Amity Institute of Aerospace Engineering an Overview of Yearwise Placement
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The Great Tekhelet Debate—Blue Or Purple? Baruch and Judy Taubes Sterman
archaeological VIEWS The Great Tekhelet Debate—Blue or Purple? Baruch and Judy Taubes Sterman FOR ANCIENT ISRAELITES, TEKHELET WAS writings of rabbinic scholars and Greek and Roman God’s chosen color. It was the color of the sumptu- naturalists had convinced Herzog that tekhelet was a ous drapes adorning Solomon’s Temple (2 Chroni- bright sky-blue obtained from the natural secretions cles 3:14) as well as the robes worn by Israel’s high of a certain sea snail, the Murex trunculus, known to priests (Exodus 28:31). Even ordinary Israelites produce a dark purple dye.* were commanded to tie one string of tekhelet to But the esteemed chemist challenged Herzog’s the corner fringes (Hebrew, tzitzit) of their gar- contention: “I consider it impossible to produce a ments as a constant reminder of their special rela- pure blue from the purple snails that are known to Tekhelet was tionship with God (Numbers 15:38–39). me,” Friedländer said emphatically.1 But how do we know what color the Biblical writ- Unfortunately, neither Herzog nor Friedländer God’s chosen ers had in mind? While tekhelet-colored fabrics and lived to see a 1985 experiment by Otto Elsner, a color. It colored clothes were widely worn and traded throughout the chemist with the Shenkar College of Fibers in Israel, ancient Mediterranean world, by the Roman period, proving that sky-blue could, in fact, be produced the drapes donning tekhelet and similar colors was the exclusive from murex dye. During a specific stage in the dyeing of Solomon’s privilege of the emperor. -
Media Coverage Of
MEDIA COVERAGE REPORT CMD’s Interview with Thomson Reuters SUBMITTED BY CORPORATE PUBLIC RELATIONS ITI LIMITED India’s ITI Expects 25% Revenue Growth This FY on Govt Orders - Chairman By New Delhi Newsroom/NewsRise State-run telecom and defense equipment maker ITI expects its revenue to grow 25% this fiscal year and 30% in the next on the back of a string of government orders, its chairman and managing director said. The company has already signed contracts worth 27 billion rupees for this financial year which will drive up revenue growth, Rakesh Mohan Agarwal told NewsRise. Agarwal said he expects revenues worth 22 billion rupees to flow in the next fiscal year that begins in April from the recent 77.79 billion rupees deal from defense department. ITI had, last month, signed a deal for phase IV of the Army Static Switched Communication Network, or Ascon, a telecom network spread across the north and western regions of the country. The company’s total order book at the end of September stood at 140 billion rupees, he said. ITI’s revenue in the last fiscal year ended March grew 23% to 20.59 billion rupees. The company also has a tie up with Indian software exporter Tech Mahindra to make fourth-generation, or 4G, and next- generation 5G network gear. Agarwal said the company along with Tech Mahindra has already submitted a proof-of-concept proposal to the telecom department, and is aiming to grab state- owned Bharat Sanchar Nigam and Mahanagar Telecom Nigam’s upcoming tender to supply telecom equipment in the southern region. -
Cloud Transformation/ Operation Services & Xaas
Cloud Transformation/ A research report Operation Services & XaaS comparing provider strengths, challenges U.S. 2019 and competitive differentiators Quadrant Report Customized report courtesy of: November 2018 ISG Provider Lens™ Quadrant Report | November 2018 Section Name About this Report Information Services Group, Inc. is solely responsible for the content of this report. ISG Provider Lens™ delivers leading-edge and actionable research studies, reports and consulting services focused on technology and service providers’ strength and Unless otherwise cited, all content, including illustrations, research, conclusions, weaknesses and how they are positioned relative to their peers in the market. These assertions and positions contained in this report were developed by and are the sole reports provide influential insights accessed by our large pool of advisors who are property of Information Services Group, Inc. actively advising outsourcing deals as well as large numbers of ISG enterprise clients who are potential outsourcers. The research and analysis presented in this report includes research from the ISG Provider Lens™ program, ongoing ISG Research programs, interviews with ISG advisors, For more information about our studies, please email [email protected], briefings with services providers and analysis of publicly available market information call +49 (0) 561-50697537, or visit ISG Provider Lens™ under ISG Provider Lens™. from multiple sources. The data collected for this report represents information that ISG believes to be current as of September 2018, for providers who actively participated as well as for providers who did not. ISG recognizes that many mergers and acquisitions have taken place since that time but those changes are not reflected in this report. -
Indigo Blue Cas N°: 482-89-3
OECD SIDS INDIGO BLUE FOREWORD INTRODUCTION INDIGO BLUE 3H-Indol-3-one, 2-(1,3-dihydro-3-oxo-2H-indol-2-ylidene)-1,2-dihydro CAS N°: 482-89-3 UNEP PUBLICATIONS 1 OECD SIDS INDIGO BLUE SIDS Initial Assessment Report For SIAM 2 Paris, France, 4-6 July 1994 1. Chemical Name: 3H-Indol-3-one, 2-(1,3-dihydro-3-oxo-2H-indol-2-ylidene)-1,2- dihydro- (Indigo Blue) 2. CAS Number: 482-89-3 3. Sponsor Country: Japan National SIDS Contact Point in Sponsor Country: Mr. Yasuhisa Kawamura, Ministry of Foreign Affairs, Japan 4. Shared Partnership with: 5. Roles/Responsibilities of the Partners: • Name of industry sponsor /consortium • Process used 6. Sponsorship History • How was the chemical or As a high priority chemical for initial assessment, Indigo Blue category brought into the was selected in the framework of OECD HPV Chemicals OECD HPV Chemicals Programme. Programme ? SIDS Dossier and Testing Plan were reviewed at a SIDS Review Meeting in 1993. At SIAM-2, the conclusion was approved with comments. Comments at SIAM-2: Rearrangement of the documents. 7. Review Process Prior to the SIAM: 8. Quality check process: 9. Date of Submission: Date of Circulation: March 1994 10. Date of last Update: 11. Comments: 2 UNEP PUBLICATIONS OECD SIDS INDIGO BLUE SIDS INITIAL ASSESSMENT PROFILE CAS No. 482-89-3 3H-Indol-3-one, 2-(1,3-dihydro-3-oxo-2H-indol-2-ylidene)-1,2-dihydro- Chemical Name (Indigo Blue) O H N Structural Formula N O H CONCLUSIONS AND RECOMMENDATIONS It is currently considered of low potential risk and low priority for further work. -
Everest Group's PEAK Matrix for Banking AO
TM Topic: Everest Group’s PEAK Matrix for Banking AO Service Providers Focus on HCL Technologies July 2015 Copyright © 2015 Everest Global, Inc. This document has been licensed for exclusive use and distribution by HCL Technologies Background and scope of the research Background of the research Rise of digital consumers, need for business agility, growing costs of regulatory compliance, and threat from non-banking competitors in areas such as payments were the key challenges faced by banks in 2014. Banks are aligning their technology priorities around cost containment, efficiency, risk & compliance management, and transformation. Banks continued to invest in development of specific applications for regulatory compliance, risk management, channel-specific initiatives (social, mobile, etc.), and customer analytics The service provider landscape is intensifying as providers ramp up their capabilities, invest in innovative technologies, form alliances, and acquire strategic targets to address the growing and complex application services needs of banks and financial institutions In this research, we analyze the capabilities of 30 leading AO service providers, specific to the global banking sector. These providers were mapped on the Everest Group Performance | Experience | Ability | Knowledge (PEAK) Matrix, which is a composite index of a range of distinct metrics related to each provider’s capability and market success. Additionally, Everest Group has also profiled the capabilities of these 30 service providers in detail including a comprehensive picture of their service suite, scale of operations, domain investments, delivery locations, and buyer satisfaction specific to banking AO services This document focuses on HCL Technologies’ banking AO experience and includes: Overview of the banking AO service provider landscape Everest Group’s assessment of HCL Technologies’ delivery capability and market success on PEAK matrix Detailed banking AO profile for HCL Technologies Copyright © 2015, Everest Global, Inc. -
Title: Indigo in the Modern Arab World Fulbright Hays Oman and Zanzibar
Title: Indigo in the Modern Arab World Fulbright Hays Oman and Zanzibar Program June-July 2016 Author: Victoria Vicente School: West Las Vegas Middle School, New Mexico Grade Level: 7-10 World History, United States History Purpose: This lesson is an overview of the geography of Oman and to find out more about the Burqa in Oman. There are examples provided, artwork examples, a photo analysis, an indigo dyeing activity, and readings from, “Language of Dress in the Middle East.” Activate knowledge of the region by asking students questions, for example: What is the color of the ocean? The sky? What does the color blue represent? Have you ever heard the word Burqa? Can you find the Indian Ocean on a Map? Oman? Are you wearing blue jeans? Time: 150 minutes for the lesson Extension Activity: Three days for the indigo dyeing process. Required Materials: Map of the Indian Ocean Region, Map of Oman, including Nizwa, Bahla, and Ibri, Internet, Elmo, Projector, Timeline of Indigo in Oman, show the video clips about dyeing indigo, have the students fill out the photo analysis sheets, and then for the extension activity, spend at least three days or 15 minutes per class for a week, dyeing the material. Resources: 1. Map of Oman and the Indian Ocean region http://geoalliance.asu.edu/maps/world http://cmes.arizona.edu 2. Video clips for background information: Http://www.youtube.com/watch?v=pG1zd3b7q34 http://www.youtube.com/watch?v=7z6B7ismg3k http://www.youtube.com/watch?v=Ay9g6ymhysA&feature=related 3. National Archives Photo Analysis Form or create your own. -
Placement Analysis - 2019 Batch
Placement Analysis - 2019 Batch Highest Package Offered Average Package Offered Lowest Package Offered 12.0 LPA 4.0 LPA 3.0 LPA Total No of Companies Invited : 502 Total no of Students Placed : 1328 Top Companies with packages above 5 Lacs (CTC) S.No Company Name 1 TCS 2 SHELL TECHNOLOGIES 3 AVIZVA 4 OPTUM 5 Zycus 6 XEBIA IT 7 TEK SYSTEMS 8 SAPIENT 9 MANN INDIA 10 HYUNDAI 11 YAMAHA MOTOR 12 RELIANCE 13 REAL DATA 14 CVENT 15 Think n Learn 16 Tolexo 17 Google 18 Dyson 19 United Lex 20 WIPRO WASE 21 HSBC 22 Accolite 23 Novanet 24 Foresight 25 Blue Star 26 RMS 27 Samsung 28 Amazon 29 Keyence 30 Veris Top Payers /Dream Companies Company Name CTC (LPA) INDIAN AIR FORCE 12 GOOGLE 12 HSBC 12 SIRION LABS 12 NATIONAL INSTRUMENTS 12 SHELL TECHNOLOGIES 10 THINK N LEARN 10 ACCOLITE 10 VMWARE 9.12 TCS (CODEVITA) 7.5 HYUNDAI 7.5 NOVANET 7 ZYCUS 6.5 XEBIA IT 6 MANN INDIA TECHNOLOGIES 6 RELIANCE 6 REAL DATA 6 FORESIGHT 6 BLUE STAR 6 SAMSUNG 6 AMAZON 6 KEYENCE 6 WIPRO WASE 5.57 OPTUM 5.4 SAPIENT 5.3 AVIZVA 5.25 DYSON 5.07 YAMAHA 5 CVENT 5 TOLEXO 5 UNITED LEX 5 PFIZER 5 LAMBORGINI 5 Top Recruiters Company Name Final Placed ACCENTURE 309 TCS 120 WIPRO TECHNOLOGIES 70 THINK N LEARN 40 ICONMA 39 NEC TECHNOLOGIES 29 AMAZON 52 FLIPKART 25 RELIANCE 23 MANN INDIA TECHNOLOGIES 21 SOPRA STERIA 20 HEXAWARE 16 HCL TECHNOLOGIES 23 SAMSUNG 28 ERICSSON 15 NTT DATA 33 Top IT Companies: S.No Company Name 1 NEC 2 TATA TECHNOLOGIES 3 WIPRO 4 ACCENTURE 5 HEXAWARE 6 OPTUM 7 NIIT 8 GRAPECITY 9 TCS 10 MPHASIS 11 SAPIENT 12 NEWGEN 13 ACCENTURE 14 Gemalto 15 Google 16 Genpact -
Press Release
Press Release MphasiS appoints Ajay Jotwani as Senior Vice President and Head of Infrastructure Services Bangalore, December 12, 2013 MphasiS, today announced the appointment of Ajay Jotwani as Senior Vice President and Head of Infrastructure Services. Ajay will be part of MphasiS Leadership Team and report to Ganesh Ayyar, CEO MphasiS. He will be based out of Santa Clara, USA and will lead the global Infrastructure Services business unit. Ajay joins MphasiS with over 22 years of global business experience in leadership, organizational strategy, sales management, business development and operations. In the last 12 years, Ajay focused on making strategic breakthroughs - opening geographies, establishing practices, and building global teams. He has immense expertise and has run successful programs in data center consolidation; virtualization, workplace services and unified cloud strategy offering flexible services & consumption based models. “We are delighted to have Ajay head our Infrastructure business. The expertise he brings will help us expand our portfolio of services and provide innovative solutions to meet the evolving industry needs. His experience in North America and other key global markets will open new avenues and accelerate the pace of growth.” said Ganesh Ayyar, CEO MphasiS. “I am delighted to work with MphasiS’ Infrastructure Service (IS) Unit. The infrastructure services market hold great prospect for nimble service providers. With a talented team, a suite of innovative products and services, we intend to be the provider of choice.” said Ajay Jotwani, Senior Vice President and Head of Infrastructure Services. In his previous role at Wipro Technologies, Ajay led new business acquisition for Infrastructure Services across Manufacturing Hitech (MHT), Energy Utilities (ENU) and Banking Financial Services Insurance (BFSI) verticals. -
Corporate Governance Scores S&P BSE 100 Companies
Corporate Governance Scores S&P BSE 100 companies Technical Partner Supported by the Government of Japan January 2018 TABLE OF CONTENTS Foreword 2 1 Introduction 4 2 SENSEX Trends 6 3 S&P BSE 100 Findings 8 4 Conclusion 12 5 Annexures 13 6 1 1. FOREWORD Vladislava Ryabota Regional Lead for Corporate Governance in South Asia, IFC Welcome to this second report on the Indian Corporate Governance Scorecard, developed jointly by the BSE, IFC and Institutional Investor Advisory Services (IiAS), with the financial support of the Government of Japan. The goal of a scorecard is to provide a fair assessment of corporate governance practices at the corporate level. This, in return, gives investors, regulators and stakeholders key information to help them in their decisions with regards to such companies. Since we started this journey in India, with our first scorecard issued in December 2016, a lot of dynamic changes have been set in motion. For instance, the scorecard of 2016 scored 30 companies, and now we have a 100 in this year’s edition. We were also happy to notice that several best practice requirements, covered by the scoring methodology, have been recommended by the Kotak Committee, formed in 2017 at the initiative of the Securities and Exchange Board of India. Changes have also taken place at the regulatory level to incite investors to take a more active role at Annual General Assemblies and vote in order to bring positive changes in the practices of their investee companies. All these changes form part of an overall dynamic aimed at helping the private sector raise its visibility in India and throughout the world and IFC is proud to be a solid partner and actor to this initiative. -
Flags and Symbols Gilbert Baker Designed the Rainbow flag for the 1978 San Francisco’S Gay Freedom Celebration
Flags and Symbols ! ! ! Gilbert Baker designed the rainbow flag for the 1978 San Francisco’s Gay Freedom Celebration. In the original eight-color version, pink stood for sexuality, red for life, orange for healing, yellow for the sun, green for nature, turquoise for art, indigo for harmony and violet for the soul.! " Rainbow Flag First unveiled on 12/5/98 the bisexual pride flag was designed by Michael Page. This rectangular flag consists of a broad magenta stripe at the top (representing same-gender attraction,) a broad stripe in blue at the bottoms (representing opposite- gender attractions), and a narrower deep lavender " band occupying the central fifth (which represents Bisexual Flag attraction toward both genders). The pansexual pride flag holds the colors pink, yellow and blue. The pink band symbolizes women, the blue men, and the yellow those of a non-binary gender, such as a gender bigender or gender fluid Pansexual Flag In August, 2010, after a process of getting the word out beyond the Asexual Visibility and Education Network (AVEN) and to non-English speaking areas, a flag was chosen following a vote. The black stripe represents asexuality, the grey stripe the grey-are between sexual and asexual, the white " stripe sexuality, and the purple stripe community. Asexual Flag The Transgender Pride flag was designed by Monica Helms. It was first shown at a pride parade in Phoenix, Arizona, USA in 2000. The flag represents the transgender community and consists of five horizontal stripes. Two light blue which is the traditional color for baby boys, two pink " for girls, with a white stripe in the center for those Transgender Flag who are transitioning, who feel they have a neutral gender or no gender, and those who are intersex. -
Auto Yearbook FY20
AutoAuto Yearbook FY20 April 30, 2020 Section I: Update – What went down? FY20 was a tough year for the entire Indian automotive industry. Myriad demand and supply side issues continued to trouble the space, continuing the system-wide weakness that set in around the 2018 festive period. Broad- based decline in OEM volumes (Exhibit 1) throughout the year encapsulated the pain at that level as well as the knock-on impact on supporting Report ecosystems of ancillaries, on the one hand, and dealerships, on the other. Higher cost incidence and general reluctance in consumer spending affected the PV and 2-W segments most, while slowing economic activity and system pecial overcapacity took a toll on CV segment. OEM focus on inventory destocking S in the run up to BS-VI switchover from April 2020 and Covid-19 outbreak were other issues that adversely impacted Q4FY20, in particular. Total industry volumes fell 14.8% YoY to 2.63 crore – one of the worst performances in decades, with all major segments registering hefty declines- PV - Down 14.8% YoY to 34.53 lakh units, was dragged by 19.9% dip in passenger cars and 39% decline in vans. UV sub segment, however, posted 2.7% growth courtesy several successful new Research Analysts product launches CV – Was hardest hit, down 29.7% YoY to 7.78 lakh units. M&HCV Shashank Kanodia, CFA [email protected] sub segment dropped 43.3% amid persistent weakness in trucks (down 49.1%) while buses bucked the trend (up 3.5%). LCV sub Jaimin Desai [email protected] segment came off by 20.7% with both – passenger and goods categories in the red 3-W – Was down 10.2% YoY to 11.39 lakh units amid double digit declines in passenger as well as goods categories 2-W – Was down 14.4% YoY to 2.1 crore units. -
Indigo Planting & Harvesting
Indigo Planting & Harvesting Nicholas Wenner November 2017 Photo by Paige Green by Paige Photo Table of Contents Introduction . .3 Planting . .4 Growing Seedlings . .4 Broadcasting Seedlings . .4 Planting in Flats . .4 Sources for Seeds . 5 Transplanting . .5 Transplanting by Hand . .6 Hand-Held Tools . .6 Walk-Behind Machines . 7 Semi-Automated Tractor-Mounted Machines . .9 Fully-Automated Machines . 11 Harvesting . 12 Harvesting by Hand . .13 Walk-Behind Machines . .14 Tractor Mounted and Self-Propelled Machines . 17 Summary and Recommendations . 20 Planting . 20 Harvesting . .21 Summary and Recommendations . .21 Indigo: Planting & Harvesting 2 Introduction his report was completed with funding generously provided by the Jena and Michael TKing Foundation as part of Fibershed’s True Blue project . The project aims to support bio-regional manufacturing systems for natural indigo dye and indigo-dyed textiles in the Northern California fibershed and beyond . It is one project of many that support Fibershed’s larger mission: “Fibershed develops regional and regenerative fiber systems on behalf of independent working producers, by expanding opportunities to implement carbon farming, forming catalytic foundations to rebuild regional manufacturing, and through connecting end-users to farms and ranches through public education.” In particular, this document aims to support regional farmers in their efforts to bring indigo farming forward as a viable economic option . We give a detailed review of the planting and harvesting steps of indigo dye production and consider how to scale production using appropriate tools and technology . We focus on planting and harvesting because these steps have represented significant bottlenecks in indigo production in Northern California due to the labor content of the manual methods currently employed .