Construction starts on new bridge at Port of Long Beach

first_imgThe project is expected to take four years to complete. The new bridge will raise the clearance over the channel from 155 ft (47.2 m) to 200 ft (61 m), allowing the world’s biggest cargo ships to reach the inner berths of the Port of Long Beach.The port already serves some of the world’s largest ships at some of its piers, but the height of the Gerald Desmond bridge restricts these large ships from entering the inner channels.Furthermore, the new bridge will simultaneously expand a key highway that carries 15 percent of all goods entering the US.”A new bridge is vital to our port tenants, to our communities and to businesses around the world that depend on us to move their goods,” said Port of Long Beach executive director J. Christopher Lytle.www.newgdbridge.comlast_img read more

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Changing City business models

first_imgMost people would stop short of calling a $10,000 (£6,300) bonus for a one-year-qualified London-based lawyer at a US-headquartered firm a crisis. Indeed, that particular statistic is a modest improvement on 2011. But consider this. In 2007, the bonus at that same firm for a one-year-qualified would have been over $30,000. That is just one small indicator of how a quarter-century of ever-upward growth at the major commercial law firms has been compromised.These figures, from an annual salary and bonus survey by City-based recruiters Edwards Gibson, accompany other data that point to a freeze in London salaries that track US rates. And analysis last year by Royal Bank of Scotland concluded that UK commercial firms were over-lawyered by up to 5%.Hidden positionAs individuals, lawyers in City firms may see their rewards progress upwards – lockstep and merit-based rewards keeping in reasonably close alignment. But the general picture is cause for reflection on the standard business model that firms have employed. As Tony Williams, principal at Jomati Consultants, puts it: ‘A system we all knew and liked delivered above-inflation growth for 25 years – and even with blips, that trajectory was always resumed.’ Notwithstanding the restructuring that took place at many firms in 2009 and 2010, ‘firms haven’t really stood back and asked questions about how [they] deliver what the client wants’, says Williams.According to one analysis, law firms have been reprieved in this regard only because corporate clients are not acting uniformly to adjust their demands on firms’ pricing and resourcing models. However, Williams counsels that the legal sector must not be slow to look at lessons from other sectors: ‘As customers, a manufacturer buying components, or a supermarket buying groceries, demands that costs go down year on year – even though the quality of what’s provided to them may have increased and the supplier also has to invest in innovating new and improved products.’He may not yet be in the majority, but as a corporate client, Bruce Macmillan, senior vice-president, senior commercial legal counsel at Visa Europe, applies this thinking to the purchase of legal services. Putting it bluntly, as a starting point he wants to know the lowest level of competence at which legal work can be done. ‘Show me what features define competent performance in your areas of expertise and then show me what you offer over and above competence,’ he urges. ‘Then I can decide whether to pay extra for your additional service quality features, beyond what I need to pay anyone for competent performance.’What the legal profession tends to do, he says, is to blur those distinctions. But in an increasingly commoditised legal services market, ‘this failure to show that the value you add supports your prices, merely offers opportunities for new players to make you look too expensive’.Shape changersFor clients such as Macmillan, being able to ‘disaggregate’ legal advice in this way pushes legal needs both up and down the traditional City ‘pyramid’ – in cost terms at least. Hence a range of business realignment decisions made by leading commercial firms that have involved farming out ‘non-added value’ work.In April 2011, Herbert Smith Freehills opened a Belfast office, specialising in document management and review, principally for major contentious cases. The Belfast office is partly about process – ‘a highly structured approach to document management and review’ – but also about ‘competitive pricing’, using Belfast’s lower cost base. Just behind was Allen & Overy, opening its ‘Support Services Centre’ in July 2011. Styled by managing partner Wim Dejonghe as the firm’s ‘near-shore support and legal services centre’, the facility enables A&O to ‘serve clients more flexibly, handling the high-value work for them and holding on to work that might otherwise have gone to lower-cost rivals’. The centre kicked off 2013 by adding another 67 staff.In 2000 Baker & McKenzie began the process of moving ‘back office’ tasks to Global Services Manila (GSM). And while arrangements such as the Hogan Lovells’ ‘Mexican Wave’ have been in operation for a while, non-City firms report that such pairings with City firms to keep costs down are becoming more common.Such moves have captured headlines in the business and legal press, but Williams believes this is just the start. ‘Firms are starting to ask, “do we need all of our staff all of the time?”,’ he says. ‘If the flow of M&A work is lumpy – perhaps a firm only needs to retain people to do 85% of the work, knowing that it has ways of calling in extra resource.’ Firms are being ‘experimental’ at the moment, he adds, but more far-reaching decisions will follow as their confidence in new working models increases.Staffing and salary figures for this market indicate that reform of working practices is indeed imperative. The Edwards Gibson research discloses below-inflation salary rises for assistants at UK-headquartered firms for the fourth year running, with a fifth year predicted for 2013. And the bottom of the firm ‘pyramid’ is on some counts narrowing – turning the pyramid into more of a diamond at some practices. Edwards Gibson partner Scott Gibson notes: ‘There was almost no external newly qualified market for August and September qualifiers. It appeared that many firms had fewer lawyers qualifying, on account of a reduction in trainee places being offered. This is likely indicative of a continued overall reduction in lawyers at the newly-qualified level in commercial law firms.’ To make matters worse, there was also an increase in redundancies at the PQE seven-and-over level in larger City and magic circle firms.These findings would seem to support the arguments made by US lawyer-economist Michael Trotter in his provocative book Declining Prospects: how extraordinary competition and compensation are changing America’s major law firms. He believes the very largest corporate law firms are wedded to an unsustainable business model that is designed around support for the massive overheads such firms have acquired. Though his arguments are based on the New York legal market, the parallels are clear. This model, he argues, embodies inaccurate assumptions about a close link between the highly leveraged legal teams and profitability. ‘There is no correlation between the size or leverage of the top 200 US firms and their average profits per partner,’ Trotter concludes.According to this argument, what huge, highly leveraged teams on top pay have created is a system where the most experienced lawyers are effectively focused on management, and on the marketing that will win the lucrative instructions that can support those teams and their rewards. Targets for billable hours are now so high that they have contributed to poor career satisfaction for lawyers working to them.The rewards themselves are a problem, Trotter concludes. As incentives, they have attracted an oversupply of firms and lawyers working to the New York model. Current market conditions cannot support such oversupply, rendering the model at best unstable, he contends. The result has been dramatic law firm failures like the collapse of Dewey & LeBoeuf last year. Dewey, Trotter claims, ‘was caught short by fundamental changes in the dynamics and economics of the top end of the legal profession’.Solid or declining?The top-252012 was ‘another tough year’ for the upper quartile, the PwC Law Firms Survey concluded. Although 82% of firms who took part had increased fee income in the previous year, mergers and lateral hires were part of the explanation. That figure could not reflect ‘absolute growth’, it stressed.‘Firms remain a long way short of performance levels at the peak of the market back in 2008,’ the report found. In real terms, average top-10 UK fees per partner fell 22% between 2008 and 2012, while profits per equity partner dipped 24% – even though there has also been a 6% fall in equity partners in that time.Firms in the top-11-25 experienced an even greater drop in PEP – 31% on 2008 figures in real terms, even though equity partner headcount was down 20% over the same period.PwC did however strive to be positive: ‘Against a difficult backdrop, 2012 can be characterised as a solid year in the legal sector.’Source: PwCFalling down?Trotter notes there is ‘client resistance to increasing costs’. Certainly, commercial firms confirm to the Gazette that the dire state of the economy has led clients to be more demanding in service negotiations – and this in turn has prompted law firms to be more creative. ‘Clients have become more aggressive on price,’ the managing partner of one top-20 firm tells the Gazette, ‘and many take a much more direct interest in how deals are staffed’.The same managing partner notes the consensus that ‘there are too many lawyers in London – but at all levels’. That view is supported by PwC’s annual law firm survey for 2012. ‘Firms remain a long way short of performance levels at the peak of the market back in 2008,’ the survey report notes. ‘In real terms, average top 10 UK fees per partner have fallen 22% over that period… and average PEP is down 24%.’ There has been a 20% reduction in equity partner headcount since 2008.Squeezed middleAssistants see salaries and bonuses fallWhile non-partners continue to see their salaries increase year on year, that is in large part down to their progress up their law firm’s lockstep, according to recruitment consultancy Edwards Gibson’s annual survey, published this month.That reality masks a fall in real-terms rewards at each level. For the fourth year running, this research showed below-inflation salary rises for assistants at UK-headquartered firms. In those same firms at each level, there was also a fall in bonuses for the second year running.The news was better for US-headquartered law firms in London, where bonuses increased by more than a third on 2011 – averaging between $10,000 for a one-year PQE lawyer, and $50,000 for a seven-year PQE.However, bonuses at these same firms were over $30,000 and $60,000 in 2007.Source: Edwards GibsonSo why the continuing mismatch between numbers and demand? Some Gazette interviewees who preferred not to be identified described the sense of ‘obligation’ to try and take on lawyers who have trained with them. Others allude to their experience of rebuilding teams at great expense, having cut too far and too fast in previous downturns. In other cases, firms are bidding low for work, knowing that although they are simply ‘buying turnover’, it is at least keeping teams together.It should be re-emphasised that clients who have disaggregated each part of their instructions to make decisions about the precise resourcing of each component part are in a minority. ‘There isn’t an across-the-board rejection of very junior lawyers being used on matters,’ one international senior partner contacted by the Gazette notes. ‘If it is reflected in the bill, they may want to know why you brought three lawyers to a meeting where one would have done, but their demands are mostly at the levels of seeing greater efficiencies reflected in price, and wanting the certainty of fixed or predictable pricing.’ It is, the managing partner notes, more pertinently a case of law firms themselves driving the disaggregation of services in response to pressure on fee margins.Williams advises firms to get used to the idea that, in all other areas of activity, the corporates that instruct leading commercial law firms look for further efficiencies year on year. But there will always, he says, be ‘bet the company’ matters where the outcome, not the fees, is the priority for the client. ‘If there is going to be a significant impact on the share price, if a regulator may fine you hundreds of millions, if the executives could go to jail – then that remains at the high-value end,’ he stresses.For work that does not fit into that category, however – not a £500m merger, but an acquisition worth £50m, for example – the pressures are real and growing. One possibility is that firms who do not start to respond to such challenges will find clients looking to do the work themselves. As Gibson concludes: ‘In the latest figures available, there was a 12% increase in the number of solicitors with practising certificates working in commercial roles in-house – it is clear that in-house constitutes the greatest ongoing competition to law firms for legal talent.’last_img read more

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SRA ‘wrong to pursue costs via conduct rules’

first_imgThe Solicitors Regulation Authority was wrong to use professional conduct rules to pursue a former practitioner for costs, a tribunal has found. David Bellchamber had been ordered to pay fixed costs adding up to £850 in connection with a 2011 tribunal rebuke and subsequent unsuccessful appeal. He refused to pay, arguing the costs were excessive. In March the SRA took the matter to the Solicitors Disciplinary Tribunal, claiming Bellchamber had failed to comply with the costs issue in an ‘open, timely and co-operative manner’. However the SDT found that Bellchamber had been ‘entirely open’ in his refusal to pay. The tribunal found the SRA was no different to any other litigant acting as a claimant and should have issued civil proceedings to recover the sum. An SRA spokesperson said: ‘The cost of delivering sanctions should be borne by those individuals who are disciplined. We are considering the next appropriate steps to recover the profession’s money in light of the SDT’s decision.’last_img read more

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High speed: Spanish network to grow by 500 km in 2006-07

first_imgDuring the course of 2007, high speed infrastructure is due to be brought into service to Barcelona, Málaga and Valladolid as investment continues at an average €7·7bn per annum, writes Robert PrestonTHE NEXT section of the high speed line between Madrid, Barcelona and the French border, comprising 82·5 km between Puigverd de Lleida and Roda de Barà (RG 11.06 p699), was expected to open to traffic in mid-December. Works inspected by Minister of Development Magdalena Álvarez on September 19 were 97% complete, including the gauge-change installation at Roda de Barà that is equipped for both Talgo and CAF systems.It is hoped to open the 86 km between Roda de Barà and Barcelona Sants during the last quarter of 2007, but work is still far from completion – particularly on the approach to Sants alongside existing routes. Civil works still in hand include the 4·1 km Sant Joan Despí – Sant Boi section on Barcelona’s western outskirts where an 870 m long viaduct is being built over the River Llobregat and the FGC route to Martorell. This structure is expected to be completed in the summer of 2007.Before the end of 2006, the first section of the 155·5 km Córdoba – Málaga high speed line is due to open as far as Antequera. This will include new stations at Puente Genil and Antequera Santa Ana, where a gauge-changing installation equipped for both systems has been built. When the route opens between Antequera and Málaga during the last quarter of 2007, the fastest Madrid – Málaga journey time will be cut from 4 h 20 min to 2 h 30 min.At the time of a ministerial visit which took place on October 25, work on the Madrid – Segovia – Valladolid high speed line was 76% complete, and it is hoped to open the route during the last quarter of 2007. However, progress has been delayed by geological problems in the San Pedro tunnel between Colemenar Viejo and Soto del Real. Also including a 28·4 km tunnel under the Guadarrama mountain range, the new line will shorten the distance between Madrid and Valladolid from 248 km to 179·5 km. South of Valladolid at Valdestillas, a gauge-changing installation for both CAF and Talgo systems will be used by trains leaving or joining the existing main line between Madrid and Irún.CAPTION: CAF’s Brava gauge-changing equipment is fitted on the fleet of 12 Class 120 EMUs supplied to Renfe in conjunction with Alstom. Using the new gauge-changing installation at Roda de Barà, these will provide the fastest Madrid – Barcelona journey time of 4 h 15 min for the 612 kmlast_img read more

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Montréal automated metro contracts signed

first_imgCANADA: CDPQ Infra signed the contracts for the Réseau Électrique Métropolitain automated metro project in Montréal on April 12, and a groundbreaking ceremony was held on the same day.The 67 km network is intended to link the south shore suburbs, the city centre, the airport, Sainte-Anne-de-Bellevue and Deux-Montagnes, serving 26 stations. Testing is due to start at the end of 2020, ahead of the first phase opening in mid-2021. Construction is budgeted at C$6·3bn, and operations and maintenance costs have been confirmed at C$0·72 per passenger-km. In February CDPQ Infra announced the winning bidders for the two contracts. The NouvLR General Partnership won the C$5bn infrastructure engineering, procurement and construction contract. This consortium includes SNC-Lavalin, Dragados Canada, Groupe Aecon Québec, Pomerleau and EBC. The Lemay Perkins + Will Bisson Fortin Architectes consortium is responsible for design and urban integration. The Groupe des Partenaires pour la Mobilité des Montréalais comprising Alstom and SNC-Lavalin has signed a contract covering rolling stock, signalling, operations and maintenance. Alstom’s share of the C$2·8bn contract is estimated at C$2·2bn. Alstom will supply 106 two-car Alstom Metropolis trainsets and Urbalis 400 CBTC signalling. The contract also covers a control centre, platform screen doors, wi-fi connectivity, depot equipment, and 30 years of operations and maintenance. Alstom intends to establish a centre of excellence in Montréal to undertake R&D in urban transport control systems.last_img read more

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Semenya files appeal against IAAF ruling

first_imgCaster Semenya set to compete in Doha after IAAF ruling Semenya awaits verdict on IAAF rules DOHA, QATAR – MAY 03: Caster Semenya of South Africa races to the line to win the Women’s 800 meters during the IAAF Diamond League event at the Khalifa International Stadium on May 03, 2019 in Doha, Qatar. (Photo by Francois Nel/Getty Images) Caster Semenya of South Africa celebrates after winning the Women’s 800 event at the IAAF Diamond League athletics meet in Doha, Qatar May 6, 2016. REUTERS/Ibraheem Al OmariTwo-time Olympic champion Caster Semenya filed a legal challenge Wednesday in a Swiss court to block a ruling made this month that required the South African middle-distance runner to artificially lower the testosterone level in her bloodstream to compete in certain women’s events. Her appeal, her lawyers said in a news release, “focuses on fundamental human rights.”“I am a woman and I am a world-class athlete. The IAAF (International Association of Athletics Federations) will not drug me or stop me from being who I am,” Semenya, 28, said in a statement after filing the appeal.New rules from the International Association of Athletics Federations mandate that Semenya and other women whose natural testosterone levels exceed 5 nmol/L must lower the levels beneath that threshold and maintain it continuously for at least six months before a competition. The IAAF maintains that increased natural testosterone levels give competitors an unfair advantage. The Court of Arbitration for Sport, based in Switzerland, issued a 2-1 decision May 1 upholding the IAAF’s rule.“Such discrimination is a necessary, reasonable and proportionate means of achieving the IAAF’s aim of preserving the integrity of female athletics,” the CAS declared in its decisionSouth African Semenya lost an appeal to the Court of Arbitration for Sport (CAS) on May 1 which ruled the IAAF’s regulations were necessary for athletes with differences in sexual development (DSDs) to ensure fair competition.The statement added that Semenya will ask the Swiss Federal Supreme Court to set aside CAS’s decision in its entirety, which it said did not consider medical protocols and uncertain health consequences of taking testosterone-reducing medication.Relatedcenter_img Wayde van Niekerk backs Semenya in IAAF rowlast_img read more

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NYCJ Concerned About Privatization Of HEART/NTA

first_img Share Sharing is caring! NewsRegional NYCJ Concerned About Privatization Of HEART/NTA by: – September 19, 2012 Share Sharecenter_img 43 Views   no discussions Tweet Chairman of the National Youth Council of Jamaica, Ryan SmallKINGTON, September 19, 2012: The National Youth Council of Jamaica (NYC) is expressing strong opposition at an alleged move for the privatization of the Human Employment and Resource Training Agency (HEART Trust/NTA), the country’s national training agency. A CAUSE FOR CONCERN“Under the previous administration, for the latter part of 3 years, there was a 51 cent reduction in the number of persons certified by the HEART Trust/ NTA, translating to over 36,000 Jamaicans who no longer have an opportunity to upgrade themselves” Mr. Small, Youth Council President said in a statement. He further added that there has been a 22 per cent reduction in the number of participants enrolled at HEART Trust NTA in the same period.Mr. Small attributed these declines to the then Government’s decision to shut down 45 community-based facilities offering HEART NTA certification and reduction in budgetary allocation. He further noted that it was extremely disappointing to know that for the 2009/2010 financial year, J$100million was taken from the Heart Trust NTA fund and 2010/2011 financial year, J$374 million was also taken same fund. On the other hand, increasingly more and more young people are experiencing severe difficulties given their socio-economic circumstances source funds to pay for the HEART Two certification that is being requested by prospective employers when individuals with HEART Certification apply to their organization. Consequently, the effect resulting from the alleged privatization of the HEART Trust institution will see a drastic reduction in enrollment rate and more at-risk and unattached unskilled youth will unable to access skills training and certification, due to their inability to afford such programme, thus would be a step in the wrong direction, considering the alarming statistics of the number of youth who are both perpetrators and victims of their own crimes as result of change of focus policy makers.Against that background, the Youth Council is calling on the HEART Trust NTA, Ministry of Education and by extension the Government to articulate their position and plans for the HEART Trust National Training Agency. This is a clear indication of the need for urgent reform of the country’s national training agency. The Youth Council has written to the HEART Trust NTA following allegation by a highly placed source at HEART Trust of the impending privatization plan by the institution and is yet to receive written response. In the same breathe, it must be noted that efforts to contact HEART Trust via phone to in obtaining clarification have been unsuccessful as staff personnel at the institution declined to comment on the matter. NEED FOR SKILLS DEVELOPMENT POLICY In closing Mr. Small is urging the government to establish and implement a Skills Development Policy and an accompanying Workforce Development Plan. He maintained that the need for such approach is supported by data released by the Jamaica Productivity centre indicating that productivity in Jamaica has been declining at a rate of 1.4% per year for the last 35 years and by 3.4% per year in more recent years.He maintained that more resources and focus must be place on skill training that will allow our young people to be more marketable and competitive to halt the productively decline and reverse this trend. Press releaselast_img read more

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UWP proposes market driven approach to agriculture

first_imgLocalNewsPolitics UWP proposes market driven approach to agriculture by: Dominica Vibes News – November 25, 2014 Share 416 Views   no discussions Share Political leader of the United Workers Party (UWP) has revealed that his party has a plan to develop the agricultural sector through a market driven approach, if it is elected into government.Speaking at a UWP rally in Castle Bruce on Sunday 23 November 2014, Mr Linton noted that his party is very concerned about the agricultural sector.“We have been through rough times because agriculture is what has worked best for the poor ordinary people of Dominica for many years”.“When we look at what has happened to agriculture, what has happened to our farmers, what has happened to our fishermen, our Fisherfolk it bleeds our heart because the facilities that have been put in place to secure greater productivity from the agriculture sector of Dominica has to be allowed to deliver benefits to the people of Dominica,” Mr Linton said. As a result, his party will implement the market driven approach “where we will come to our responsibilities with a superior understanding of the markets for agricultural products around the world”.This approach, he said, will provide a “superior understanding” of how these markets operate, “what can be done with the niches we can find in agricultural marketing around the world, for the crops that we can grow here successfully, that is what is going to lift our standards”.“We have to feed ourselves better than we are feeding ourselves right now to secure a greater level of food security but we also have to become a lot more successful in the export of agricultural products and we will do that,” Mr Linton said.center_img Sharing is caring! Share Tweetlast_img read more

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Teknologi Ultra Broadband Sambangi Halte Bus di Selandia Baru

first_imgUntungnya biaya pemeliharan halte bus tak melulu ditanggung Pemerintah Kota, space pada halte dapat menjadi pemasukan pendapatan lewat iklan. Bahkan tak sekedar menyewakan space untuk iklan, sejak 15 tahun lalu, beberapa kota seperti Chicago dan lainya mulai mengalihkan pembangunan dan kepemilikan halte pada perusahaan periklanan.Kini tren mulai berubah, masih dalam konteks bisnis, konsep smart shelter dimunculkan, yakni halte dilengkapi dukungan koneksi ultra broadband guna meningkatkan pengalaman pengguna jasa dan tentunya membuka peluang bisnis baru, baik di segmen advertising dan retail. Percobaan halte dengan koneksi ultra broadband baru-baru ini dilakukan di Auckland, Selandia baru oleh otoritas transportasi dan konsorsium ng Connect yang terdiri dari perusahaan-perusahaan ternama seperti Chorus, Downer, Nokia dan Solta.Halte percobaan ini terdiri dari desain fisik baru, koneksinya mengandalkan Chorus broadband yang mengusung oleh teknologi Gigabit Passive Optical Network (GPON) dari Nokia, layanan router Nokia, layar sentuh interaktif dan teknologi lainnya yang dikembangkan oleh Solta. Guna mendukung penerimaan smart shelter oleh warga, dilakukan survei yang dilakukan oleh Univerisity Auckland Techology (AUT) untuk menilai penerimaan dan pengalaman pengguna yang terkait dengan tempat penampungan baru yang lebih dari ini.Dari hasil survei ternyata hanya dalam waktu singkat jumlah pengguna yang berinteraksi di halte begitu mengejutkan dengan mencoba berbagai jenis konten yang tersedia. Ini dilakukan tanpa instruksi atau pelatihan sebelumnya.Baca juga: Barcelona Terapkan Internet of Things di Transportasi PublikHal tersebut menunjukkan bahwa pengguna menganggap display interaktif berguna dan lebih banyak fitur yang dapat digunakan untuk mendukung model bisnis seperti ini. Tak hanya itu, kemampuan WiFi juga memiliki respon positif yang pesat dengan hampir 85 persen pengguna mengatakan ingin adanya koneksi WiFi di halte. Selain itu juga di pasang CCTV yang membuat penggunan nyaman dan aman serta 44 persen pengguna mengatakan mereka ingin dapat mentransfer informasi dari tampilan interaktif ke perangkat mobile untuk mempertimbangkan fitur dan model bisnis masa depan.Secara bisnis, pemilik halte bus dapat menyewakan ruang pemasangan pra sertifikasi untuk sel kecil dan lalu lintas nirkabel offload menggunakan koneksi ultra-broadband. Pada saat yang sama, iklan dapat beralih dari iklan statis yang jarang berubah ke iklan dinamis yang berubah berdasarkan informasi kontekstual. Tanda-tanda interaktif dapat mengadopsi kemampuan seperti kios yang memungkinkan dinamika fitur untuk menghasilkan pendapatan. Sensor dapat dipasang dengan cara yang sama seperti sel kecil untuk memungkinkan koleksi, analisis, dan monetisasi data dengan memungkinkan akses ke pihak ketiga yang membayar.Di Selandia Baru, ekosistem yang terlibat dalam percobaan ini mulai tertarik untuk mengeksplorasi kemampuan tambahan dan menguji model bisnis terkait untuk solusi tempat peristirahatan yang terhubung. Di masa depan, konsep ini akan diperluas lagi dalam kerangka multi modal untuk memasukkan bus, kereta api, kapal feri, dan moda transportasi lainnya.Share this:Click to share on Twitter (Opens in new window)Click to share on Facebook (Opens in new window)Like this:Like Loading… RelatedPunya Kualitas Rendah Karbon, Halte di Inggris Raih Predikat Ramah Lingkungan10/10/2017In “Bus dalam kota”10 Halte Bus Ini Jelas Tidak Biasa10/04/2017In “Bus dalam kota”Mengapa di Setiap Negara Membutuhkan Halte Bus?19/10/2018In “Bus dalam kota” Foto: cmu.edu Dalam mendukung konsep smart city, beberapa kota di negara maju telah mengadaptasi halte bus menjadi ‘tempat cerdas’ dalam model smart shelter. Disebut cerdas pasalnya halte bus ini tak biasa, di tempat orang menunggu bus ini sudah dilengkapi berbagai teknologi yang bisa membuat orang tidak bosan dan mengalami kejenuhan.Baca juga: Internet of Things Tunjang Transportasi Berbasis BusKabarPenumpang.com melansir dari smartcitiesworld.net, di Amerika Serikat diperlukan dana yang cukup besar untuk membangun halte bus, berkisar US$2000 sampai US$15.000 dengan biaya perawatan dari US$500 sampai US$30.000 per tahunnya. Biaya ini pun biasanya tergantung ukuran, lokasi, tingkat vandalisme dan kualitas lingkungan tempat tinggal.last_img read more

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Ederson’s 83-yard assist for Sterling’s winner against Schalke thrills fans

first_imgEderson wowed fans on social media with his 87-yard assist for Raheem Sterling’s winner against Schalke on Wednesday.The Brazil international sent a well-executed floated pass over his opponent’s defence that found Sterling.That was Ederson’s second assist of the season that now takes him level with some esteemed stars.The Manchester City goalkeeper now has the same number of assists as Mesut Ozil, Anthony Martial and Arjen Robben this campaign.He, in fact, has set up more goals than Liverpool’s Naby Keita, Jorginho, Lucas Moura and Marco Verratti.Kyle Walker is now fearing Ederson will have better numbers than him at the end of the season.Walker said on Twitter: ‘When he tells you he’ll end up with more assists than you…and now you’re starting to get worried.’Gary Lineker was impressed as he said: ‘Never mind his goalkeeping, what a player Ederson is with the ball at his feet.‘Imagine playing against a keeper who passes it better than you.’Someone else said: ‘What a ball from Ederson, yet Alisson is still better?’City took the lead through Sergio Aguero against the Bundesliga side on Wednesday but went behind to two Nabil Bentaleb penalties.Leroy Sane then scored a stunning free-kick to equalise for Pep Guardiola’s side before Sterling came up with a late winner.last_img read more

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