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NEW YORK, Aug.迷你倉新蒲崗 21, 2013 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:Natural Gas Scenario in India 2013.reportlinker.com/p01591384/Natural-Gas-Scenario-in-India-2013.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Oil_and_Gas_energyThis report provides an insight into the Indian Natural Gas Scenario.In depth profile includes;- Current Natural Gas Demand and Supply Gap in India - Natural Gas Reserves, Production, Consumption in India- Growth Drivers, Challenges and Market Trend- Demand/Supply Forecast of Natural Gas - Segment wise demand, supply capacity addition- Current Power Demand and Supply Gap in India - Demand & Consumption, Power generation- Power: Growth Drivers, Challenges and Market Trend- Demand/Supply Forecast of Power Sector - Segment wise demand, Power generation installed capacityMarket data and analytics are derived from a combination of primary and secondary sourcesKeywordsNatural Gas, Oil and Gas, Energy and Resources, Gas, Petroleum, Crude Oil, Oil Reserves, Natural Gas production01 Methodologya.Scope of this researchb.Research aim and objectivesc.Research methodology02 Current Natural Gas Demand and Supply Gap in Indiaa.India' Natural Gas Reservesb.Industry Structure of Natural Gasc.Past Natural Gas (NG) Demand & Consumptiond.Natural Gas Production in Indiae.Natural Gas GAP Analysisf.Natural Gas Consumption by Sectorg.Key Company-wise Natural Gas Production in India03 Growth Drivers, Challenges and Market Trenda.Analysis of Segment Wise Market Driversb.New Exploration Licensing Policy of Natural Gasc.Challenges & Market Trendsd.P迷你倉出租ice Movements04 Demand/Supply Forecast of Natural Gasa.Natural Gas Demand till FY17 & FY23b.Segment-Wise Natural Gas Demand till FY17 & FY23c.Natural Gas Supply Capacity Additiond.Future Supply - Demand Gap05 Current Power Demand and Supply Gap in Indiaa.Power Industry Key Stakeholdersb.Industry structure : Power Sectorc.India' Crude Oil Reservesd.Past Power Demand & Power Availabilitye.Power Generation Installed Capacity (MW)f.Power Generation in India (GWH)g.Demand - Supply GAP Analysish.Power Demand & Consumption by Sector06 Power: Growth Drivers, Challenges and Market Trenda.Challenges & Market Trendsb.Price Movements - Power Generation Costc.Key Company-wise Power Generation Installed Base in Indiad.Analysis of Segment Wise Market Driverse.Power Sector Growth Drivers07 Demand/Supply Forecast of Power Sectora.Future Power Generation Capacity Estimatesb.Power Demand till FY17 & FY23c.Segment-Wise Electricity Demand till FY17 & FY23d.Future Supply - Demand Gape.Power Generation Installed Capacity (MW)08 About UsCompanies Mentioned ONGC - Oil and Natural Gas CorporationOIL - Oil India LimitedGSPC - Gujarat State Petroleum CorporationRIL - Reliance Industries LimitedAGCL - Assam Gas Company LimitedGGCL (Gujarat) - Gujarat Gas Company LtdMGL (Mumbai) -Mahanagar Gas LimitedICL (Delhi) - Indraprastha Gas LimitedBGL (Andhra Pradesh) - Bhagyanagar Gas LimitedGSP / Niko - Gas Plus SpABPCL - Bharat Petroleum Corporation LimitedTo order this report:Oil_and_Gas_energy Industry: Natural Gas Scenario in India 2013Contact Clare: clare@reportlinker.com US:(339) 368 6001Intl:+1 339 368 6001ReportlinkerWeb site: .reportlinker.com/儲存倉

SAN DIEGO, Aug.迷你倉庫 21, 2013 /PRNewswire/ -- Sempra Energy today released its fifth annual corporate responsibility report, chronicling the company's priorities and performance in a wide range of sustainability-related areas.Sempra Energy's 2012 corporate responsibility report, titled "Fueling the future, responsibly," outlines the company's ongoing efforts to meet rising demand for lower-carbon energy, engage with stakeholders and manage risk."With a sharp focus on cleaner fuels, new infrastructure and enhanced safety, the energy industry is in the midst of a significant transformation," said Debra L. Reed, chairman and chief executive officer of Sempra Energy. "Our latest corporate responsibility report describes how we employ a low-carbon approach -- in the context of clear priorities and strong stakeholder engagement -- to sustainably develop and deliver safe and reliable energy for our customers."Highlights from the report include the following 2012 achievements:-- Low carbon emissions rate: The Sempra Energy family of companies has a carbon-dioxide emissions rate approximately 40-percent below the national average. -- Renewable energy: San Diego Gas & Electric provided more than 20 percent of its electricity from renewable sources. Sempra U.S. Gas & Power brought more than 850 megawatts of renewable energy online, completing two major solar-power projects and three wind-power projects, in partnership with BP Wind. -- Public and workplace safety: The Sempra Energy family of companies conducted operations without a single employee or contractor-related injury or fatality. Sempra Energy's subsidiaries safely operate more than 123,000 miles of natural gas pipelines and 47,000 miles of electric transmission and distribution power lines, as well as natural gas and renewable energy infrastructure. -- Energy efficiency: San Diego Gas & Electric achieved 325 gigawatthours of energy savings, or enough energy for 54,000 homes for a year, while Southern California Gas Co. saved 32 million therms of natural gas, or enough energy to heat 10,551 homes for a year. Both achievements exceeded the utilities' 2012 targets.Sempra Energy's corporate responsibility report is available online in a PDF or interactive flipbook format.Sempra Energy has four principal subsidiaries: Southern California Gas Co., San Diego Gas & Electric, Sempra U.S. Gas & Power and Sempra International. San Diego Gas & Electric and Southern California Gas Co. are regulated utilities that provide electricity and natural gas service to more than 20 million California consumers. Sempra U.S. Gas & Power has solar, wind and natural gas-fueled power plants in the U.S. and also owns natural gas storage and pipeline facilities, as well as distribution utilities. Sempra International develops, builds and operates energy infrastructure assets and distributes electricity and natural gas to customers in Mexico, Chile and Peru.Sempra Energy, based in San Diego, is a Fortune 500 energy services holding company with 2012 revenues of approximately $10 billion. The Sempra Energy companies' nearly 17,000 employees serve about 31 million consumers worldwide.This press release contains statements that are not historical fact and constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements can be identified by words like "believes," "expects," "anticipates," "intends," "plans," "forecasts," "estimates," "may," "will," "would," "could," "should," "potential," "target," "outlook," "project," "maintain," "depends," "pursue" or similar expressions, or discussions of guidance, strategies, plans, goals, opportunities, projections, initiatives, objectives or intentions. Forward-looking statements are not guarantees of performance. They involve risks, uncertainties and assumptions. Future results may differ materially from those expressed in the forward-looking statements. Forward-looking statements are necessarily based upon various assumptions involving judgments with respect to the future and other risks, including, among others: local, regional, national and i儲存ternational economic, competitive, political, legislative and regulatory conditions and developments; actions and the timing of actions by the California Public Utilities Commission, California State Legislature, Federal Energy Regulatory Commission, U.S. Department of Energy, Nuclear Regulatory Commission, Atomic Safety and Licensing Board, California Energy Commission, California Air Resources Board, and other regulatory, governmental and environmental bodies in the United States and other countries where the company does business; capital market conditions, including the availability of credit and the liquidity of investments; inflation, interest and exchange rates; the impact of benchmark interest rates, generally Moody's A-rated utility bond yields, on the California utilities' cost of capital; the timing and success of business development efforts and construction, maintenance and capital projects, including risks inherent in the ability to obtain, and the timing of the granting of, permits, licenses, certificates and other authorizations; energy markets, including the timing and extent of changes and volatility in commodity prices; the availability of electric power, natural gas and liquefied natural gas, including disruptions caused by failures in the North American transmission grid, pipeline explosions, equipment failure and the decommissioning of SONGS; weather conditions, natural disasters, catastrophic accidents, and conservation efforts; risks inherent with nuclear power facilities and radioactive materials storage, including catastrophic release of such materials, the disallowance of the recovery of the investment in, or operating costs of, the nuclear facility due to an extended outage, and increased regulatory oversight; risks posed by decisions and actions of third parties who control the operations of investments in which the company does not have a controlling interest; wars, terrorist attacks and cyber security threats; business, regulatory, environmental and legal decisions and requirements; expropriation of assets by foreign governments and title and other property disputes; the impact on reliability of SDG&E's electric transmission and distribution system due to increased power supply from renewable energy sources; the impact on competitive customer rates of the growth in distributed and local power generation and the corresponding decrease in demand for power delivered through our electric transmission and distribution system; the inability or determination not to enter into long-term supply and sales agreements or long-term firm capacity agreements; the resolution of litigation; and other uncertainties, all of which are difficult to predict and many of which are beyond the control of the company. These risks and uncertainties are further discussed in the most recent Annual Report on Form 10-K and Quarterly Report on Form 10-Q that Sempra Energy has filed with the Securities and Exchange Commission. These reports are available through the EDGAR system free-of-charge on the SEC's website, .sec.gov, and on the company's website at .sempra.com.We caution you not to rely unduly on any forward-looking statement. These forward-looking statements speak only as of the date hereof, and the company undertakes no obligation to update or revise these forecasts or projections or other forward-looking statements, whether as a result of new information, future events or otherwise.Sempra International, LLC, and Sempra U.S. Gas & Power, LLC, are not the same companies as San Diego Gas & Electric (SDG&E) or Southern California Gas Company (SoCalGas) and Sempra International, LLC and Sempra U.S. Gas & Power, LLC are not regulated by the California Public Utilities Commission. Sempra International's underlying entities include Sempra Mexico and Sempra South American Utilities. Sempra U.S. Gas & Power's underlying entities include Sempra Renewables and Sempra Natural Gas.(Logo: photos.prnewswire.com/prnh/20110108/SEMPRAENERGYLOGO)Photo: photos.prnewswire.com/prnh/20110108/SEMPRAENERGYLOGOSempra EnergyCONTACT: Art Larson, Media, Sempra Energy, (877) 340-8875, .sempra.com,and Victor Vilaplana, Financial Contact, Sempra Energy, (877) 736-7727,investor@sempra.comWeb site: .sempra.com/新蒲崗迷你倉

Editor’s note: This is the second and last part of an exclusive interview between Shanghai Daily reporter Ni Tao and Ian Buruma on the sidelines of the 2013 Shanghai Book Fair.迷你倉沙田 Ian Buruma is an Anglo-Dutch writer and an authority on the cultures of Japan, China and Asia at large. He was a guest speaker at the book fair.Q: If China’s rise is to be accepted in terms of values, what kind of values should it present the world?A: You have many talented Chinese who can write great books, paint great paintings, think great thoughts, invent great technical things.There are all kinds of ways in which Chinese individuals can do things that would be admired by the whole world.I think it’s much more important that they have their chances to do, so that the government somehow finds the programs of universal values which it then promotes.Q: As a cultural expert, what do you think is the core issue of Chinese rejuvenation of its culture?A: Talented individuals should be given the room to express their talent. If you just look at what’s happened since the 1980s, and now it is amazing how much China has produced in terms of literature, fashion, film, theater and so on. The more freedom people have in China to do this, the more it will flower.Q: How do you interpret the catchphrase “Chinese dream”? Is it some vision of personal achievement or should it be intertwined with the nation’s fortunes?A: I think inevitably in the case of China, it’s meant to be intertwined with the nation’s fortunes, more so than in the United States, where it is very much in the American Constitution — the pursuit of individual happiness. Which is less appropriate in the Chinese context, where getting wealthy has to be linked in official parlance to doing good for the nation. So I think that’s the main difference.Perhaps we should not make too much of these catchphrases. It’s probably linked to a certain kind of Chinese tradition. In traditional calligraphy, there is a moral catchphrase taken from the Confucian classics or something like that. The catchphrase is a modern version of that really.Q: In your early book, “God’s Dust” (1989), you asked if modernity has blurred the borderlines between Asians’ identities. After so many years, does the homogenizing force of globalization make Chinese less Chinese, and Japanese less Japanese? Is identity still relevant?A: I think it is less right than I thought at that time. I was then much more interested in identity, and now I am more skeptical of it.I don’t think it’s enough for people, individuals simply to accumulate a lot of money, have a lot of pleasure. Most human beings want something more迷你倉價錢out of life. And for some lucky, talented individuals, that can come from your personal achievements, like writing books.Most people feel that they need to belong somewhere, to something, to larger things. And some of that need is fulfilled by going to football stadiums, cheering on your local team, and so on. But it also means belonging to a nation. Inevitably that could be a regional feeling.In every human being it is usually not just one thing. It can be a football team, a city and a region, and a country or a religion. So we are all a mixture of different identities. In “God’s Dust,” I overstressed the importance of national identity.And people find ways to express their identities in ways that are often surprising and much more tenacious than we think.For example, take a city like Chengdu, which I like very much. The first time I saw it, it was still the old city, wooden houses, teahouses and so on. And then I came back in 1999, I think it was, most of that was gone, but still a little bit was left. And then I came back in 2007, and there was nothing left.I couldn’t recognize it anymore. All of it looked like Singapore to me. I don’t think that means people lose their identity, not necessarily, because one thing I noticed is that under the sort of new flyovers, people got together spontaneously to play local Sichuan opera.So, even though the surface can seem standard and uniform, people express themselves in different ways.Perhaps much more important than protecting national identity is to give people the freedom to express themselves. And they will develop their own identities.When I wrote the book, I thought that identities had to be protected. I don’t believe it so much anymore.Not that I think it is so great that every Chinese city looks the same with cookie-cutter buildings. I think it is a great pity, but it doesn’t necessarily destroy people’s identity. Q: You last visited Shanghai more than 10 years ago. Has the modernizing city lost any of its quintessential charm?A: Visually it has, because most of it is gone. Now cities do have a certain style, they are much harder to destroy. Like my story on Chengdu. Even though physically you can change a city completely, people still have local dialect and their taste in food. Shanghai still has a lot of that.And cities change, their characters change, which doesn’t mean they all end up the same.The character of London now is not as it was in the 1950s, or the 1850s. Certain things remain more or less the same while many other things change completely. London is more like Shanghai, New York or Tokyo than it was, but it still has its certain character. I think that is true of Shanghai too. 迷你倉庫

信息來源於四川新聞網 / Cited from .newssc.org/遂寧火車候車大廳沒有空調。（圖由遂寧火車站提供）　　　　近日持續高溫，儲存有網友發帖抱怨：“南充火車站不裝空調，熱得傷心。”　　暑期即將結束，火車站近來客流量大增，華西城市讀本記者昨日走訪南充、達州、遂寧三地的火車站，發現三地火車站的售票大廳和候車大廳均沒有安裝空調，許多旅客都表示“熱得遭不住”。南充火車站　　售票廳候車室沒空調 乘客喊“熱得傷心”　　近日有網友在南充某本土論壇上發帖稱“南充火車站不裝空調，熱得傷心”，帖中的圖片顯示：售票大廳里，不少乘客只得直接坐到了地板上。該網友說：“南充火車站偌大的售票廳卻沒有安裝一台空調。火車站是一個城市的窗口！外地人對一個城市最直觀的印象往往來自于車站、機場、碼頭等！”跟帖的部分網友表示贊同。　　昨日上午10點左右，記者來到南充火車站。在動車的候車室，有空調，非常涼爽。但是在售票廳，只裝有10個吊扇，作用有限。乘客：熱的遭不住，只有往地上坐　　天氣炎熱，很多乘客都自己帶了扇子。“熱得很，風扇的風太小了。”在售票廳等待的乘客楊豔直接靠著柱子坐在售票廳的地板上，“坐在地上涼快些，人多，站起熱的遭不住。”趕著買票回萬州的乘客向國正直接站在風扇下面撂著衣服，“你看嘛，胸口和後背的汗水就沒幹過。”說著向國正就用手抹了抹額頭上的汗水，他對記者說：“風扇吊得太高了，根本就沒得啥風。”一對剛剛買到票的老年夫婦對記者說：“南充站售票廳和候車室沒有空調，最近又是持續的高溫天氣，確實是很熱。”火車站：已向上級反映，等回複中　　對於乘客對於售票廳和候車室太熱的抱怨，火車站負責人伍建軍表示：“這些情況我們也曉得，我們也希望能夠給乘客提供一個舒適的購票、候車的環境。”由於車站並沒有決定權，車站方面只能把收集的乘客意見向成都鐵路局反映。“就這個事情我們向上級提過很多次，到底安不安空調？什麼時候安？都要等上面的決定。”伍建軍補充道，“最近有回複，但是具體時間還沒有出來，應該快了。” 華西城市讀本見習記者 賈翔 董英達州火車站　　悶熱“鐵皮屋”將消失 新候車廳月底亮相　　華西城市讀本訊（見習記者 孟飛）達州火車站廣場站矗立了一塊“鐵皮屋”，烈日暴曬下，“鐵皮屋”里悶熱無比，這就是達州火車站的臨時候車廳。出行的新蒲崗迷你倉客排成了幾條長龍，按部就班地檢票進站。在烈日照射下，每個人都是汗流浹背，豆大的汗珠不時從臉頰流下。為了解暑，乘客的辦法五花八門，有的買水、買冰淇淋，有的乘客拿著扇子左右搖曳，愛美的女士則打著傘為自己遮陽。　　本以為進站後可以涼快很多，但鐵質的臨時候車廳在烈日暴曬下更是悶熱難耐，幾台不是太給力的電風扇呼呼的吹著熱風。小孩子都頑皮地跑來跑去，嘻嘻打鬧，好像都不怕熱。為了給乘客解暑，車站工作人員不時地向乘客發放解暑藥品等。　　昨日上午，記者來打達州火車站看見，正在改造的候車大廳外牆被腳手架和綠狀布條圍住，內部工人正在忙碌地施工。據悉，站房改造後，現在的動車進站處將變為問詢處，以後旅客都將統一從候車大廳前門進站，候車大廳前門將設置15個進站入口。此外，候車大廳由四個小候車廳構成，其中，一樓右邊的候車廳為專門的動車候車廳，二樓第三候車廳為動車加密運行時的專用候車廳。整個候車大廳內安裝有中央空調、飲水處、廁所。　　據瞭解，新候車大廳預計將于8月30日完工，從達州火車站獲悉，該站站房改造將於今年底全面竣工。屆時，全新的驗證驗票口、寬敞舒適的候車大廳、平坦統一的高站台，新增的近6000平米候車面積將最大限度地滿足旅客的候車需求。遂寧火車站　　沒裝空調 候車大廳就像“蒸籠”那樣熱　　華西城市讀本訊（記者 胡旭陽）“候車大廳里人那麼多，但卻沒有空調，只有風扇，簡直熱死了！”近日，遂寧市民胡先生向華西城市讀本記者反映，遂寧天氣比較熱，但火車站候車大廳只有風扇，簡直就像個蒸籠。　　胡先生向記者介紹，趕火車的人大多都比較著急，等跑到候車大廳之後很多人都在出汗，候車大廳連個空調都沒有，就是風扇在扇，“一點也不涼快”。　　昨日上午11點左右，記者來到火車站售票大廳體驗，也被真真切切地“蒸”了一回。當時，大廳內風扇開著，候車的旅客不算多，但是旅客手上幾乎都拿著冰水在降溫。風扇在不停地轉，窗戶也開著，但是絲毫感覺不到涼意，在裡面呆一會就汗如雨下。　　對此，遂寧市火車站的工作人員向記者介紹，遂寧市火車站建于1997年，受條件所限，當時並沒有設計空調。近期遂寧地區持續高溫，車站候車室風扇已經24小時運轉，並隨時對風扇進行檢修，努力改善候車環境。　　然而，遂寧市汽車中心站和遂寧市商務中心客運站，都有空調設，候車大廳都比較涼爽。mini storage

　打工仔常常返工等放假，迷你倉沙田到放假又會想做甚麼？不少調查顯示，香港人熱愛旅遊。事實上，港人之所以喜歡旅遊，原來與壓力大有關係。早前有調查指出七成港人需超時工作，還有逾半打工仔曾在工作間遭受欺凌，更有42%選擇啞忍。在生活方面，除了上不到樓的壓力，還有不少人有失家的感覺，想要移民。最近，Travelzoo香港公布一項訂閱用戶調查報告，調查發現九成半的香港訂閱用戶想借外遊出走，以減壓及放鬆心情。　■香港文匯報記者 蔡明曄Travelzoo在大中華區於2013年7月1日至18日，訪問了接近2,500位訂閱Travelzoo的用戶。調查顯示，在香港的用戶當中，有93%想外遊的原因是減壓及放鬆心情，其次以充實和豐富生活為原因的則有76%。而以上的排名亦與台灣的結果一樣，但比率則略低於香港，在台灣以減壓為主因的有91%，豐富生活則有89%，可見兩地人民的壓力也相當大。至於內地情況與香港不同，內地受訪者首選體驗各地風土人情，以及充實和豐富生活為主要外遊原因。最愛遊日　在選擇最喜歡的旅遊目的地時，調查結果顯示不論是家庭旅遊或是單獨外遊，日本分別以49%及38%穩坐港人最愛去的首位，有逾七成香港用戶表示將於未來一年內再訪日本，反映隨著日圓持續疲弱，港人對日本的熱愛有增無減，更進一步刺激大家到日本購物及旅遊的意慾。　另外，台灣是香港人最喜歡去旅遊的第二位，在家庭旅遊（46%）及單獨外遊（36%）的選項中只稍稍落後於日本。在台灣方面，日本繼迷你倉價錢成為台灣人心中的首位，選擇想去的人也比香港人多，單身遊的有53%，家庭遊為71%。最後在內地方面，香港就成為了內地人單獨外遊時的最佳目的地，有24%內地人想來香港旅遊，排第二的台灣有23%；在家庭旅遊方面，第一位是澳洲（51%）第二位是新西蘭（41%）。以食為先　每人心中的完美假期都不一樣，據Travelzoo調查顯示，雖然香港已有「美食天堂」之稱，然而港人對美食的熱衷，即使身在外地仍然不忘搜羅美味。結果顯示79%香港人覺得「物超所值的美食」是首個完美假期的條件，到訪新旅遊景點和體驗風土文化為第二位（70%），陽光、海灘和充足休息（38%）得第三。至於內地人，結果顯示與港人不一樣，新一代白領階層認為「陽光與海灘」（79%）至為重要，其次是遊新景點和體驗風土人情（77%），可見內地旅遊消費正逐步趨向以度假休閒為主，脫離以往走馬看花的旅遊模式。要住得好　此外，在報告中指出，由於香港人去旅遊的主要目的，是為了紓解壓力，因此對住宿要求甚高，而且不會因行程的長短而降低要求。當中溫泉及陽光與海灘，成為了大家最好減壓的地方。溫泉更成為了香港用戶首選的短期旅遊住宿，其次則是海邊度假村以及國際酒店品牌。　Travelzoo香港總經理劉麗寬表示：「日本在美食、溫泉度假村、購物等方面，均有較能滿足港人渴望的旅遊元素，所以理所當然成為大熱。」另外在調查報告中看到，想要外遊的人都以短線的目的地為主，所以劉麗寬認為優質短線旅遊產品將繼續有需求。迷你倉庫

今年初曾建議分拆香港房地產業務上市的合和實業（054），迷你倉價錢其董事總經理胡文新昨表示，因應近期市況波動，將暫時擱置分拆計畫，他又稱集團不急於透過上市集資，目前未有重啟分拆上市的時間表。截至6月底止年度，合和純利為122.06億元，按年大升2.36倍，主要由於期內重估已落成投資物業的公平值大幅增加87.25億元所致。每股派末期息55仙，按年增加2%。不過，若撇除土地變換的收益、該集團已落成投資物業的公平值收益及特殊項目，其核心盈利則僅有12.31億元，按年減少9%。胡文新：現市況不明朗　　由於近期市場投資氣氛轉差，以及市況大幅波動，合和實業已於6月中公布不按原定計畫分拆港房地產業務上市。胡文新認為以集團現時的財務實力，不需要依靠分拆上市來籌集資金，故此市況未明朗前，目前沒有重啟分拆時間表，亦不急於分拆，待市況出現重大改變，才會重新評估分拆計畫，他又指該公司迷你倉庫足夠資金應付合和中心二期投資的相關費用。　　合和現時重點發展的項目─合和中心二期，其商業部分錄得土地變換收益22.49億元。截至6月底止，合和中心二期地盤的公平值約90億元，扣除已向政府作出37億元的補地價，再計及歷史成本入帳的5億元，該集團實現了土地增值48億元。合和二期料末季動工胡文新表示，合和中心二期未來2年會投入7.5億元資本，預計今年第四季可正式開工。該地盤將發展為樓高55層的綜合物業，與合和中心互相連接，項目包含一間酒店及綜合會議設施。　　另外，該集團位於荃灣的悅來坊商場，經過翻新後優化商戶組合，其出租率按年升20%至97%。即使進行翻新工程期間免租，但悅來坊商場的租金收入按年計仍增長7%。基於其現有租約，悅來坊商場於2014年財政年度的租金收入將達5,200萬元，較翻新前的2012年度增長65%。合和實業昨日收報24.75元，跌1.6%。儲存

【本報訊】多間廉價航空公司搶攻香港，迷你倉沙田對手間火藥味漸濃。被國泰（293）指不符合發牌資格的捷星香港，行政總裁劉仲威回應「我�係地地道道�香港公司」；他又指已取得多個時段的香港機場升降許可，「有人話機場飽和，純粹虛構（myth）」。記者：鄭柏齡被對手國泰質疑發牌條件的捷星香港，昨舉辦工作坊講解廉航發展。劉仲威澄清「捷星香港�香港註冊，基地、總部設�香港，我�唔係一間分店；事實勝過一切」。他續指，公司政策由「香港管理層決定」，匯報予香港永久性居民為主的董事局。他強調，不存在「不符合發牌資格」問題，但不肯評論為何遲遲不獲政府發牌，「呢層你要問番當局」。劉仲威補充，「好似股東何超瓊講，我�無意亦無需要挑戰國泰；但香港係自由市場，推崇競爭，畀多個選擇公眾有乜錯？」公司執行副總裁羅力行透露，首部飛機空中巴士A320已到手，正�手註冊事宜。批出牌照後，航線將包括日、韓、台、中國二線城市等，票價比傳統航空公司最少平一半，「我�宣佈成立不久，國泰立即推出fanfares；公司正迷你倉價錢營運後，國泰機票應該會再減價」。另一方面，國泰候任行政總裁朱國樑，昨日在電視訪問中重申其立場，「《基本法》第134條寫得好清楚……一間總部�澳洲墨爾本、特許經營�公司，係咪合符《基本法》規定，大家心中有數」。國泰晚上再補充，指所有捷星香港遞交的申請、必須符合香港基本法中以香港為主要營業地的要求，認為捷星香港有責任證明是否符合相關要求。已取多個時段升降許可有指本港機場接近飽和，政府不欲增加廉航削減競爭力，捷星香港亦提出數據反擊。劉仲威透露，已取得多個時段的升降許可，「該時段對旅客來說，非常吸引」；他又指，按日本成田機場經驗，引入廉航可擴大市場規模，「唔會偷走你�客，仲會帶動傳統航空公司增長。」事實上，捷星香港啟航日期被一拖再拖，東航（670）及澳洲航空去年3月宣佈合組捷星香港，原本預期今年下半年可「衝上雲霄」；其後在今年6月引入香港股東信德（242），望符合相關發牌規定，但運房局同月突然宣佈，正檢討航空公司制度，完成前不審批任何申請，故捷星何時起飛仍然是未知數。 迷你倉庫

bjrb.迷你倉價錢bjd.com.cn/html/2013-08/21/content_101307.htm...從垃圾場到錦繡穀 鏡頭記錄5年巨變 　　2009年 拾荒者的孩子們　　2013年 國際大師的園藝作品 　　2009年 垃圾場上簡易的房屋　　2013年 園林...

Higher staff costs and a decline in property investment gains shave 41pc off the group’s interim earnings as magazine advertising boosts revenueSCMP Group, the publisher of the South China Morning Post, posted a 41 per cent drop in first-half net profit to HK$105.迷你倉新蒲崗2 million from a year earlier as staff costs rose and gains booked on property investments fell.Revenue increased 11 per cent year on year to HK$509.1 million in the six months to June, driven by higher advertising sales from its magazine publishing business and higher rental income from investment properties, the company said in an interim results statement.The group publishes the South China Morning Post, Hong Kong’s only paid-for English-language newspaper, Chinese-language versions of Cosmopolitan and Harper’s Bazaar magazines, and the Hong Kong edition of ELLE magazine.Staff costs rose 26 per cent to HK$236.9 million in the first half. The group had 966 employees, up from 939 at the end of 2012.The statement said revenue from newspaper publishing was static, constrained by a slowdown in the local economy and an inactive recruitment market.The group said it would continue to strengthen its product portfolio and brands to develop new revenue streams.It pointed to an exclusive interview with US data leaker Edward Snowden in the summer, which drew record numbers of visitors to s迷你倉出租mp.com, as a sign of the global brand recognition the group’s editorial department was determined to deliver.Earlier this year, the group launched SCMPChinese.com in its first foray into online Chinese-language news, and it will introduce in the second half a new South China Morning Post HTML5 tablet edition to replace the existing free iPad app.Online advertising revenue grew 19 per cent and remained on an upward trend, while circulation was stable despite an increase in the price of the South China Morning Post in print and online.The statement said the outlook remained cautious amid signs of advertising activity in the banking and finance and overseas property sectors.It said that while some fashion brand advertisers were spending, the retail business remained lethargic and the outlook for initial public offerings was still soft for the coming six months.Total newspaper revenue fell 1 per cent to HK$365.5 million.The company declared an interim dividend of two HK cents per share.Trading in SCMP shares has been halted since February 26 after the group’s public float fell to 10.6 per cent, below the minimum requirement of 25 per cent. Kerry Media, the controlling shareholder, exercised its rights to 14.4 per cent of the firm’s issued share capital held by three banks.Before the suspension, the stock had gained nearly 20 per cent this year.儲存倉

Source: Cape Cod Times, Hyannis, Mass.迷你倉Aug. 19--President Obama played golf six times during his eight-day vacation. And while the vacation vibe this year was much more mellow that when the first family took it easy on the island in 2009, 2010 and 2011, there appeared to be no shortage of golf partners to help feed Obama's obsession. In all 13 people made up various foursomes during last week. Here is who got some chipping time with the leader of the free world:Trade Ambassador Ron Kirk was Obama's most frequent golfing partner last week, joining the president on three of six golf outings. He was the first African-American mayor of Dallas and was the U.S. trade representative, a Cabinet-level position, for four years in the Obama administration. He resigned in March to join the Gibson Dunn law firm and will advise global clients working out of the firm's Dallas and Washington, D.C., offices, according to the Dallas Morning News. Kirk is legally barred from lobbying or trying to influence the agency he led. In 2008, The National Law Journal named him one of "The 50 Most Influential Minority Lawyers in America."Dr. Jim Yong Kim, M.D., Ph.D., president of the World Bank since July 2012, joined Obama on the golf course twice last week. Formerly he was president of Dartmouth College in New Hampshire for three years and was a professor and department chairman at Harvard Medical School, the Harvard School of Public Health and Brigham and Women's Hospital in Boston, according to the World Bank website. Kim co-founded Partners In Health, an international health and social justice organization, and is a former director of the HIV/AIDS Department at the World Health Organization.Robert Wolf golfed with President Obama on the first full day of his vacation. Wolf, 51, is founder and CEO of 32 Advisors, a Wall Street consulting firm, and former CEO of UBS Americas, a banking company. He is one of Obama's principal Wall Street allies, according to The Associated Press. While many in the banking industry had cooled to Obama, Wolf was a fundraiser and vocal supporter during the 2012 re-election campaign, according to The Wall Street Journal. He was one of about 60 people who raised more than $1 million ($1.3 million) for Obama's recent campaign and the Democratic Party, according to The New York Times. He is one of the president's principal Wall Street allies, according The Associated Press. He served on Obama's Council on Jobs and Competitiveness from 2011 to 2013, was a member of the President's Economic Recovery Advisory Board from 2009 to 2011, the Homeland Security Advisory Council's Border Infrastructure Task Force in 2012 and currently sits on the President's Export Council, according to the 32 Advisors website.Dr. Eric Whitaker, M.D., is a longtime friend of the Obamas from Chicago who often golfs and plays basketball with the president and, with his wife, Cheryl, a pediatrician, travels with the Obama family. He is the former head of the Illinois Department of Public Health and former associate dean and executive vice president, strategic affiliations, at the University of Chicago Medical Center, where he worked with the first lady, according to ChicagoMagazine.com. He played basketball and one game of golf with th文件倉 president last week.Allison Davis is a lawyer and real estate developer in Chicago. He co-founded a Chicago law firm where Obama once worked after graduating from Harvard Law School and contributed to Obama's early political campaigns, according to The New York Times. Davis golfed once with Obama last week but also was part of a foursome in January when the president vacationed in Hawaii, according to the Times.Vernon Jordan, 77, is a partner at Lazard Freres & Co. and formerly was an adviser to the American Express Co., according to Bloomberg Businessweek.com. A lawyer, he is often described as a longtime Washington, D.C., power broker, who has vacationed on the Vineyard for many years. He joined the president for a one golf game and often accompanied former President Bill Clinton on the links when Clinton vacationed on the Vineyard in the 1990s.Brian Roberts, 53, is chairman and CEO of Comcast Corp. He played one game of golf with President Obama last week after which he and his wife, Aileen, hosted a cocktail party for the president and first lady in their Vineyard Haven home. The party lasted two hours.Eunu Chun, a New York lawyer with Kirkland & Ellis, joined Obama on the golf course Sunday. He was a fundraiser for the president's re-election campaign and raised more than $178,000, according to OpenSecrets.com. During his career, he represented Bain Capital, the company founded by Mitt Romney, who lost the general election to Obama, who criticized Romney's ties to the private equity company, according to The Wall Street Journal.Glen Hutchins is co-founder and co-CEO of Silver Lake Partners, a private equity firm and a part owner of the Boston Celtics basketball team, according to The Wall Street Journal and .nba.com. He played golf with the president Saturday. He is also chairman of the board of SunGard Corp. and a director of the NASDAQ Stock Market Inc., according to the Journal. He served on both of President Clinton's transition teams and as a White House adviser on economic and health care policy, according to the Journal. He donated $50,000 to Obama's 2012 inauguration, according to OpenSecrets.com.Larry David, 66, a comedian, writer and producer, played a round of golf with the president Saturday. He is the creator of the HBO comedy "Curb Your Enthusiasm" and, in the 1990s, "Seinfeld." He donated to Obama's 2008 and 2012 presidential campaigns funds.Marvin Nicholson is a personal aide to the president. A former bartender and golf caddie, he later worked as the personal assistant to Secretary of State John Kerry, who was then a U.S. senator from Massachusetts, according to The Washington Post. He often plays basketball and golf with Obama.Sam Kass, 33, is the White House chef and the executive director of Let's Move! and senior policy adviser on nutrition, according to the White House website. He often plays golf and basketball with the president.Mike Brush is a special assistant to the president and deputy director of advance operations, according to the White House website. He joined the president for one round of golf Sunday.Copyright: ___ (c)2013 Cape Cod Times (Hyannis, Mass.) Visit the Cape Cod Times (Hyannis, Mass.) at .capecodonline.com Distributed by MCT Information Services存倉

�海洋公園隨處小便？有圖有真相（圖），文件倉有網民話前日去海洋公園，見到兩個小朋友遊客�公園內周圍小便， 張相更被網民瘋傳熱議。睇張相兩個小朋友由家長陪同，估計有可能係搵唔切廁所，�植物旁邊「就地解決」。有網民仲懷疑佢�係內地遊客，但Emily 無從考究。海洋公園證實，相中地點係園內景點「香港老大街」入口，話對事件關注，希望遊客唔好隨處便溺，仲話老大街步行2 分鐘就有廁所。

Source: The Daily News, Jacksonville, N.self storageC.Aug. 20--As you sit and talk with Jack Lengyel about his memories of taking over the Marshall football program after the tragic 1970 airplane crash that killed 75 players, fans and school officials, for a brief moment it almost feels he was describing a movie and not reality.Actually, the 78-year-old Lengyel was doing both.Yes, there was a movie about the crash of Flight 932, a twin-engine 95-seat Southern Airways DC-9 that left Kinston at 6:38 p.m. on Nov. 14, 1970, for an expected 52-minute flight back to Huntington, W.Va.That move, entitled "We Are Marshall," recounts the crash and its aftermath and how Lengyel and many others helped the football program, the university and the community recover from an almost unimaginable tragedy."We never thought that would ever be turned into a movie," Lengyel said before addressing the Dixon Football Gridiron Club on Saturday night.Lengyel has hundreds, if not thousands, of stories of his time at Marshall, many obviously focused on that first season, which began with his hiring just over a month before spring practice was set to start.As he hit town, Lengyel had just three varsity players -- three, all of whom had been hurt and hadn't make the trip to East Carolina."We had to evaluate everything," Lengyel recalled.Personable and friendly, Lengyel is more than just a retired football coach and athletic director. He's a storyteller, and I could have sat for hours listening to him reflect and remember about his time at Marshall.A sampling of his memories:-- On how he managed to win two games that first season."We knew that we could out-condition people. We could out-discipline them. We could be tough, but we were going to be inexperienced. You could fault us for inexperience, but you could never fault us for determination, physical conditioning, etc."And then we would insert gambles. We would pass from punt formation. ... We stunted and we gambled. You never knew what we were going to do. We never had a pattern."-- On that first spring practice."I told every player, 'I'm going to put you in a spot and if you don't like where you are, come and see me because I'm not sure. I haven't seen enough of you, but let's say you're the big tackle and now we're making you play end and you want to play tackle. I may tell you, 'I'm sorry son, I don't have anybody else, 迷你倉ou've got to play.' Or I may say, 'OK.'"I gave them great latitude to put the team together."-- On Marshall beating Xavier 15-13 in its first home game on the final play."Xavier was favored by three touchdowns. That was just a great ballgame because of how it played out. We scored the winning touchdown with no time on the clock. In fact, the quarterback napped the ball with one second to go and the gun goes off."We throw a bootleg throw-back pass and Jack Crabtree levels the backside halfback and he (freshman Terry Gardner) walks into the end zone and they just came out of the stadium and filled the field."-- On the movie, "We Are Marshall.""Overall, it was pretty good. (But) the last play, they run a bootleg on the 13-yard line into the sideline. I said that's the dumbest play. I said if they ever see that play in the game, they'll say that's the dumbest football coach in America."Now what we did was fake the bootleg ... and threw back to the halfback that came out here to the wide side of the field. ... They said they'd correct it. They never did. What they did in the film (is) the ball is in the air, flashback; ball's in the air, flashback;"By the time they got to that you don't even remember what the play was."-- On being a "consultant" for the movie."I was just like any other movie consultant. They don't listen to a damn thing you tell them."And then there were Lengyel's recruiting stories. He said he went to Moeller High School in Cincinnati, which had two players at Marshall who died in the plane crash. At the time Moeller was coached by Gerry Faust, who would later go on to Notre Dame.Lengyel said Moeller had 12 players sign "big-time scholarships.""Gerry said you can't touch any of these 12," Lengyel said, "but he said, 'I got this kicker." I said, 'Geez, Jerry, I need linemen. I can't take a kicker.' He said, 'Well, he's a good one.'"You can guess what happened, can't you?"The kicker goes on to Dayton," Lengyel said. Wait. Wait. "And he beats us with a field goal."Did Faust give Lengyel an I-told-you-so telephone call?"No," Lengyel said, "I did not get a call."Sports editor Rick Scoppe can be reached via email at rick.scoppe@jdnews.com or by calling 910-219-8471.Copyright: ___ (c)2013 The Daily News (Jacksonville, N.C.) Visit The Daily News (Jacksonville, N.C.) at .jdnews.com Distributed by MCT Information Services文件倉

四川經濟日報綿陽訊 8月14日，存倉綿陽市工商局黨組書記蔡軍一行前往“掛幫包”聯繫村——游仙區魏城鎮鐵爐村進行幫扶工作調研。提升鐵爐村產業發展，拓展農民增收渠道，建設美麗富饒鐵爐新農村是此次蔡軍一行調研的工作重點。針對該村提出的打造種植、養殖、餐飲旅遊等特色產業，推動農村經濟發展等願景和期盼，綿陽市工商局當場表示在該村所擬設立規模化公司涉及相關登記事項以及涉農商標註冊申請等方面予以大力支自存倉，企業群�代表的歡迎。“開展‘掛幫包’活動，是推進農村扶貧工作和新農村建設的重要舉措，也是進一步轉變幹部作風，服務基層群�，密切黨群幹群關係的具體實踐。”蔡軍表示將緊密結合鐵爐村的建設實際、發展實際，好事辦實，實事辦好，將“掛幫包”活動開展成為群�認可與稱道的一項“民心工程”。調研中，綿陽市工商局還向鐵爐村村委會及兩名困難在校大學生現場捐助了共計9000元的現金。（姜海濤 呂天清文/圖）迷你倉新蒲崗

Casino operator Galaxy Entertainment reported a 35 per cent jump in first-half net profit to a record HK$4.迷你倉價錢65 billion as Macau gaming revenues continued their robust growth.The figure beat a consensus forecast of HK$4.35 billion in a Bloomberg poll.Revenue rose 9 per cent from a year earlier to HK$30.8 billion.Last week, Fitch Ratings revised its base case outlook for growth in Macau’s gaming revenues this year to 14 per cent from 11 per cent as the VIP segment continued to perform better than expected.Galaxy is competing with other gaming giants, including SJM and Sands China, to expand in Macau’s increasingly popular Cotai Strip. Last month, it acquired the Grand Waldo casino resort, next to its flagship Galaxy Macau, for HK$3.25 billion.Gaming had been suspended at the Waldo until its迷你倉庫relaunch in six to nine months, deputy chairman Francis Lui Yiu-tung said.Chief financial officer Robert Drake said: “Galaxy phase two [incorporating Grand Waldo] is on schedule and on budget for completion in mid-2015.”The firm expects to start construction on phases three and four by early next year.“The company’s balance sheet has never been stronger or more liquid,” Drake said.Cash on hand rose 16 per cent from the end of last year to HK$18.1 billion.Galaxy reduced borrowings by about 35 per cent to HK$6.8 billion with an early debt prepayment this quarter.The firm was selected as a constituent of the blue-chip Hang Seng Index in June, the second casino operator to be included, after Sands China.Shares of Galaxy fell 2.5 per cent to HK$42.90 yesterday. The market dropped 2.2 per cent.儲存

Source: The Times-News, Twin Falls, IdahoAug.儲存倉 20--Many Idahoans' names, for one reason or another, end up on the state's unclaimed property list.People get divorced, they get remarried, they move out of state. And sometimes they don't leave the bank a forwarding address. "Unclaimed property" usually doesn't refer to land or a house. Rather, it's money -- checking accounts, savings accounts, stock dividends, mutual funds and utility refunds -- or items stored in a safety deposit box.At times coins, gems, jewelry and stamps are reported unclaimed by hospitals, hotels and financial institutions. Businesses turn over those assets to the state, which tries to reunite the valuables with the owner or estate.The Idaho State Treasurer's Office provided this sampling of 75 people who own unclaimed property valued at more than $100. Their last known addresses are in south-central Idaho. But many other people are on the list, too.Be proactive by searching your own name at sto.idaho.gov. You might be surprised at what you find.BELLEVUEChristopher PoynterBUHLTara Kaye BridgesP. ClineJames Lee Douglas-BridgesStacy L. FisherLauri FothergillDaisha MaloneyJeff MaloneyBURLEYPaloma D. ClawsonDavid J. CrystalJim JohnsonGlenda J. LainhartE. Jo Lene SummersCand迷你倉沙田nce E. ThomasTwin Falls County So.FAIRFIELDAnna V. HyattGOODINGWilma GribbleE. Greagory Thompson MDHAILEYBuymedia Inc. Marketron A Division of BuymedElma CannavinoJames CannavinoSharon Bruhy GrosvenorMargaret E. TraylorJEROMEViola DavisRandy L. DudleyKETCHUMJacqueline FarrisGlassmasters Inc.Erin E. LeadyKathleen Mac DonaldGordon PlagerAndrew S. PortilloKathleen M. RyanAntoine Cule TchouleStarr Kruesi WeeksPAULJohn A. FullerRUPERTLorraine HareSUN VALLEYBruce S. ManheimScott USACarol S. SedlackSun Valley LodgeTWIN FALLSGary L. ChappelNorma L. CoinerDelitha ConnerMatthew A. DavisionSandra J. DavisionRyan DekruyfF. Pena ElidaEstate of Miss Nan MoonFirst Federal Savings BankJonathon P. FordEverett E. FrameGepeddosFigueroa Paula GonzalezM. L. GrieveMichael GuellerAnna E. HayesHoracio HernandezVega Javier N. IribeJulian O. Nicholson MDAlejandra KnapePaul LewisLynwood ManorMeristar HotelLloyd H. MillerGeri L. NielsonOwen Hardwood FloorsDale J. PetersonCharles T. ShenkAdriana SorleaRoger S. StaleyAngela L. SternerTheisen Motors Inc.Troy WilliamsWENDELLBruce T. KubikRafaela G. SalazarCopyright: ___ (c)2013 The Times-News (Twin Falls, Idaho) Visit The Times-News (Twin Falls, Idaho) at magicvalley.com Distributed by MCT Information Services迷你倉價錢

The Securities and Futures Commission should be stripped of its power to prosecute because it lacks sufficient internal regulation and oversight, Hong Kong’s top prosecutor has warned.迷你倉出租SCMP, August 17The old Latin aphorism coined more than 2,000 years ago still says it best: Quis custodiet ipsos custodes? Who guards the guardians themselves?It is why I congratulate our Director of Public Prosecutions, Kevin Zervos, for saying at long last what people in authority should long ago have said and what I have repeatedly argued in this column – the SFC needs to be reined in.What we have here is a law enforcement agency that has not only written its own law, the Securities and Futures Ordinance, but acts as both policeman and prosecutor and sometimes as jury and judge, too.Fortunately, the SFC is not allowed the roles of jury and judge in criminal cases. These it must bring to a proper court of law. But it has created an intermediate level of offence, which it can have tried in special creations called market misconduct tribunals. These do not have the power to send offenders to prison but also do not require proof beyond a reasonable doubt, only the balance of evidence.It may seem like a fair trade-off but in the investment business it is not. An SFC investigation with its costly and lengthy legal processes can easily destroy the reputations and careers of investment professionals and render the rest of their lives an ongoing misery. A jail sentence is not much worse.In my opinion, as a former investment analyst in this town for almost 20 years, the SFC uses its powers too casually.There is, admittedly, a right of appeal to a Securities and Futures Appeal Tribunal (SFAT) presided over by a judge, but the difficulty here is that the tribunal likes to restrict itself to points of law and procedure, arguing that it does not have the expertise of securities regulators in investment matters.This view might have some merit if regulators were recognised investment exper儲存倉s. In the SFC, like most regulators around the world, this tends not to be the case. The SFAT has thus made itself an example of the blind directing the blind.What makes it worse is that new regulations drafted by the SFC rely increasingly on professional judgment. For instance, it is now a criminal offence for a listed company not to divulge price-sensitive information to the general public.But just what constitutes price-sensitive information and when does it do so? These are not always easy questions to answer and regulators who attempt it easily do so out of context. Company directors are thus now in danger of imprisonment for making decisions differently from the way they might be made by someone not familiar with their businesses.So, yes, I applaud Mr Zervos on this one. The powers of the SFC need to be checked.Then again, however, in the same issue of this newspaper in which we reported on his stand we carried a report of two people sentenced to jail for five years for money laundering. What crime had they committed to make the money they had handled the proceeds of a crime and therefore laundered money?We do not know. We were not told. It is entirely likely that a judge or jury would not really have known. But all either would have to have been is convinced that the offence looked like money laundering to a reasonable person. The definition of a reasonable person is left vague. In practice, it means people who have little or no familiarity with commerce.It was unlikely to be drug money. We already have a separate law for seizure of proceeds of drug trafficking. Terrorism and tax evasion are also highly unlikely candidates.More likely this was just the underground cross-border funds flow system in action, which helps the wheels of commerce move. Beijing continues to be reluctant to accept the terms of how a modern economy operates.We should not allow our prosecutors to treat this as a crime. You need a guardian, too, Mr Zervos.jake.vanderkamp@scmp.com迷你倉沙田

Good executives can become great by internalising certain additional qualities to reach his full professional potentialMANY business executives are good and successful.迷你倉新蒲崗 They share a few obvious traits in common: hard and smart-working, focus, perseverance, drive, constantly updated domain knowledge and so on. However, not every good executive goes on to become great in the true sense of the word or even reaches his or her full professional potential.So, what is the elusive recipe that transforms an executive from good to great? After a lot of thought and research backed by a decade-and-a-half of executive coaching to many a C-suite business executive in various industries, I have come to believe that in addition to the above-mentioned obvious traits, truly great executives almost unfailingly possess certain additional qualities, all of which any executive can acquire in partnership with a competent coach adept at helping the coachee to internalise them.Here they are, in no particular order:Ability to respond to an unpleasant person, event or situation, rather than react to it;Being driven by aims and goals, and plan and strategy, rather than by expectations;Recognising the confluence of their passion and talent, and overlaying it with their professional experience; this may also be described as answering their "professional calling";Intelligent and sustained networking; andEmpathic listening.Let us examine in some detail these traits that make a good executive great.Respond, not reactEncountering disagreeable people, provocative communications and experiencing unfavourable events, situations and circumstances is part and parcel of today's executive life. Without realising, most executives react to these rather than respond to them.What is the difference? When you react, you are driven externally - usually by something that you haven't liked in the first place. Naturally, this brings into the equation certain amount of negativity and prevents you from acting to the best of your ability and judgement. One runs the risk of shooting from the hip, as it were. On the other hand, when you respond, you are driven internally - you take all into account, use your ability and judgement to decide on how to proceed, for example, seek clarification/more information, consult others, and look at all the available options before deciding on your course of action. You act, not react. This latter approach - of responding instead of reacting - substantially reduces the probability of making mistakes and invariably leads to superior conduct and decision making - which is one of the pillars of executive greatness.Within the workplace, a senior executive known for reacting with a quick temper may be feared by her juniors but will never win their loyalty that a great one unfailingly does though her deliberate and well-considered handling of the situation with an obviously calm yet firm response. Fear does not win subordinates' respect or loyalty; yet genuine respect and loyalty on their part is what wins their commitment and helps enhance the executive performance.Aims and goals, plan and strategyOne does not operate in a vacuum in the business world. People, events and circumstances - both internal and external to the workplace - have a tendency to turn the currents and cross currents to unfavourable from time to time. In sum, no one can ever have a complete control on all the parameters and variables leading to the outcome of an effort all the time. Usually, the better you plan and the more adroitly you handle a proposition with attention to details, the higher is the expectation of favourable result.Now, no one would argue against meticulous planning and attention to details - these do indeed give you a greater probability of success - and usually that is how it happens. But it also imbues a belief that done right, things will necessarily go right. And when occasionally that does not happen due to factors beyond one's control, one is disappointed. Accumulated disappointment results in frustration and stress and that leads in short order to unhappiness! These negative emotions impair the ability to think and act rationally and put an executive to substantial disadvantage as compared to some other who takes into account the nature of the corporate world (that is, occasionally things would go wrong despite the best efforts). Great executives internalise this and get rid of expectations. They develop professional detachment to remain positive and act at their best all the time under all circumstances - favourable as well as unfavourable.A word is necessary here on "professional detachment". Professional detachment is not indifference to the work responsibility or the outcome, for that would be grossly irresponsible. It is the determination to do your very best under all circumstances but, recognising the very nature of the business and corporate world, not letting an adverse outcome disturb your inner peace, for it would otherwise diminish your performance. "Expectation" is not aim, goal or target. It entails emotional attachment to the outcome instead of focusing on effort and action.If belied, expectation results in disappointment and emotional distress, and very likely diminishes your performance ahead until one gets over that disappointment. Take the example of a mountaineer:Her aim is to scale the highest peaks on all continents of the world.Her goal is to conquer Mount Everest next summer.Her plan is to join the Singapore Everest Expedition.Her strategy is to train in the Himalayas to acclimatise herself better for the challenge ahead.But if she expected to necessarily succeed - and should she have to turn back only after having climbed 28,900 feet due to foul weather, she will remain heartbroken for not having climbed the remaining 129 feet to the peak instead of deriving the satisfaction from having scaled a creditable height of 28,900 feetHowever, had she recognised at the outset - and emotionally accepted - the uncertainty inherent in the outcome of her effort, she may try again - with better preparation and equipment - and may well succeed this time.The same principle applies in the business and corporate world.In sum, great executives develop professional detachment; are driven by aims and goals and plan and strategy - all of which they can recalibrate as the circumstances change. So, get rid of the scourge of expectation, that is, obsessive attachment to the outcome. And don't confuse "expectation" with the "fire in the belly"; the latter can indeed be a great driver in striving for success.Professional callingIt is about recognising your real passions, combining one of them with one of your real talents, and leveraging their intersection with your experience and networking. Passion is what lies underneath your manifestly real interest. It may be found methodically with the help of an experienced coach. In any case, it entails going as far back in your recollections as you can to figure out what was it that you were doing which made you so happy then that you never felt tired of doing it and always looked forward to it. Such activity would also energise instead of draining you. Next, what was "in it" that made you so happy? For example, different golfers love the game for different reasons - so the real passion underneath the game itself for each one may vary. Different executives may be passionate about similar jobs or tasks but for different迷你倉出租reasons. You have to find what is at the core of that which hugely interests you. More about it is in the example later in the article.Talent is what you are naturally good at. Remember, a skill can be learnt but talent is inherent. Talent is what you naturally, effortlessly and consistently do well - somewhat like a fish taking to water. Often others are better judge of our talent than we ourselves are unless we are fairly self aware. Also, do not confuse talent with strength. A talent does not become strength until properly harnessed with sustained practice and smart hard work. The point here is to find a practical meeting point of your real passion and real talent - first within your own current vocation or job, and if it does not lie there (for example, even when you do a good job, you don't like it at all), then even outside it so that you can happily give your very best to your job or vocation all the time.This confluence is your calling where you will be able to give your best - naturally and happily always. When you love what you do, and do it consistently well, it makes for the most important ingredient for success and helps you realise your potential.Experience is easy to figure out. One should never be over much concerned about lack of experience, for unlike passion and talent, it can always be gained!But when one thinks about her experience, she should:Not limit it to her work experience only, andDrill it down to the generics (for example, working in banking also gives one an experience of the corporate world; doing community work may give experience of organising, etc.)Let me share my own experience of finding my calling. I had been in banking and finance for 30 years when I thought of doing something which I would do well and really enjoy. At that time, my mentor pointed me to finding my calling.How I went about itI loved teaching - I taught nuclear physics for three years in the US and India; I got into the corporate life of banking purely for more money due to personal circumstances. Even as a teenager, I loved helping my peers and juniors with their academic challenges and also used to coach younger players at cricket, the game I was good at. Clearly, in imparting/sharing knowledge (teaching/coaching/mentoring) lay my passion.What I really did well and enjoyed most in my long banking and finance career were those roles which required interacting with people (my direct reports, peers, bosses, clients and other market players). Not only that, I was quite successful in forging business alliances and adept at negotiation. So, it seemed that people skill was one of my talents.Experience was easy to figure out - I had been in the corporate world with specialisation in banking and finance already for 30 years.So, in my post-banking and finance life, I was incredibly lucky to get this insightful advice from my mentor, and was able to combine:My passion for teaching with my banking experience - and ended up training senior bankers all over Asia, andmy experience in the corporate world with talent in people skill plus my passion for teaching and guiding. It all combined in my executive coaching practice, I have also continued with corporate banking consulting to leverage on my banking experience and contact network.So, once you have answered - or nearly answered - your professional calling, you will be doing what you are naturally good at, and you love doing it too. Then how can you not do the best that you are capable of doing?NetworkingThe title of David Arvin's book on networking says it all about the efficacy of social and business networking: "It is not whom you know, but who knows you" that matters! Professional networking is as much an art as it is science. First of all, it is not merely social and business partying or having a good time with the buddies. The purpose is to connect - and remain connected - with those who can contribute to furthering your business interests by facilitating enlargement of your circle of influence. The key to achieving it is in getting to know those who matter well enough to enlist their assistance when you need. "Knowing" them includes being also aware of their interests and some non intrusive personal details to leverage on to cementing the relationship further (for example, casually sending some interesting relevant information to someone who may have mentioned her plans to take a holiday in Greece next summer).It pays to maintain a database of all professional contacts and updated notes about them. Also, do not forget to send a little greeting within a reasonable period of having made a new contact - or a suitable note after your meeting with an existing contact. It makes them feel important and people love it; it helps you stand out in their memory. One can be good at networking whether introverted or extroverted.The extroverted needs to be careful not to be too full of oneself while interacting and the introvert needs to show keen interest and listen intently to gather important information while making new contacts and working the crowd in a party or gathering.Networking is an important integral part of the work - it is not a waste of valuable executive time. The connections that you make - and further your reach that those connections would provide you - are the recipe for getting done what otherwise you may not have been able to do so easily.Empathic listeningUnfortunately, giving pert or ready response or retort is often considered as a hallmark of intelligence and smarts for an executive. Such executives listen primarily to respond. As they hear, part of their brain is already working on a "smart" response.Then how can they give a well-considered and thoughtful response which typifies a great executive? Remember, when someone talks to you, no more than 20 per cent of communication is verbal; the rest is through body language and their manner of speaking including pause, hesitation and inflexion in the delivery. It pays to pay rapt attention to all of it to completely understand their point of view and underlying emotions first before you thoughtfully formulate your response, addressing their concerns, misgivings and fears rather than summarily brushing it all aside even as you may rightly know that they are wrong.Empathic listening is like absorbing the other person's ideas, complaints and emotions like a sponge. Only then can you process it in totality and respond most effectively and have a good chance for win-win results - which are so important for sustained success in business with regular counterparts.Any list of the traits leading to the executive greatness cannot be exhaustive - and this list is no exception to that rule. But my experience has shown that one or more of these five traits may go missing and the executive concerned may yet be good and successful due to other overwhelming qualities.But when all of them are found in a good and successful executive, together with the other obvious qualities such as hard and smart working, focus, drive, perseverance, constantly updated domain knowledge etc, she cannot fail to realise her full potential and, more often than not, would go on to attain true executive greatness. That's why I call it the Tao of Executive Greatness.The writer is a nuclear scientist by academic training, a banker by profession, a coach-cum-mentor by vocation and calling, and a music and cricket lover by his other passion (e-mail: gupta@singnet.com.sg)儲存倉

　　故宮博物院院長單霽翔每天上班最喜歡做的事情之一，mini storage就是登上午門城樓往南望。每當假期和旅遊旺季，午門和端門之間偌大的廣場，就有不亞于火車站的人潮湧動——遊客將在這裡完成購票、安檢等一系列進故宮前的準備。今年暑假，單霽翔高興地看到，廣場上井然有序、不再烏泱一片，這並非因為遊客少了，而是故宮準備好了。　　8月14日下午，北京炎熱無比，單霽翔帶著中國青年報記者從端門走到午門，一路興奮地介紹故宮的新變化。兩門之間30680平方米的廣場，像準備室和緩衝帶一樣保護著故宮。　　自從撤掉了不規範的展覽，端門朝房的功能日趨顯現。位於端門西朝房的故宮博物院觀�服務中心去年對外開放。從去年12月開始，這裡又進行了基礎設施改造提升。今年8月1日再次�用後，工作人員的辦公區域明顯縮小，故宮將更多空間讓給觀�休息。　　午門東西兩側的售票處已經從8月1日起正式關閉，全部移到了端門西朝房。30個售票窗口保證遊客在3~5分鐘內買到票，如果排隊超過15分鐘，故宮就會�動緊急預案。端門西朝房南側增設了一個面積112平方米的公共衛生間，比廣場上原有衛生間的面積增加一倍。廣場還安放了自動售賣機，喝水也不再是難題。　　遊客進故宮的最後一道程序是安檢和檢票，現在進故宮，排長隊的“盛況”不復存在，已如進地鐵一樣順暢。以往擠在午門東西門洞外的安檢和檢票通道，全部挪到了空間開闊的午門外廣場，檢票通道由12條增加到20條；安檢通道從“兩機兩門”增加到“六機十二門”，並設置了兩個應急通道；安檢人員從12人增加到暑期的96人和淡季的64人。“現在我們是專業的了。安檢由以前的本院職工改成專業的安保人員。一個小打火機都能檢查出來。”單霽翔說。　　防火對木結構建築群的故宮來說簡直“生死攸關self storage。此前，單霽翔曾在故宮里撿到過1000多個煙頭。而自5月18日故宮實行“全面禁煙”以來，“在故宮里撿煙頭已經沒那麼容易了”。8月15日，故宮正式禁止火種進入。當天，故宮共截下了8000多個打火機，大部分遊客表示理解和支持。這些打火機會被送到故宮遊覽的出口——神武門外的“打火機領取點”，遊客離開時可自行領取。　　除了加快參觀流程的速度，增加展覽面積，也是故宮分散客流的措施之一。　　作為遊客參觀故宮的第一站，端門城樓將在傳統建築內開闢一個數字博物館。遊客可在進故宮前，在此觀看相關影片，還能進行人機互動的體驗。單霽翔說：“紫禁城5點半必須清場，端門在開放時間上比較寬鬆。建議遊客進宮前先來這兒，通過數字影像對故宮有一個整體印象。”　　長期作為庫房的午門雁翅樓，也已完成了改造前的最後清場。現在看來還稍嫌破敗的雁翅樓展廳，面積達2800多平方米，修繕完成後，將成為故宮面積最大、功能最全、規格最高的現代化展區，在2015年故宮90周年院慶時正式開放，主要用于世界上其他博物館的來華展覽。　　今年5月4日，一名男子打碎了翊坤宮正殿原狀展室的一塊窗戶玻璃，使得臨窗的一座文物鐘錶（國家二級文物）跌落受損。經過兩個多月時間，該鐘錶已經修復完畢，重新展出。單霽翔說：“這座18世紀的英國鐘錶又能正常走時、打鐘、轉動水法了，然而仍有兩處傷痕成為永久性損傷。”經此事件後，故宮加快了展室門窗的改造進度，今年將更換養心殿、翊坤宮等西六宮主要建築的玻璃。新材料將更輕更防砸，不會增加窗框的承重負擔。　　單霽翔誠懇地說：“故宮要讓遊客滿意，要平安，這是我作為院長的兩個大任務。如果有誰知道怎麼做對故宮更好，一定要告訴我。”（記者 蔣肖斌）標簽：故宮 單霽翔 朝房 午門 安檢迷你倉

自從緬甸總統吳登盛政府上台後，mini storage國家整個步伐邁向民主，除了釋放政治犯，亦決心進行經濟開放改革，希望吸引大量跨國企業進駐，務求成為亞洲最後一個前沿市場（即擁有龐大潛力）。從地緣政治思考，緬甸乃夾在印度與中國之間中南半島的最大國家，其經濟發展勢必影響它對中、印兩國的經貿關係。有政治開放支持然而，經濟改革是條漫長道路，緬甸身為礦產資源非常豐富的國家，在內陸及沿海，均蘊藏大量石油及天然氣；同時，水力資源充足。如此背景，造就緬甸成為農立國，全國總就業人數有60%至70%為農民，另有10%從事工業。雖然緬甸風景優美，名勝古蹟又多，但早年因軍政府獨裁統治，拖累其旅遊業一直處於不振狀態。事實上，緬甸在十多年前，已嘗試推行第一次經濟改革，可惜失敗告終。因此，今次吳登盛提出「第二次戰略改革」，它是否真的能為緬甸經濟帶來新轉機？抑或再次因政治風險而面臨第二次失敗？對此，筆者對緬甸經濟前景是傾向樂觀的。首先，今次的「經濟第二春」，有明顯的政治開放支持；雖然軍方仍手握政治實權，但有實力人士，似乎發現（可能受到中國改革開放所啟發）政治經濟稍微開放，可以「做大個餅」，分一點利益給其他社會人士，自己的既得利益集團得益竟然會更多！姑勿論這個想法的對錯，總之當地政治越來越開放。儘管緬甸基礎設施落後，銀行體系不發達（本來在self storage0年代經濟改革後，有明顯改善，但隨�經濟金融體系崩潰而開倒車），又缺乏專業人才，這些因素均阻礙外國投資者的信心與步伐。不過，隨�緬甸政治轉型和對外開放，去年新政府更頒佈新的《外國投資法》和《經濟特區法》，再次�動金融改革和電信改革，並成立國家級投資委員會，難怪世界經濟論壇東亞會議6月首次在緬甸舉行；有報告更指出，緬甸經濟在2013至2014年，有望錄得6.75%正增長。農業酒店商機大據了解，吳登盛希望緬甸能夠改革成為高科技型國家，但據政府公佈的數據，截至去年底，全緬6,000萬人口中，手機用戶僅有540萬人，由此可見，緬甸電信業才剛起步，能源開發亦方興未艾，倒不如認清自己的比較競爭優勢，從中專注發掘投資機會，如藉�豐富天源優勢，發展「綠色經濟」，加大力度振興旅遊業及酒店業。事實上，有不少廠家雖然對投資緬甸蠢蠢欲動，但眼見基建和勞動力的配套和技術不足，也想起了其他行家90年代損手的慘痛經歷，都猶疑不決。筆者傾向認為，現階段仍應以投資農業、酒店和低價值製造業為主。另外，現時緬甸仍有少數民族無法獲得公平待遇，最佳例子便是北部的克欽邦。筆者認為，穩定的政治有助經濟順利改革發展，因此，吳登盛需繼續推進少數民族和宗教和解，實現國內和平與政治穩定。黃元山大學教授、國際投行前董事總經理本欄逢周二刊出 迷你倉

秋天的旅遊熱點，文件倉除了日韓紅葉，新疆的金秋亦名不虛傳。想貼身感受這片神秘土地的多變魅力，就要把握最後機會，報名參加慈善團體點滴是生命舉辦的「點滴善行在南疆2013」籌款團，從喀什出發，以雙腳走過海拔5,000米的帕米爾高原、天門大峽谷及世界第二大沙漠塔克拉瑪干等景點，沿途經過中國及巴基斯坦的邊境口岸，又會到布倫口鄉民族存倉心小學探訪，了解當地小童的就學情況。9天行程共行走100公里，籌得款項將用於修建塘壩及水窖，為內地乾旱山區的學校和農村解決缺水問題。出發日期為9月20日至28日，團費HK$19,800，最低籌款額HK$6,500，名額30人，截止報名日期為8月30日。網址︰.charitytour.adropoflife.org.hk自存倉