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Alibaba Cloud
Last year was a busy one for Alibaba Cloud. It recently celebrated its one year anniversary since establishing its Dubai-based data centre – the "first full-fledged" public cloud in the region. The cloud arm of the Chinese e-commerce giant Alibaba Group also announced it is set to open its second data centre in Dubai before 2018 is over.
The firm's technology also played its part in the FIFA Club World Cup that was held in Abu Dhabi late last year. As presenting partner, the company's presence at the event enabled football fans of all ages to test out its exciting challenges at Zayed Sports City.
A partnership between Alibaba Cloud and Khalifa University was also agreed in 2017, in order to identify joint opportunities in Big Data, the IoT, robotics and cloud computing. The University's Masdar Institute of Science and Technology leveraged Alibaba Cloud's strength in cloud computing with the research capabilities of the Institute to create major technological advancements that could help Abu Dhabi achieve its 70% oil recovery goal.
Some of the firm's other customers in the region include Mashreq, Dubai Parks and Resorts, Arabic games developer Onemt, Pegasus and e-commerce platform JollyChic.
Amazon Web Services
As the poster-child of cloud computing, AWS' long history in enabling enterprises to successfully adopt cloud models has led to the company delivering a mature set of services specifically designed for the unique security, compliance, privacy, and governance requirements of large organisations.
By the end of Q3 2017, Amazon Web Services (AWS) had already brought in $12.3 billion worth of revenue, and was expected to hit $18 billion before the end of the year. What may be surprising to some is that this revenue stream amounts to a majority stake of Amazon's total annual profit – including its huge global e-commerce presence.
In an increasingly saturated cloud computing market, AWS' determination to be the first to go to market over a decade ago has acted as marked advantage over its competitors in recent years. A Synergy Research Group report released in February 2017 claimed that despite rising competition, AWS is "maintaining its dominance" in the burgeoning public cloud services market with over a 40 percent share.
The AWS Cloud today powers thousands of businesses in 190 countries around the world. With data centres in the US, Europe, Singapore, and Japan – and plans to open a presence here in the region by the end of 2019 – customers across all industries are taking advantage of its low cost, elastic, open and flexible, secure platform.
In January 2017, AWS opened offices in Dubai and Manama to serve its rapidly growing customer base in the region. Following the announcement to open the Bahrain data centre by 2019, an Amazon spokesman said the company would not go into details about plans for AWS in the Middle East, but added that it is "far from being done adding cloud computing data centres in this part of the world."
Choosing Bahrain over more established markets such as the UAE may have seemed a bold move by AWS to some, but the company reportedly chose the Kingdom because of the country's focus on executing renewable energy goals and its proposal to construct a new solar power facility to meet AWS's power needs. Plans have also been announced to establish data centres in France, Hong Kong and Sweden.
Aside from its cloud computing developments, Amazon has also been making significant progress in the region's growing e-commerce space over the last 12 months. Amazon's $600 million acquisition of Souq.com may well be the decisive move in the coming years for Middle East e-commerce.
In Apple's case, it's often easier to let the numbers do the talking.
Interbrand named Apple the world's most powerful brand for 2017, with its brand valued at $184.1 billion, while the firm has sold over 1.2 billion iPhones in the decade since the first model launched.
Last year saw the long-anticipated launch of the iPhone X, the tenth anniversary model which features its Face ID feature and OLED screen, and now no iconic home button. The official November launch of the X allowed Apple's market cap to briefly pass the $900 billion mark in November.
Apple Pay was finally launched in the Middle East in 2017, as was the firm's Dubai Mall store, while it has reportedly been in talks to set up a presence in Saudi Arabia.
In terms of smartphone models, the UAE's Telecommunications Regulatory Authority reported that for Q2 2017, Apple had the four most-used smartphone brands in the country – the iPhone 6, 6S, 7, and 7 Plus – accounting for the top 8.5 percent of devices registered on UAE networks.
The Cupertino firm has also committed $1 billion to SoftBank's $93 billion Vision Fund, which is also backed by Mubadala Investment Company and Saudi Arabia's Public Investment Fund.
However, the firm faced varying criticisms last year, the Eurpopean Commission forcing it to pay Ireland $15.4 billion back in taxes for illegal state aid, while it faced lawsuits regarding accusations that it slowed down older iPhone models in an attempt to force users to upgrade their devices.
For better or worse, 2017's headlines for the Santa Clara firm were always going to centre on those dreaded words: Chapter 11.
The bankruptcy filing, designed to clear $6.3 billion of debt the firm had accumulated, was announced in January 2017, and raised alarm throughout the Middle East's technology industry.
However, in the 12 months since, the firm deserves huge credit for the position it now finds itself in, having reduced its debt load by approximately $3 billion.
Things are now looking brighter for the firm, having announced in November that it would exit Chapter 11 status.
The concern that emanated from the region reflects Avaya's continuing importance in the GCC technology landscape, and president of Avaya International, Nidal Abou-Ltaif, has gone on record as saying that the firm's Middle East business was "very healthy" prior to the Chapter 11 filing.
As has been the case with many of the world's largest technology vendors, Avaya has had to face the reality that comes with transitioning from being a hardware to a software and services-driven business.
Avaya's quick emergence from Chapter 11 suggests it is back on its feet, and ready to serve the Middle East as it has done so ably in recent years.
In a bid to marry its more traditional, market-leading networks portfolio with the era of software-defined networking, Cisco has rewritten its enterprise operating system to a modern data model structure with APIs, which has given customers a development platform, while it has striven to embed its network offerings with analytics.
The firm has pressed ahead with its strategy of acquiring smaller competitors, in its bid to become an all-rounder in the networking and security spaces.
Still a global leader in the cloud infrastructure equipment market, Cisco boasts an overall market share of around 11.5 percent, while it has tied up high-profile partnerships with IBM and Apple to shore up its cybersecurity offerings.
On the smart city front, Cisco introduced its $1 billion City Infrastructure Financing Acceleration Programme, which has been designed to assist cities in adopting technologies that will "transform their communities".
In November, the world's leader in networks launched its 11th global Innovation and Experience Centre in Dubai, which is set to become a fully-fledged startup incubator in the next "12-18 months".
CEO Chuck Robbins displayed his clear admiration for the UAE at the Centre's launch, saying the country's focus on delivering digital citizen services was happening at a level that the firm did not see "anywhere else in the world".
Cisco also hosted its Girls Power Tech event in Dubai in May, emphasising diversity and technology careers for women.
Dell EMC
In the new company's debut year following the record $67 billion merger that was finalised in September 2016, signs have been positive both globally and in the Middle East for Dell EMC.
Combined, the firm now represents a powerhouse in cloud and infrastructure services.
In its inaugural year, Dell EMC has created a $35 billion Dell Technologies channel and global channel programme that has added 10,000 new business customers to the Dell EMC portfolio.
Dell EMC also experienced almost double revenue growth in underpenetrated accounts in the first half of 2017. According to the firm, this has been fuelled by cross-selling of server, storage, client and converged infrastructure solutions.
On a regional level, the new company has begun life positively, with EMC veteran Mohammed Amin leading the new organisation as senior vice president for the Middle East, Turkey and Africa.
The firm has made in-roads in Kuwait, agreeing new deals with Kuwait National Petroleum Company and National Bank of Kuwait, receiving glowing references from both customers.
An independent IDC survey revealed that 91 percent of customers believe that Dell EMC has delivered on the promises it made ahead of the merger.
In the cloud infrastructure equipment market, the firm remains a joint leader, while it is the market leader on cloud storage infrastructure.
Since 2012, Facebook has grown its Middle East and North Africa user base by 264%, now equating to 164 million monthly active users, 8.4 million of which are in the UAE. The firm also announced in June that it had reached 2 billion monthly active users globally.
Facebook's research reveals its own clear popularity – MENA users spend an additional 57.6 million hours on Facebook during Ramadan.
The firm opened the doors to its new regional headquarters in Dubai in October – five years after launching a local presence in the MENA region.
Facebook's vast audience grants it significant influence in the digital marketing space across the region, and the world. For 2017, Facebook and Alphabet were expected to hoover up half of all digital marketing revenue worldwide, and more than 60% of that in the United States.
In terms of its own technology R&D, the firm made headlines in August when it was forced to halt an artificial intelligence engine after developers discovered that the AI had begun communicating in its own unique language that humans couldn't understand.
Researchers at the Facebook AI Research Lab found that bots Bob and Alice had begun using a new language developed without human input. It was suggested the new linguistics pattern was a new form of shorthand only the bots could understand.
During Fujitsu's recent world tour, which was hosted under the theme, 'Human Centric Innovation: Digital Co-Creation', the firm sought to reiterate the fact that organisations cannot undergo the process of building technology around people alone.
Liquid cooling servers are the Japanese firm's most exciting new product, which are submerged in a liquid that contains no oxygen – the idea behind this being that the liquid keeps the server cold, which Fujitsu claims will slash an organisation's power bill by 40 percent over a period of three years. These servers will be brought to the Middle East market in Q1 2018.
Looking ahead, the company is seeking to collaborate with a selection of influential organisations in the region – including Expo 2020 and Dubai Smart Cities, while also delving deeper into the AI domain. PFU, a Fujitsu company, recently opened a Knowledge Suite facility in the UAE, located at Dubai Silicon Oasis.
The facility is designed to improve collaboration between PFU, the scanner manufacturer and its partners and end users in order to deliver the solutions that customers need. The Knowledge Suite is an "ideal" location for training, seminars, product launches and software development collaboration and forms the cornerstone of the firm's channel enablement policy.
Google opened its five-person Dubai Internet City office back in 2008. Since then, the firm has expanded its core online advertising business to affirm its position as both a local and global technology player.
Launching its regional presence has enabled Google to drive the growth of Arabic content on the web, and there are now over 10,000 e-books in Arabic on the Google Play store.
In addition, Google has backed a number of tech startups in the region through its partnership with Astrolabs – an entrepreneurial hub based in Jumeirah Lakes Towers, and is a supporter of 80 startups across 46 nationalities.
Any UAE resident – no matter how long they have lived here – will still use a digital map service. A study conducted by marketing research firm AlphaBeta quantified the economic impact that services like Google Maps and Google Earth brought to consumers, businesses and society in 2016 across the emirates.
According to the study, modern mapping services have the potential to unleash consumer benefits worth over AED 2 billion ($550 million) per year. In addition, digital maps technology enabled users to travel faster by reducing travel time by 16 percent on average in the UAE, placing the value of time saved at AED 25 billion ($6.7 billion) – based on local wage rates.
Outside of the UAE, Google was ranked by job-hunting and employee-review site Comparably as the best place to work in 2017 in the U.S. Over half a million employees from over 30,000 'large' companies – those with 500 employees or more, provided three million ratings to come up with an overall satisfaction ranking, and Google's score of 4.54 out of 5 was enough to secure the top spot.
The tech giant has also recently launched a YouTube hub – dubbed 'Batala' – to promote female-led content in the Arab world.
The former enterprise arm of Hewlett-Packard has undergone some serious restructuring over the last 18 months. Prior to the split, CEO Meg Whitman – who is due to step down before the end of January – said that at the time, HP "was an enormous conglomerate" that confused customers because it sold too many disparate products – from servers to software to printers. In 2016, it decided to spin-off its software and IT services businesses and entered into talks to merge these with Micro Focus International and Computer Sciences Corporation.
Closer to home, HPE recently signed a strategic partnership agreement with General Electric (GE) that will bring GE Digital's digital industrial solutions at scale to the Middle East, Africa and Turkey. The three-year agreement with HPE is the first collaboration of this scale and scope in the region, and will focus primarily on cybersecurity solutions in operational technology, with the potential to move into other digital solution in the future.
In addition, HPE announced a five-year collaboration agreement with UAE telco du in October 2016. Together, the pair will support the Smart Dubai initiative to drive economic growth and enhance the UAE's goal of a sustainable society. Specifically, HPE was selected as systems integrator in establishing the Dubai Smart City Platform.
HPE is also a major contributor to the OpenStack open source cloud computing community, in addition to contributing to open source data platforms in areas such as Big Data with its Vertica SQL analytics portfolio. The firm is also investing in R&D in areas such as network functional virtualisation, smart cars and IoT, with its Universal IoT Platform, which is intended to offer a flexible, open and scalable platform for customers to manage their IoT solutions.
Across its Carrier, Consumer and Enterprise business groups, Huawei made a selection of big announcements and introductions for the Middle East in 2017.
Its broad selection of technologies around Big Data, IoT and cloud have helped fortify its position as an end-to-end solution provider.
The firm has laid out its ambition to be among the world's "top 5" cloud providers, and is looking to make its mark in the banking, energy and safe city spaces in its burgeoning enterprise business.
Its progress in the latter industry has really begun to mark it out as a transformative player in Dubai's smart city ambitions, with its Video Cloud and Crisis and Disaster Management Solutions offering new ways for public sector organisations to keep citizens safe.
Huawei partnered with Dubai Civil Defence in May, and already counts a number of influential organisations across the region among its customers, including Saudi Arabia's Ministry of Interior, Dubai Police and Abu Dhabi Marine Operating Company. Perhaps most impressively, its safe city technologies have enabled it to offer tangible change in improving citizen safety.
It also launched its Dubai OpenLab and 1,200-square-metre innovation centre in Riyadh last year, which both exhibit the firm's solutions.
Huawei even managed to increase its Q2 server business by 57.8 percent.
Throughout 2017, Big Blue was a close partner of Smart Dubai, the Dubai government arm that has a mandate to build the world's "smartest and happiest" city through technology.
In March, Smart Dubai announced it would set up a cognitive AI Lab in partnership with IBM, which would assist with public and private sector employee training, prototype testing, and go-to-market support for new AI services.
Along with CosenSys, IBM is also set to be responsible for building a 'Blockchain-as-a-Service' platform for the Dubai government, and helping the emirate deliver on its Dubai Blockchain Strategy 2020, which aims to cut 100 million annual government paper transactions.
The Emirates Towers Service 1 centre, meanwhile, has been an excellent customer-facing initiative, allowing the public to access services from 14 different Dubai government entities, with the centre making heavy use of IBM's AI and robotics technologies.
On a global level, IBM partnered with Google in January to combine its customisable PowerAI toolkit with the firm's AI tools, allowing deep-learning systems to more accurately find answers to complex questions or recognise images or voices.
March also saw IBM launch its first "enterprise-ready" Blockchain service, which can deliver "1,000" transactions per second. IBM also announced a Blockchain partnership with Dubai Customs and Dubai Trade to enhance the import and re-expert processes from the emirate through Blockchain.
At its core, Infor's ethos is pretty simple – run business-critical apps in the cloud, and make user experience as simple and seamless as possible.
Targeting 13 major industries, Infor has set its sights in particular on disrupting manufacturing, hospitality, healthcare and retail, and since grouping the India, Middle East and Africa regions as one, the move looks to be yielding results.
In the Middle East, the firm announced last year that its business had grown 131 percent, with its shift away from a channels-only strategy having reaped the results it had hoped for.
Since appointing technology industry veteran Charles Phillips as CEO in 2010, Infor has gone about integrating its wide array of technology acquisitions into a selection of slick business apps, and has already built up a following of dedicated customers in the region and around the world.
One of the most eye-catching things about the New-York-headquartered firm is its commitment to building "beautiful" applications, which are designed through its in-house creative agency Hook & Loop.
Infor also acquired Cairo-based Accentia Middle East last year, showing its commitment to increase its foothold in the MENA region.
There's no denying Intel's importance not only to technology, but to the world.
So many of the planet's biggest technology companies and businesses across industries are so reliant on Intel's products, and their innovation which continually pushes the boundaries of what can be achieved with software.
The "keeper of Moore's Law", Intel halves processing speeds every 18 months as Gordon Moore predicted would be the case from 1965 onwards.
The declining global PC market hasn't even affected the firm badly, with its data centre and IoT offerings performing well in 2017.
In March last year, Intel set up its Artificial Intelligence Products Group, which will focus on the development of chips and software products tied to machine learning, algorithms, and deep learning.
The new group could well become Intel's single most important division, as firms ease machine learning into operations. The company is tweaking more chips and developing software to take on workloads like analytics, image recognition, and automation.
Intel has also made moves in the driverless car space, acquiring Mobileye, a former supplier of Tesla, for $15 billion in March.
Micro Focus
Having completed the acquisition of Hewlett Packard Enterprise's software business in September, business apps firm Micro Focus has shot towards the top of London's FTSE 100 index, becoming the United Kingdom's largest software company in the process. Micro Focus now constitutes a $4.5 billion company in revenue.
The firm is taking a "best-of-both-worlds approach" to digital transformation, and aims to continue supporting what its existing customers have, while offering a migration path to new services.
Micro Focus has appointed its (now former) CFO Mike Phillips as director of M&A activity, showing its intention to build a slick portfolio of emerging technology.
The firm has put analytics as the cornerstone of "everything it does", from DevOps and security to information governance and management. Micro Focus has said that security will be a crucial partner to analytics in its strategy.
Micro Focus has also committed to making hybrid IT simple through secure, software-defined offerings that enable customers to move data seamlessly across their on-premises data centres, private cloud, managed cloud and public cloud environments.
They have also prioritised the development of the intelligent edge and flexible consumption models to help customers transform their IT environments.
The world's biggest software company has continued to take the necessary steps to give the world the "intelligent cloud and intelligent edge", having abandoned its "cloud-first, mobile-first" mantra.
The firm remains a close technology partner of the Kuwaiti government, as well as being Mashreq's "digital transformation partner" of choice.
Despite undergoing a global restructuring process earlier in the year to focus its salesforce on Azure, CEO Satya Nadella has laid out an ambitious roadmap that has the potential to reap huge benefits for the firm, which generated $89.95 billion in revenue for 2017.
In September 2016, the firm launched its 5,000-person AI and Research Group, while it has continued to embed AI into its Azure and Azure Stack offerings, as well as launching an internal AI University to help develop its own talent in the field.
Nadella has also highlighted the need for responsible development of technology, and using artificial intelligence as a force for good, a pledge that has caught the eye of the CNME team.
Microsoft's Seeing AI, the iOS app that helps the visually impaired to identify people's faces and objects that are in front of them via and iPhone's camera, is evidence that that promise is being kept.
Consultancy Interbrand named Microsoft the world's third most powerful brand, and the Redmond firm has marched on in its bid to infuse its cloud offerings with AI abilities that can transform the enterprise.
Last year saw Oracle open a new office in Dubai, called the Oracle Digital Hub. The office is designed to house 400 cloud sales representatives, with the goal of helping mid-sized organisations in the region transition to the cloud.
Oracle also announced it had plans to hire 1,000 cloud professionals across Europe, the Middle East and Africa – many of whom will end up here in Dubai. The company is also nearing the completion of its first data centre here in the region, which Abdul Rahman Al Thehaiban – Oracle's SVP of technology for the Middle East and Africa, believes will assist in creating relationships with government organisations in the region that are looking at cloud options.
The company has been heavily investing in knowledge management through its academic initiatives in both Saudi Arabia and the UAE to ensure the perceived lack of talent surrounding cloud computing in the region will not pose as an issue going forward. Globally, over 3 million students in 110 countries have been enrolled in the Oracle Academy scheme. In the UAE alone, over 12,000 students in 27 institutions are registered and licensed with the resource programme and curriculum software. Oracle also signed a memorandum of understanding with the Ministry of Communications and IT in Saudi Arabia to train and certify a further 5,000 graduates.
Abu Dhabi Department of Finance has deployed a private cloud shared services platform built upon Oracle hardware and software, enabling other public entities to shift their focus from financial management issues to core capabilities, such as improved municipal services for constituents. ADNOC Distribution, one of the largest petroleum companies in the Arab Gulf Region, manages its operations on Oracle's engineered systems in a private cloud.
It is clear that Oracle is continuing to pour money into the cloud – highlighted by the $9.3 billion deal to acquire NetSuite. Aside from this, it is beginning to explore the potential for artificial intelligence (AI), and is set to open the first AI lab in the region at Dubai Internet City by the end of January.
Throughout 2017, SAP has continued to be a cornerstone component of a large number of enterprises in the Middle East, delivering a broad suite of business apps by industry.
Since taking the hotseat, CEO Bill McDermott has had a huge part to play in reinventing the German firm's image as being a slick provider of user-friendly business apps, rather than a less glamorous necessity of the back office.
McDermott also helped tie up a significant partnership with Microsoft in December, integrating the firms' offerings to deploy each other's cloud solutions internally. The firms will co-engineer and go to market together with solutions, as well as providing joint support services to customers.
Opening a new Middle East and North Africa headquarter office in Dubai Internet City last year, the firm has committed to a five-year, $200 million investment in the UAE, including the introduction of a public cloud data centre in the country.
Perhaps most significantly within the Middle East, SAP announced plans to build a public cloud data centre in Saudi Arabia in collaboration with the Ministry of Communication and Information Technology, one of the few firms to do so in the Kingdom.
In May 2016, McDermott initially told CNME that the first site would be in Dubai, but now, a $75 milllion investment is set to be rolled out over the next four years in Saudi Arabia, with SAP's Cloud Hub comprising four key pillars.
These will include the establishment of a public cloud data centre in the Kingdom; an "open platform" for local developers; a co-innovation centre to support Saudi startups and customers, and further localisation of SAP solutions.
As part of the announcement, the Ministry of Economy and Planning and Ministry of Communication and Information Technology will work with SAP to explore integrating the SAP Cloud Hub into Saudi Arabia's planned government cloud.
Oil giant Saudi Aramco was the first firm to begin running solutions on the Cloud Hub, while the firm has also tied up important partnerships this year, including one with Dubai Electricity and Water Authority.
SAP has also said it will be the first international software provider to launch a public cloud hub in Saudi Arabia by the end of 2017.
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There is perhaps no frustration more universal than expecting a package delivery and refreshing your browser for tracking information that never seems to update.
Until now, that's the exact struggle you've all likely experienced with getting accurate and updated CIT information.
For years, DTS Connex has been working with the user community to develop solutions that provide better, more timely reporting on CIT pick-ups, deliveries, and service related issues. Real-Time CIT integration is the next step.
Creating an increasingly symbiotic relationship between retail and solution partners, the Real-Time CIT integration allows up-to-the-second updates, which results in decreased errors and research times, higher percentage of deposits with matched courier data, and even a 2% increase in the chances of a deposit reaching the bank.
Watch the forum session video to hear Andrew Teachout with Starbucks, J.R. Davis with Davis Bancorp, and James Kelly with Safe and Sound share how Real-Time CIT creates increased visibility and communicability between retail partners, bank partners, and solution partners.
DTS Connex is looking to expand courier partnerships to get the Real-Time CIT integration more widely used. If you're interested in learning more, please contact us.
About the DTS Connex User Forum
This content was featured at the virtual edition of the DTS Connex User Forum in December 2020. The user-led forum saw more than 130 attendees from more than 60 companies. If you have questions about the content, please reach out to email@example.com or call (410) 876-5756.

subset: commoncrawl


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Whether you've owned your home for a while, or you're a new homeowner in Colorado, you know that our weather is unpredictable and it takes effort in keeping up with your home's energy efficiencies. Finding a line of product offerings that will balance your heating and cooling bills is no easy feat, but that's where we come in. We have done the research to know what window replacement styles and products work best in the Colorado climate. Learn more about our in-house line of Colorado Series Windows.
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If your windows are showing one or more of these signs, it may be time to consider window replacement. Windows that properly seal will not only keep your home comfortable and your energy bill down, but it will also protect the other structural elements of your home: replacing your windows is an investment but could save you more money in the long run.
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Ferro-Tube Oil Tools Co., L.P. will meet or exceed customer requirements by setting quality objectives and continually improving processes, products and services through a documented quality system.
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Sam is a Research Partner and the Head of Security at Paradigm, focused on portfolio companies and research into security and related topics. Previously, Sam was a security engineer at Trail of Bits where he worked on improving security tooling for developers and helped clients write safer code. Sam helps secure the cryptocurrency ecosystem by responsibly disclosing vulnerabilities and publishing educational resources.
I like challenging assumptions. I like trying to do the impossible, finding what others have missed, and blowing people's minds with things they never saw coming. Last year, I wrote a [→]
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Every adventure requires a first step - The Cheshire Cat What does it take to find a bug? What about one in a contract that's survived the test of time? The [→]
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When you have eliminated all which is impossible, then whatever remains, however improbable, must be the truth - Sherlock Holmes Paradigm CTF 2021 took place in early February and together, players [→]
by samczsun on Apr 09, 2021
This is the first in a series of blog posts about the bugs I've found in go-ethereum (Geth), the official Golang implementation of the Ethereum protocol. While you don't need a deep [→]
by samczsun on Mar 30, 2021
In late 2019, I published a post titled "Taking undercollateralized loans for fun and for profit". In it, I described an economic attack on Ethereum dApps that rely on accurate [→]
by samczsun on Nov 09, 2020
In early 2020, I was given an opportunity to join Trail of Bits over the summer. I was familiar with the high quality of work that they produced so I happily accepted [→]
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I was about to wrap up for the night when I decided to take another look at some smart contracts. I wasn't expecting anything interesting, of course. Over the past few [→]
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16 ga. Titanium Septum Clicker with 5/16" post length
Description & Features:
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Updated: 06/14/2022


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This sermon is offered by the CRCNA as part of our Reading Sermons series.
Scripture: 1 Peter 1:1-9
Purpose: To encourage Christians when they face hard times by giving them truths that sustain.
Dear congregation,
Have you ever noticed that sometimes trouble comes in batches? Life can go on smoothly for a while and then all of sudden Bang! – things go wrong – not just one thing, but several things at once. And you wonder what hit you.
Somebody once had three flat tires in two weeks. He never gets flat tires. But suddenly he had three in two weeks. And two of them happened at the same time!
A flat tire is really no big deal. Having two at the same time was a real annoyance, but nothing more. But what if those flat tires were real crises and three of them all of a sudden came all at once in life?
Do you remember Charlie Brown of cartoon fame? Charlie Brown once said, "It always looks darkest just before it gets totally black!" Things don't always go as planned. The truth is, no one sails through life without storms.
Trouble is something we all have to deal with.
A military chaplain has a sign on his door. It says, "If you HAVE troubles, come and tell me about them. If you DON'T, come in and tell me how you do it!" Good point!
Now listen to 1 Peter 1:6 (nlt): "So be truly glad. There is wonderful joy ahead, even though you have to endure many trials for a little while."
I want you to notice the phrase "you have to endure many trials." What kind of hardship was Peter talking about?
Peter is writing to believers who were going through very hard times. And those hard times were caused in large part because they were Christians. Peter is writing from Rome probably only a few months before the emperor Nero burned Rome to the ground and blamed the Christians. Paul was martyred during the aftermath of Rome's burning. Followers of Jesus already were beginning to be singled for persecution. Persecution was not universal and it was not that every Christian got thrown to the lions. But some were, and at increasing frequency.
Christians were harassed. You could think of this period as resembling Nazi Germany of the 1930s. Jews were being ostracized. Their businesses began to be boycotted and vandalized with impunity. And there was something ominous in the air about terrible things to come.
Such were the times at which Peter was writing.
But it really doesn't matter what kinds of trials make life tough. No matter where our tough times come from, Peter's message offers insights to all who are facing hardship.
I mean, what do you do when you are faced with cancer? How do you respond when your spouse walks out on you after he or she has betrayed you for so long? How do you handle the reversal of nature and you go through the excruciating time of losing a child? How do you deal with a habit that is messing up your life, but you can't break its grip on your life?
And so, when Peter begins his letter he does not express how sorry he is that life can be so hard for them. Instead, he gives praise to the God and Father of our Lord Jesus Christ. And then he adds, "So be truly glad. There is wonderful joy ahead, even though you have to endure many trials for a little while."
Notice how Peter talks about being truly glad and about wonderful joy in the midst of serious hardship!
And so, the question I want to answer today is what reasons does Peter give to back up such gladness and joy? Why can Christ-followers still find reason for joy when times are tough?
From 1 Peter 1:1-9, I want us to notice 5 insights for joy beyond tough times.
Peter writes to encourage you and me. And his encouragement is based on this premise: Folks, we are only passing through. This world is not our home.
Notice verse 1, "To God's chosen people who are temporary residents in the world." Folks, when the heat is on, we need to have a long view of life.
There is a story about Dr. Richard Mouw, the President of Fuller Theological Seminary. Dr Richard Mouw had been an ordained minister in the CRC and one of the noted Reformed-evangelical voices today. When Dr. Mouw arrived for the first time in his new office as the president of the seminary, he felt pretty good about himself having arrived as president of the largest evangelical seminary in North America.
Then he noticed a stack of mail on his desk. He picked it up and noticed that the very first letter was addressed to "Resident." And he thought, that's wrong, it should be President, not Resident! And then in a moment of humility he caught himself and Dr. Mouw said, No, it is not supposed to be President, but Resident. I am just passing through. *
Folks, this life as we know it will not last forever. We and this world will pass. And there is going to come a time when you and I, as followers of Jesus, will be coming home, because we are not home yet.
Aren't you glad about that?
Hebrews 11:16 (nlt) says what kind of home it is: "They were looking for a better place, a heavenly homeland. … God … has prepared a heavenly city for them." It is talking here about the heroes of faith. One day, you and I will be fully alive in a heavenly homeland, in that heavenly city.
You see, it is great to be a Christian on this side of eternity. It is great to be a Christian now because you know that you have been forgiven. You do not have to live with regrets. And you know that your life is significant. God has given your life meaning and purpose. And it is great to be a Christian because God is with you and He has adopted you and loves you.
But the final homecoming outweighs any earthly benefit. 1 Corinthians 15:19 says in the Message paraphrase: "If all we get out of Christ is a little inspiration for a few short years, we're a pretty sorry lot."
Jesus wasn't a merely good teacher who provided us with some inspiration on how to live life. He came to give you everlasting life forever. He came to bring us home. And when life gets tough, you and I we need to remember that.
Folks, no matter how hard the slugging today, we're only passing through.
Would you agree with me that on this side of eternity we all need massive doses of hope?
Imagine a neighborhood in town that was advised that all the houses would be bought up – expropriated – by the city to make way for a new highway. And the city decided to give the residents a year's notice so that they could cash out and find another house to make their home. What do you think would happen to those yards? They would be neglected! Fences would not be repaired or repainted. Renovations that were long planned would be canceled. Leaky roofs would be patched rather than replaced. And of course the city would no longer be interested in the upkeep of the neighborhood. Cracks in the sidewalks would be left. Playgrounds would suffer neglect. And any stores would be long gone by the year was up.
And soon, long before the bulldozers came, the neighborhood looked uncared for, shabby and even abandoned. **
That's the cost of a lack of hope.
Peter says in verse 3 (niv): "God … has given us new birth into a living hope through the resurrection of Jesus Christ from the dead."God's wants your life to be immersed in hope. Circle that word living. The Christian hope is a living hope.
What is the opposite of a living hope? The opposite of a living hope is a FALSE hope. Is there false hope people cling to? Folks, false hope is everywhere. Every time someone buys a lottery ticket, there is the false hope that they will win. And even when they do win, they cling to the false hope that it will be the answer to their unhappiness.
But every time we say, "I hope to see you" or when we make plans and we say, "This is what I am going to do tomorrow and next week," we are really not sure whether our plans will succeed because we do not control everything. Even our most hopeful plans are tentative.
But the living hope that you have because you are a believer is based not on wishful plans. The hope of which Peter speaks is anchored in an event in history. Your hope and my hope is based on Jesus' resurrection! That is why Peter calls it a living hope. And since no one can undo history, no one can steal our living hope!
Our hope is anchored in the resurrection of Christ! This is why one of the symbols of the Christian faith is the anchor. The anchor symbolizes not wishful thinking, but a hope that is rooted, accomplished and guaranteed in history.
Truths that sustain us are that, first, I am only passing through this life. And second, I am born into a resolute hope.
Decima Research reports that over a trillion dollars is going to be transferred from this generation to the next.*** This Canadian generation will inherit more than any generation before it. Over a trillion. Maybe a trillion dollars isn't worth what it used to, but it still is a lot of cash.
But folks, it is only cash and stuff. It will be taxed. It will be spent – much of it on lawyers and accountants. Some of it will be fought over and divide families. Much will be squandered. And even if the inheritance is invested in the world's most secure investments, these investments in the end won't last. There is no guarantee that today's fortune will still be there tomorrow. And we know that well from the economic ups and downs we've experienced in our time.
The things that are bought
will rust through
or wear out
or burn up
or waste away
or be stolen
or neglected
or spoiled
or get out of fashion
or is simply cast aside.
Such is the nature of our perishable, temporary world.
But notice verse 4, "God … has given us … an inheritance that can never perish, spoil or fade – kept in heaven for you." Your inheritance in Christ is glory. And it is a glory that can never perish, spoil or fade.
What does that mean? It means that your inheritance in the city whose Maker and Builder is God is incorruptible.
And Peter uses three descriptions of incorruptibility to make the point that what is in store for Christ followers is absolutely secure.
- First, my inheritance won't be damaged – it says that it can "never perish." Your inheritance as a child of God will never be threatened by hurricanes. It will never be broken into. No foreign army will come and blow it away or take possession of it. No lawyer can sue it away. It is fully secure of external damage.
- Second, my inheritance won't rot. In your condo of heaven, there is no such thing as a condo problem where things rot from the inside out. It says it will "never spoil." You will never be surprised when you go into the attic that there are structural problems that are going to add years to your mortgage payments. In fact, you will never have a mortgage, because it is all paid for. And no mortgage can ever be taken out on it. You will be debt free, because Jesus has paid the price in full.
- Third, my inheritance won't wear out – it says that it can "never fade."
Do you remember from the Bible how in Exodus a remarkable thing happened? The shoes and the clothes of the Israelites never wore out during their 40 years in the wilderness. God knew that during their journey through the desert people couldn't stop at the local mall to pick up a new pair of jeans or a dress. So He made it so that the clothes they wore and the sandals on their feet did not wear out. God so cared for His people that He even preserved their clothes for the journey!
As God preserved even the clothes and sandals of His people, so your eternal inheritance will
never wear,
never fade,
never rust,
never grow dull and
never lose its shine.
And you might think, Well, doesn't that make heaven dull? You know, after a while same old, same old. I am sure the Israelites were grateful that they didn't have to buy new clothes. But it didn't do much for fashion statements to wear the same clothes for 40 years.
A fellow may have said, "Honey, I think I'll get a new suit for the office." And the wife could have said, "Why buy a new suit when the old one is still good as new?"
But we forget that our heavenly inheritance is not like our earthly inheritance. On earth you may inherit things. In heaven you inherit the fullness of a LOVE relationship.
And a LOVE relationship is never dull. Have you discovered that? I mean, have you ever seen two people in love who are bored with each other? People in love are never bored with each other! In fact, they can't have enough of each other!
Think of your incorruptible, unspoiled inheritance as one long, enduring love relationship with God. You will know Him like you never knew Him before, and you will know yourself like you never have known yourself before. And you will not be afraid. Instead, you will be uninhibited in your love! It will be an everlasting spiritual honeymoon!
Notice the first part of verse 7, "These trials are only to test your faith, to show that it is strong and pure. It is being tested as fire tests and purifies gold – and your faith is much more precious to God than gold."
Notice what Peter says: When trails come, it is an occasion for us to reflect on how we can trust God more in it and through it. God refines you. Why? So you can make a million bucks? No! So you can become famous and everybody admires you? No! God uses trouble in your life to build authentic faith which God values more than your bank account.
You know, it is a general piece of human wisdom to realize that hardship either embitters you or helps you become a better person. Tough times make people either BITTER or BETTER.
Folks, in most instances in life, what is most important in life is not what trials you face, but how you face them. Will you become better or bitter? One of the most important lessons in life is to realize that God has given us the ability to choose how to respond to tough times.
You see, we don't always follow God's will. But even when God's will is not done, we can respond according to God's will. That is why Jesus teaches us to pray, "Your will be done on earth as it is in heaven." Because God's will is often not done here on earth.
God says, "Even though this is not my original plan for this world, I want to use this trouble now to draw you closer to myself. You can still respond in a way that honors me and that honors my good, pleasing and perfect will. And I will draw you to myself."
Notice the second part of verse 7b from the Message: "When Jesus wraps this all up, it's your faith, not your gold, that God will have on display as evidence of His victory."
You see, all of us leave behind our things when we die. There is no forwarding address in heaven at which you can leave your inheritance. You leave it all behind. You can rent a U-Haul one-way to Nova Scotia. But you cannot rent one for one way to heaven. I have never seen a U-Haul trailer towed by a hearse!
What you will take along is your relationship with God. And that relationship is founded on faith. And God says, "During those tough times when you learned to trust me more; those events that were so difficult to endure, but to which you responded to by trusting me deeper, will be put on display. Your instances of faith are going to be show-cased."
Folks, your faith will be displayed as your life's greatest trophy. Think of other believers cheering you. They applaud and shout their approval when they see how you responded in hard times. And they give glory and thanks to God for the victory in your life.
And it keeps getting better. There is one more terrific insight for tough times:
Verse 8 (nlt) " … even now you are happy with a glorious, inexpressible joy." I want you to circle "even now." That means today. THIS day, THIS date on THIS moment in your life. " … even NOW you are happy with a glorious, inexpressible joy."
God wants to remind you that joy is not something that is reserved for heaven. Joy is something that is reserved for TODAY for ALL who have been born again into a living hope.
Now, remember, Peter was writing to those who were persecuted, whose jobs were on the line because they were believers, and some of whom were to be arrested and martyred, like Paul and later on Peter himself.
And Peter tells them, EVEN NOW you are happy with a glorious, inexpressible joy. EVEN NOW!
Now, folks, look up here: understand that Peter wasn't writing to spiritual giants. There were mature and immature believers among those to whom he was writing. And God does not expect you to have reached the stratosphere of spiritual maturity before you can be joyful in hard times. All you need is Christ to have inexpressible joy. All you need to know is Christ in your situation and you can be happy with a glorious, inexpressible joy. Even now! Even now, capture the joy of belonging to your faithful Savior Jesus Christ.
Notice the final verse, verse 6 (nlt), "So be truly glad! … even though it is necessary for you to endure many trials for a while." You see, God will always be with you. And He is bigger than your tough times.
Remember, God always honors faith!
Folks, this coming week will bring good times. And it will bring challenges. Here is what I want you to do. Choose joy! Even now! Even now! Amen!
Prayer of response
Father in heaven, we thank you for your word. May it encourage our hearts even today as it strengthens us for the challenges we face every day. In Jesus name we pray. Amen.
Order of Service
Welcome and announcements
Call to Worship: Psalm 95: 6, 7
Silent Prayer concluded with "Lord, Listen to Your Children Praying" PsH# 625
Votum: "Our help is in the name of the LORD who made the heavens and the earth."
Prayer for God's Greeting, "May God's grace, mercy and peace be ours in the name of God the Father, Son and Holy Spirit. Amen."
Opening hymn: "Now with Joyful Exaltation" PsH# 95: 1-3
Prayer of Confession: Since we have confidence
to enter the sanctuary by the blood of Jesus,
by the new and living way that he opened for us
through the curtain (that is, through his flesh),
and since we have a great priest over the house of God,
let us approach with a true heart in full assurance of faith,
with our hearts sprinkled clean from an evil conscience
and our bodies washed with pure water.
In humility and faith let us confess our sin to God.
Assurance of Pardon: Psalm 130: 7-8
Hymn: "Not What My Hands Have Done" PsH#260
God's Will for our Lives: Exodus 20: 1-17
Congregational prayer
Hymn: "Break Now the Bread of Life" PsH#282
Scripture Reading: 1 Peter 1:3-9
Sermon: "Capture Joy in Tough Times"
Prayer of Response
Hymn: "A Mighty Fortress is Our God" PsH#469
Prayer for God's Blessing, "May the grace of the Lord Jesus Christ, the love of God the Father, in the fellowship of the Holy Spirit be with us all. Amen."
Doxology: "By the Sea of Crystal" PsH#620
* Story told to author of this sermon by Dr. Archibald Hart during a Doctor of Ministry seminar at Fuller Theological Seminary, September 1999.
** Imaginary story created by author of this sermon.
*** Decima Research cited in Hull & Hull llp, "Majority of Canadians Expect Inheritance," February 14, 2012.
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Movie production work and turning a script into a movie is a long and complex process. It requires many tasks and people involved at different stages of the process, which is exactly what we're going to go through in this article!
We tend to think about film production in three stages: pre-production, production, and post-production. But in reality, there are 7 stages of film production.
Working every stage in the right order makes it easier for the shooting days and ensures that everything runs smoothly. In this article, we are going to discuss all the details about those stages and the main roles in film production. Let's dive in!
What Is Movie Production?
Film production is the process by which a film is made. We refer to film production when we talk about the whole process of making a movie.
Many people think film production is only about writing the script, doing some pre-production, and starting to shoot a movie. But, film production is much more than that.
Movie production involves financial funding, hiring the film crew, finding the locations, marketing, and distribution. To help give you a better understanding, let's talk about each stage in a bit more detail.
The 7 Stages Of A Movie Production
1. Development
There are many different ways to approach the development stage. In many cases, this starts with a script already written and an executive producer.
Another way is a custom-made project – when a film production company asks for a movie to be made. In that case, the producer is in charge and the screenwriter starts to work on the idea.
In both cases, the development process involves the planning and conceptualizing of the movie.
While the writers do their work, a first synopsis is done so that way the producer can start with the sales work and raise funds or pitch the idea.
Once the script is approved, the director works with the writer to come up with the outline of the film rhythm, narrative, and concept.
2. Financing
Budgeting is a significant stage of film pre-production. The producer needs to work on the budget to start raising funds and do a projection of how much money is needed for each stage.
Every department's work depends on the budget. Once the movie producer knows the budget, they can do the proper negotiation with the crew, providers, cast, locations, and post-production.
Producers meet financers by networking and attending meetings. They travel to film festivals to show the project materials to possible investors.
3. Pre-Production
Once the script is ready and the budget is funded, it's time to start preparing for the shooting days. In the pre-production stage, the film is outlined from start to finish. The main roles in the film production are defined, the casting director looks for the characters and there's scouting to find the locations.
The pre-production stage is not an easy one. Doing this job requires full attention. Any detail that is not clear could affect the entire movie.
In this stage, the director works along with the main roles to define the style of the movie. This means photography, art, wardrobe, and locations. This happens while the producer and the assistant director execute all the planning and shooting schedules.
Usually, the times of pre-production depend on the shooting schedule. For example, if the movie will take a month to shoot, then the pre-production stage should have the same duration – that's one month of pre-production and one month of production.
4. Production
The most exciting of all the film production stages, this is the time when all the magic happens. The production stage is when the film work begins – this means the shooting days.
If all the previous steps were done right, this should be a breeze, and super fun! But, if not, it can turn into a nightmare. So, you better work with extreme detail during the previous steps.
The most important thing is to stick to the budget and that can only be done by following the film production schedule. Which requires being attentive and staying creative to propose resolutions in any circumstance that can occur.
At the film production stage, actors shoot their scenes after days of rehearsals. Additionally, the film crew works hard to make sure that every scene is on time so the production runs well, and the photography director and film director focus on making the shots as good as possible.
Producers may be on set depending on their workload or the kind of production. Sometimes there are campers with an office integrated so producers can work on set. Other times producers stay at an office and just attend when needed.
In other productions, depending on the agreement, writers can be on set if the director or producers give them the creative decision. Or, if they need to supervise any details.
5. Post-Production
Once the shooting days are over, it is time to get the pieces together and polish the details. Post-production is divided into multiple steps and involves different film roles.
Some steps of the post-production stage are editing, sound editing, color correction, animation, and visual effects insertions. Every film production works differently, so there can be more or fewer steps depending on the movie.
At this stage, the editors create the first cut of the film based on the storyboard. The director may work along with them to visualize how it starts to look with the assembly and give instructions. For bigger productions, there may be extra editors working on a teaser and small clips for marketing purposes.
6. Movie Production – Marketing
Marketing is a very important step for a film to be successful. Not only in a creative way but in monetization.
Even though this is one of the final steps in the film stage production process, there are many ways you can start marketing your movie at an early stage.
Some productions start promoting the film during the screenwriting process, this can be possible through social media at an early stage. Also, if allowed by the film producers, it is possible to market with behind-the-scenes clips. That way, people are engaging with the movie and it generates expectations for the film.
Another great way to do marketing is through film festivals as they already have the right audience. The marketing stage is about creating awareness of the film and getting the audience excited to watch it when is released.
It is very important to set apart a budget for this stage. Many new producers forget about the marketing and distribution stage and once it is time to do it, they run out of budget. Keep this in mind so your movie has the best marketing strategy and the audience is ready and waiting for it!
7. Movie Production – Distribution
The last film production stage is distribution. This is also a very complex process that requires another role in the film crew. Or, in some cases a company dedicated to the distribution business.
Major film companies tend to have their distribution team. But independent films will need a distributor.
Is very important to understand the business side of film production to prepare for this stage. It's crucial to design a business model to distribute the film and get the maximum financial gain.
Once again, film festivals and production encounters are the best ways to find the right distributor for your film.
Also, you can do a pre-sell. For example, once your script is very well structured, the producer can seek a distribution company or theatre to see if they are interested in the final product.
Film Production Equipment
Now we have talked about the film production stages and film crew, let's go over some basic film production equipment.
It's extremely important to understand this part and be able to cover all of the crew's needs.
Pre-Production Equipment
In the pre-production stage, there is very little equipment needed.
You will maybe require a photography camera or a tablet with a photography app for the scouting notes.
Many photography directors use apps on their tablets that have information about lenses, sunset hours, and other detailed information that they need.
For the rest of the pre-production, software like Final Draft for writing or Movie Magic to do the scheduling and budgeting is essential.
Production Equipment
The production stage is the one that requires the most equipment such as video camera equipment, lenses, and lighting gear.
Every movie requires a different kind of camera depending on the photography style that's been set up and the final look that it is going to have.
Post-Production Equipment
During the post-production stage, editing software is important.
Furthermore, if the movie requires many special effects, then a render farm and specialized computer systems are required.
While this gear can be expensive, any investment you make in it will allow you to put the finishing touches on your film faster and more efficiently.
Our Final Thoughts On Movie Production
Each movie is very different depending on the project size, budget and needs but this is basically how it is structured.
For independent films, the procedure can be very flexible, and also the crew can be reduced. Just don't forget to add any details in the pre-production stage and do the right analysis of how the budget is going to be executed. Good luck!
We hope that you enjoyed this article! Be sure to share it across your socials with your fellow filmmakers and give us a tag @musicgateway! We love interacting with you all.
Would you like to read more fun filmmaking content? Then make sure that you head over to the Мusic Gateway blog – we have everything that you need! You could learn How To Become A Director, How to Become a Movie Producer, How to Become a Screenwriter and plenty more! So, what are you waiting for? Check them out today!


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Late weed control is costly
Think DifferentLet's say your farm has no known glyphosate-resistant weeds."If you've been a good steward in the past, with no history of herbicide resistance, it's tempting, in low-profit-margin years, to go back to just Roundup," which is "still the cheapest program," says Paul Johnson, South Dakota State University Extension weed scientist. "But we caution growers against that."He advises farmers to apply the full labeled rate of a soil-residual herbicide on both corn and soybeans in 2016.Profitable weed management is all about when you control weeds, he says. A total POST program is risky — even if glyphosate is working well in your fields — because unfavorable weather often prevents timely herbicide applications.Aaron Hager, University of Illinois weed scientist adds: "Keep in mind that wise investments to manage weeds before interference reduces crop yields will realize a return through more bushels harvested."
December 28, 2015
Faced with wet or windy weather and heavy workloads, farmers want to know how much it will cost to delay weed control.
The answer: plenty — even if you don't have glyphosate-resistant weeds in your fields.
University of Minnesota trials in 2014, for example, showed that corn yields suffered by 40 bu./acre when weed control was delayed by just five days beyond the optimum time for removal, says Lisa Behnken, University of Minnesota Extension crops specialist.
Weeds that emerge at the same time as corn and soybeans compete intensely for nutrients, light and water. So proper weed control timing is essential for top yields and profits, Behnken says. Many Midwest growers got a reminder of this in 2015, when persistently wet field conditions delayed postemergence herbicide applications "until well beyond the point when weed interference began to reduce soybean yield," says Aaron Hager, University of Illinois weed scientist.
How late is too late to avoid yield losses from weed competition?
South Dakota State University research shows that weeds can start stealing yield as soon as two weeks after corn emerges, and three weeks after soybeans emerge, says Paul Johnson, South Dakota State University Extension weed scientist.
Corn is particularly sensitive to early weed competition. Research from the University of Nebraska pegs the critical period for weed control in corn at 20 to 39 days after crop emergence, says Steven Knezevic, University of Nebraska weed scientist. Delaying weed removal after the start of this critical period will cost you about 2% in yield per corn-leaf-stage of delay, up until the canopy closes, Knezevic says.
Weeds that emerge after the canopy closes have little effect on yield, he says, but may still produce seeds, adding to future problems.
Likewise, soybean yields typically drop about 2% for each leaf-stage of delay past the optimum weed control time, up until the beginning pod stage, Knezevic says. In 15-inch soybean rows, this critical period usually begins at V2, or second trifoliate, about 15 days after the crop emerges. In 30-inch rows, it starts at V1 — about 9 days after the crop emerges.
Weed control delay is expensive
University of Minnesota research from 2012 to 2014 showed the penalties for missing these critical periods for weed control.
In 2014 corn trials, for example, Halex GT plus AAtrex was applied postemergence to 1"-2" weeds, 2"-4" weeds, and 4"-6" weeds. The main target weeds were giant ragweed, common waterhemp and common lambsquarters. That season, the window for controlling weeds before corn yield losses began lasted about 11 days. During that time, weeds grew from about 1" to 4" tall. When spraying was delayed five more days, lambsquarters — the driver weed in the field — grew two inches taller, and corn yields fell 20%, from 202 bu./acre to 162 bu./acre.
Growers often express amazement at these numbers, Behnken says. "They say, You lost 40 bushels in five days? Really?"
In fact, yield hits stemming from poorly-timed weed control can be largely invisible, says Fritz Breitenbach, University of Minnesota Extension integrated pest management specialist. "You never even know you lost those bushels."
Although soybeans can tolerate more early-season weed competition than corn, tardy spraying will cost you there, too. In the University of Minnesota's 2014 trials, soybean yields in 30-inch rows dropped 8 bu./acre, or about 15%, when weed control was delayed from V1 to V3 — but most of that loss occurred in the five days between V2 and V3. "This shows how tight the weed control window is and how quickly it closes," Behnken says.
Residual control buys days and profit
To buy more days for profitable weed control, apply a preemergence residual herbicide (PRE).
In 2015 trials at the University of Nebraska, a broad-spectrum, soil-applied herbicide pushed the critical weed control time in soybeans to V5, Knezevic says, a gain of three to four leaf stages for effective postemergence (POST) weed control. How many days was that? In 2015, when there was ample rain and good herbicide activation, the PRE bought 16 to 21 days.
Same story for corn. In the University of Minnesota's 2014 trials, Lumax EZ or Verdict applied preemergence lengthened the optimum period for POST control to 16 days, compared to an 11-day window for a POST-only application of Halex GT plus AAtrex. The latter is an excellent early-POST herbicide program for corn, Behnken says —"if you can get it on before weeds are four inches tall." The question is: "Can you get all your corn acres covered within a week? If not, you'd better have at least some acres treated with a PRE to widen the application window."
Weed control window shrinks
Keep in mind that many variables affect how much time a PRE buys for weed control, South Dakota's Johnson says. "You don't automatically get so many weeks of control." Weather, weed spectrum and density, products and rates, application time, and cropping practices all influence when the critical POST window begins.
A lack of rainfall, for example, may delay activation of soil-applied herbicides past the optimum control time.
The field's weed spectrum is another key variable, Knezevic says. For example, if the field has a lot of giant ragweed that emerges with the crop, "the critical weed control period will come quicker" than if you can clean up the ragweed before planting. Likewise, weed size in relation to crop stage influences when the critical control period starts, he says. "If weeds emerge before the crop, the critical period is pushed earlier," so control should start four to five days sooner than if weeds and crops are about the same size.
Cropping practices such as row spacing and nitrogen supply also affect weed control timing. In soybeans, you'll gain about five days of weed control time when row spacing narrows from 30 inches to 15 inches, and another five days from 15 inches to 7.5 inches.
A more robust preemergence program also widens the POST window, Behnken says. In 2015, University of Minnesota trials compared POST weed control timing in soybeans following applications of Authority First, Zidua plus Verdict, and Spartan. Authority First, a broad-spectrum herbicide targeted at the field's primary weeds — giant ragweed, lambsquarters and waterhemp — bought nine more days for POST weed control. That's compared to the two more-limited spectrum programs, which were less effective on the early-season competitors, giant ragweed and lambsquarters.
PREs improve POST effectiveness
In addition to extending your time for weed control, preemergence herbicides also improve POST effectiveness, says Fritz Breitenbach, University of Minnesota Extension integrated pest management specialist.
A well-targeted PRE cuts the density and variety of weeds that have to be controlled later. And those weeds will be smaller and more uniform in size, he says, allowing you to attack them at the vulnerable seedling stage. "Without a PRE, you'll have a wider range of weed sizes and species. The big ones shield the smaller ones, so you'll have misses."
To avoid significant yield losses, weeds must be killed before they reach four inches. Source: University of Minnesota
And now that glyphosate-resistant weeds are widespread, says Paul Johnson, South Dakota State University weed scientist, "It's critical to start with a PRE to buy some time, because most of our postemergence herbicide alternatives only work on weeds that are in the two- to four-inch range, and with kochia, one to two inches."
Proper postemergence timing is just as essential with the coming new seed technologies, such as dicamba and 2,4-D soybeans, Breitenbach adds. For these herbicides to be effective, "We are talking about spraying weeds before they are four inches tall.
"Size matters. That's why we keep talking about timing."
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text:
Tensas Basin Levee District Board of Commissioners
Name | Tensas Basin Levee District Board of Commissioners |
Contact Person | Brandon Waggoner - Executive Director |
Mailing Address |
505 District Dr. Monroe, LA 71202 |
Phone Number | 318-728-4446 |
Fax Number | 318-728-0444 |
Board Email | firstname.lastname@example.com |
Website | tbld.gov |
Legal Authority | R. S.38:291 |
Year Created | 1884 |
Organizational Placement | Richland |
Purpose/Function | Provide flood protection for large portion of Southeast Arkansas and Northeast Louisiana (11 1/2 parishes and counties). Construct, operate and maintain flood control structures including 434 miles of levee, 361 miles of flood control channels, 135 floodgates, 7 storm water pumping stations and 15 dams(weirs). Regulate and permit all activity on or near these flood control works. Maintenance includes mowing levee, repairing levees with earth moving equipment, dredging channels, spraying channels for brush control, mechanical repairs to pumping plants, flood gates, heave equipment, etc.. |
Number of Entity Members: |
Number Authorized: 11
Number Currently Serving: 11 |
Number of Entity Meetings: |
Actual number in prior year: 12
Estimated number in current year: 12 |
The Entity is: Active Inactive Not fully organized Disbanded Never fully organized |
Do members receive per diem, salaries, and/or travel expense reimbursements? Yes No |
Excluding member per diem, salaries, and travel expense reimbursements, does the entity receive or expend funds? Yes No |
Entity Member Per Diem: Amount Authorized: $105 per meeting per meeting day per day spent on board business None |
Total entity member per diem: Prior year actual: $0.00 Current year budgeted: $0.00 |
Entity Member Salaries: Prior year actual: $0.00 Current year budgeted: $0.00 |
Entity Member Travel Expense Reimbursement: Prior year actual: $0.00 Current year budgeted: $0.00 |
Number and Type of Authorized Employee Positions: Classified: 22 Unclassified: 2 Part-time: 5 |
Entity Fiscal Year End: 4/30 7/31 10/31 Other (identify date) 6/30 9/30 12/31 None |
Participation in State Employee Benefit Programs: Employees: participate in state retirement system(s) and/or state group insurance program(s) do not participate in state benefit programs Members: participate in state retirement system(s) and/or state group insurance program(s) do not participate in state benefit programs |
A state agency provides: (Check all that apply and identify the state agency)
Per Diem Payments State Agency: Travel Reimbursements State Agency: Other (explain) State Agency: |
Is this entity a budget unit or included within a budget unit of the State of Louisiana as defined by LSA-R.S. 39:2? Yes No If yes, identify the budget unit and the budget schedule number below: Budget Unit Name: Budget Schedule Number: |
Notes | -- |


text:
A document with the planned application scoring matrix for recruitment to posts starting from August 2023 has been published to the Document Library of the website. There are significant changes to the guidance and scoring so we have published this in advance of applications to give prospective applicants time to plan.
Each domain was reviewed during August and September 2022 by a group of clinical leads from PSRO-coordinated specialties with representation from the three colleges' Trainees' Committees. The document applies to all specialties coordinated by the Physician Specialty Recruitment Office; this includes:
- Internal Medicine Training and ACCS internal medicine at IMT1/CT1-level
- 24 physician higher specialties at ST3/ST4-level.


text:
In June of 2016, Atlantic Renewable Energies started the construction of Lagoa do Barro Wind Farm Complex, in Piaui state, Brazil, a development expected to cost R$1.3 billion. At full operating capacity, it will have eight wind farms with installed capacity of 195 MW, generated by 65 wind-generators in an area of 2,854 hectares.
By combining wind farms and a small hydroelectric-power station (or PCH, Pequena Central Hidreletrica), Atlantic has established a safe and profitable business model for investors, keeping its commitment to supplying clean and reliable energy.
This is the company's fifth wind development. Headquartered in the city of Curitiba, in southern Brazil, Atlantic Renewable Energies has been operating since 2009 in the development, implementation, and operation of projects to generate electricity from renewable sources.
The company currently has active operations in Bahia, Rio Grande do Norte, Rio Grande do Sul and Santa Catarina, 652 MW of power have already been sold.
The cornerstone of Atlantic's developments is quality, featuring high levels of capacity and guaranteed power generation. The company is also committed to a management model that follows the principles of ESG (Environmental, Social and Corporate Governance), adopts high technology and comprises a staff of qualified professionals who guarantee reliable operations.
Since 2016, Atlantic is a 100% controlled by the British investment fund Actis, a leading private equity firm focused in emerging markets, with a growing portfolio of investments in Asia, Africa and Latin America.
Filed Under: Construction, News, Projects


text:
Product Details:
Hydrating B5 Gel replenishes moisture and nutrients to the skin, making it feel smoother and appear more youthful. This product uses an oil-free formula rich in hyaluronic acid and vitamin B5 to restore and bind moisture to the skin. Hydrating B5 Gel can be used in conjunction with a daily moisturizer and is a great source of hydration for acne prone skin.
- Advanced skin hydrating serum
- Restores and binds moisture within the skin
- Oil-free, lightweight formula will not clog pores
- Makes skin feel smoother and more supple
- Product Type: Serum
- Size: 1 oz
- Ideal for these skin types: All Skin Types
- Treats these concerns: Aging Skin, Dryness, Dehydration, Lines & Wrinkles, Hyperpigmentation
- Key ingredients: Hyaluronic Acid
- Area of use: Face, Neck, Décolleté
Once or twice daily, place 3-5 drops in palm of hand. Using fingertips, apply to face, neck, and chest avoiding the eye area. May also be applied to other dehydrated areas.
Water, Sodium Hyaluronate, Pantothenic Acid, Phenoxyethanol.


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Rochester, NY City Council President Lovely Warren |
On Monday August 19, 2013 the candidates for Rochester, NY Mayor held a mini debate at the Lyell Avenue Public Library, in the Lyell-Otis St. neighborhood.
Rochester, NY Mayor Thomas Richards, and City Council President Lovely Warren, both Democrats, along with Green Party candidate Alex White sat in a small room at the back of the corner lot, one story brick building, where approximately 35 people had gathered.
It had been a while since I had been in the same room with Lovely Warren, a two-faced hypocrite who has many African-Americans and Latinos in Rochester fooled into believing that she cares about anything other than advancing her own political career, much as Rochester's former Police Chief turned Mayor, Robert Duffy did, after he was tapped for Lt. Governor, by NY Governor Andrew Cuomo.
Duffy abandoned Rochester, along with all the plans, and promises he made, such as having Mayoral control of Rochester City Schools which are, and for years have been, in crisis.
The last time I was in the same room with Lovely Warren, was two years ago, in August 2011, when I spoke in front of Rochester City Council on the need for a true civilian review board with subpoena power, to oversee the Rochester, NY Police department, something Rochester residents have been asking for since the 1960's.
Lovely Warren ordered my microphone cut off when I went over by just a few seconds, over the allowed two minute limit.
Since then, Warren announced that she would be running for Rochester Mayor.
About 20 minutes into the debate, I asked the question that no one, including Rochester's lame- stream news media, had the cojones to ask -- when it comes to out of control, trigger-happy Rochester, NY cops, who are not only abusing and killing innocent citizens, but have now declared war on our innocent family pets, what are the candidates' thoughts?
Now I don't know about you, but I'm a firm believer that if a person is sincere, and honest with you, that individual will look you right in the eyes.
Especially someone who is asking voters to put them in office.
Take a look at the video below, and pay close attention to a couple of things.
First, as I am asking my question, look at Lovely Warren's facial expressions, and body language.
Don't forget that this woman wants voters to elect her.
Second, after I ask my question, take a close look at Rochester, NY Mayor Thomas Richards, (grey suit) a millionaire who took a $10 Million dollar buyout when he was CEO of Rochester Gas and Electric, while at least 100 hard working employees, with families to feed, got laid off.
Notice how Rochester Mayor Richards, never once looks at me, even though I was the one who asked the question.
In fact, only after I call Mayor Richards out, does he then look at me.
Click Play to watch video
Follow me on twitter https://twitter.com/davyvara


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This item is not in the library — it is a part of: C. Cardew (ed.), Nature Study Notes (full, 1969).
Page one of the Evening Standard current on the day of performance. Each performer has a copy which he will use as his score. Performers decide individually how they wish to interpret the score and perform accordingly for a given length of time.
Improvisation Rite 3. Suggestions for playing: Play it straight through as if one was actually reading it. Play the pictures only. Play the headlines only. Play the captions only. Play the punctuation only. Play one news item only. Play the white space around the print only. Etc, etc.
Alternate version: Each player has a previously agreed distinct part to play (eg. one of the above, etc.). Ending can still be at a given time or whenever players feel they have finished.
Notes from 2015
The author of this rite, Carole Finer, has stated that the Evening Standard has changed a lot since 1969. This should be performed with a 'serious' broadsheet newspaper, with several stories on the front page, such as the Sunday Times. It is acceptable for an ensemble to use the business section in addition to the main news section. It must be the front page only of these sections. Not everyone need use the same front page.
provided by http://naturestudynotes.blogspot.com
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The month of November witnessed some interesting launches in almost all segments be it small cars, sedans, MPVs or SUVs. Here's a ready reckoner of all the cars launched over the past month and what they have to offer buyers.
In all two small cars were launched namely, the Hyundai i10 LPG version and the new 2012 Tata Nano. Among the sedans, the launches include the Skoda Rapid and the Volkswagen Vento with new features. The MPV segment saw the launch of the refreshed Tata Sumo Gold. Among SUVs the Mahindra Scorpio LX with four-wheel-drive and Skoda Yeti 4×2 were launched. Let's take a closer look at these cars.
Skoda Yeti 4×2: November 24th, 2011
Variants and price details: Skoda launched the 4×2 variant of the Yeti priced at Rs. 13.46 lakh for the base Active variant and Rs. 14.32 lakh for the top-end Ambition variant. The Yeti 4×2 variant will attract buyers who don't need four wheel drive but want an SUV to drive around town.
Looks: The Yeti 4×2 retains the same looks of the Yeti 4×4 variant except for the missing 4×4 badge on the tailgate. The Yeti 4×2 gets all the lines that characterize a compact SUV though it has radical design cues especially at the front and the sides.
Performance: The Yeti 4×2's 2-litre diesel motor puts out 110 bhp of power and 250 Nm of torque. The Yeti 4×2 has a claimed mileage of 17.72 kmpl. With its compact dimensions, good power to weight ratio and refined engine, the Yeti 4×2 is an attractive option.
Driving Aids: The Yeti 4×2 Ambition variant packs in driving aids such as Hill Hold Control (HHC), Hydraulic Brake Assistant (HBA) and Mechanical Brake Assistant (MBA) though it is not meant for serious off-roading adventures. Read more: Yeti 4×2 launched
Hyundai i10 LPG: November 23rd, 2011
Variants and price details: Hyundai India launched a LPG version of the i10 dubbed the 'i10 BlueDrive'. It is available only in two variants, the 1.1-litre Era LPG priced at Rs. 4.16 lakh and the 1.1-litre Magna LPG priced at Rs. 4.30 lakh. The LPG variants are priced roughly Rs. 28,000 higher than their corresponding petrol variants. The i10 now competes with the LPG variants of small cars such as the Maruti Suzuki Wagon R, Hyundai Santro and the Tata Indica eXeta.
Looks: The LPG variant has the same looks as that of the petrol variant. The Hyundai i10 now has the familiar fluidic design giving it a bolder and contemporary look.
Performance: The LPG variants of the i10 are powered by an iRDE2 1.1-litre engine, 4-cylinder engine that puts out 67 bhp of power and 99 Nm of torque. The ARAI-certified mileage of the i10 1.1-litre petrol is 19.81 kmpl.
Comfort and Convenience: The i10 LPG Magna gets a rear parcel tray, driver side front power window with autodown & illumination, rear power windows, front power windows, passenger vanity mirror, front room lamp, cup holders, i-Shift gear console, folding rear seats, AC with heater, internally adjustable outside mirrors, front door map pocket and deluxe floor console. Read more: i10 LPG launched
Mahindra Scorpio LX 4×4: November 22nd, 2011
Variants and price details: Mahindra has introduced a four-wheel drive variant of the Scorpio in its mid-range LX variant. The Scorpio LX 4WD is priced at Rs. 9.18 lakh ex-showroom Delhi. This four-wheel drive variant is about Rs. 1.2 lakh dearer to its rear-wheel drive counterpart.
Looks: Externally, there is not much to differentiate the LX 4WD variant from the regular LX variant other than the 4WD badging on the tail-gate and the trailer hook on the rear bumper, both features have been a trademark of four-wheel drive Scorpio models over the years. The LX variant comes with steel wheels without wheel caps and so the front 4WD locking hubs are quite prominently visible as well.
Performance: The Scorpio LX 4WD is powered by Mahindra's tried-and-tested 2.2-litre MHawk engine that puts out 120 bhp of power and 290 Nm of torque, mated to a 5-speed manual transmission primarily driving the rear wheels. In addition, the LX 4WD variant has a shift-on-the-fly, Borg-Warner transfer-case that transmits power to the front-wheels as well at the flick of a switch. The Scorpio gives a claimed mileage of 13 kmpl on diesel in normal driving conditions. Off-road, depending on the extent of four-wheel drive usage, mileage can drop to about 8-9 kmpl.
Comfort and driving aids: The Scorpio LX 4WD comes with comfort features such as manual HVAC, rear AC vents, power windows, tilt-adjustable steering and manual central locking. The driving aids for this 4×2 mid variant includes tachometer, dual trip-meter and shift-on-the-fly 4WD system with High / Low ratio. Read more: Scorpio LX 4×4 launched
2012 Tata Nano: November 21st, 2011
Variants and prices: Tata Motors has launched the 2012 Tata Nano with improved fuel efficiency (25 kmpl), drivability, ride quality and some new features. There are no changes in the price of the 2012 Nano despite the upgrades offered. The 2012 Nano is available in three variants, the base variant Nano standard (no AC) priced at Rs. 1.40 lakh, the mid variant Nano CX (with AC) priced at Rs. 1.70 lakh and the top-end variant, Nano LX (AC and body colored bumpers) priced at Rs. 1.96 lakh.
Looks: The 2012 Nano is identical to the previous model except for minor changes such as the inclusion of a left hand side mirror and full wheel caps in the LX variant. On the inside, the 2012 Nano LX gets beige fabric with a silver metallic centre console and beige-black door trims. The CX variant gets black fabric with a silver dust central console and black door trims. The 2012 Nano is available in eight new colors i.e. Pearl White (LX), Rouge red, Aqua Blue, Serene White, Silver Meteor, Papaya Orange (CX), Mojito Green (LX) and Neon Rush (CX). The other colors include Champagne Gold and Sunshine Yellow.
Performance: The 2012 Nano is powered by the same 624 cc engine that the outgoing Nano had but produces slightly more power, 37.4 bhp against the earlier 34.5 bhp. It also makes more torque (51 Nm) against the earlier 48 Nm. This may improve the Nano's drive slightly. The ARAI-certified fuel economy of the 2012 Nano is 25 kmpl up from the earlier 23.6 kmpl.
Comfort and convenience: The top trim Nano LX comes with features like AC with heater, front & rear fog lamps, front power windows, electronic trip meter, cup holders, door map pockets, full wheel caps, a rear spoiler, ORVMs on both sides and central locking. Read more: 2012 Tata Nano launched
Skoda Rapid: November 16th, 2011
Variants and price details: The Rapid is available in 8 variants, including two petrol automatics, three petrol variants and three diesel variants priced between Rs. 6.75 lakh and Rs. 9.19 lakh ex-showroom Delhi.
The petrol variants include: Active 1.6 MPI MT priced at Rs. 6.75 lakh, the Ambition 1.6 MPI MT priced at Rs. 7.09 lakh, the Elegance 1.6 MPI MT priced at Rs. 7.99 lakh, the Ambition 1.6 MPI AT priced at Rs. 8.09 lakh and the Elegance 1.6 MPI AT priced at Rs. 8.99 lakh. The diesel variants consist of Active 1.6 TDI CR (diesel) priced at Rs. 7.95 lakh, the Ambition 1.6 TDI CR (diesel) priced at Rs. 8.29 lakh and the Elegance 1.6 TDI CR (diesel) priced at Rs. 9.19 lakh.
Looks: In terms of looks the Rapid has a Fabia-derived front end and the Vento's body. The front grille, bonnet, bumper and headlamps, are all from the Fabia with some subtle curves added to give it more flair. There is a small indentation on the boot lid to differentiate it from the Vento and Laura-inspired, tail-lamps.
Performance: The petrol Rapid is powered by a 1.6 litre engine that puts out 104 bhp of power at 5,250 rpm and 153 Nm of torque at 3,800 rpm. The diesel version of the Rapid is powered by a 1.6-litre common-rail diesel engine that puts out 104 bhp of power at 4,400 rpm and 250 Nm of torque at 1,500-2,500 rpm. Mileage figures again are identical to the Vento, with the petrol giving 15 kmpl and the diesel models giving 20 kmpl.
Comfort and convenience: The Elegance (top-end) variant of the Skoda Rapid comes with comfort and convenience features such as Climatronic (Automatic) AC, rear AC vents, height adjustable head restraints at front and rear, front centre armrest, dust and pollen filter, front & rear power windows with one-touch autodown, anti-pinch system, tinted windows and windscreen, remote control with foldable keys (two), remote control locking, remote control opening & closing of windows, rear centre armrest, electrically adjustable external mirrors, Ergolever for front passenger seat adjustment for rear seat and storage pockets on backrest of front seats. Read more: Skoda Rapid launched
Volkswagen Vento diesel: November 11th, 2011
Variants and price details: Volkswagen India has relaunched the Vento with new features. It now gets steering mounted audio controls, park distance control, RCD 310 Music System with USB & 4 speakers as standard features on the highline diesel variant. The car is priced at Rs. 9.77 lakh, ex showroom Delhi. The Vento with new features is at par with the top-end variants of cars such as the Hyundai Verna, Ford Fiesta, Maruti Suzuki SX4 and Fiat Linea.
Looks: On the exterior, the looks of the new Vento TDI Highline are same as the outgoing variant. The Vento TDI is equipped with body colored bumpers door handles and mirrors, chrome inlays in front grille, body, rough road package with increased ground clearance and a partially zinc coated body with six years anti-rust warranty.
Performance: The Vento diesel is powered by a 1.6-litre engine that puts out 103.5 bhp of power and 250 Nm of torque and is mated to a 5-speed manual gearbox. The ARAI-certified mileage of the 1.6-litre diesel is 20.54 kmpl. The Vento diesel has strong mid range punch that comes handy not just for day to day commuting, but also for driving on highways.
Comfort and convenience: The diesel highline is now equipped with new features like a music system with USB, steering mounted audio controls and park distance control (parking sensors). Other features include electrically adjustable outside mirrors, climatronic automatic AC with rear AC vents and remote control for central locking. It also has a multi function information display including a door open warning, height adjustable driving seats, space lever for rear passenger and a steering wheel adjustable for reach and rake. Read more: Vento Highline with new features
Tata Sumo Gold: November 11th, 2011
Variants and price details: Tata Motors has launched a mildly refreshed Sumo MPV dubbed the 'Sumo Gold'. It is priced between Rs. 5.54 lakh and 6.86 lakh. The Sumo Gold is available in 4 variants – CX, LX, EX and GX with 7 or 9 seat configurations on all variants. The base variant, Sumo Gold CX BS-IV is priced at Rs. 5.54 lakh, the Sumo Gold LX BS-IV is priced at Rs. 5.91 lakh, the Sumo Gold EX BS-IV is priced at Rs. 6.23 lakh while the Sumo Gold GX BS-IV is priced at Rs. 6.86 lakh. The base variants of the Sumo Gold are cheaper than its direct rival Mahindra Bolero priced in the range of Rs. 6.19 lakh – Rs. 6.96 lakh.
Looks: The Sumo Gold gets minor tweaks in the front with a redesigned grille that has the word 'SUMO' embossed on a chrome strip. The refreshed headlamps; redesigned front bumper, new round fog lamps and body decals all try to hide the old-school, boxy design of the Sumo Gold. The outside rear view mirrors of the Sumo Gold look similar to that of the Tata Vista hatchback and the spare wheel is placed below the cabin.
Performance: The major update in the facelift version is the new BS-IV engine. The Sumo Gold is now powered by a 3-litre, CR4 (Common Rail) BS-IV compliant engine that makes 83.8 bhp of power and 250 Nm of torque Tata also offers the Sumo Gold in a BS-III version which is powered by a 3-litre DI Turbo engine that makes 69 bhp (70 PS) of power and 225 Nm of torque. Both the engines are mated to a 5-speed transmission. The ARAI-certified mileage for the CR4 engine is 14.7 kmpl while that of the DI Turbo engine is 14.3 kmpl.
Comfort and convenience: The top-end variant of Sumo Gold comes with comfort features such as HVAC with demist, power assisted steering, front & rear power windows, soft feel steering wheel, tinted glass, remote fuel lid opener, rear wiper & defogger, 12 V outlet on centre console, anti-glare rear view mirror, and cup holders on glove box lid. Read more: Tata Sumo Gold launched
*All prices are ex-showroom, Delhi.