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stellarchildcareau · 28 days ago

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Goodstart Bray Park - Kensington Way

The educators at Bray Park Child Care Centre nurture learning and development for children from ages 6weeks to 5 years. Their educational program is guided by best practice and early childhood theories. The centre has a balance of natural and manmade play spaces and experiences.

Overall parental satisfaction with the Package is moderate. However, flexibility was rated lowest of all aspects of the Package by parents.

Goodstart Bray Park - Kensington Way

Goodstart Bray Park - Kensington Way is located within a shopping centre and close to local conveniences, making it easier for daily drop offs and pick ups. This centre offers education and care for children ages 6weeks to 5 years, with dedicated educators nurturing learning and development through play-based programs. Rooms from Nursery to Kindergarten are set up in line with the Early Years Learning Framework, with sensory and play based opportunities provided in colourful, stimulating surrounds.

There are a number of ways to get to Goodstart childcare Bray Park - Kensington Way. The 671 bus is the most convenient, with stops nearby at Kensington Way Near Gloucester Cr, Samsonvale Rd Near Windrest St, and Lawnton Station. Moovit gives you step-by-step directions and real-time bus tracking, so you can always know how far it is to the destination.

With all the essentials at your fingertips this is a prime location for a family home. With the local shops of Kensington Village only a short walk across the road, the Pine Rivers Bowls Club & Les Hughes Sporting Complex an easy stroll along the way and Bray Park train station just a 10 minute walk away, it’s all there for you to enjoy. The kids will love being able to go for walks down to the nearby playground too.

Goodstart Bray Park - Elmwood Drive

Located on Samsonvale Road and Elmwood Drive, Goodstart Bray Park is conveniently close to public transport routes. With a focus on school readiness and preparing children for their future academic endeavours, the centre provides a stimulating curriculum and an immersive, culturally rich environment to support holistic growth.

Highly qualified educators are committed to establishing trusting relationships with families, creating an engaging and interactive learning experience for every child. From music and storytelling to outdoor activities, the curriculum is designed to encourage exploration and creativity, as well as cognitive development and physical coordination.

Safety and hygiene are paramount, with strict health protocols in place to create a safe environment for all. With an emphasis on open communication and partnerships, the centre actively seeks opportunities to strengthen bonds between children and their families, providing regular updates and engagement. Goodstart Bray Park - Elmwood Drive is an ideal choice for parents seeking quality care and education for their child.

Goodstart Bray Park - Francis Road

Goodstart Bray Park - Francis Road is an Australian Child Care Centre in Warner, Qld, Australia. It's a 0 star centre that offers childcare from 7:00am to 6:00pm, 5 days a week. Its programs promote holistic growth of children with an emphasis on creativity, confidence and individuality.

Toddle is here to help you find the best childcare centre for your family, with a range of quality options available in Bray Park. Explore, shortlist and compare with just one click, then secure your spot with a booking request. Fees may vary based on childcare subsidy eligibility.

There are 14 child care centres in Bray Park.

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agentsgroup55 · 28 days ago

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Understanding Full Business Set Up Solutions in Qatar: Your Questions Answered

Setting up a business in Qatar is an exciting prospect for entrepreneurs looking to tap into the lucrative markets of the Middle East. With its strategic location, thriving economy, and investor-friendly policies, Qatar presents significant opportunities for both local and international businesses. However, understanding the full business set up solutions in Qatar is key to ensuring your venture starts smoothly and successfully. In this article, we will explore the process of setting up a business in Qatar, address common concerns, and guide you through the essential steps.

Legal Requirements for Business Setup in Qatar

The first step in exploring full business set up solutions in Qatar is to understand the legal requirements. Qatar has specific rules that entrepreneurs must adhere to in order to legally establish a business within its borders. Foreign investors, in particular, need to familiarize themselves with these regulations.

In Qatar, most businesses require a local partner who holds at least 51% of the company shares. This is a stipulation under the country’s Commercial Companies Law. However, there are exceptions in certain free zones and specific industries where 100% foreign ownership is allowed. To avoid complications, it's important to research the legal structure that best suits your business needs.

Some of the key legal requirements include:

Obtaining a Commercial Registration (CR): This is the first formal step in setting up a business in Qatar. A CR allows your business to operate legally and conduct transactions.

Trade License: This is a mandatory requirement for businesses to operate, and different industries have varying licensing requirements.

Tax Identification Number (TIN): Businesses need to obtain a TIN to comply with Qatar’s tax regulations.

Having expert legal guidance is crucial at this stage, as it helps ensure that all paperwork is handled correctly and in compliance with local laws.

Costs Involved in Setting Up a Business in Qatar

One of the most common questions entrepreneurs have when considering full business set up solutions in Qatar is the cost involved. The costs can vary depending on the type of business, its location, and the complexity of the setup. Generally, the following expenses are involved in the process:

Company Registration Fees: These include charges for obtaining the commercial registration and trade license. The fees may vary depending on the nature of your business.

Office Space: Depending on the location and size of the business, renting office space in Qatar can range from moderate to expensive, particularly in prime business areas.

Sponsorship Fees: If a local partner is required, there may be sponsorship fees involved, which can be negotiated as part of the partnership agreement.

Legal Fees: Hiring legal advisors to navigate the complex regulatory environment can incur costs, but it is a necessary investment to ensure compliance and avoid future legal issues.

While the costs might seem significant, it's important to consider them as part of a long-term investment in your business’s future success in Qatar’s thriving market.

Importance of Local Partnerships

Another critical aspect of full business set up solutions in Qatar is the importance of establishing a strong local partnership. As mentioned earlier, most businesses require a Qatari partner who holds 51% of the company shares, unless operating in specific free zones or industries that allow 100% foreign ownership.

Choosing the right local partner is essential because this individual or entity will play a key role in your business’s success. A good partner not only helps meet legal requirements but can also provide valuable local market insights, connections, and resources that foreign entrepreneurs might not have access to on their own.

Local partnerships in Qatar are based on mutual trust and transparency. It is important to establish clear agreements and expectations from the start to ensure a smooth and beneficial working relationship.

Steps to Setting Up a Business in Qatar

The process of setting up a business in Qatar can be broken down into manageable steps. By following these steps, entrepreneurs can ensure that they meet all the legal and regulatory requirements and are set up for success.

Choose Your Business Structure: The first decision is to determine what type of legal entity your business will be. Options include limited liability companies (LLCs), branch offices, and representative offices.

Find a Local Partner or Operate in a Free Zone: For most business types, a local partner is required, as per the Commercial Companies Law. Alternatively, businesses can set up in free zones where foreign ownership is allowed.

Obtain Commercial Registration: You will need to apply for a CR, which officially registers your business with the Qatari government.

Secure a Trade License: Depending on the type of business you are setting up, you may need to apply for a specific trade license from the Ministry of Commerce and Industry.

Register for Tax and Obtain a Tax Identification Number (TIN): Compliance with Qatar’s tax system requires that you register for a TIN and stay updated on tax regulations.

Open a Bank Account: You’ll need to open a corporate bank account in Qatar, which requires submitting your commercial registration and other legal documents.

Lease Office Space: Depending on the nature of your business, you may need to lease office space, which must be done before applying for a trade license.

Expert Consultations for Business Setup in Qatar

Navigating the full business set up solutions in Qatar can be complex, especially for foreign entrepreneurs unfamiliar with the legal and cultural environment. This is where expert consultations can prove invaluable. Business setup consultants in Qatar can provide personalized advice, help you choose the right business structure, connect you with potential local partners, and ensure that all legal paperwork is filed correctly.

Consulting experts helps entrepreneurs make informed decisions and avoid common pitfalls in the business setup process. These professionals can also advise on tax regulations, licensing requirements, and ongoing compliance obligations, ensuring that your business remains in good standing.

Conclusion

Setting up a business in Qatar can be a rewarding venture, given the country’s growing economy and supportive business environment. By understanding the full business set up solutions in Qatar , including legal requirements, costs involved, and the importance of local partnerships, entrepreneurs can navigate the process with confidence.

Whether you’re a foreign investor or a local entrepreneur, the right guidance and preparation will help ensure that your business in Qatar starts on a solid foundation. Personalized consultations from experts can further assist you in making informed decisions, helping your business thrive in this dynamic market.

#Full business set up solutions in Qatar

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abhigmi · 2 years ago

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Cold Milling Machine Market Research Observes Strong CAGR Demand and Development by 2030

The cold milling machine market is anticipated to experience robust growth by 2030 owing to significant advancements in construction technologies. Additionally, the growing number of smart city projects across the globe is expected to drive market demand through the analysis timeframe.

Key industry players have been engaging in strategic partnerships, technological innovation, and product launches to enhance their business presence, thereby improving the overall dynamics of the cold milling machine market. For instance, in March 2022, Wirtgen Group, a road construction and maintenance machinery provider, launched its new series of compact milling machines in North America.

Get sample copy of this research report @ https://www.gminsights.com/request-sample/detail/5293

The line comprises three models viz., the W 120 Fi, W 130 Fi, and W 100 Fi, which are compliant with the US Tier 4 Final exhaust gas emission standards. With this product launch, Wirtgen exhibited its solutions for the complete road construction process. Notably, the firm has incorporated its F-series large milling machines into this new generation of milling machines.

Similarly, in March 2022, Bomag, a prominent equipment manufacturer, presented various pieces of milling, compaction, and paving equipment at the World of Asphalt event held in Nashville, Tennessee. The showcased products included the BW 206 AD-5 AM tandem roller, new compact BM 600/15-2 and half-lane Bomag BM 1200/35-2 mills, the CR 1030 T highway pavers, and the BF 200 C-2 cart path.

The cold milling machine market has been segmented in terms of milling width, region, application, and type.

Based on type, the market has been segmented into wheel and crawler. Between these two, the crawler cold milling machines segment held a substantial market share in 2021 and is projected to observe sturdy expansion in the upcoming time period. The ability of these machines to quickly and efficiently remove asphalt and concrete surfaces is contributing to the growth of the crawler segment.

On the basis of the milling width, the market is classified into below 2 feet, 2 feet to 5 feet, and above 5 feet. Among these, due to its cost-effectiveness and flexibility, the 2 to 5 feet segment is expected to register a steady growth rate through the study timeframe.

Request for customization @ https://www.gminsights.com/roc/5293

In the regional context, the Europe cold milling machine industry is primed to depict notable expansion through the forecast timespan. Soaring emphasis on the development of smart cities would create massive growth potential for manufacturers in Europe, which is likely to fuel regional market progress in the coming years. Meanwhile, the cold milling machine market in Latin America is expected to attain a sizable valuation by 2030 driven by rapid urbanization across emerging nations in the LATAM region.

Table of Contents (ToC) of the report:

Chapter 1 Methodology & Scope

1.1 Scope & definitions

1.2 Methodology and forecast parameters

1.3 Region-wise COVID-19 impact analysis:

1.3.1 North America

1.3.2 Europe

1.3.3 Asia Pacific

1.3.4 Latin America

1.3.5 Middle East & Africa (MEA)

1.4 Data Sources

1.4.1 Secondary

1.4.2 Primary

1.5 Industry Glossary

Chapter 2 Executive Summary

2.1 Cold milling machine market 3600 synopsis, 2018 - 2030

2.2 Business trends

2.3 Regional trends

2.4 Type trends

2.5 Milling width trends

2.6 Application trends

Browse complete Table of Contents (ToC) of this research report @ https://www.gminsights.com/toc/detail/cold-milling-machine-market

HVAC & Construction Research Reports

Modular & Prefabricated Construction Market

Cranes Rental Market

Scissor Lift Market

About Global Market Insights:

Global Market Insights, Inc., headquartered in Delaware, U.S., is a global market research and consulting service provider; offering syndicated and custom research reports along with growth consulting services. Our business intelligence and industry research reports offer clients with penetrative insights and actionable market data specially designed and presented to aid strategic decision making. These exhaustive reports are designed via a proprietary research methodology and are available for key industries such as chemicals, advanced materials, technology, renewable energy and biotechnology.

Aashit Tiwari

Corporate Sales, USA

Global Market Insights Inc.

Toll Free: 1-888-689-0688

USA: +1-302-846-7766

Europe: +44-742-759-8484

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Email: [email protected]

#Cold Milling Machine Market Analysis #Cold Milling Machine Market by Type #Cold Milling Machine Market Share #Cold Milling Machine Market Development

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noassallclass · 4 years ago

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So my roommate spent all of today writing up a report for Critical Role as a company and I really don't know much about business stuff but I think it is fascinating. Read to the end for a wild ride.

"Okay here is my idea of how Critical Role is actually structured based on what public information exists:

At Geek and Sundry, ��Critical Role” as an entity was essentially a partnership between all cast members. The only asset this partnership had was the intellectual property of CR and the only Revenue it took in was licensing that IP to Geek and Sundry. This is because Critical Role Partnership was adamant about maintaining ownership of the IP. This license then pays out between the partners. Percentage

ownership of Critical Role Partnership is divided based on money put in, and previous work done. I would be very surprised if Mercer did not own at least 25% but probably not more than 50%, and the others are probably more or less even. At this point, the cast members both draw a salary from geek and sundry as employees (or contractors), and collect drawings from the licensing of the IP and also royalties as actors. When Orion leaves, the others almost certainly force him to sell out his ownership portion and he probably gets royalties from Geek and Sundry (and later CRPLLC). At this point, this licensing agreement is the only transaction that the entity “Critical Role” actually conducts.

Geek and Sundry pays to produce, distribute, and market the show, and takes all profit. It also takes some aspects of creative control, but probably not that much, though this is listed as the reason to leave Geek and Sundry. At this point, Critical Role continues to license with Geek and Sundry’s parent company Legendary Digital Networks and incorporates their partnership into a Limited Liability Corporation “Critical Role Productions”.

The ownership split is probably kept mostly the same, unless someone decides to sell portions of their shares, but I don’t see why they would. The shareholders (or owners) at this point hire a bunch of employees. Some roles they hire themselves, like Willingham as CEO and Mercer as CCO, and some they hire outsiders like COO Ed Lopez, SVP of Marketing Rachel Romero, and VP of Business Development Ben Van Der Fluit. Those who take additional roles will take salaries for those roles, as well as a salary for acting and writing, and dividends from profits. It is likely that Lopez got a certain amount of shares because C-Suite Executives often do as bonuses because it’s non-taxed income until he sells it and it incentivizes maximizing profits because that would increase his dividends. The other employees probably did not receive shares, so as not to dilute the percentage ownership further.

Critical Role seemingly has no board of directors (it’s possible they have one which is not public), which only happens when there are so few shareholders that they can all convene and take votes (Usually less than 20 owners), implying they don’t use investors to raise cash, which is consistent with a desire to retain creative control. This also means that it is up to all of the shareholders to vote on decisions about the managers of the company instead of a board. That means the only way they could fire Willingham as Chief Executive Officer is if all of the shareholders convene and vote for his firing. Without a board of directors, which often has independent outsiders, this is typically seen as bad for the company’s interests, but is legal in this case because it’s a limited liability corporation and they do not trade on an exchange .

Over the next year or so, CRPLLC makes a new studio and Geek and Sundry gradually relinquishes the distribution rights to older episodes. At this point everyone who works towards the function of the production and distribution of shows is an employee of CRPLLC and not Legendary or Geek and Sundry. For the past couple of years, Critical Role has licensed various brand crossover products like Funko Pops and The Darkhorse Comics. Funko Pop pays CRPLLC for the character likenesses and keeps all profits. CRPLLC also produces its own merchandise like t shirts and that sexy calendar that they pay manufacturers to produce and CRPLLC makes the profit in that scenario. They also have advertising revenue, which is a straightforward revenue stream.

Throwing back to two paragraphs ago, if they don’t use investors to raise cash, how can they afford to embark on a new expensive project that wouldn’t pay out until the future? Well, they could take out a loan (ew interest), save more money in retained earnings forgoing development in other areas (what do you mean we can’t afford to redo our website?) OR

They could do an 11 million dollar kickstarter! This would allow them to retain ownership of both the company and the product, because kickstarter is essentially just buying really expensive merchandise! People will buy a 30 dollar mug if it also comes with the promise that if enough people do it, they’ll make a tv show. Kickstarter money is revenue, not financing and it’s actually against kickstarter’s rules to promise equity for backers. Instead, kickstarter backers assume the risk that investors take (albeit on a smaller individual scale) with none of the benefit besides knowing that they helped make something exist. Compare this to if I, Callie invested $11 million into CRPLLC.

If the Legend of Vox Machina completely bombs and bankrupts CRPLLC which was kickstarted: CRPLLC would have to sell off all of its assets, resolve its liabilities (pay people for work done before laying them off, pay off bank loans) and whatever is left over would be split between the owners. Do they owe you, the kickstarter backer, for not making the show? Legally no. You chose to give us that money and had to trust we would spend the money well to make a good show and we spent all our money making sure our tree leaf animation looked good and could only afford to make 2 episodes.

If the Legend of Vox Machina completely bombs and bankrupts CRPLLC and it was Calliestarted: It would still be the same, except now Callie, the person who put in a lot of money for this show, is also an owner, and at least gets a slice of that money after the debts are paid off.

If the Legend of Vox Machina is really successful and it’s kickstarted: Good job, you did it! You got a fun tv show and like a t shirt! Fun!

If the Legend of Vox Machina is really successful and it’s Calliestarted: Not only do I get my fun tv show and probably also every piece of merch that exists, I got mad paid as an owner, not just from the show itself, but as we sell more and more merchandise because I’m a part owner of the company. I then continue to make money from literally everything else the company does until I decide to sell my shares or the company goes bankrupt.

And even better news! Amazon Prime bought the streaming rights for two seasons, so now I, Callie, have even more money from that sweet sweet licensing money.

Speaking of which, it is likely that the Amazon Deal is structured as follows: Amazon pays CRPLLC to license LoVM, with the stipulation that kickstarter backers can access the first 10 episodes legally. CRPLLC pays, with Kickstarter and Amazon money, Titmouse Inc. to produce LoVM. CRPLLC makes the difference between what they paid Titmouse (variable cost, depending on ultimate cost of animating) and what Amazon paid them. Amazon makes the difference of what they paid CRPLLC and what they make at market with LoVM. Amazon is the only company that stands to profit directly from the actual product of LoVM doing well. If it does poorly, there’s the possibility it gets cancelled, meaning that CRPLLC (and maybe Titmouse if CRPLLC already commissioned the work from them) will still get paid by Amazon, but never released. It’s possible that other companies could buy the license from Amazon in this scenario. This is the risk of selling your show to another company.

CRPLLC also has one subsidiary and one associated foundation: Darrington Press LLC and The Critical Role Foundation

Darrington Press LLC is an imprint of CRPLLC created to design and produce card and board games with the Critical Role IP. DP has 3 listed employees, Ivan Van Norman as Head of Darrington Press, Darcy L. Ross as Marketing Manager, and Mercer as Creative Advisor. As a subsidiary, it is wholly owned by CRPLLC. DP pays manufacturers and contractors to design and manufacturers games and pays for its own advertising, as a separate entity from CRPLLC. DP will likely sell its products to games distributers and the Critical Role Store. If the Critical Role Store sells DP games it’s because CRPLLC bought them from DP. The relationship between DP and CPRLLC is that when DP makes a profit and pays dividends, the recipient is CPRLLC. If DP goes bankrupt and cannot pay its debts, CPRLLC is not required to pay them. CPRLLC also chooses DP’s Board of Directors, which is probably just the owners of CPRLLC. This is all very ordinary. DP has four announced games set to release in 2021, but as of yet has not released any products or made any revenue.

The Critical Role Foundation is a registered non-profit and legally distinct from CRPLLC with seemingly no employees, with Johnson as President, and 4 other Board Members: Mercer, Lopez, Romero and another person named Mark Koro, who is a figure very closely tied to critical role I will outline later. Lopez and Romero are also in a long-term relationship or perhaps marriage. It is usually considered a bad idea to have two partners on a board of directors, as a conflict of interest can arise easily. As a registered non-profit CRF’s projected breakdown of donations is 85% grants to other non-profits, 10% emergency fund allocation, and 5% admin costs (this would be where possible future employees’ salaries would come from). Board Members on non-profits traditionally don’t take salaries, but can use their role as a board member to calculate donated time as a charitable donation for tax purposes. This all seems pretty normal. It’s not stated if or how much CRPLLC itself donates to CRF, including its initial endowment, besides the donation of free advertising, as no donation matching or any other programs seem to be advertised. In terms of an initial endowment, it seems that the only money put in was immediately spent on filing fees and legal fees, meaning the initial endowment was less than $5000. As a result, CRF operates from donors and possibly is not funded at all by CRPLLC. Any money that is donated from CRPLLC’s profits to CRF would be a charitable donation and lower CRPLLC’s taxable income amount. CRF began collecting non-taxable donations in May 2019, and as of December 8, 2020 CRF has yet to publish their 2019 financial statements, so not much is publicly known of how much money is raised by CRF and if they achieved their desired breakdown.

Now to talk about Mark Koro. Koro is an executive of Governmental Affairs (some places list director and others list VP) at Qualcomm, a telecommunications technology company with an annual profit of $7.67 Billion, and is estimated to make $20 per smartphone sold. Every smartphone. Qualcomm has been sued by China, South Korea, Taiwan, the EU, and the USA for anti-competitive behaviour. Koro’s department of Governmental affairs is responsible for negotiating and bidding with governments for contracts and rights to airwave frequencies, and also lobby and develop proposals for telecommunications legislation and policy. Before this, Koro worked at the National Security Agency in their corporate relations department liaising with defence and intelligence contractors. Before this, he worked in the George H.W. Bush administration as The National Security Advance Representative. This entails preparing logistics and security for Presidential events and dispatching Secret Service Agents to respond to Presidential Threats and continued in this capacity under following administrations until 2008. Koro was also an advisor to The Deputy Director of the NSA (the second highest position in the Intelligence Agency), and was a consultant to The Lawrence Livermore National Library, which is

“self-described as a ‘premier research and development institution for science and technology applied to national security.’ Its principal responsibility is ensuring the safety, security and reliability of the nation’s nuclear weapons through the application of advanced science, engineering, and technology.”

These positions are all listed on Koro’s biography on the The United Nations website for the International Telecommunications Union Radiocommunication Sector (accessed Dec. 8, 2020). Mark Koro has no public associations with Charitable Work.

There is little online about Koro’s association with Critical Role, besides an article stating that Koro, as a fan of the show, in 2016 matched $50,000 worth of donations to 826LA. Koro’s associations with a monopolistic technology company, the NSA, Nuclear Weaponry, and multiple presidential administrations would be cause for alarm for many of CR’s fans, but if it were a purely professional relationship, it could be excused as including him for his business accumen, but Mark Koro is mutuals on twitter with all of the cast members and Brian W Foster, Britney Walloch-Key. This might seem like normal professional courtesy, but there is a lot of interaction between Koro’s account and Critical Role Employees’ personal accounts that reflect at least a close personal relationship between people that he would not interact with regularly just as a board member of a legally distinct organization."

P.S. 100% of Critical Role's Chief Officers are men in relationships with female subordinates.

#critrole critical #long post #i wont be able to answer too many questions as i am not a business major like my roommate is #its about the transparency for me #also theres more but this post is so long as it is

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spaceexp · 5 years ago

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Space station to forge ultra-fast connections

ESA & DLR - Columbus Module patch. Fev. 7, 2020 Astronauts aboard the International Space Station plan to install a high-speed radio link to enable almost real-time connections with Earth. The upgrade to the ESA Columbus laboratory will relay data from experiments on the Station back to Earth almost instantaneously. The fridge-sized device will fly to the Station aboard Northrop Grumman’s 12th Cygnus supply ship on 9 February.

Columbus over Earth

The device will send signals from the Station, which orbits at an altitude of 400 km above Earth, even further into space, where they will be picked up by European satellites in geostationary orbit 36 000 km above the surface. These satellites – called the European Data Relay System – remain in constant communication with the same ground station on Earth, unlike the Station, which switches from one to another as it loops around the planet every 90 minutes.

Communications antenna for the Columbus module on the ISS

Dubbed ColKa for ��Columbus Ka-band antenna’, the upgraded system will provide speeds of up to 50 Mbit/s for downlink and up to 2 Mbit/s for uplink. This will allow astronauts and researchers to benefit from a direct link with Europe at home broadband speeds – delivering a whole family’s worth of video streaming for science and communications. A spacewalk later this year will be dedicated to upgrading the Columbus module. Two astronauts will take ColKa through the Station’s airlock and bolt it to the outside of Columbus. The antenna connects to a dedicated plug outside Columbus that feeds the data from the facilities and computers inside.

Northrop Grumman Antares CRS-13 Prelaunch

Columbus was conceived and designed over 20 years ago, when the internet was in its infancy. The laboratory was launched to the Station in 2008 and uses the Station’s network and NASA’s infrastructure for communications with the Columbus Control Centre. The upgrade will ensure faster communications, independent from the NASA system, to relay data from more and more experiments allowing researchers on Earth to access their experiments at all times for another decade to come. Colka was designed and built by British and Italian companies as prime contractors, using products from Norway, Belgium, France, Canada and Germany, some of which have been qualified under the ESA’s programme of Advanced Research in Telecommunications Systems (ARTES). Colka will use the infrastructure for the European Data Relay System developed as a Partnership Project between ESA and Airbus, as part of ESA’s efforts to federate industry around large-scale programmes, stimulating technology developments to achieve economic benefits. The know-how gained from designing, building and running ColKa will be instrumental for ESA’s communications package under the Esprit project that is being designed for the lunar Gateway – an outpost over 1000 times farther from Earth than the International Space Station. Related links: Telecommunications & Integrated Applications: http://www.esa.int/Applications/Telecommunications_Integrated_Applications European Data Relay System: http://www.esa.int/Applications/Telecommunications_Integrated_Applications/EDRS Advanced Research in Telecommunications Systems (ARTES): https://artes.esa.int/ Images, Text, Credits: ESA/L. Parmitano, CC BY-SA 3.0 IGO. Best regards, Orbiter.ch Full article

#space #science

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hybiz12 · 4 years ago

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Nippon India Digital Innovation AIF invests INR 50 Cr in Endiya Partners Fund II New Investment enables Japanese institutions, corporates to access and leverage digital innovation from Indian Startups (01)Endiya Fund II has received an investment of INR 50Cr from the Nippon India Digital Innovation AIF Fund. The Partnership with Nippon’s Digital Innovation Fund will provide Endiya portfolio companies with financial and strategic support resulting in increased access to growth opportunities and sustainable scalability. #NipponIndia #Endiyafund #Digitalinnovation #NAMindia #Nipponlifeinsurance Nippon India Digital Innovation AIF (NIDIA), a Fund of Funds, is a true example of collaboration targeted under the India-Japan Digital Partnership with the encouragement and support of the prime ministers of both countries. It is managed by Nippon Life India AIF Management Limited (NIAIF), a 100% subsidiary of Nippon Life India Asset Management Limited (NAM India). Nippon Life Insurance (NLI) owns 75% of NAM India. (01 end) (02)The FoF plans to invest in approximately 15-20 venture capital funds in India. The FoF shall invest across multiple horizontals like robotics & automation, internet of things (IoT), artificial intelligence, machine learning, consumer technology, etc & various verticals like manufacturing, EV’s, automobiles, financial services, healthcare, education, eCommerce, retail, pharma, etc Endiya Partners is a seed and early-stage venture capital firm investing in IP led Indian product start-ups that are globally relevant. Endiya’s current portfolio includes Darwinbox, Steradian Semiconductors, Kissht, SigTuple, and Myelin Foundry.(02 end) (03)Limited Partners in the Fund include financial institutions, corporates, and family offices across India, Europe, and the U.S. Endiya Fund II will seek to invest in 16 – 20 start-ups, with an initial cheque size of US$ 500,000 to US$ 1 million in Seed/Pre-series Rounds and a planned investment of up to $5 million per company. Founded in 2016 by Sateesh Andra, cardiologist-turned-investor Ramesh Byrapaneni, and Abhishek Srivastava, Endiya added Abhiram Katta to its top deck in 2018 and most recently expanded its Investments team by hiring Dipesh Chawla and Lakshmi Kancharla.(03 end) (04)Endiya’s investment strategy addresses a funding gap in the venture capital spectrum in India between Angel and Series A investments, enabling entrepreneurs to find a value accretive partner to further the development of their vision to build a sustainable business model. While industry averages state that 30% of seed deals go on to raise follow on capital, 75% of Endiya’s Portfolio has raised follow on rounds. This affirms the team’s ability to successfully identify and co-create globally scalable early-stage startups. Endiya Fund II most recently received a commitment of INR 75Cr ($10M approx.) from the International Finance Corporation (IFC), a member of the World Bank Group. IFC has also committed an additional US$ 10 million for direct co-investments alongside Endiya Fund II.

#NipponIndia #Endiyafund #Digitalinnovation #NAMindia #Nipponlifeinsurance #NipponLifeIndia #LifeInsurance #NipponIndiaPharmaFund #NipponIndiaMutualFund #NipponIndiaGold #NipponIndiaDebtFund #TopBusinessNews #LatestNews #NewsUpdates

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mariacallous · 2 years ago

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In his speech to the United Nations General Assembly on Sept. 21, Mongolian President Ukhnaagiin Khurelsukh devoted much of the first half of his remarks to Mongolia’s dedication to internationalism and efforts to avoid war and conflict. Khurelsukh was laying out an independent Mongolian foreign policy that criticized Russian aggression against Ukraine—without directly mentioning the invasion. Since Mongolia’s democratic revolution and withdrawal of Soviet support, Mongolia has looked to the international community in its attempt to chart a foreign policy that maintains its independence from overbearing neighbors China and Russia. Ulaanbaatar’s approach may be a model for others in a new world of rival blocs.

The unprovoked and faltering Russian invasion of Ukraine has raised many questions about the direction of international relations. One of these questions centers on what kind of bloc may form around China and now-subservient partner Russia, especially in Asia. A realist perspective has led to expectations that few independent continental Asian countries will be able to resist Chinese pressure to fall in line with its leadership. To many experts, the recent Shanghai Cooperation Organization summit was a confirmation of this Chinese leadership being projected into Central Asia as one battleground for bloc formation. But Central Asian nations are pushing back against the idea of inevitably being drawn into Beijing’s orbit. Another possibility is so-called active nonalignment being discussed in some South American and—in other versions—Southeast Asian circles.

Mongolia sits in a particularly precarious situation with China and Russia as its only neighbors, one that is sometimes described as sharing a bed with a bear and a dragon. The country is dependent on Russian energy as the sole supplier of fuel to Mongolia and the sole supplier of electricity to western Mongolia. China, meanwhile, absolutely dominates Mongolian trade by importing consumer goods and exporting Mongolian resources—primarily copper but also gold, coal, and other minerals.

As much as Mongolia has sought to chart its own course for the last three decades, the walls have been closing in as China and Russia’s partnership deepens. Since the mid-1990s, Mongolia has pursued a course that seeks to balance constructive relations with its two neighbors by intensifying relations with “third neighbors”—i.e., friends that share democratic commitments but also a market economy. These third neighbors include the United States, of course, a relationship that was formalized in a strategic partnership in 2019 and became a partner in the annual Khaan Quest military exercises that have been held in Mongolia since 2003. Will Mongolia continue to be able to pursue this independent foreign policy despite geopolitical shifts brought about by China’s ascendence and Russia’s aggression?

Initial signs this spring seemed to suggest that the days of Mongolian relations with its third neighbors were numbered. The government has yet to issue any kind of direct criticism of Russian aggression and abstained from various U.N. resolutions giving voice to such criticism. There are many prominent critics of Russian aggression, such as former Mongolian President Tsakhiagiin Elbegdorj or former Prime Minister Mendsaikhany Enkhsaikhan, who often refer to the preponderance of minorities, such as Buryats, in Russia’s military. But a large portion of Mongolian elites not only speak Russian but are distinctly Russophile. Before the collapse of the Soviet Union, not only was Russian the main second language in Mongolia but elites often studied there. Today, many Mongolians are much more likely to seek higher education in third-neighbor countries. Interestingly, somewhat older pro-Russian voices have largely gathered on Facebook while vociferous critics have been more active on Twitter. But although the government has not embraced a position that is critical of Russian aggression, many conversations I had in Ulaanbaatar this summer suggested that abstaining on U.N. resolutions was actually a daring move as it indicated precisely that Mongolia was not easily falling into line with China and Russia.

Enter internationalism as Mongolia’s opportunity to maintain its independence and independent outlook. As emphasized by Khurelsukh in his speech, Mongolia has a long-standing history of internationalist commitments since its democratic revolution in 1990. “Mongolia has consistently pursued a peace-loving, open, multi-pillar, and independent foreign policy,” Khurelsukh asserted. The early highlight of these commitments was the declaration of a nuclear weapons-free status at the U.N. General Assembly in 1992, only one year after the dissolution of the Warsaw Pact.

In the past two decades, this commitment has expanded to active participation in peacekeeping operations. Specific initiatives, such as support to women peacekeepers, have further bolstered these commitments. In August, U.N. Secretary-General António Guterres visited Mongolia and made many references to Mongolia’s contributions, including Khurelsukh’s campaign to plant 1 billion trees as a contribution to the fight against climate change.

Khurelsukh’s extended plea for dialogue as a resolution to conflict—a veiled reference to Russian aggression and Central Asian turmoil in the past month—reaffirms Mongolia’s desire to maintain an independent foreign policy in the face of pressure from its overbearing neighbors, a desire that deserves international and specifically U.S. support. As Khurelsukh said at the U.N. General Assembly, “In today’s complex reality, we should always strive to learn from the mistakes of the past, uphold mutual trust, understanding, and respect, and make every effort to resolve any misunderstanding, conflict or war by peaceful means and dialogue.”

Some third neighbors have already taken steps that suggest a new values-driven engagement of Asian neighbors to China and Russia. This year, Germany announced that it would restart foreign aid to Mongolia. Australia opened itself to Mongolians via working holiday visas.

One area for increased engagement by third neighbors and the United States would be energy security. As Europe struggles to free itself from energy dependence on Russia, the United States sits in a relatively comfortable position, having a secure domestic supply of hydrocarbons. Setting aside the enormous risks this supply poses to the world facing a climate emergency, Mongolia is reliant on Russian energy and its own coal supply. Yet, it has abundant potential for the development of alternative energies. Most obvious in this context is the 300 days of annual sunshine that most of the country enjoys and the low population density that would make industrial-scale deployment of solar power generation possible.

Yet, unlocking this potential and the additional possibility of becoming a significant exporter of energy to China and thus creating some leverage in economic relations requires enormous capital investments initially to build a smart power grid. The other possibility that has been highlighted by the Mongolian government is the development of hydropower. Notwithstanding the challenges that come with such megaprojects around consultations with local communities, the loss of rangelands, and the financing and logistics of construction itself, hydropower offers perhaps the most direct counter to Mongolian dependence on Russian power supplies.

Although not mentioned directly in Khurelsukh’s speech, U.S. and international support for alternative energy projects in Mongolia would provide an avenue to renew third-neighbor relations. After all, the potential of a growing confrontation with a China-Russia alliance calls for efforts to realize this partnership and further bolster Mongolia’s commitment to democracy and human rights as well as its independence.

The United States is currently strongly engaged with the Mongolia Water Compact that is focused on drinking water for Ulaanbaatar, the capital. A focus on enabling the development of an alternative energy sector could focus on drawing lessons from large-scale mining projects to address challenges around community responses to shrinking pasturelands. Although solar projects do not lead to big holes in the ground, they might demand extensive fencing, not least to keep livestock—still the backbone of Mongolian life for many families—out.

All this needs financing. The risk here is that China has the vehicles and market motivation to step in easily, so any other sources of international financing will in and of itself provide some balance.

When it comes to security considerations, it is important to give the Mongolian government some leeway for its decision-making. What may have looked like a lack of opposition to Russian foreign policy for the past six months from afar may actually have been as far as the government has been able to go in staking out a position critical of Russia. The next flash point may already be looming in the thousands of Russian men who have migrated to Mongolia to avoid conscription in the past weeks. Although the Mongolian government is already issuing them resident permits, what if Moscow demands their return? After all, ethnic Mongolians fleeing China have been returned, as have North Koreans who have made their way to Mongolia.

Mongolia can provide a model for how to engage the many countries that ring China and Russia in a time when they struggle to resist pressure from Beijing and Moscow. Mongolia may not be able to openly condemn its domineering neighbors—but that doesn’t mean it’s happy about them.

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paybolt · 2 years ago

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Announcing PayBolt Sri Lanka! A Web3 Crypto Payment Gateway For Business

Bridge partnership and PayBolt Sri Lanka

We are super excited to announce along with Bridge Advisory and Consulting, we are forming a PayBolt subsidiary company in Sri Lanka where PayBolt will be the majority shareholder and Bridge will take a minority stake.

The headquarter will be situated strategically in Port City, Colombo, which is a Special Economic Zone where the local government has launched plans to attract blockchain and cryptocurrency companies to build a flourishing web3 fintech city.

The purpose of PayBolt Sri Lanka is to

· Promote and grow cryptocurrency payments in the country and the South Asia region.

· Powering the region with web3 crypto payments.

· Obtain regulatory, crypto, and banking licenses required to operate on a global scale.

· Inward remittance of crypto will also help the country increase its dollar reserve.

Bridge Advisory and Consulting

With over 50 years in combined senior leadership in top MNCs around the world in IT, digital transformation, fintech and blockchain technology, the team at Bridge has a wealth of experience to carry out the mission of creating a flourishing web3 hub for Port City.

Co-founder of Bridge Michael Sathasivam is very optimistic about the future: “over the last few years, the government has placed a priority on attracting blockchain and crypto companies to expand and grow their footprints through the Port City region.

By offering attractive tax breaks and friendly crypto regulation, they have grand plans of turning Port City into a new fintech capital of South Asia.

We decided to partner with Paybolt because we see great potential in the service they provide, and they will have a first mover advantage and are well positioned to take advantage of the Port City initiatives.”

Sri Lankan merchants are ready to adopt crypto

On the backs of government instability leading to a fluctuating Sri Lankan Rupee, the merchants are primed to accept new forms of payment, that is fast, secure, and pegged to USD (in the case of stable coins).

Government, regulatory & banking support

For any crypto initiative to thrive and grow a scale, regulatory clearance and support is critical. We have regular meetings with the local government and regulatory bodies regarding our plans.

To date the dialogues have been very positive, the government is very understanding and supportive of our vision to make crypto payments the default way for everyone to pay. We are diligently working with them on the local banking regulatory guideline and making sure our payment systems operate in line with the guidelines.

Multi-phase adoption approach

PayBolt Lanka aims to drive a national-level effort to bring inflow into Sri Lanka. This will support the existing Forex challenges currently faced by Sri Lanka to promote economic growth.

In phase 1 we will target the hospitality and tourism industry, with foreigners and tourists that are the most likely early adopters to utilise the benefits of paying with crypto, which will save them time, money, and hassle of forex exchanges, improving the overall tourism experience.

Phase 2 will be e-commerce and food & beverages, exposing merchants to a young, crypto-savvy demographic they would otherwise not traditionally have access to.

Mainstream adoption is on the way

Bridge partnership and PayBolt Sri Lanka

We are super excited to announce along with Bridge Advisory and Consulting, we are forming a PayBolt subsidiary company in Sri Lanka (shorturl.at/stv890) where PayBolt will be the majority shareholder and Bridge will take a minority stake.

The purpose of PayBolt Sri Lanka is to

· Promote and grow cryptocurrency payments in the country and the South Asia region.

· Powering the region with web3 crypto payments.

· Obtain regulatory, crypto, and banking licenses required to operate on a global scale.

· Inward remittance of crypto will also help the country increase its dollar reserve.

Bridge Advisory and Consulting

By offering attractive tax breaks and friendly crypto regulation, they have grand plans of turning Port City into a new fintech capital of South Asia.

Sri Lankan merchants are ready to adopt crypto

Government, regulatory & banking support

For any crypto initiative to thrive and grow a scale, regulatory clearance and support is critical. We have regular meetings with the local government and regulatory bodies regarding our plans.

Multi-phase adoption approach

PayBolt Lanka aims to drive a national-level effort to bring inflow into Sri Lanka. This will support the existing Forex challenges currently faced by Sri Lanka to promote economic growth.

Phase 2 will be e-commerce and food & beverages, exposing merchants to a young, crypto-savvy demographic they would otherwise not traditionally have access to.

Mainstream adoption is on the way

Over the next few years, PayBolt Sri Lanka plans to roll out its payment gateway across Port City, Colombo, and eventually to the rest of the country.

Backed by a welcoming government and banking sector, PayBolt will look to ensure crypto payment becomes the preferred method of payment for the millions of merchants and users in the country of Sri Lanka.

Follow/Join/Subscribe PayBolt official handles

Twitter �� https://twitter.com/PayBoltOfficial

Telegram – https://t.me/paybolt

Instagram – https://www.instagram.com/paybolt/

Reddit – https://www.reddit.com/r/PayBolt/

Facebook – https://www.facebook.com/PayBolt

YouTube – https://www.youtube.com/c/PayBolt

Medium – https://paybolt.medium.com/

#paybolt #web3 #crypto #blockchain #payment gateway #cryptocurrency #fintech #PayBolt Sri Lanka #DeFi #crypto payment gateway

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healthcare-market · 3 years ago

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Micropump Market Growth to be Stimulated by Brisk Technological Expansions

Global Micropump Market: Snapshot

The global micropump market is estimated to expand at promising pace during the forecast period of 2021 to 2031. This growth can be attributed to many factors including increased product demand from the medical device industry. Polymer, glass, and silicon are some of the materials used in the manufacturing of micropumps.

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An upcoming research report by Transparency Market Research (TMR) gives 360-degree analysis of prime factors shaping the growth curve of the global micropump market. Drivers, present and historical trends, restraints, R&D activities, challenges, growth opportunities, and key market technological advancements are some of the important factors presented in the research report in an easy-to-understand manner.

The research analysts have presented major information and assessment of the global micropump market in the form of varied segments. The segmentation of the market is performed on the basis of many important parameters such as product type, application, material, end-user, and region. In terms of product type, the market for micropump is classified into five parts, namely, syringe pump, mechanical micropump, peristaltic pump, non-mechanical micropump, and piezoelectric micropump.

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What are Key Factors Driving Growth of Micropump Market?

Over the period of past few years, micropumps are gaining traction across varied industry verticals clinical & analytical lab, medical equipment & devices, biotechnology, pharmaceutical industry. This popularity can be attributed to many advantages these products offer, including fewer leaks, lower manufacturing costs, reduced requirement of power, and increased precision due to the controlled flow of fluids and drug delivery dosage into a body. Moreover, these devices are known for known for handling extremely limited volumes of liquid proficiently.

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Micropumps are used by biotechnology & pharmaceutical companies, hospitals & diagnostic centers, and academic & research institutes. Increased product use in these industries is expected to boost the expansion opportunities in the micropump market in the upcoming years.

Blood transportation through artificial hearts, transdermal insulin delivery, hormone treatment, pain and wound-care management, and injection of glucose and drugs are some of the medical application of micropumps.

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Competition Landscape of Micropump Market

The global micropump market is moderately fragmented in nature. Owing to existence of several companies, the competitive landscape of the market for micropump is quite fierce. Thus, players are executing organic and inorganic strategies in order to maintain their prominent position. Mergers, acquisitions, partnerships, collaborations, and joint ventures are some of the major strategies utilized by companies in the global market.

Companies engaged in the global micropump market are increasing efforts to develop innovative products. As a result, they are growing investments in R&D activities. Major enterprises in the micropump market are growing efforts to launch products that fulfill the present demand from medical device industry.

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https://www.prnewswire.com/news-releases/plant-based-vaccines-market-is-expected-to-reach-us-2-34-billion-by-2031-end-emergence-of-numerous-infectious-diseases-to-fuel-growth-of-the-market-says-tmr-301385503.html

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Each TMR syndicated research report covers a different sector - such as pharmaceuticals, chemicals, energy, food & beverages, semiconductors, med-devices, consumer goods and technology. These reports provide in-depth analysis and deep segmentation to possible micro levels. With wider scope and stratified research methodology, TMR’s syndicated reports strive to provide clients to serve their overall research requirement.

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premisin21 · 3 years ago

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Premisin, a coworking and workspace provider emerges as a strong player

The flexible workspace sector has reached a tipping point. Following many years of continuous growth, global demand for temporary offices, meeting rooms and co-working areas is set to explode.

Premisin operates from seven centres in Raipur, spread over 50,000 square feet with 800+ seats and more than 100+ clients.

The larger part of revenues come from the managed office solution since every Premisin centre, on average, has two to three anchor clients occupying 75% of the space. The company always believe that demand drives all. Premisin with its existing centres in prime locations and with growing demand has a plan to expand its centres to 4 more locations with a total area of 1,45,000 sq. ft and 2200+ seats.

Premisin is promoted by Sjain Ventures Limited, which is recently valued at 135 CR. Planning of starting a coworking space has never been easy but since it is a very attractive proposition from several aspects such as flexibility, freedom of choice and minimal investment. In the three years since its inception, Premisin has always been the leader of the change in the way people have seen and come to view the workspace. Being new in the coworking & workspace industry, it has never been a cakewalk for Premisin. For director Divya Jain, the aim of a flexible workspace is to build a strong community of entrepreneurs, freelancers and startups. Premisin, since its inception always believes in 'We work together to build a better community'.

Divya Jain, Director of Premisin, said, "Everything we do from the design or customization of our buildings to the services we provide is based on how we can create the best collaborative environment for the community. When you have people from almost every industry working together in one facility, the experience and skills you have access to is unrivalled. Our community teams focus on this aspect of our business so each member feels inspired and excited about how we can help them grow their business.

" Coworking and flexible workspace is collaborative and flexible by nature and has observed many new trends and unique practices over the years. Due to aggressive competition and ever-increasing demand, several leading players have donned their brainstorming caps in order to maintain market relevance and further retain clients with value-added benefits.

Premisin believes strongly and holistically that co-working is the future of work and the team supports it in every way. Today, coworking and workspace are not only relevant for small businesses and freelancers, but also for big corporations and any team seeking more agile workspaces. Premisin is offering its managed/serviced office solutions to numerous clients, including a few big market players who are looking to set up their base in Chhattisgarh. The primary focus is to provide the community with end to-end solutions and even go the extra mile by scouting innovations.

Speaking about the business model, Divya Jain says Premisin charges range from about Rs 4,000 per workstation to Rs 3,00,000 for an office space per month. Present across Chhattisgarh, the company at present has a total of 6000+ seats, 50+ cabins, and 8 luxury office spaces.

Premisin has more than 100+ clients, including Urban Company, Zomato Private Limited, Reliance Home Finance, We Expo India, Aeroaeon Avionics, Phone Pe, Uber India Systems, IREP India, Aramex, Byju's, Aarohan Aavishkar Group, Quess Corp, Go Digit, and Brightpath Associates LLC to name a few.

Speaking about future plans, Divya Jain says the company is looking to expand its geographical presence and services in other Tier II and III cities. Additionally, This year, to pump up the growth, Premisin plans to open a flexible workspace franchise. This will be initially launched in Raipur, Bilaspur, Durg / Bhilai as a Location of Interest. Further, this will be replicated in other cities like Nagpur, Jabalpur, Pune, Mumbai, Ranchi & Bhuwneshwar.

Premisin Plan to franchise in partnership with large landlords, premium builders, diversified business groups & wealthy HNIs. The company says, if it's a developing commercial property on their own or one that is already complete, the landlords/owners know that keeping their property full of tenants has a major impact on their business. However, if the companies are looking for ways to avoid vacancies, it's time to think outside of the box. More and more commercial property owners recognize that integrating a co-working space into their facility is a great way to enhance their property. Therefore, Premisin has designed a franchise investment model to increase the revenue. Divya Jain concluded by saying, "It is this sense of community that has driven the demand for Premisin spaces among startups, freelancers, small companies and entrepreneurs across the globe. There is enough demand, the team at Premisin want to increase the market size by creating awareness about co-working spaces and ensuring that every operator has a profitable run. Our holistic approach differentiates us."

The biggest benefit through the franchise model is that the Premisin coworking and workspace adds to the client's commercial development by filling a space with their franchise investment instead of searching for other businesses for that particular space. Premisin comes with a host of benefits for the clients by giving them a professional place to go to work each day. Even better, as a franchisee, you will have Team Premisin's full support in terms of complete Interior Planning / Drawing & Execution Plan - MEP, Network Drawing, Fire Exit Plan, Sitting Layout, BOQ, Marketing & Branding, Listing of Space, Consultancy, Center Manager, Technology, App - Andriod + iOS and assistance when opening for business, and finding clients. At the end of the day, putting Premisin in an available space with the company's development keeps costs down and adds multiple streams of revenue to the commercial property resulting in a win-win situation.

#premisin #coworking #coworking space #coworking office space #office space #office space on rent

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techminsolutions · 3 years ago

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Cabinet approves Rs 19,041 cr viability gap funding for BharatNet project

The Cabinet on Wednesday approved public private partnership mode for the rollout of BharatNet project for broadband services in villages in 16 states with viability gap funding of Rs 19,041 crore, Telecom Minister Ravi Shankar Prasad said. Prasad said the decision to involve private players was taken after Prime Minister Narendra Modi announced on August 15, 2020 that around 6 lakh villages in…

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h2smedia · 5 years ago

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Kodak launches CA Series Dolby vision Android 4K TVs at Rs. 23,999

India’s manufacturer of TVs and electronics, Super Plastronics Pvt. Ltd. (SPPL), today announced the launch of Kodak CA Series, its first-ever range of Android TVs on Flipkart, India’s home-grown e-commerce marketplace to cater to the growing demand for smart televisions in the country. The series is available in four variants- 43 inch, 50 inch, 55 inch and 65 inches. The price of the series starts from Rs. 23,999 for the 43-inch variant; the KODAK 50CA7077 (50 inches) will cost Rs. 27, 999 and the KODAK 55CA0909 (55inhces) is at 30,999 while the top model that is KODAK 65CA001 (65 inches) available at RS 49,999. SPPL, which is Kodak’s brand licensee in India, has expanded its range of smart televisions in India by launching Android powered televisions. These bezel-less TVs are equipped with impressive array of features such as Dolby Vision, 4k HDR10, Android 9.0 interface, Dolby Digital plus with DTS TruSurround, multiple connectivity options with USB 3.0, HDMI ARC/CEC and Bluetooth v.5.0 (latest version) with user friendly remote. The remote has dedicated hotkeys for Netflix, Amazon Prime Video, YouTube and Google Play Store that will bring unlimited entertainment at your fingertips. It is also equipped with Google Assistant for smooth navigation. SPPL is the only brand licensee in India that has partnered with Google, to make in India. According to Acumen Research and consulting, the global android TV market size is expected to reach around $231 Billion by 2026 with a CAGR of around 20% during the forecast period of 2019-2026. The growing integration and extension of multi-media coverage is a natural progression for android TV. Taking about the partnership with Google, Mr. Avneet Singh Marwah, Director and CEO, Super Plastronics Pvt Ltd, a Kodak brand licensee said, “It gives us immense pleasure to announce the launch of our official android televisions in partnership with Google. Our aim is to reach every household in the country, and we are committed to achieve the goal with our strong channel network and competitive pricing. In the past 4 years, Kodak HD LED TVs have witnessed a phenomenal growth. This year, we are targeting to achieve 8% share in the Indian television market”

“As a homegrown e-commerce marketplace, Flipkart has a deep understanding of its consumers who are looking for the best-in class technology and smart product solutions. We are pleased to bring Kodak's first ever range of Android TVs in India to millions of Flipkart consumers. With our industry-first affordability payment constructs such as Debit Card EMI, Buy Now Pay Later etc., we will help take the Kodak brand to the deepest corners of the country,” Hari Kumar, Senior Director – Large Appliances, Flipkart. https://youtu.be/pgZfRj3zxCU “Kodak is pleased to have completed four years with SPPL and excited to add android technology to the Smart Tv space with this valuable licensee.” Clara Fort, VP- Global Brand Licensing SPPL is targeting to launch new TV models throughout the year. In 2020, SPPL is targeting a turnover of 700 cr for FY 2020-21. With the launch of official android televisions, SPPL aims to witness 100% growth in volume sales in 2020 as compared to 60 % growth in 2019. The current market share of Kodak HD LED TVs in Indian television market is 4%. Read the full article

#kodak #kodak4k #kodaktv

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bigyack-com · 5 years ago

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BJP leader scores self-goal with Rs 40,000 cr theory; Sena calls it treachery - india news

Anant K Hegde, the Bharatiya Janata Party’s five-time MP from Karnataka, has come up with a bizarre theory around Devendra Fadnavis’s 80-hour-long stint as chief minister. Hegde claimed that Fadnavis’ record tenure of just a little over three days was designed to divert Rs 40,000 crore from the state treasury back to the central government, a claim that forced Fadnavis to stand in front of the television cameras to issue a firm denial.“I deny the statement and reports that I returned money sent by the Centre to Maharashtra,” the former chief minister said.Fadnavis, whose second term is the second shortest tenure of a chief minister in Maharashtra, said the state government’s role in the bullet train project was limited to acquiring land for the ambitious project.The former chief minister also pointed that everyone who understood how funds move between the Centre and the states would realise that the statement was baseless. He did not name Anant K Hegde in his rebuttal.“Anyone who understands how Central and state governments accounting systems work will not make such statements. The state finance department can probe this. I think those who make such statements and others who are giving reactions to them are both in the wrong,” Fadnavis said.Fadnavis had hoped to have a longer stint when he quietly took oath as chief minister in a surprising turn of events on 23 November. He had the support of Nationalist Congress Party leader Ajit Pawar. But his new partner - its pre-poll ally Shiv Sena had walked out on him over the chief minister’s chair - wasn’t able to get other NCP legislators to switch their loyalties.Shiv Sena boss Uddhav Thackeray finally replaced him last week, in Maharashtra’s first-of-its kind partnership with the Nationalist Congress Party and the Congress.Anant Hegde’s claim was so bizarre that the Nationalist Congress Party’s Nawab Malik appeared reluctant to believe it either.“It is not possible,” Nawab Malik said. But he didn’t let the opportunity to jab the BJP and Fadnavis either. If it has happened, it exposes the BJP’s face, the NCP leader said as he attacked Prime Minister Narendra Modi and demanded his resignation for the transfer of funds.Shiv Sena’s Sanjay Raut was unforgiving. In a tweet, he flagged Anant Hedge’s comment that Fadnavis had moved the money to the Centre before mounting his attack. “This is treachery with Maharashtra,” he said, tagging chief minister Uddhav Thackeray’s handle.This isn’t the first time that Anant Hegde has embarrassed his party. Like when in 2017 he claimed that the BJP would amend the constitution to exclude secularism from the preamble. That row had led to a major uproar in parliament too.Right ahead of the national elections this year, the BJP leader had tweeted in support of Pragya Singh Thakur over her comments describing Mahatma Gandhi’s assassin Nathuram Godse as a patriot. He was then told by his party to delete the tweets. Source link Read the full article

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jayu123-me · 5 years ago

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Relays Market is expected to be valued at US$16.24 bn by the end of 2021

The global relays market has been foreseen by the analysts at Transparency Market Research (TMR) to hold a fragmented nature at large. This could be on account of a significant count of regional companies existing in developing markets for relays. There were three manufacturers that had secured a substantial share for relays in the latest past, viz. Siemens AG, Schneider Electric (SE), and Omron Corp. Other manufacturers operating in the market have been anticipated to take to different strategies for sustaining an exponential share in the coming years. Of these, the introduction of novel brands, strategic partnerships, and mergers and acquisitions could hold a prime importance.

According to a market research report authored by TMR, the global relays market has been forecasted to advance at a CAGR of 7.7% between 2015 and 2021 to attain a valuation of US$16.24 bn by the final forecast year. By application, industrial automation could earn a larger revenue of US$3.60 bn by 2021. By region, Asia Pacific has been projected to showcase a higher valuation of US$7.15 bn by the same year.

Advanced Relays Improve Performance of Smart Grids on Several Parameters

The world relays market has been prognosticated to gain a whole lot of demand in the next few years with the lead taken by industrial automation on the back of the increasing need to lessen human involvement on shopping floors globally. However, one of the primary driving factors for the market could be the aggressively rising demand for smart grids on a global platform. With the help of technologically sophisticated relays, smart grids have been envisaged to exhibit a fine level of reliability, power stability, and efficiency. Relays could also improve sustainability in power grids. Generally, manufacturers have been envisioned to stay consistently demanded in the power sector, owing to the ability of relays to prevent fluctuations and overloads even in regular power grids.

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Global Players Lose Local Consumers as Regional Players Serve with Low Price

With a massive count of regional players catering to the specific demands of local industries, the international relays market may not bode well for global companies. Besides enjoying the advantage of geographical proximity, local players could have an upper hand in the market due to their lower-grade products offered at cheaper prices. Relays offered by global brands, on the other hand, could be comparatively costlier. Furthermore, technologies offered by local players could be more or less similar to those offered by internationally prominent companies. This has been predicted to choke product innovation and the overall growth of the market.

Nevertheless, global players have been prophesied to create opportunities with their higher quality relays, which local companies may not be able to achieve because of lack of skilled workforce, access to advanced technology, and financial backing. Companies could also attract more end users with the involvement of environment-friendly materials during the manufacture of relays. Global players have been expected to expand their presence in regional markets to counter challenges put forth by local companies.

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Popular products such as signal and automotive relays could create strong prospects in the market to cash in on. Moreover, leading regions such as Asia Pacific have been expected to add to the demand for relays with the surging adoption of solar power projects and implementation of smart grids.

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