Arsene Wenger acknowledged Southampton were the sharper team as they crushed Arsenal 4-0 on Saturday but he also blamed the defeat on bad luck and a second goal that should have been disallowed by referee Jonathan Moss.Cuco Martina opened the scoring with a curling long-range effort. Shane Long then added the second goal when the Ireland striker fouled Arsenal defender Laurent Koscielny outside the box before getting on the end of Sadio Mane’s right-wing cross.Captain Jose Fonte made it 3-0 with a towering near-post header from a corner in the 55th minute before Long completed the rout in stoppage time.“We lost too many challenges today, they were sharper than us,” manager Wenger told BT Sport after second-placed Arsenal missed a chance to leapfrog Premier League leaders Leicester City.“We were unlucky as well, their first shot on goal went into the bottom corner from the right back and the second goal came after a foul on Koscielny. I don’t take the overall scoreline too much into consideration.”Wenger also described the game as “very, very, very physical” as his Arsenal side remained two points behind Leicester at the top of the table.“In many challenges we were second best and the referee let a lot go as well,” said the Frenchman.“You have to say ‘well done’ to Southampton…they fought for their lives and as soon as they scored the first goal you could see it was going to be a difficult game.”Wenger’s opposite number Ronald Koeman was delighted with mid-table Southampton’s first league victory since they won 1-0 at struggling Sunderland on Nov. 7.“It was a fantastic performance against a good Arsenal team, that’s a big compliment to the players,” said Koeman. “We caused them lots of problems up front through Mane and Long, it was a perfect performance.“Normally I keep criticism of my players inside but sometimes people need to know what the manager is thinking. We showed fantastic belief in everybody and today we showed how good we are if we play at our level.“The second half was far better than the first, there were some good goals and maybe chances to score more,” added Koeman.Both teams are back in action on Monday as Arsenal entertain promoted Bournemouth and Southampton travel to West Ham United.
Despite the hot weather in the nation’s capital, the visitors will not be taking this game lightly here at the National Football Stadium.Blackhawks in their away white, green and black uniforms kicked off and the game got underway.The seats in the stadium are still being filled by rugby fans as well as curious residents. More to come…
David Granger is, in many ways, not a natural leader. The evidence at our disposal is more than enough to prove that he is incapable of motivating the Guyanese people into throwing their shoulder into the transformative process needed to grow Guyana out of poverty. He comes across as tired, faded, uncreative, and deeply lacking in enthusiasm.One can easily describe him as a pageantry president who is only interested in the pensions, the parade, and the charade. When a president refuses to meet the FULL MEDIA, but chooses instead to perpetuate a stage-managed TV programme in his comfort zone, then you must recognise that he is bad for the Guyanese economy. This situation confirms that he is unable to communicate his vision and connect with the people, to be able to influence the change needed for the nation.But what is even worse is when his minions choose to excuse away these presidential defects by arrogantly blurting out there is “NO NEED FOR THE PRESIDENT TO FACE MEDIA” (source – https://guyanatimesgy.com/no-need-for-president-to-face-media-harmon/).Such a statement was made after this same President promised, on June 21, 2017, to hold a press conference within a month, when the international media cornered him on this matter at the CARICOM Heads of Government Meeting. It has now been two months since that promise was made, and not delivered. But what this experience can teach the Guyanese people is that there are, at the highest levels of the Granger regime, some seriously dishonest people who must be exposed before they destroy Guyana.The first evidence of this destruction is the state of the international reserves. According to the Ministry of Finance’s 2017 Half-Year Report, the reserves fell by US.3 million, or 3.2%, to US8 million at the end of June 2017. Sugar production in down by 12.4% in the first half of 2017, compared to the first half of 2016, to reach the lowest level in 26 years. The mining and quarrying sector contracted by 4.1% during the first half of 2017, and it was being dragged down by the decline in gold and bauxite production. The forestry sector declined by 18.2% in the first half of 2017, compared to the same period in 2016.But what I found most interesting in Minister Jordan’s report is that sand and stone production declined. I am reliably informed that they both declined by over 10% in the first half of 2017 vs. the same period in 2016. Which industry uses sand and stones? You are correct: the housing and construction sector. This is a clear indication that the bricks and mortar industry is in reverse gear in 2017.I have always been trained to understand that great nations take great care of three industries – agriculture, manufacturing and the construction. This Granger regime has literally abandoned all three of them, left them as orphans, and are now blaming all and sundry for the state of the economy. Utterly delusional!When one observes the export sector, gold exports declined, diamond exports declined, rice exports declined, and the cost of fuel has increased.What is the story here? Guyana is spending more than it is earning internationally, and because of this mismatch, the Central Bank has to dip into the foreign reserves again and again, to honour the nation’s international commitments. Is this the legacy of the Granger regime – the team that raided the foreign reserves because they were too incompetent and clueless to actually expand the productive capacity of the export sector to pay the foreign currency bills?This entire economic crisis under the Granger regime was preventable. Had Granger understood the value of building relationships with key economic stakeholders like the private sector, the unions, and his peers in the political opposition; and had the people of Guyana and the media found him approachable and not so aloft, the process of understanding how to develop a nation would have been more straightforward.What I can say emphatically, after closely observing the Granger regime over the last 2 years, is they have failed to understand the cross-functional challenges of developing a nation, and why you need to collaborate, cooperate, communicate and make decisions every minute of the day, and try your best to include as wide an audience as possible in the process.But, as you can see, I, like thousands of other Guyanese, am disappointed at the talentless class in power today, and thus we must expect more incompetence and cluelessness over the next 3 years. Wither Guyana under President Granger?
New DHB feasibility studyChief Works Officer of the Public Infrastructure Ministry, Geoffrey Vaughn, on Saturday stated that a company has been decided upon to conduct a feasibility study and design for the new Demerara Harbour Bridge (DHB).An artist’s impression of the new harbour bridgeVaughn disclosed that one of the 22 tenders was successful and is presently being assessed by the National Procurement and Tender Administration Board (NPTAB) to determine whether the contract should be awarded.He stated that although the bidder might have met the financial criteria for the project, the NPTAB still conducts background checks to ascertain if the company has met the terms and reference of the project.“They have to ensure that they are capable of taking on the project,” he said, but was unable to state if it was a local or international company which was successful during the tender.Government had specified that the companies bidding must provide information indicating that they are qualified to perform the services with verification in brochures, reports of similar assignments, experience in similar conditions, and availability of appropriate skills, among other criteria. It was stipulated that the consultant can also associate with another company to enhance their qualification.In December 2015, 22 companies from around the world submitted bids to conduct the study and furnish a design for the bridge. Thus far, three connections are being examined for the construction of the bridge – which are between Houston, East Bank Demerara (EBD) and Versailles, West Bank Demerara (WBD); between Peter’s Hall, EBD and Schoonord, on the WBD; and between New Hope, EBD and at Laurentia Catherina, WBD.The bridge must have a navigational clearance of 100 metres wide, with navigational aids, an air draft of 50 metres, adequate marine collection protection at the navigating channels and an estimated length of 2250 meters.Faced with constant mechanical problems and heavy traffic, calls were made for the construction of a new bridge across the Demerara River. Floating at 1.25 miles, the Demerara Harbour Bridge is a strategic link between the Eastern and Western Banks of the Demerara River.The structure, which opened in July 1978 with the expectation of lasting only 10 years, has been floating for 37 years.General Manager of the Demerara Harbour Bridge Company (DHBC), Rawlston Adams had said that the Public Infrastructure Ministry has already made the evaluations and recommendations for the consultancy.“Those recommendations are with the National Procurement and Tender Administration Board, I think to forward to Cabinet,” he stated.Adams said the Harbour Bridge Company will be reviewing the process as it relates to the Terms of Reference and the evaluations.Speaking about the feasibility study, Adams stated that it will “identify all the issues and costs involved in building the new bridge. The study will guide us in which direction – do we build a new bridge? Do we keep this one? Do we have two and that’s why we do feasibility studies to identify all the issues and to have them address.”
THE ultimate punishment that Rocky Delgadillo will receive for misusing his city SUV, lying about it and stealing from the public will likely be doled out on a future election. He’s done more damage to his future career than his wife could ever inflict on his taxpayer-funded car. Still, the city Ethics Commission may still devise some fitting fine or punishment. Meanwhile, Delgadillo should turn in his GMC Yukon – if for no other reason than to get it out of the hands of Michelle Delgadillo. Like all of the city’s elected officials, and hundreds if not thousands of their subordinates, Delgadillo has been provided a free vehicle. Free gas, car washes and maintenance are part of the package. This perk is paid with taxpayer funds, even though it seems to serve no purpose other than to boost the disposable income of America’s highest paid city officials. In his confusion at his “I’m sorry” press conference Monday, Delgadillo finally admitted the abuse, but gave wrong answers to various other questions about whether he and his wife had auto insurance. And Mrs. Delgadillo’s driving the car on a suspended license – he said she didn’t know that – broke both city policy and the law. We’d like to think Delgadillo’s transgression was an isolated incident, the one time he or anyone else ever abused their privileges. But common sense suggests that in a City Hall as morally corrupt as L.A.’s, abuse of power is a daily occurrence. Even the nature of Delgadillo’s troubles illustrates the politicians’ level of disdain for the public. Whoever tipped off the press about this 3-year-old dirt wasn’t a good-government advocate, or the news would have surfaced when it happened in 2004. Surely this was leaked by a political opponent waiting to hit the city attorney when the hypocrisy potential was so rich. And there was no better time than when Delgadillo was thumping his chest over Paris Hilton’s driving violation in a clear attempt to start building his public profile for a run at District Attorney Steve Cooley’s office. Delgadillo’s star in politics has been falling since his unsuccessful run for California attorney general last year. This is sure to speed his descent, and may prompt a return to a private firm. Considering the contempt for the public and for the law he has shown that would seem inevitable, but the apathy and defeatism of voters cannot be underestimated. And if Controller Laura Chick wants to prove she’s a real reformer, she’ll audit the uses – and abuses – of the city’s car perk and save the taxpayers millions of dollars. But when it comes to the car, the public shouldn’t have to wait until election day. Delgadillo should turn over the keys to the Yukon today.160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set!
The world is complex and full of risks, threats and challenges. Loss prevention professionals work tirelessly to navigate between the challenges and abundant opportunities within the retail industry. But preventing loss in physical stores, digital sites and emerging channels is no longer enough. “The industry has changed, and continues to change every day,” says Bob Moraca, vice president of loss prevention for the National Retail Federation. “But even with all of the different changes that continue to impact our business, and while it may fall under any number of different names, the essence of what we do is to PROTECT. We protect the people, the brands, the product–all of the different elements that drive the retail business.”- Sponsor – Next week in Los Angeles, NRF PROTECT 2015 will be bringing together the special breed of professionals responsible for securing retail’s success across various functional areas. More than 2,500 retail and law enforcement professionals attend. This diverse group of industry leaders will gather to share ideas, experiences, and resources; but will also be taking that information back to the professionals that serve as the heart of the profession and the foundation for tomorrow’s leaders.“We have a very diverse blend of professionals in the industry that will be attending the event, from the more experienced leaders and top executives to the up-and-comers that will be helping to mold our future for years to come,” says Moraca. “We’re committed to ensuring that we take the steps to represent and develop all aspects of these professionals, and remain inclusive in our approach to the event.”Each year at the conference, the NRF Women in Loss Prevention Caucus holds an event to further educate and support the women of loss prevention. This lunch features round table discussions on professional development, career enhancement, networking and mentoring opportunities and more.“Our program is committed to growth and expansion as a means to help individual and professional growth,” says Moraca. “This year’s luncheon event hopes to attract the best and the brightest in the industry, and continue to propel the Women in Loss Prevention initiatives and enhance professional development.” If you are interested in attending the event which will be held Thursday, June 25th at 12:00 noon, you must register to attend and request an invitation to the luncheon. For more information and to request your invitation, click here. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Under the bright skies and warm weather in Dallas, TX, the Lone Star State corralled the retail industry Tuesday morning as the 2018 NRF PROTECT Loss Prevention Conference and Expo took the stage from the Gaylord Texan Resort and Convention Center. Following an evening welcome reception Monday night, this year’s conference once again commenced with the presentation of colors and introductory statements from Bob Moraca, NRF vice president of loss prevention.“Over the next several days, LP professionals will have the opportunity to equip themselves with valuable industry knowledge, techniques and the latest technologies so they can tackle their biggest loss prevention challenges” said Moraca. “For the first time, this year the National Retail Federation (NRF) has partnered with the Food Marketing Institute (FMI) to provide force multipliers for the industry. Attendees will leave feeling informed and confident in their ability to PROTECT the people, assets, and brands they serve.”The day’s events then kicked off with a general session led by Deborah Fergusen, local NBC News anchor, leading a panel discussion on “Retail to the Rescue.” Featuring Mike Krell, vice president of operations for the Houston division with The Kroger Company, Joe Matthews, vice president of loss prevention with Academy Sports, Jim McIngvale, owner of Gallery Furniture, and B.J. Powers, vice president for the Gulf region with The Home Depot, the panel discussed retail’s response to Hurricane Harvey. Each member discussed the importance of having an effective crisis management and disaster recovery plan as keys to emergency response, along with the ability to be flexible and make quick decisions. But just as important to the success of the recovery plans was the overarching need to take care of people and the inspiration provided by those that came together to lead recovery efforts.- Sponsor – This was followed by moving conversation with Captain Tammie Jo Shults with Southwest Airlines. On the morning to April 17, the Southwest flight that Captain Shults was piloting suffered a deadly engine failure, with one of the plane’s engines exploding mid-flight. Yet despite deafening noise and rapid decompression inside the cabin, Shults and the flight team assessed the situation calmly, treated the symptoms, and promptly developed a strategy to land safely. In her first public presentation since those harrowing events, she humbly shared her story and the inspiring response of the entire flight crew with the audience.I dealt with the machinery, but my crew dealt with the people,” Shults revealed. “It’s a leader’s responsibility to serve people by trusting them—especially during a crisis. We have to listen and understand that flexibility is survivability, and that’s what I experienced with my team. People valuing people, and selflessly facing the crisis is what got us through it—together.”Morning and afternoon concurrent sessions for each of the session tracks were next on the day’s agenda, sandwiched around lunch in the expo hall. The concurrent sessions featured many open forums that allowed the audience to actively participate in the conversations, leading to active and productive discussions that were informative and engaging. The day’s speakers were knowledgeable and well prepared, getting the most out of the information and the audiences while sharing their presentation messages.Following the afternoon concurrent sessions was a ceremony welcoming Bob MacLea, former senior vice president of loss prevention for TJX Companies, into the NRF’s Loss Prevention Council “Ring of Excellence”. In a presentation that was both sincere and touching, members of the TJX family led by Rick Peck and Peter Betrovski offered a tribute that celebrated his tremendous accomplishments—and added a little bit of humor to help us all wash it down. Bob would have approved, and would have been very proud.The final General Session of the afternoon featured a conversation with Theresa Payton, founder of Fortalice Solutions and a former White House chief information officer. Payton discussed how managing dynamic and complex cyber risks require a combination of old school risk management and compliance with newer and more innovative technologies. Mixing cautionary tales with comprehensive insight, the discussion also included a Q & A session with Christian Beckner, senior director of retail technology with the National Retail Federation.The day’s events then ended with a networking session, allowing attendees an opportunity to relax and mingle after a busy and productive first day ahead of Wednesday’s scheduled sessions. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
At Intel, we made a self-service Microsoft Windows* 10 in-place upgrade available for our employees. Using this process, we’ve successfully upgraded more than 50,000 PCs, and we expect to double this by the end of 2018. At that point, nearly our entire fleet of PCs will have gone through this process.Before we introduced our new upgrade process, employees needed to turn their PC over to IT to receive an operating system (OS) upgrade. Not only was this labor intensive and time consuming, it caused our employees anxiety. This was due to the fact that more than 3,000 enterprise applications are in use at Intel. And our employees knew that application incompatibility issues, caused by the upgrade, could prevent them from getting back to work.Our new process, described in the IT@Intel white paper, Advancing the User Experience with Intel® Architecture-Based Laptops and Microsoft Windows* 10, eliminates the concern regarding incompatibility issues, as we make application readiness an essential step that occurs before we launch our new upgrade procedures. We accomplished this by moving to an accelerated application-testing process that uses virtual machines, allowing us to make corrections before users perform the self-service Windows* 10 in-place upgrade on their PCs.Other benefits of this process include speed and flexibility. The new upgrade process takes 60 to 90 minutes to complete. Compare that with the typical IT technician-assisted OS upgrade that takes at least a half-day. And because it is a self-service process, Intel employees can choose when and where they upgrade their PC. They can run it at the office while they go to lunch, and come back and resume their work, or they can run it on their laptop when they’re at home.Why upgrade? Windows* 10 offers an expanding application and driver ecosystem—which can increase employee productivity—compared to older versions of Windows*. Intel will continue to align with the Windows* as a Service cadence, in order to keep pace with each new release of Windows* 10. Our new self-service in-place upgrade process enables us to transition to a continually updated OS model, avoiding the disruption and downtime associated with major OS upgrades.Developing our self-service, in-place upgrade process for Windows* 10 required multiple phases: Phase 1 (early adopters), Phase 2 (limited deployment), Phase 3 (general availability), and Phase 4 (standard on all devices). We are now in Phase 3.To ensure success at each phase, we monitored the in-place upgrade activities. Using our system tracking tools, we saw failures rates of less than 5 percent for all Windows* 10 self-service upgrades. Of those failures, the vast majority gracefully reverted back to their previous OS version. We then remotely addressed the issue and performed the upgrade. More than 95 percent of the upgrades went smoothly, with our users giving the procedure positive reviews.By going through multiple phases, we learned how to improve the process and we have much more to share. For more information about Intel IT’s self-service deployment of Windows* 10, read the most recent version of the IT@Intel white paper, Advancing the User Experience with Intel® Architecture-Based Laptops and Microsoft Windows* 10.
Our obsession with celebrity culture is a result of our poorly adapted brains, argues social anthropologist Jamie Tehrani. Related Items
Can computers be creative? That’s a question bordering on the philosophical, but artificial intelligence (AI) can certainly make music and artwork that people find pleasing. Last year, Google launched Magenta, a research project aimed at pushing the limits of what AI can do in the arts. Science spoke with Douglas Eck, the team’s lead in San Francisco, California, about the past, present, and future of creative AI. This interview has been edited for brevity and clarity.Q: How does Magenta compose music?A: Learning is the key. We’re not spending any effort on classical AI approaches, which build intelligence using rules. We’ve tried lots of different machine-learning techniques, including recurrent neural networks, convolutional neural networks, variational methods, adversarial training methods, and reinforcement learning. Explaining all of those buzzwords is too much for a short answer. What I can say is that they’re all different techniques for learning by example to generate something new. 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The SketchRNN algorithm was trained on millions of drawings from our Quick, Draw! game. Our most recent music algorithm, Performance RNN was trained on classical piano performances captured on a modern player piano [listen below]. I’d like musicians to be able to easily train models on their own musical creations, then have fun with the resulting music, further improving it. A musician improvises alongside A.I. Duet, software developed in part by Google’s Magenta By Matthew HutsonAug. 8, 2017 , 3:40 PM google Q: How do you respond to art that you know comes from a computer?A: When I was on the computer science faculty at University of Montreal [in Canada], I heard some computer music by a music faculty member, Jean Piché. He’d written a program that could generate music somewhat like that of the jazz pianist Keith Jarrett. It wasn’t nearly as engaging as the real Keith Jarrett! But I still really enjoyed it, because programming the algorithm is itself a creative act. I think knowing Jean and attributing this cool program to him made me much more responsive than I would have been otherwise. Q: If abilities once thought to be uniquely human can be aped by an algorithm, should we think differently about them?A: I think differently about chess now that machines can play it well. But I don’t see that chess-playing computers have devalued the game. People still love to play! And computers have become great tools for learning chess. Furthermore, I think it’s interesting to compare and contrast how chess masters approach the game versus how computers solve the problem—visualization and experience versus brute-force search, for example.Q: How might people and machines collaborate to be more creative?A: I think it’s an iterative process. Every new technology that made a difference in art took some time to figure out. I love to think of Magenta like an electric guitar. Rickenbacker and Gibson electrified guitars with the purpose of being loud enough to compete with other instruments onstage. Jimi Hendrix and Joni Mitchell and Marc Ribot and St. Vincent and a thousand other guitarists who pushed the envelope on how this instrument can be played were all using the instrument the wrong way, some said—retuning, distorting, bending strings, playing upside-down, using effects pedals, etc. No matter how fast machine learning advances in terms of generative models, artists will work faster to push the boundaries of what’s possible there, too. How Google is making music with artificial intelligence Q: How has computer composition changed over the years?A: Currently the focus is on algorithms which learn by example, i.e., machine learning, instead of using hard-coded rules. I also think there’s been increased focus on using computers as assistants for human creativity rather than as a replacement technology, such as our work and Sony’s “Daddy’s Car” [a computer-composed song inspired by The Beatles and fleshed out by a human producer].Q: Do the results of computer-generated music ever surprise you?A: Yeah. All the time. I was really surprised at how expressive the short compositions were from Ian Simon and Sageev Oore’s recent Performance RNN algorithm. Because they trained on real performances captured in MIDI on Disklavier pianos, their model was able to generate sequences with realistic timing and dynamics.Q: What else is Magenta doing?A: We did a summer internship around joke telling, but we didn’t generate any funny jokes. We’re also working on image generation and drawing generation [see example below]. In the future, I’d like to look more at areas related to design. Can we provide tools for architects or web page creators? Magenta software can learn artistic styles from human paintings and apply them to new images. 00:0000:0000:00 Fred Bertsch