiral, ”Domin said.

The union held similar simultaneous protests against similar conditions on Thursday at hospitals on two campuses of Temple University Hospital, Crozier-Chester Medical Center and Albert Einstein Medical Center.

“Every day for many months, we have worked with fewer nurses than the staffing grids provided in our contract,” said Peg Lawson, RN, longtime nurse in the emergency department at Albert Einstein Medical Center, in a press release issued by the union on Thursday. afternoon.

Management’s reluctance to create an environment that encourages nurse retention at Einstein has created an unsustainable situation inside the hospital and has resulted in around 20% nurse turnover this year, the statement said.

Nurses across the Commonwealth are following Thursday’s day of action by meeting in Harrisburg on Tuesday, September 28 to urge their lawmakers to pass the Patient Safety Act, which would impose nurse-to-patient ratios, based on the patient acuity at all hospitals in Pennsylvania.

Currently, California is the only state to have these ratios enshrined in law.

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The veterans’ picante sauce business takes off http://urabandai-ss.com/the-veterans-picante-sauce-business-takes-off/ http://urabandai-ss.com/the-veterans-picante-sauce-business-takes-off/#respond Thu, 23 Sep 2021 20:18:12 +0000 http://urabandai-ss.com/the-veterans-picante-sauce-business-takes-off/

TAFT, Texas – For many veterans, starting their own business is a lifelong goal, while for others it just happens.

This is the case of a local veteran of the Vietnamese era who made his mark on the picante sauce market.

It all started with Gil Olivarez who wanted to recreate the hot sauce his mother made when he was a child. What he has become has surpassed his dreams.
“It’s a premium product,” Olivarez said.

You can forgive Olivarez for being biased. After all, it’s his face on the pot. But Gil’s Picante started off from humble beginnings, as Olivarez made his first batches for his friends at work.

“People said they really liked him, so it just continued from there,” Olivarez said.

After receiving a lot of feedback, Olivarez tweaked his recipe. The rest is history.

“One thing after another led me to make a great picante with my own recipe, and they told me I had to take this a step further,” Olivarez said.

This led this former member of the US Navy Corpsman to start his own business. Because Olivarez’s business was around food, he needed someone to help him package his product in accordance with FDA regulations. It was then that he found US Army veteran David Smith.

“Gil and I hit it off really well on a personality level,” Smith said.

“He had everything I needed including being nearby,” Olivarez added.

Olivarez is originally from Taft, where Smith runs his company, Pcklesmith. Their partnership is the material of which salsa dreams are made.

“I think I might have told him a few times that I can’t tell him what to do, but I can surely tell him what not to do,” Smith joked.

By working together, Gil’s Picante took off. The product line has expanded, more recently adding bread and butter pickles and squash. Its products … are among others in two HEB stores.

A pride for a 100% local product.

“It’s made here in South Texas, all the more reason to try it, at least once,” Olivarez said.

Some of the places where you can find Gil’s Picante are the HEB Plus in Saratoga, the HEB in Weber and Holly, and the iga on Padre Island. Olivarez also has a store on their website.

Additionally, if you are a veteran looking to start a business, the Department of Veterans Affairs has several resources on their website to guide veteran entrepreneurs through the process.

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2021 Working Capital Loans Market Research Methodology with Top http://urabandai-ss.com/2021-working-capital-loans-market-research-methodology-with-top/ http://urabandai-ss.com/2021-working-capital-loans-market-research-methodology-with-top/#respond Thu, 23 Sep 2021 15:48:30 +0000 http://urabandai-ss.com/2021-working-capital-loans-market-research-methodology-with-top/

Working Capital Loan Market

(US, OR Portland): The report presents an in-depth assessment of the Working Capital Loans market including enabling technologies, key trends, market drivers, challenges, standardization, regulatory landscape, deployment models, operator case studies, opportunities, future roadmap, value chain, profiles and strategies of ecosystem players.

The report also presents forecasts for the working capital loan from 2021 to 2026. The report covers historical data before COVID-19, the impact of COVID-19 and the post-COVID-19 (Corona virus) impact on various regions and major countries and on the future development of the industry is emphasized.

The Research Report on Working Capital Loans Market is a work of committed research initiatives and knowledgeable data collection tactics that are poised to deliver highly profitable business returns, in light of the international catastrophe Currently, this well-researched professional article aims to serve as an exceptional point of reference for investment specialists in the global working capital loan market.

Request a sample of this premium research @ https://www.bigmarketresearch.com/request-sample/4229176?utm_source=RK-OPR

Market players were discussed and profiles of major players including major key companies: US Bancorp, Bank of America Corporation, Wells Fargo & Company, Citibank, JPMorgan Chase & Co., BB&T, PNC Financial Services Group Inc, Regions Financial Corporation, JPMorgan Chase Bank, First Citizens Bancshares Incorporated.

Global Working Capital Loans Market: Segmentation

Product Type Coverage (Market Size & Forecast, Large Company of Product Type etc.):

Non-bank financial institutions

Application Coverage (Market Size & Forecast, Different Demand Market by Region, Main Consumer Profile etc.):


Regions & Countries Mentioned In The Global Working Capital Loans Market Report:

1) North America- (United States, Canada)

2) Europe- (Germany, France, UK, Italy, Russia, Spain, Netherlands, Switzerland, Belgium)

3) Asia-Pacific- (China, Japan, Korea, India, Australia, Indonesia, Thailand, Philippines, Vietnam)

4) Middle East and Africa- (Turkey, Saudi Arabia, United Arab Emirates, South Africa, Israel, Egypt, Nigeria)

5) Latin America- (Brazil, Mexico, Argentina, Colombia, Chile, Peru).

Key Points Highlighted In This Market Research Report:

This report provides an accurate analysis of changing competitive dynamics.

It provides a forward-looking perspective on different factors that are driving or restraining the growth of the market.

It provides a seven-year forecast evaluated based on the expected growth of the market.

It helps to understand key product segments and their future

It provides an accurate analysis of changing competitive dynamics and allows you to stay ahead of your competition.

It helps in making informed business decisions by having a comprehensive view of the market and performing in-depth analysis of market segments.

This report focuses on Global Working Capital Loans volume and value, regionally and company level. From a global perspective, this report represents the size of the global working capital loans market by analyzing historical data and outlook. The report gives a clear understanding of the current market situation, which includes the regional industrial environment, contemporary market and manufacturing trends, major market competitors, and current end-user consumption trend. The report also oversees the previously reported market size, market share, growth rate, revenue and CAGR along with its forecast estimate.

Ask for a discount on the standard prices of this premium search @ https://www.bigmarketresearch.com/request-for-discount/4229176?utm_source=RK-OPR

Contents :

Chapter 1 Scope of the report

Chapter 2 Executive Summary

Chapter 3 Working Capital Loans Market Size by Players

Chapter 4 Working Capital Loan by Regions

Chapter 5 Americas

Chapter 6 APAC

Chapter 7 Europe

Chapter 8 Middle East and Africa

Chapter 9 Market Drivers, Challenges and Trends

Chapter 10 Global Working Capital Loans Market Forecast

Chapter 11 Analysis of key players

Chapter 12 Research Findings and Conclusion

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Big Market Research offers a range of research reports in various fields across the world. Our database of reports from various market categories and subcategories will help you find the exact report you are looking for.

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Medolife Rx launches advertising campaign with Tony Hawk, sees http://urabandai-ss.com/medolife-rx-launches-advertising-campaign-with-tony-hawk-sees/ http://urabandai-ss.com/medolife-rx-launches-advertising-campaign-with-tony-hawk-sees/#respond Thu, 23 Sep 2021 14:47:48 +0000 http://urabandai-ss.com/medolife-rx-launches-advertising-campaign-with-tony-hawk-sees/

BURBANK, CA, September 23, 2021 (GLOBE NEWSWIRE) – via NewMediaWire – Medolife Rx, Inc. (“Medolife”), an integrated global bioceutical company with R&D, manufacturing and distribution of consumer products, which is a majority-owned subsidiary of Quanta, Inc. (OTC PINK: QNTA), announced today the successful launch of a digital advertising campaign for its Aelia product line featuring product spokesperson Tony Hawk. The campaign launched nationwide on September 16, 2021 and has already garnered hundreds of thousands of impressions and resulted in increased traffic to the company’s website compared to the previous 20 days.

The company has worked with acclaimed skateboarder Tony Hawk over the past few months as a spokesperson for its Aelia pain management line. In August, the company participated in a Vert Alert in-person event, where it showcased its products to Olympic and professional athletes across the country, as well as the general public. In mid-September, the company launched a digital advertising campaign featuring Hawk himself, which he shared with his more than 7 million followers on Instagram. In a short time, Hawk’s campaign garnered over 260,000 impressions and resulted in a significant increase in brand awareness, traffic to the e-commerce platform, and revenue generated from product sales. Since launching the campaign, the company has seen an 800% increase in unique sessions directly from Instagram. Now Medolife is working to convert that peak in visitors into sales.

“These numbers are staggering and provide proof of a tangible return on investment in our relationship with Tony Hawk,” said Medolife CEO Dr Arthur Mikaelian. “Since we launched Aelia, we have strived to promote the effectiveness and quality of our products. Working with Tony has allowed us to do just that, and the positive response we’re seeing is living proof of that. We are very fortunate to work with him and carry the message of our products to his audience of sports fans, athletes and pop culture fans across the demographic spectrum. We have so much more work with Tony and, given the success of this first campaign, I have no doubt that we have a lot more opportunities for growth and exposure working with him.

Medolife continues to plan to expand the marketing reach of its Aelia and Immunapen ™ product lines. The company will launch several new digital ads on various social media platforms in the coming days, and several product giveaway campaigns will allow more people to try the products. Medolife and Tony Hawk are also planning to host a photoshoot for Aelia products towards the end of October.

The global topical pain relief market is expected to reach $ 11.78 billion by 2025, according to an Industry Arc report. Consumer interest in this segment continues to grow, particularly among those seeking natural and more effective remedies, and the Company’s line of pain management products aligns perfectly with this trend. Its products include various formulations such as scrubs, sprays and roll-ons. All Aelia products contain ingredients that have been polarized by Medolife’s proprietary process which increases the potency of the active ingredients up to five times.

To purchase products, please visit: https://aeliastore.com/

About Medolife Rx

Medolife Rx, Inc. is a global biotechnology company engaged in clinical research, manufacturing, and consumer products. Medolife Rx was created by the merger of Medolife, a private company founded by Dr Arthur Mikaelian who pioneered the layerless polarization technology that makes the company’s pharmaceutical and nutraceutical portfolio so effective, and Quanta, Inc., a wellness product portfolio company. The Company’s main clinical development programs include Escozine®, a proprietary formulation of small molecule peptides derived from Rhopalurus princeps scorpions that is amplified by the Company’s polarization technology and is being researched for the treatment for various indications, including COVID-19 and cancer. The Company has completed preclinical research into the safety and efficacy of Escozine® and is continuing product registration and drug approval in various countries, including the United States and throughout Latin America.

Through its subsidiary QuantRx, Medolife manufactures and distributes wellness and nutraceutical products for consumers in high-impact consumer areas such as pain relief, beauty and general well-being. QuantRx products are designed using Dr. Mikaelian’s polarization technology which applies advances in quantum biology to increase the potency of active ingredients. Currently, QuantRx supports product formulations in the areas of pain management, anti-inflammation, skin care, agriculture, nutritional supplements, and herbal consumables. Ultimately, Quanta’s mission is to deliver better and more effective ingredients to increase product effectiveness, reduce waste, and facilitate healthier, more sustainable consumption.

Beyond its own clinical and consumer applications, the polarization technology used by Medolife and its subsidiaries has many potential applications. From potentiation of bio-ingredients to the production of plants that are more effective at sequestering carbon, to transformative anti-aging solutions, Medolife has the potential to disrupt the manufacturing of commercial and pharmaceutical products and increase their benefits, all by reducing their chemical concentration.

Forward-looking statements

Safe Harbor Statement under the United States Private Securities Litigation Reform Act of 1995: This press release contains forward-looking statements that express the beliefs and expectations of management, including statements regarding the results of operations or expected liquidity of the company; statements regarding projections, forecasts, expectations, estimates or forecasts regarding our business, financial and operating results and future economic performance; and statements of management’s goals and objectives and other similar expressions relating to matters which are not historical facts. In some cases, you may identify forward-looking statements by words such as “anticipate”, “estimate”, “plan”, “project”, “continue”, “in progress”, “, intend to”, ” can ”,“ will ”,“ should ”,“ could ”and similar expressions. These statements are based on current plans, estimates and expectations and involve a number of risks, uncertainties and other known and unknown factors that could cause the future results, performance or achievements of the Company. Company differ materially from the results, performance or achievements expressed or implied by these forward-looking statements. These factors and additional information are discussed in documents filed by the Company with the Securities and Exchange Commission and the statements contained in this release should be evaluated in light of these important factors. Although we believe these statements are based on reasonable assumptions, we cannot guarantee future results. Forward-looking statements speak only as of the date on which they are made, and the Company assumes no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future developments. or otherwise.



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