#INTECH

[kply-industries]

[iamstiv]

Summer adventure has been entertaining. New rig and new adventures to come are fun to think about.

[altem-technologies]

Celebrating the milestone of a 100 Crores!! We are elated to have achieved an outstanding Sales of 100 Crore for FY 2023-24! 🚀 Heartfelt gratitude to our stellar team, happy customers, and supportive OEMs for standing by us every step of the journey. Here's to endless possibilities and continued success!

For more information, visit us at www.altem.com or contact us via email at enquiry@altem.com.

#100CroreClub #CelebratingSuccess #business #sales #strategy #technology #creativity #innovation #altem #Milestone #Success #Achievement #3dPrinting #3dScanning #CATIA

[intechdc]

[intechbulks]

The Vital Role of Dust Collector Manufacturers in Keeping Our Air Clean

Dust may seem like an insignificant nuisance, but it's anything but. Microscopic particles can wreak havoc on our health, environment, and industrial processes. Fortunately, unsung heroes stand sentinel against this silent threat: dust collector manufacturers. These companies play a crucial role in safeguarding our air quality, and Intech Bulk Handling Systems Pvt. Ltd., a leading chain conveyor manufacturers in India, stands out as a prime example.

Invisible Hazards, Tangible Impact:

Dust exposure poses significant health risks, triggering respiratory problems like asthma and allergies. In industrial settings, it can also compromise product quality, damage equipment, and even escalate fire hazards. Dust collectors combat these issues by capturing and filtering dust particles, ensuring cleaner air for workplaces and communities.

How Dust Collectors Work:

These unsung heroes come in various configurations, each suited to specific applications. Common mechanisms include:

Cyclones: Utilizing centrifugal force, they separate heavier dust particles from air.

Bag filters: Air passes through fabric bags, trapping dust while clean air exits.

Cartridge filters: Similar to bag filters, but with pleated cartridges offering higher efficiency.

Wet scrubbers: Water sprays capture dust, often ideal for sticky or hazardous materials.

Intech's Contribution to Cleaner Air:

Intech Bulk Handling Systems, while specializing in chain conveyors, also recognizes the importance of dust control. They offer a range of dust collection systems tailored to various industries, including:

Cement: High-efficiency bag filters capture fine dust particles, protecting workers and the environment.

Pharmaceuticals: Dust-free environments are crucial for product purity. Intech's systems ensure compliance with strict regulations.

Food processing: Preventing dust contamination safeguards product quality and consumer health. Intech provides solutions for both dry and wet ingredients.

Beyond Individual Companies:

The efforts of dust collector manufacturers reach far and wide. They contribute to:

Improved public health: By reducing dust exposure, they help prevent respiratory illnesses and promote overall well-being.

Environmental protection: Dust collectors control air pollution, contributing to cleaner air and mitigating climate change effects.

Enhanced industrial efficiency: Cleaner work environments and protected equipment lead to improved productivity and reduced maintenance costs.

Conclusion:

Dust collector manufacturers may not grab the headlines, but their work is essential for our health, environment, and industrial well-being. Companies like Intech Bulk Handling Systems, with their commitment to innovative solutions, exemplify the critical role this industry plays in keeping our air clean. As we strive for a healthier and more sustainable future, appreciating and supporting these silent guardians of clean air becomes ever more important.

[rubylogan15]

Drive FinTech innovation with Gen AI-powered customer analytics, maximizing efficiency and delivering tailored financial solutions.

[ifater-tech]

Magyar midi-mágusok és egyszemélyes örömzene az iFaterben (2024-12-04)

Az iFater eheti adását egy különleges vendéggel kezdjük: Egy magyar startup, az Intech Studio alapítójával Kerti Kristóffal beszélgettünk arról, hogy mik azok a midi vezérlők és milyen újdonságot tesz le az asztalra az Intech csapata ezen a hardverek tervezésében, gyártásában. Az eheti tech hírek kapcsán beszélünk a mesterséges intelligencia tinikre gyakorolt hatásairól, kiderül, hogy mit gondol a Google egykori vezére az internetes chatszobák új veszélyeiről, valamint szó lesz arról is, hogy ki állítja meg az adatbrókereket abban, hogy személyes adatainkkal visszaéljenek. Levezetésként pedig jöhet az örömzene és a “egyszemélyes high-end audio élmény”, avagy a hifi világ két érdekességével, a Chord Mojo fejhallgató erősítővel és az AudioQuest Nighthawk fejhallgatóval kalandozunk.

Az epizód meghallgatásához kattints ide!

[enterprise-cloud-services]

Discover how Gen AI amplifies customer analytics in FinTech, driving innovation, precision, and smarter business outcomes.

[public-cloud-computing]

Discover how Gen AI amplifies customer analytics in FinTech, driving innovation, precision, and smarter business outcomes.

[technicaltalkhere]

How Intech Systems Software Company Benefits from Outsourcing Development Work

In today's fast-paced tech landscape, companies like Intech Systems Software Company are continually seeking ways to optimize operations, innovate, and deliver high-quality solutions to their clients. One approach that has proven to be a game-changer is outsourcing development work. By strategically partnering with external teams, Intech Systems can unlock a plethora of advantages that drive efficiency, scalability, and competitiveness.

Access to Specialized Expertise

Outsourcing development work allows Intech Systems to tap into a global talent pool of specialized expertise. Whether it's niche programming languages, cutting-edge technologies, or industry-specific knowledge, outsourcing opens doors to a diverse range of skills that may not be readily available in-house. This access to expertise enables Intech Systems to tackle complex projects and deliver innovative solutions that exceed client expectations.

Cost-Effective Solutions

Cost efficiency is a significant benefit of outsourcing development work for Intech Systems. By leveraging offshore development teams, the company can reduce labor costs without compromising on quality. Countries like India, Ukraine, and Poland offer highly skilled developers at competitive rates, enabling Intech Systems to maximize its budget and allocate resources more strategically. This cost-effective approach allows the company to deliver exceptional value to its clients while maintaining profitability.

Accelerated Time-to-Market

Outsourcing development work empowers Intech Systems to accelerate its time-to-market for software solutions. With dedicated offshore teams working around the clock, the company can expedite development cycles and bring products to market faster. This agile approach to development enables Intech Systems to stay ahead of the competition, respond swiftly to market demands, and capitalize on emerging opportunities.

Focus on Core Competencies

By outsourcing development work, Intech Systems can focus on its core competencies and strategic objectives. By delegating non-core tasks like development, maintenance, and support to external partners, the company can free up internal resources for innovation, R&D, and client engagement. This strategic alignment enables Intech Systems to enhance its competitive advantage, drive business growth, and maintain a laser focus on delivering value to its clients.

Scalability and Flexibility

Outsourcing provides Intech Systems with the flexibility to scale its development capacity up or down as needed. Whether it's ramping up for a new project or scaling back after project completion, outsourcing allows the company to adapt quickly to changing demands and market dynamics. This scalability ensures that Intech Systems can meet client needs efficiently while optimizing resource utilization and minimizing overhead costs.

Risk Mitigation and Compliance

Partnering with reputable outsourcing vendors mitigates risks and ensures compliance with industry regulations and best practices. Established outsourcing firms adhere to stringent security protocols, data privacy regulations, and quality assurance processes to safeguard sensitive information and intellectual property. This proactive approach to risk management enhances Intech Systems' credibility, protects its reputation, and minimizes potential liabilities associated with data breaches or compliance violations.

In conclusion, outsourcing development work is a strategic imperative for Intech Systems Software Company. From accessing specialized expertise and achieving cost savings to accelerating time-to-market and fostering scalability, outsourcing enables the company to drive innovation, efficiency, and client satisfaction. By embracing outsourcing as a core strategy, Intech Systems can unlock new opportunities, expand its capabilities, and maintain its position as a leader in the competitive software market.

[intechgroupvn]

12 lợi ích của sản xuất thông minh trong Smart Factory

Sự phát triển của công nghệ và cách mạng hóa sản xuất mở ra kỷ nguyên mới cho ngành logistic. Smart Factory có quy trình, công nghệ có thể tùy chỉnh, trao quyền cho mọi thương hiệu tạo ra lộ trình đạt hiệu quả kinh doanh tốt nhất.

Sản xuất thông minh để cập đến Smart Factory là sự cải tiến công nghệ, đây là những cách mà ngành sản xuất thực phẩm, đồ uống đang hướng tới bởi nhiều lợi ích nó mang lại. Sản xuất thông minh dựa trên công nghệ, trí tuệ nhân tạo, linh hoạt trong máy móc, dữ liệu, chuỗi cung ứng,... 

Sản xuất thông minh trong Smart Factory mang lại nhiều lợi ích cho doanh nghiệp. Dưới đây là 12 lợi ích chính của việc triển khai hệ thống sản xuất thông minh:

Tăng hiệu suất sản xuất: Tích hợp các công nghệ tự động và trí tuệ nhân tạo giúp tăng cường hiệu suất và giảm thời gian sản xuất.

Tối ưu hóa nguồn nhân lực: Các quy trình tự động hóa giảm sự phụ thuộc vào lao động và tăng khả năng sử dụng nhân sự trong các nhiệm vụ quản lý và giám sát.

Giảm lãng phí: Quản lý tài nguyên và quy trình sản xuất thông minh giảm lãng phí về nguyên liệu và năng lượng.

Nâng cao chất lượng sản phẩm: Các hệ thống kiểm soát tự động và theo dõi sản xuất giúp đảm bảo chất lượng sản phẩm.

Tăng tính linh hoạt: Sản xuất thông minh cho phép thay đổi nhanh chóng trong quy trình sản xuất để đáp ứng nhanh chóng sự biến động của thị trường.

Tăng khả năng đổi mới: Dữ liệu và thông tin từ quy trình sản xuất có thể được sử dụng để phát triển và đổi mới sản phẩm và quy trình sản xuất.

Tăng sự an toàn: Các công nghệ an toàn tự động giảm nguy cơ tai nạn lao động và đảm bảo môi trường làm việc an toàn.

Quản lý chuỗi cung ứng hiệu quả: Sự kết nối thông minh giữa các đối tác trong chuỗi cung ứng giúp tối ưu hóa quy trình và giảm thiểu rủi ro.

Tiết kiệm năng lượng: Quản lý thông minh của các thiết bị và quy trình sản xuất giúp giảm tiêu thụ năng lượng.

Dự đoán bảo trì: Hệ thống theo dõi và phân tích dữ liệu từ các thiết bị sản xuất giúp dự đoán và lên kế hoạch bảo trì trước khi sự cố xảy ra.

Tăng cường kết nối IoT (Internet of Things): Các thiết bị được kết nối thông minh tạo ra một hệ thống mạng liên tục, giúp quản lý toàn diện và theo dõi mọi khía cạnh của quy trình sản xuất.

Tăng cường sự minh bạch: Sự ghi chú và theo dõi dữ liệu sản xuất giúp tăng cường sự minh bạch trong quá trình sản xuất và quản lý.

Tổng cộng, sản xuất thông minh trong Smart Factory không chỉ tối ưu hóa hiệu suất mà còn mở ra nhiều cơ hội mới để cải thiện quy trình sản xuất và quản lý doanh nghiệp. Trên đây là những thông tin xác thực Intech Group muốn bạn nắm được hy v��ng việc đầu tư nhà máy thông minh - Smart Factory mang lại hiệu quả sản xuất thông minh doanh nghiệp bạn.

[intechsystemspvtltd]

Dealership management system (DMS) | Intech Systems

Transform your dealership's operations with Intech's online DMS software. Our customizable dealer management software helps you manage sales, inventory, finances, and customer relationships more efficiently.

[intechdc]

[consanguinitatum]

David Tennant as a Narrator: DT Goes A Bit Space-y, Pt. 1 - We Are Astronomers (2009)

If you're a fan of David's, you're used to using all sorts of ways to see and hear him perform. You might turn on the television to watch him in shows like Doctor Who or Good Omens. You might flip on your media player of choice to listen to him do sixty-gagillion voices in Cressida Cowell’s How To Train Your Dragon series of audio books, or you might catch him on the radio doing Chase UK bank or Virgin Media adverts. You could even fire up Just Cause 3 or Call of Duty: The Final Reich to catch him in a video game.

But did you know you could also go visit your local planetarium?

David's work as a narrator is just as rich and wide-ranging as all the other aspects of his acting career. So for today and in the following post, we'll take a look at two of these narrative productions connected by a common thread - space.

Come with me back to 2009. It was the International Year of Astronomy (IYA2009), and Edinburgh-based charity Dynamic Earth had received funding from the Science and Technology Facilities Council to partner with a number of UK-based organizations - including the Armagh Planetarium, the Centre For Life, INTECH Science Centre & Planetarium, the National Space Centre, Royal Observatory Greenwich, and Spaceport - to create a 25-minute long 360° full-dome show for planetariums and digital dome theatres called We Are Astronomers.

And it got the then-current Time Lord, David Tennant, to narrate it.....

----

Read further right here on Substack.

Leave comments for me there, or come on back here and tell me what you think!

[bu1410]

Good morning TUMBLR - March 7th - 2024

''Mr. Plant has owed me a shoe since July 5, 1971."

Ch. VIII - 1985- 1989 - Bahrain - Part 1

The 25 km King Fahd causeway that links Saudi Arabia to Bahrain.

Manama, the modern capital of Bahrain.

Bahrain desert - the Tree of Life

Bahrain life

GPIC - Gulf Petrochemical Complex - Sitra Island, Bahrain

The winter between December 1984 and January 1985 was particularly harsh in Italy, characterized by increasingly lower temperatures. Between 13 and 17 January 1985, a depression centered on the Corsican Sea caused what is still remembered in Milan today as the snowfall of the century or the snowfall of '85, constituting the heaviest snowfall recorded in Milan in the 20th century. The snowfall caused serious damage. After four days of real storm, January 17th 1985 the Sports Hall collapsed in Milan due to the excessive weight of the snow that had accumulated on the roof. In this certainly not festive atmosphere, I received a call from an engineering company in Milan, INTECH, an already a supplier of services to SNAMPROGETTI, with whom I soon agreed to leave for Bahrain.

From the SNAMPROGETTI office in San Donato, the Head of HR office Mr. Cincotta reassured me:  ''It's a temporary destination, just a few months, waiting that construction of new Agadir International Airport will start … don't worry…'' I stayed there for 4 years…….

Mind you, not that I minded: Bahrain was a liveable place (drinkable, in the language of shipbuilders) especially because it also allowed families to reach the employees involved in the project. I then left at the beginning of March 1984, with a flight via Kuwait. I arrived at Manama airport and believe it or not there was someone waiting for me! A local guy holding a board with my name written on it almost correctly: Brino Sirino….

Bahrain is a small Emirate in the Persian Gulf (Kaleejj el Arabi) made up of a main island and a myriad of uninhabited islets. It is the ''poorest'' Gulf state, relative to its surrounding neighbors. Above all, Saudi Arabia provides the Emirate with considerable economic aid as the ruling house of Bahrain, like the Al Saud, is of the Sunni faith, in spite to a majority Shiite population The Saudis would never allow a Shiite regime to be established 25 km from the Saudi coast with the approval of the ''Great Enemy'' Iran. And then Bahrain was a sort of ''playground'' for Saudis looking for entertainment just outside their front door. This therefore explains the reason for the economic support to Bahrain by the Saudis. For instance, one of the largest oil well in Saudi waters has always been exploited for free by the Bahraini oil industry. The construction of the 23 km long bridge that connects Saudi Arabia to the island of Bahrain was financed by the Saudis. The free sale of alcohol in Manama by shops managed by a company belonging to the ruling Bahraini family is another concession aimed at helping the Emir Al Khalifa's coffers. In 1986, shortly before the opening of the Dahran – Manama bridge to traffic, King Fahad proposed to the Emir Sheik Eissa the prohibition of alcohol sale, promising to compensate the Emir for the lost earnings: an offer returned to the sender. On top of all this, about 50% of the Southern territory of the island of Bahrain is off limits, due to the largest naval base leased to the US in the Gulf. However, Manama has since then been a modern city, full of skyscrapers, luxury hotels and shopping centres.

AWALI I was housed in Awali, a village of wooden houses built by the Americans of Caltex in 1939, when the first refinery in Bahrain (and the entire Persian Gulf) was built. Someone later told me that around 1942 some Italian planes departing from a base in Egypt tried to bomb the refinery, which produced fuel for the English army. Not having enough fuel to guarantee the return, the planes dropped their bombs into the sea just before the island of Bahrain, and aborted the mission. The village of Awali is located almost in the center of the main island of Bahrain, and its wooden houses are reminiscent of those from the Lassie TV series in every way, including anti-mosquito doors. The houses are 2 and 4 bedrooms, with a large living-dining room, kitchen and two bathrooms. I was assigned to a small 4 bedroom house, but when I got there I was the only occupant. The village also had a club with a partially covered swimming pool (to prevent the summer sun from making the water too hot) and tennis courts, to which we had free access.

RONCI ATHOS A few days after my arrival, around 3.00 AM, I heard some noises: the sound of a car stopping, doors slamming, and than someone throwing something (I than saw that it was suitcases…) inside the house. , on the wooden floor. Then the door of my room suddenly open, and someone said:  Are you asleep?  Before you arrived I was asleep…….  However...... - says the guy - I'm not going to stay here…….tomorrow I'll talk to the HR and then I'll see .....  Okay…. I say…. do as you like but let me sleep now….

For the record, Mr. Ronci Athos – Umbrian from Narni – was still there in 1993, in the place that 8 years earlier he had said he would leave as soon as possible….

THE PROJECT Our client was called GPIC - Gulf Petrochemical Industries Company - a mixed Bahraini, Saudi and Kuwaiti capital company - and was part of the economic aid package from the rich Gulf countries to the ''poor'' relative of Bahrain. Later, at the time of the commissioning and start up of the plants - we would have transformed the acronym into Gruppo Pensionati Italiani Comerint, given the average age of the people that the then company 'ENI had sent to proceed with the commissioning of the plants. The project was in its final phase, and was directed by none other than the P.I. Manoli Benito Italo. Bahrain would be his last construction site personally managing, before becoming Director of the CSO Service of SNAMPROGETTI. The works were even ahead of schedule, so SNAMPROGETTI enjoyed a lot of credit with the Client. Upon delivery of the plant, the Client gifted an extra bonus of 4 million dollars to SNAMPROGETTI for its performance. The credit was than canceled in 1990, during the first Gulf War. GPIC invited SNAMPROGETTI, BECHTEL and UHUDE to provide an initial feasibility study for a urea plant to be built alongside the existing ammonia and methanol plants. BECHTEL replied that she was not interested, SNAMPROGETTI sent a fax requesting an advance of 11,000 USD for the preliminary study. The Germans from HUDE, sensing the deal, in the midst of the Gulf War, sent a representative to Bahrain to discuss the possibility of building the urea plant. In 1992 the belated SANMPROGETTI envoy to Manama was detained at the entrance gate of the plant for a couple of hours, only to be informed that GPIC had officially commissioned UHUDE with the preliminary study.

COMMISSIONING & START UP The long phase of pre-commissioning, commissioning and start-up of the plants soon began. Which were built on a so-called reclaimed land (an artificial island) created by dredging the shallow seabed, characteristic of the Bahraini island. The artificial island - equipped for safety reasons with an outer gate and an inner gate - was connected to the mainland by a causeaway approximately 3 kilometers long, and a second causeaway joined the island to the loading arms of the products, 10 kilometers further into the sea. This is to allow ships to carry out loading operations in complete safety, without the risk of running aground in the shallow seabed. There were many wrecks of ships stranded along the channel dug by the open sea up to the port of Manama - this much to the happiness of the divers, given that the wrecks had been transformed into sanctuaries of Persian Gulf tropical fish. However, I must say a word to describe the characters who are part of the commissioning – start up. These particular people, who believe they are a sort of ''NASA scientists'' intent on launching the SPACE SHUTTLE into space. As soon as they arrived at site their aim was: ''Okay, get rid of Construction people, we're here now''. The fact is that, apart from 3 or 4 of them who really knew what they were doing and were experts in the difficult process of putting the plants into operation (very dangerous indeed) all the others followed suit: ''they claimed to know'' and the less they knew, the more they pretended they were knewing. I met someone who, as soon as they heard someone approaching, started to talk about chemical formulas, operating pressures, and so on, just to put on airs. In any case, within 3 months the start up team had managed to get the two plants up and running, even if the (rhetorical) question that was circulating was - Did you make the methanol?'' ''no…I didn't…So who did it?? No one knows.... ''

Tawfeeq Mohammed Rasul Almansoor - GPIC President The President of GPIC, however, did not seem entirely satisfied, and he demonstrated it with a series of actions that were surprising to say the least. One day Mr. Tawfiq arrived at high speed at the outer gate driving his metallic blue Rolls Royce. The presence of smat guy on the guard post prevented him from ending up against the bars at the outer check point.

Mr Tawfiq continued on the causeway at full speed and the inner gate guard, warned by radio by his colleague at the outer gate, promptly raised the bars. The President's Rolls entered the area of the Administrative offices, where he finally stopped. Tawfiq got out of the car in a rage, and ordered the Security Chief who met him to organize a meeting within 15 minutes. Participants in addition to him were the Security Chef, the Director of COMERINT and the Security Advisor. We mortals later learned that the Security Chef – an British guy, former officer in Hes Majesty's army, had been fired on the spot – Reason given by Mr. Tawifiq:

''Two gates were opened for me and I was able to drive my car into the plant – and this was because at the sight of my Rolls Royce the guards thought I was driving the car. What if he was a terrorist? What if I suddenly went crazy and wanted to attack the plant? What if I had been kidnapped by terrorists who were hiding in the car filled with explosives??'' (I remember that the Rolls Royce was equipped with tinted mirror windows which did not allow anyone to see who was driving the car.) A few days later, a second episode, again with Mr. Tawifiq as absolute protagonist. He had gone between the Main Control Room and Plant Laboratory, in a fairly hidden corner of the plant, and had broken the glass of one of the fire alarms that send a signal to the Fire Department control room. He than set off the stopwatch on his Rolex Platinum Diamond Pearlmaster to see how long it would take for the firefighters to arrive. After 11 interminable minutes - I would like to point out that the Fire Station was about 700 meters from the place where Mr. Tawfiq was stationed - the firefighters arrived to find that it was a false alarm. Again an urgent meeting was called, where this time the HSE manager lost his job. The reason for such a delay – which according to Tawfiq could have led to a disaster in the event of a real fire – was that on the synoptic panel of the fire brigade control room it was not possible to identify precisely where the alarm had went off. Just a week after the episode of the false fire, the start-up of the plants had been successfuly done. The plant was even proding more ammonia and methanol than expected, around 1,200 tons per day per product, instead of the 1,000 tons expected. But many of the ''COMERINT Pensioners'' who had participated in the commissioning were still circulating in the plant. As they say in Southern Italy, ''they were mugging''. Obviously COMERINT was looking for all the plausible excuses to keep them in service, given the daily rates with which they were invoiced to the Customer. (an average of $1,200/day per person). The situation between COMERINT and GPIC had become very tense, with daily requests from the latter to demobilize the technicians. One day Tawfiq lost patience, and went to the Main Control Room - still dressed in the traditional white disdasha, ghutra on his head, he surprised a swarm of Italians having coffee, talking about football, playing on the computer. Tawfiq, who had been taken like an ordinary local, turned to the bystanders waving his arms in the Arab manner and said:  ''What is this? Coffee shop''?  The shift manager, at that moment sitting on the desk with a cup of coffee in his hand and his legs dangling, stood up and in a benevolent manner, took Tawfiq by the arm (a very serious mistake as per Arab habits) pointed to a door at the end of the corridor and told him :  Shouff (look) coffee shop for Arab is there, at the end of corridor – accompanying it all with a laugh. Tawifiq, according to bystanders, didn't show any sign of upset - he left the Control Room, called the Italian Director on the phone. Mr Fiorentino, COMERINT top manager. Mr Tawfiq ordered that all those present at the unfortunate episode were boarded on the first plane to Italy. The offices in the North wing of the Control Room were closed until further notice. But where the President of GPIC gave his best was at the final meeting with Construction Director Benito Italo Manoli and the entire SAMPROGETTI staff present. During the meeting, numbers of questions were raised which mainly concerned the safety of the systems. At a certain point Mr. Tawfiq turned directly to the Italian Doctor Mr. Busonero asking :  Doctor, in case of explosion of one or more tanks of ammonia or methanol, either due to a terrorist attack, or due to an accident, what could be the consequences?

Dead silence in the meeting room… gazes of all those present frantically crossing each other… Mr. Manoli trying to communicate via brain waves with Doct. Busonero, while coughs and noises of chairs moving rang out in the room…. ..and finally the Doctor, red in the face and with drops of sweat running down his forehead (despite the air conditioning being set to 19 degrees C – Tawfiq's favorite temperature) Doct. Busonero replied: - Well…Mr. Tawifiq…with a prevailing wind from the South-East to the North-West, the inhabitants of Manama would have from 7 to 10 minutes to recommend each one's soul to God…''

It was freezing in the meeting room, no one said a word, everyone was waiting for the President's counter-reply. Tawfiq stood up and nodded to Mr. Manoli who followed him into President's private office. The next day there was no trace of Doct. Busonero. We learned that he had been put on a plane to Rome before midnight, the deadline that Tawfiq had indicated to Mr. Manoli. Contrary, Doct. Busonero would have been arrested for telling the truth.