Seventh Generation’s Disinfecting Cleaners, Wipes and Sprays with CleanWell INSIDE kill 99.9% of household germs botanically, including cold and flu viruses (refer to product label for details) and are included on EPA’s List N(link is external) of disinfectants for Coronavirus (COVID-19 virus). In addition, Seventh Generation’s Professional line of cleaning products holds commercial cleaning industry employees’ on-going health a priority, by providing authentic products and disclosing ingredients right on the product label.“Alterra Mountain Company places the well-being of our employees, guests and communities as a top priority and in times of uncertainty, hope to create an environment that not only sparks joy, but security as well,” said Ryan Blanchard, Director of Brand Partnerships, Alterra Mountain Company. “Seventh Generation’s partnership not only means we can help ensure both for seasons to come, but that we can do so sustainably.”Today, businesses share an integral responsibility to generate positive change through business decision-making. This partnership builds on that mission, demonstrating not only a positive impact on the health of Alterra Mountain Company employees and guests, but on the planet as well. Alterra Mountain Company’s commitment to green cleaning is a step in the right direction for sustainable hospitality.About Seventh GenerationFor more than 30 years, it’s been Seventh Generation’s mission to help you protect your world with our environmentally conscious and effective household products. Our products are solutions for the air, surfaces, fabrics, pets and people within your home — and for the community and environment outside of it. Seventh Generation offers a full line of laundry, dish and household cleaners, baby products including Free & Clear diapers, training pants and baby wipes, plus recycled paper products and recycled plastic trash bags, personal care products such as deodorant and body wash and period care products including Organic certified tampons. The company derives its name from the Great Law of the Iroquois Confederacy that states, “In our every deliberation, we must consider the impact of our decisions on the next seven generations.” For information on Seventh Generation cleaning, paper, baby and feminine personal care products, to find store locations, and explore the company’s website visit www.seventhgeneration.com(link is external).About Alterra Mountain CompanyAlterra Mountain Company is a family of 15 iconic year-round destinations, including the world’s largest heli-ski operation, offering the Ikon Pass, the new standard in season passes. The company owns and operates a range of recreation, hospitality, real estate development, food and beverage and retail businesses. Headquartered in Denver, Colorado, with destinations across the continent, Alterra Mountain Company is rooted in the spirit of the mountains and united by a passion for outdoor adventure. Alterra Mountain Company’s family of diverse playgrounds spans six U.S. states and three Canadian provinces: Steamboat and Winter Park Resort in Colorado; Squaw Valley Alpine Meadows, Mammoth Mountain, June Mountain and Big Bear Mountain Resort in California; Stratton and Sugarbush Resort in Vermont; Snowshoe in West Virginia; Tremblant in Quebec, Blue Mountain in Ontario; Crystal Mountain in Washington; Deer Valley Resort and Solitude Mountain Resort in Utah; and CMH Heli-Skiing & Summer Adventures in British Columbia. Also included in the portfolio is Alpine Aerotech, a worldwide helicopter support and maintenance service center in British Columbia, Canada. Alterra Mountain Company honors each destination’s unique character and authenticity and celebrates the legendary adventures and enduring memories they bring to everyone. For more information, please visit www.alterramtnco.com(link is external).Source: BURLINGTON, Vt.–Alterra. Seventh Generation 12.15.2020(link is external) Disinfecting Bathroom Cleaner Glass & Surface Cleaner Stratton and Sugarbush Resorts are taking cleaning and disinfecting protocols seriously with Seventh Generation(link is external)’s professional line of bio-based cleaning and disinfectant products.Seventh Generation, a leading household and personal care products company and pioneer in the environmentally conscious products space, based in Burlington, has announced a five-year partnership with Alterra Mountain Company(link is external), meaning starting this month, Seventh Generation will be the preferred cleaning supplier for Stratton and Sugarbush Resorts through October 31, 2025.Seventh Generation’s Disinfecting Cleaners, Wipes and Sprays with CleanWell INSIDE have demonstrated effectiveness against viruses similar to SARS-CoV-2 on hard, non-porous surfaces.This proven level of efficacy will help ensure the well-being of Stratton and Sugarbush Resorts’ guests and employees, and can do so sustainably, using the same green products many use in their own home. Stratton Mountain Resort,Sugarbush Resort,In a five-year partnership, Seventh Generation to provide North American ski resort community with professional line of cleaning and disinfectant productsStratton Mountain file photo.Vermont Business Magazine This ski season, Stratton and Sugarbush Resorts are thinking green – for the sake of its visitors’ health and planet health. Considering the COVID-19 pandemic, skiers today are placing a heightened importance on hygiene and are actively looking for transparency and trust in the standard of sanitation in all aspects of their experience – from the lodge to the chairlifts. Granite & Stone Cleaner Wood Cleaner Alterra Mountain Company’s North American destinations included Steamboat and Winter Park Resort in Colorado; Squaw Valley Alpine Meadows, Mammoth Mountain, June Mountain and Big Bear Mountain Resort in California; Stratton and Sugarbush Resort in Vermont; Snowshoe in West Virginia; Tremblant in Quebec; Blue Mountain in Ontario; Crystal Mountain in Washington; and Deer Valley Resort and Solitude Mountain Resort in Utah.Considering the COVID-19 pandemic’s far-reaching impact, travelers today place a heightened importance on hygiene and are actively looking for transparency and trust in the standard of cleanliness in all aspects of their journey – from their hotel to the ski lodge to chairlifts. This feeling of trust will be integral to the continued success of major resorts and ski seasons to come.“The mountains are a place where people travel to feel safe in the great outdoors. This season, Alterra Mountain Company is aptly placing an even larger emphasis on cleaning and disinfecting protocols at their ski resorts to offer the best guest experience and comfort level possible,” said Joe Giallanella, Marketing Lead for Vermont-based Seventh Generation Professional. “This aligns with the mission of Seventh Generation and we are excited to provide a level of increased security with our suite of effective, plant-based and botanical disinfectant products to those who work and visit these ski destinations at a time when thoughtful cleanliness is more important than ever before.”Through this partnership, Alterra Mountain Company will procure cleaning supplies from Seventh Generation through each resort’s broadline distributor. Alterra Mountain Company’s resorts will feature Seventh Generation’s Professional line of bio-based cleaning and botanical disinfectant products, including:Dishwasher Detergent Powder Disinfecting Kitchen Cleaner Hand Wash Floor Cleaner Disinfecting Wipes
Mark Horn has been spending 12 to 14 hours a week on his bike in preparation for the Dirty Kanza May 31. “A lot of it’s physical, but a lot of it’s mental, too. You’ve got to be comfortable with yourself and your thoughts for 12, 14, 16 hours at a time,” he said.Mark Horn left work on his bike around dusk on September 24.There had been plenty of light when he’d pulled onto the road, but by the time he arrived at 84th Street and Mission Road, the sun was down. He was covered in reflective gear, and had lights on the front and back of his bike. An experienced cyclist, he felt relatively safe on the road even in the dark.“I always ride in my drops, so I’m looking at the ground and can see a car’s headlights hitting the road when they come up behind me,” he said. “I never saw anything that night.”His normal pedaling stroke was violently halted as he felt the car’s fender hit his calf, and then his body hitting the asphalt. He never lost consciousness, but says he can’t remember how he managed to pull himself from the street to the sidewalk, where he started yelling for help.His left leg was broken. His right hand was a mess. And his bike was a twisted wreck._______On a Sunday afternoon earlier this month, Horn pulled into the Shell station at 83rd Street and Mission — just a quarter mile from the site of the accident. Cyclists usually look plenty grimy after a while in the saddle, but this was different. Hit eyes were bloodshot. His shoulders slumped. He winced as he dismounted, and took short, apparently painful steps into the store. He emerged with a plastic bottle of Coca-Cola, opened it and took a swig. He winced hard again. Even swallowing was a challenge. But he needed the calories.Horn had left his home in Mission the day before, had ridden 120 miles to Pittsburg, Kansas, and passed out at his dad’s house. Then he got up and rode the 120 miles back to northeast Johnson County.That was 240 miles in less than two day.Eight months after the wreck on Mission Road put him out of commission, Horn is back close to his top form, and is ready to achieve a goal he’d set for himself well before the accident: Completing his first Dirty Kanza race at the end of this month.Billed as the “world’s premier gravel grinder,” the Dirty Kanza is a 200 mile bike race that takes participants over a daunting, rocky, and hot course through the Flint Hills. Founded in 2006, it has grown in popularity and now attracts more than 1,000 participants. If history serves as a guide, nearly a third of those who start the race this year won’t finish.Horn’s goal is something more than finishing, though. He wants to compete.“I know I’m not going to win the thing,” he said. “But I’ve ridden with the guys who have been up there toward the top before. I know what it takes to be competitive. I want to finish strong.”_______When Horn’s training partner Adam Roeser heard the news about the wreck, he was devastated.“He is kind of the guy who holds our whole group together,” Roeser said. “He organizes all the rides. He’s the motivator. It was hard to know that we were going to be without him for a while.”But Roeser wasn’t surprised that Horn pushed himself back into a position to complete the race. The two had been riding together for more than five years, and Roeser knew that once Horn set his mind to something, he was going to figure out a way to make it happen. The Dirty Kanza was a big goal, and Horn wasn’t going to let it get away.He worked on a stationary trainer at his house as soon the doctor would allow it. On January 1, his doctor gave him clearance to get back on the road. Several weeks later, Horn felt good enough to do a group ride.“You could tell he’d worked really hard to get to that point,” Roeser said. “That first ride out, he was pushing the pace like he always does. Which was great to see. You knew he was back.”Horn says he’s not 100 percent — not back to the peak level he was at last fall — and that he might never be able to get there again. There’s a weakness he can still feel in his leg, and it’s not as flexible as it used to be. But his training partners say he’s giving them a run for their money again.And if Horn has anything to say about it, he may be giving the stronger competitors in the Dirty Kanza a run for their money on May 31, too.Horn built his bike for the Dirty Kanza by himself, pairing a steel frame with custom components. “You’ve got to figure out a lot of things to stay comfortable over 200 miles on gravel,” he said.
The World Health Organization (WHO) is setting up an emergency committee of experts to provide guidance on dealing with MERS-CoV (Middle East respiratory syndrome coronavirus) in case the disease starts to spread more widely, a senior WHO official announced today.In addition, the WHO today announced two new MERS cases in Saudi Arabia and noted the deaths of two Saudi patients whose cases had been announced earlier. These events raised the agency’s global MERS tally to 79 cases and 42 deaths.The new cases are in two men, aged 66 and 69, both from Riyadh, the WHO said. Both were hospitalized Jun 28 and are in critical condition in an intensive care unit. The agency’s statement did not say whether the men are related or otherwise connected.The two deaths, which Saudi Arabia had announced on Jul 2, involve a 63 year-old woman from Riyadh and a 75 year-old man from Al-Ahsa, the agency said.Keiji Fukuda, MD, the WHO’s assistant director-general for health security and environment, announced the formation of the emergency committee at a press conference in Geneva today. The agency posted a recording of the briefing.”We’ve been discussing this a fair amount and what we’ve decided at WHO is to go ahead next week and convene an International Health Regulations emergency committee,” he said. “We really want to be in position to be ready for any possibility, and we want countries to be ready for any possibility.””This allows the director-general and WHO to receive input from an external group of experts, so we’ll get formal consultation and information coming in,” Fukuda said. “If we see some future explosion or outbreak, we’ll already have a group of emergency committee experts who are already up to speed. We just want to make sure we can move as quickly as possible if we need to move in the future in any major direction.”He described the step as a proactive move, because there’s no “acute emergency” with regard to MERS. The pattern of cases has been fairly steady over the past 3 months, with 19 in April, 21 in May, and 22 in June, he said.The names of the emergency committee members will be announced Jul 8, and plans call for the group to confer by phone on Jul 9 and again on Jul 11, Fukuda said.The WHO will provide the panel with a review of the MERS situation, he said. The affected countries will provide information to the group directly, and the committee members will have an opportunity to ask questions.”Once the committee feels pretty grounded, we’ll ask them if they think the situation constitutes a public health emergency of international concern,” he noted.The new committee is the second emergency panel the WHO has set up under the International Health Regulations (IHR), the current version of which took effect in 2007. The first time the WHO took the step came during the 2009 H1N1 influenza pandemic, Fukuda explained.In background comments, Fukuda said the WHO sees two main patterns of MERS cases: sporadic cases in communities, from sources unknown, and cases resulting from person-to-person transmission among close contacts, mostly in families and hospitals.”You might characterize the picture as a patchwork of local infections, some sporadic and some from person-to-person transmission, without a big sweeping through countries or communities,” he said.In response to questions, Fukuda said the WHO is not contemplating recommending any travel restrictions in connection with MERS and the upcoming Hajj, which will draw throngs of religious pilgrims to Saudi Arabia in October.Trying to disrupt or slow travel creates “another set of stresses and concerns,” he said. In view of the current pattern of cases, he continued, “The advice we’ve been giving to Saudi Arabia and other countries is that we don’t think we should try to disrupt or slow travel at this point. We’ve told countries to work with their medical communities so they know about this infection.”In other responses to questions, Fukuda said the Saudis have generally done a good job of responding to MERS. He cited the government’s work in sending teams into communities, investigating hospital outbreaks, stepping up infection control precautions in hospitals, and providing information to the Saudi public. (Saudi government statements about MERS cases have been sketchy, and many observers have complained that the government has released too little information about the situation.)”I’d like to see more detailed information about the overall situation,” Fukuda said. “I think that this is not so much a Saudi-specific issue for me as it is a request across the entire scientific community to get as much information as possible.”In other moves, the WHO today released detailed guidelines for investigating MERS cases. That comes 2 days after the agency released similarly detailed guidance for conducting case-control investigations to try to find the source of the virus, which remains a mystery.The purpose of the new guidelines is to provide a standardized approach for public health authorities and others to investigate both probable and confirmed MERS cases. It says that most of the advice applies primarily to countries where infection is assumed to have come from an animal source and where the exposures that lead to infection remain the critical question.In other MERS-CoV news, French researchers published a modeling study suggesting that the virus does not currently have the potential to spark a pandemic. Their report appears today in The Lancet.On the basis of MERS cases and data reported through early June, the team estimated that the basic reproduction number for the virus—how often the virus can spread from one person to another—ranges from 0.60 to 0.69, well below the 1.0 it would take to confer pandemic potential, the report says.”Our analysis suggests that MERS-CoV does not yet have pandemic potential,” the authors conclude. “We recommend enhanced surveillance, active contact tracing, and vigorous searches for the MERS-CoV animal hosts and transmission routes to human beings.”The authors and other experts warned that the virus could well change and become more transmissible, according to a Canadian press (CP) report today.”There is absolutely no guarantee that this virus will stay as it is. It could very well follow the same path as SARS [severe acute respiratory syndrome] did 10 years ago,” Arnaud Fontanet, PhD, of the Institut Pasteur in Paris, senior author of the study, told the CP.See also: WHO page for accessing press conference recordingsJul 5 WHO statement on new casesWHO information about emergency committees under IHRJul 5 WHO guidance for investigating MERS casesJul 5 Lancet abstractJul 5 CP story
BRUSSELS, Belgium — WABCO, the vehicle control systems business of American Standard Companies Inc. has announced that Mike Thompson, WABCO vice president of marketing and strategy, will assume additional responsibility for investor relations. WABCO is now preparing for a spin-off from American Standard and will become an independent, publicly traded company. AdvertisementClick Here to Read MoreAdvertisement Thompson will continue to report to WABCO president Jacques Esculier. He will work closely with Bruce Fisher, vice president of strategic planning and investor relations for American Standard, leading up to the spin-off. Thompson will continue to be based in Brussels. Thompson has served in his current position for more than two years. Prior to joining WABCO, he was vice president of marketing for Honeywell Aerospace in the U.S., where he was responsible for global marketing for the aerospace product portfolio. He had previously served as Honeywell’s vice president of new business development and strategy for aerospace electronic systems, and also had full profit-and-loss responsibility for the company’s aerospace information services business. Prior to joining Honeywell in 1999, Thompson was an engagement manager with McKinsey & Company, focusing on industrial sector strategy, marketing and operational effectiveness. Thompson earned bachelors degrees in physics and mechanical engineering from Washington and Lee University and a Ph.D. in materials science from Northwestern University. He is also a graduate of McKinsey’s executive MBA program. For more information about WABCO, go to: http://www.wabco-auto.com
NMDOT News:SANTA FE — The Statewide Transportation Improvement Program (STIP) is required under federal legislation and contains projects located on federal and state highways (roads with I, U.S. or N.M. designations). The STIP is a collaborative state, local, regional and tribal transportation planning effort, developed by NMDOT. Projects included in the STIP are funded with a combination of federal, state and/or local funds.NMDOT strives to keep the public informed and cares about their opinions. The STIP is amended quarterly and always open for viewing on the NMDOT website. The public is welcome to review the list of proposed road and bridge projects and post comments.NMDOT wants to inform the public that the third Amendment to the 2020-2025 STIP is posted at https://estip.dot.state.nm.us. It is open for public comment until Wednesday June 17, 2020. The NMDOT STIP Personnel will take comments via the eSTIP Amendment tab.
St Johns Ship Building of Palatka, Fla. has delivered a new Offshore Support Vessel the ATLANTIC SPIRIT to Inland and Offshore Contractors, Ltd.“ATLANTIC SPIRIT” (Yard No 157) was designed by Entech and Associates Inc. of Houma, Louisiana. The vessel is the third delivery of this design with forth scheduled for delivery in late March early April this year.This ABS +A1 classed DP-1 state-of-the-art OSV measures 496 ITC Gross Tons, 148 Net tons. The vessel has LOA of 157′-6″ (48.01-m), breadth of 38′-0″ (11.58-m), depth of 11′-6″ (3.51-m), design draft 9′-0″ (2.74-m) and maximum draft of 9′-8″ (2.95-m).With boarded deck space of 3000 sqft (278.7-m²), fuel capacity of 62,916 gallons, Rig/Ballast water capacity of 117,792, potable water capacity of 22,510 gallons the vessel is ideally suited for operations in the Caribbean.St. Johns Ship Building, Inc. is a full service ship building facility with over 30 years combined experience, state of the art equipment and a crane capacity of 500 Tons. The shipyard features over 900′ of bulkhead waterfront including a 400′ launch basin, a 1,200 Ton Dry Dock, a 425′ X 75′ fabrication shop as well as complete carpentry, electrical and machine shops.[mappress]St. Johns Ship Building, January 30, 2014
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In March this year, I wrote in this magazine about how the UK could address the issue of its poor productivity in relation to other EU countries through investment in better-quality workplace environments.A huge body of evidence on how the environment affects people’s physical and mental health has created growing awareness within our industry for a “human-centred design” approach, but the connection between the quality of environment and how people perform – their ability to concentrate, be creative or problem solve – has been less tangible. As I wrote in March: “It is time for us to win the economic argument as well as the emotional one.”Atkins commissioned research in March from Imperial College London to undertake a broad review of existing studies and quantify the impact that better-quality environments have on people’s performance and productivity. The university considered a range of individual aspects that affect people’s health and wellbeing and attributed a resultant improvement in performance and productivity against each. While they identified the need for further work to be done to understand the interrelation of these physical and psychological aspects, their conclusions are a powerful indication that our obsession with reducing capital costs – often driving down the quality of the resultant environment – is having a hugely detrimental impact on our economy.In the UK, 75% of workplace activity takes place in an office environment and, according to the research, entitled Thoughtful Design, delivering improvements in office accommodation so that people are more physically comfortable, feel more connected to the external environment and to each other, can improve workplace productivity. The Imperial research shows that an improvement of around 5-8% is attainable and could contribute to GDP by up to £20bn a year.But what of the cost of implementing these new measures? The research shows that the uplift in cost from a standard new-build office space to a more “thoughtful design” would be up to 21%. Consequently, the payback period for investment in improved workplace environments could be as little as two years, in many cases. This is a “eureka!” moment.The research shows that the uplift in cost from a standard new-build office space to a more ‘thoughtful design’ would be up to 21%Those of us interested in creating sustainable environments quite reasonably use the whole life-cycle cost of a building to counter capital cost-driven, short-sighted reductions in quality of design and specification. In this ongoing battle between capital and operating costs, the weight on the side of operating costs has been filled largely by energy bills. But energy costs only account for 1% of most businesses’ operating costs, whereas 90% lies in staff costs.So, alongside capex and opex, we should consider “peoplex”. Reassessing the life-cycle argument to include peoplex overwhelmingly supports smaPll increases in capital investment to support higher-quality environments.I believe that this research unequivocally makes the economic case for design with people’s wellbeing and their needs as a priority. In creating our new offices at Woodcote Grove, for example, Atkins is quite rightly investing in the quality of the workplace to support worker wellbeing. As designers, we want to create healthier, more inspiring places, which underscores our human-centred design approach and makes perfect economic sense.This is fine when the investor is also the occupant, but how do we ensure that our industry acts wisely with developments where the investment in facilities is disconnected from the ultimate occupier?One way might be to give buildings wellbeing or, better still, productivity ratings based on a range of measures. Landlords could then charge a premium for space where the productivity of the staff will be higher. Employees could also choose where to work with an understanding of how that workplace might affect their health and wellbeing.A mandatory productivity performance certificate would drive a different approach to investment that would revolutionise the quality of the workplace; ultimately making a real difference to people’s lives and to the wealth, happiness, and even the coherence of our society. We have a collective responsibility in our industry to help make this happen.I feel that, for the first time in my 25-year career, we have the hard evidence to win the economic argument for investment in better-quality environments; and in a scenario where higher investment results in improved productivity and happier workers, it’s hard to see who loses.Philip Watson is UK design director at Atkins
The agreement provides financing to retire the company’s current indebtedness with HSH Nordbank and ABN AMRO, fund the final payments due for the construction of the 50,000 dwt semi-submersible vessel Forte, and provide for the issuance of performance bonds required for Fairstar’s growing backlog of “Red Box” transportation contracts. The company stated that the loan terms are based on an eight-year amortisation schedule repaid five years from drawdown. The interest rate is set at LIBOR plus 300 basis points. Fairstar has also received an irrevocable agreement with more than two thirds of its bondholders in Fairstar’s NOK300 million (USD53.49 million) unsecured bond to amend the current bond agreement so that Fairstar is not in breach of any bond loan covenants. ABG Sundal Collier, acting on behalf of Fairstar as the company’s financial advisor, delivered written confirmation to Fairstar from Norsk Tillitsmann that two thirds of Fairstar’s bondholders had accepted Fairstar’s proposal to modify the bond agreement. Norsk Tillitsmann, in its capacity as Bond Trustee will issue a summons to all bondholders to formalise the agreement. Philip Adkins, CEO of Fairstar, added the following remarks, “In spite of the turbulent credit environment Fairstar has achieved another significant milestone in the establishment of our company. We have secured a new credit facility that provides the financial resources we need to grow. Fairstar is an energy services company and our future is inextricably linked to the development of energy infrastructure projects. “The Gorgon LNG Project is only the beginning for Fairstar. Australia will become the principal source of stable energy for Asian economic growth for the foreseeable future. Modular construction of the energy infrastructure required to package this energy into transportable bundles, will require a fleet of modern marine heavy transport vessels. The logistical and technical complexity of these multi-billion dollar energy infrastructure projects involves an ongoing interface between the project and the marine heavy transportation sub-contractor. “Fairstar Heavy Transport has invested its resources in the ships as well as the people required to deliver this valuable service to major energy companies like Chevron. Our strategy has been clear and consistent. We are confident that we will add additional high value, multi-voyage, long term, “Red Box” contracts in the months and years to come. We are well aware of our responsibilities to our stakeholders and are determined to continue to establish Fairstar as the genuine leader of our industry.”
Legal services comparison site Wigster is planning a high-profile relaunch following the appointment last week of entrepreneur Matthew Briggs (pictured) as a director. Briggs, who is chief executive of the online claims management business Claims.com, was previously the non-lawyer chief executive of personal injury firm Minster Law and Capita Insurance Services. Briggs told the Gazette that Wigster has secured private backing for a relaunch that aims to make it ‘the go-to legal brand’ following the model used by the insurance sector. A promotional campaign will begin later this year to be run by a new marketing director joining ‘from a household name’, Briggs said. He declined to reveal how much the relaunch would cost. ‘We will fund this to what is required to make a prominent brand, to make it the most recognized legal brand in the UK.’ In June, rival web service CompareLegalCosts.com said it had secured £500,000 in private investment. Wigster, set up in 2010 by solicitor Nick Miller, earns money from a mixture of membership fees and a proportion of fees generated through the site. It claims to have more than 100 firms offering more than 50 categories of legal services for individuals and businesses. Miller said he aims to increase the panel to 500 firms within two years. He told the Gazette that 85% of referrals through the site convert into business.