Caroline King has set up a company called Glowkids to create a range of fashionable, high-visibility children's clothing. The concept was developed when she struggled to find clothing her sons would wear that allowed them to be easily spotted in crowds. Glowkids clothing will soon be launching in major high street stores alongside well-known children's brands. King enjoys the creative aspects of fashion design but would also be interested in returning to graphic design work through an agency where she could apply the new skills she has gained. The document provides an overview of King's corporate identity and background in setting up Glowkids.
The document discusses project submittals, including shop drawings and mock-ups. It explains that submittals are not formally part of the construction contract but are still important for quality assurance. Specifically, submittals allow the architect and engineer to review that design elements will be properly constructed. The document cautions that failure to properly review submittals can lead to disasters, as shown by the deadly Hyatt Regency walkway collapse caused by an unreviewed shop drawing change. It outlines responsibilities for submittal management and highlights the importance of documentation.
Chariot conducted extensive primary and secondary research to understand Digital Natives and how they view and use AIM and social media. They discovered that Digital Natives desire innovation, convergence of products and tools to manage the many transitions they face from ages 18-24. Chariot identified three key market segments that represent 70% of social media usage and will be the focus of a campaign to reposition AIM and launch a new social site to help Digital Natives embrace life changes.
Ur-Energy provides a summary of its operations, including:
1) Lost Creek has begun production operations and is fully staffed.
2) A definitive agreement was signed to acquire Pathfinder Mines Corporation, which holds the next potential production center and includes the Shirley Basin and Lucky Mc projects.
3) Long term sales contracts have been secured with four US utilities to provide a revenue stream through 2019 and de-risk the company in an uncertain market.
Ur-Energy is an advanced pre-production junior mining company focused on developing low-cost uranium production properties in the United States. Its main objective is low-cost uranium production from its Lost Creek project in Wyoming, which is nearing production pending one final permit. The company also aims to grow its resources through exploration and strategic opportunities while maintaining a low-risk strategy.
The document discusses project submittals, including shop drawings and mock-ups. It explains that submittals are not formally part of the construction contract but are still important for quality assurance. Specifically, submittals allow the architect and engineer to review that design elements will be properly constructed. The document cautions that failure to properly review submittals can lead to disasters, as shown by the deadly Hyatt Regency walkway collapse caused by an unreviewed shop drawing change. It outlines responsibilities for submittal management and highlights the importance of documentation.
Chariot conducted extensive primary and secondary research to understand Digital Natives and how they view and use AIM and social media. They discovered that Digital Natives desire innovation, convergence of products and tools to manage the many transitions they face from ages 18-24. Chariot identified three key market segments that represent 70% of social media usage and will be the focus of a campaign to reposition AIM and launch a new social site to help Digital Natives embrace life changes.
Ur-Energy provides a summary of its operations, including:
1) Lost Creek has begun production operations and is fully staffed.
2) A definitive agreement was signed to acquire Pathfinder Mines Corporation, which holds the next potential production center and includes the Shirley Basin and Lucky Mc projects.
3) Long term sales contracts have been secured with four US utilities to provide a revenue stream through 2019 and de-risk the company in an uncertain market.
Ur-Energy is an advanced pre-production junior mining company focused on developing low-cost uranium production properties in the United States. Its main objective is low-cost uranium production from its Lost Creek project in Wyoming, which is nearing production pending one final permit. The company also aims to grow its resources through exploration and strategic opportunities while maintaining a low-risk strategy.
The document discusses different types of doors and windows, their parts and functions. It describes common door types like flush, stile-and-rail, accordion fold and others. It also covers door and window hardware, operations like swinging, sliding and folding, and purposes of providing access, ventilation and egress.
This document contains forward-looking statements regarding the company's plans and timelines, including receiving necessary permits and starting production at Lost Creek. It notes that exploration targets are conceptual in nature and there has been insufficient exploration to define mineral resources. The document cautions that actual results may differ from projections due to risks inherent in exploration, volatility in uranium prices and capital markets, and other economic and regulatory uncertainties. It directs readers to review the company's risk factors in its annual report.
Guest lecture at Singapore Institute of Management - July 2015Edo van Dijk
Edenspiekermann is an international design agency with offices in Europe, the USA, and Asia. It has over 90 employees from 14 nationalities, including designers, developers, and consultants. The agency creates brand experiences to help customers become followers by understanding what clients and their customers need. It presents some of its case work including designs for Utrecht City Theatre, Keizer Karel Podia, Kröller-Müller Museum, and Robeco.
The document provides an overview of Ur-Energy's Lost Creek ISR uranium facility and 2015 year-end results. Some key points:
- Lost Creek has achieved "steady state" production and delivered its 1,000,000th pound of U3O8 in 2015. Costs have decreased from $21.98/lb in 2013 to $16.27/lb in 2015.
- Resources at Lost Creek and adjacent areas increased by 4.6 million lbs measured/indicated and 1.7 million lbs inferred in 2015.
- A preliminary economic assessment estimates production of 6.3 million lbs at $14.54/lb operating cost from the Shirley Basin project.
- Multiple sales contracts are
This document discusses forward-looking statements regarding Ur-Energy's Lost Creek uranium project in Wyoming. It notes that the project has an indicated resource of 8.6 million pounds of U3O8 and an inferred resource of 2 million pounds. A preliminary economic assessment found the project could have an internal rate of return of 91% and generate $179 million in pre-tax net earnings. However, the document cautions that numerous risks could cause actual results to differ from projections.
- Ur-Energy is an advanced uranium exploration and development company with its fully licensed and constructed Lost Creek project in Wyoming set to begin production in Q3 2013.
- The company has secured long-term uranium sales contracts and is fully funded to begin production at Lost Creek.
- Ur-Energy also has a definitive agreement to acquire Pathfinder Mines Corporation which holds additional uranium resources in Wyoming that will provide future production centers for the company.
- The document discusses Ur-Energy Inc., a uranium mining company with operations in Wyoming.
- It summarizes Ur-Energy's Lost Creek uranium production facility, which began production in 2013 and has exceeded production targets with head grades 3-4 times projections.
- It also mentions Ur-Energy's exploration properties, including an upcoming PEA on the Shirley Basin project, and provides an overview of the company's operations and financial position.
The document discusses the opportunities for lead generation and ROI through the use of social media and inbound marketing. It provides statistics on the growth and usage of various social media platforms like YouTube, blogs, Twitter, and Facebook. It also references reports that show blogging and social media can attract more visitors and followers, driving leads and sales.
This corporate presentation from Ur-Energy provides information about the company and its projects. Ur-Energy is an advanced pre-production uranium company focused on developing its flagship Lost Creek project in Wyoming. Key objectives include bringing Lost Creek into production in 2013, expanding resources through exploration and acquisitions, and securing revenue through long-term sales agreements. Lost Creek has fully approved permits and is under construction, with initial production anticipated in the second half of 2013. Ur-Energy also has agreements to acquire additional projects from Pathfinder Mines Corporation that will provide future production centers.
IBM ´s journey towards becoming a 2.0 Enterprise, Examples and results of social media at IBM. Introduction to Lotus Connections 2.5 and some customer examples
This document introduces the Texas STaR Chart, which measures schools' progress in integrating technology. The STaR Chart evaluates schools in four key areas: Teaching and Learning, Educator Preparation and Development, Leadership/Administration/Support, and Infrastructure. It assigns schools a level of progress for each area, from Early Technology to Target Technology. The document discusses Nimitz High School's STaR Chart ratings from 2005 to 2007, which showed progress from Advanced to Developing levels across all areas. Students are asked to discuss how they use technology, how it could be better integrated, and what new technologies would help their classrooms.
This document provides an overview of using iPads in the classroom. It discusses starting with substitution uses like digital worksheets and moving to more advanced uses involving student creation through apps. Key frameworks for technology integration are covered, including the SAMR model and TPACK. Specific apps are recommended for different classroom uses such as formative assessments, presentations, note-taking, and interactive textbooks. Tips are provided for effective iPad integration focusing on student engagement and content mastery.
This document discusses best practices for communication during times of crisis. It emphasizes the importance of being prepared for potential crises through developing a crisis plan and team, anticipating likely scenarios, training spokespeople, and pre-writing messages. When a crisis occurs, the goals should be to protect health and safety, minimize damage, promote healing, and restore normalcy. Responses should acknowledge stakeholders, admit mistakes, address issues promptly and transparently while providing ongoing information to resolve problems. Advanced preparation is key to effectively managing crises and their impacts on reputation through proactive communication.
The document summarizes a presentation given by Amy O'Donnell at the 2009 MwACE Annual Conference about career courses at the University of Toledo College of Business Administration. It discusses how the college implemented required 1-credit career courses to better prepare students for internships and jobs. A survey of recruiters found that most support requiring career courses and believe students who take them are more competitive, though many were unaware of the specific program at UT. The presentation concludes that career courses can enhance student competitiveness and shares UT resources for those interested in similar programs.
The document discusses different types of doors and windows, their parts and functions. It describes common door types like flush, stile-and-rail, accordion fold and others. It also covers door and window hardware, operations like swinging, sliding and folding, and purposes of providing access, ventilation and egress.
This document contains forward-looking statements regarding the company's plans and timelines, including receiving necessary permits and starting production at Lost Creek. It notes that exploration targets are conceptual in nature and there has been insufficient exploration to define mineral resources. The document cautions that actual results may differ from projections due to risks inherent in exploration, volatility in uranium prices and capital markets, and other economic and regulatory uncertainties. It directs readers to review the company's risk factors in its annual report.
Guest lecture at Singapore Institute of Management - July 2015Edo van Dijk
Edenspiekermann is an international design agency with offices in Europe, the USA, and Asia. It has over 90 employees from 14 nationalities, including designers, developers, and consultants. The agency creates brand experiences to help customers become followers by understanding what clients and their customers need. It presents some of its case work including designs for Utrecht City Theatre, Keizer Karel Podia, Kröller-Müller Museum, and Robeco.
The document provides an overview of Ur-Energy's Lost Creek ISR uranium facility and 2015 year-end results. Some key points:
- Lost Creek has achieved "steady state" production and delivered its 1,000,000th pound of U3O8 in 2015. Costs have decreased from $21.98/lb in 2013 to $16.27/lb in 2015.
- Resources at Lost Creek and adjacent areas increased by 4.6 million lbs measured/indicated and 1.7 million lbs inferred in 2015.
- A preliminary economic assessment estimates production of 6.3 million lbs at $14.54/lb operating cost from the Shirley Basin project.
- Multiple sales contracts are
This document discusses forward-looking statements regarding Ur-Energy's Lost Creek uranium project in Wyoming. It notes that the project has an indicated resource of 8.6 million pounds of U3O8 and an inferred resource of 2 million pounds. A preliminary economic assessment found the project could have an internal rate of return of 91% and generate $179 million in pre-tax net earnings. However, the document cautions that numerous risks could cause actual results to differ from projections.
- Ur-Energy is an advanced uranium exploration and development company with its fully licensed and constructed Lost Creek project in Wyoming set to begin production in Q3 2013.
- The company has secured long-term uranium sales contracts and is fully funded to begin production at Lost Creek.
- Ur-Energy also has a definitive agreement to acquire Pathfinder Mines Corporation which holds additional uranium resources in Wyoming that will provide future production centers for the company.
- The document discusses Ur-Energy Inc., a uranium mining company with operations in Wyoming.
- It summarizes Ur-Energy's Lost Creek uranium production facility, which began production in 2013 and has exceeded production targets with head grades 3-4 times projections.
- It also mentions Ur-Energy's exploration properties, including an upcoming PEA on the Shirley Basin project, and provides an overview of the company's operations and financial position.
The document discusses the opportunities for lead generation and ROI through the use of social media and inbound marketing. It provides statistics on the growth and usage of various social media platforms like YouTube, blogs, Twitter, and Facebook. It also references reports that show blogging and social media can attract more visitors and followers, driving leads and sales.
This corporate presentation from Ur-Energy provides information about the company and its projects. Ur-Energy is an advanced pre-production uranium company focused on developing its flagship Lost Creek project in Wyoming. Key objectives include bringing Lost Creek into production in 2013, expanding resources through exploration and acquisitions, and securing revenue through long-term sales agreements. Lost Creek has fully approved permits and is under construction, with initial production anticipated in the second half of 2013. Ur-Energy also has agreements to acquire additional projects from Pathfinder Mines Corporation that will provide future production centers.
IBM ´s journey towards becoming a 2.0 Enterprise, Examples and results of social media at IBM. Introduction to Lotus Connections 2.5 and some customer examples
This document introduces the Texas STaR Chart, which measures schools' progress in integrating technology. The STaR Chart evaluates schools in four key areas: Teaching and Learning, Educator Preparation and Development, Leadership/Administration/Support, and Infrastructure. It assigns schools a level of progress for each area, from Early Technology to Target Technology. The document discusses Nimitz High School's STaR Chart ratings from 2005 to 2007, which showed progress from Advanced to Developing levels across all areas. Students are asked to discuss how they use technology, how it could be better integrated, and what new technologies would help their classrooms.
This document provides an overview of using iPads in the classroom. It discusses starting with substitution uses like digital worksheets and moving to more advanced uses involving student creation through apps. Key frameworks for technology integration are covered, including the SAMR model and TPACK. Specific apps are recommended for different classroom uses such as formative assessments, presentations, note-taking, and interactive textbooks. Tips are provided for effective iPad integration focusing on student engagement and content mastery.
This document discusses best practices for communication during times of crisis. It emphasizes the importance of being prepared for potential crises through developing a crisis plan and team, anticipating likely scenarios, training spokespeople, and pre-writing messages. When a crisis occurs, the goals should be to protect health and safety, minimize damage, promote healing, and restore normalcy. Responses should acknowledge stakeholders, admit mistakes, address issues promptly and transparently while providing ongoing information to resolve problems. Advanced preparation is key to effectively managing crises and their impacts on reputation through proactive communication.
The document summarizes a presentation given by Amy O'Donnell at the 2009 MwACE Annual Conference about career courses at the University of Toledo College of Business Administration. It discusses how the college implemented required 1-credit career courses to better prepare students for internships and jobs. A survey of recruiters found that most support requiring career courses and believe students who take them are more competitive, though many were unaware of the specific program at UT. The presentation concludes that career courses can enhance student competitiveness and shares UT resources for those interested in similar programs.
2. This job is very special to me. I set up a company called GlowKids, in 2004. The line will finally be launched in the High Streets in 09, so my idea, conceived at
The concept was to create a range of fun, fashionable and, most importantly, the kitchen table will be sold alongside well-known brands such as High Street
high-vis clothing for children to keep them visible in crowds. Musical, Thomas the Tank, Power Rangers and Little Miss.
Building up an identity for GlowKids was a lot of fun. It drew on all my creative Despite the fun I am having in the world of fashion design, my first love is graphic
skills and also gifted me with some new ones! I created the logo, designs and design and I'd relish being back in an agency with all my new-found skills. I do
initial graphics until it became apparent I needed help. Working alongside believe my experience of being on the other side of the table would help me
agencies such as Rare Corporate Design, Good Relations and VCCP Digital, be more effective as a designer and to cut to the core of what a client wants.
all part of the Chime Group, suddenly I was the client, not the designer and
that was interesting!
The toddler range is called GLOWkids - where the parents entirely This range from seven through to 13 is slightly edgy and ‘cool’ to
decides and buys what the child will wear. reflect the increasing influence the child has over what he.she
wears. In both cases, the parent/s are the buyers.