Sentences with phrase «by personnel from»

Tigers impounded, abbot on the run, but tourist trap has survived raids before KANCHANABURI, Thailand ---- Thai authorities, assisted by personnel from the Wildlife Friends Foundation of Thailand, on May 30, 2016 began impounding the 137 tigers kept by erstwhile Buddhist monks at the internationally notorious Tiger Temple.

The former Minister for Power, Kwabena Donkor, had his home subjected to a thorough search by some personnel from the Criminal Investigations Department of the Police on Monday morning.

«Both scenes were swept and rendered safe for public access by personnel from EOD, FSARS and patrol teams of the command at the wee hours of today.

Over the weekend, soldiers from the two countries, joined by personnel from Australia and New Zealand, staged an assault on a beach on South Korea's southeastern coast.

Not exact matches

Trump's young presidency has been clouded by allegations from U.S. intelligence agencies that Russia sought to help him win, while connections between his campaign personnel and Russia also are under scrutiny.

The telescopes came from the NRO (National Reconnaissance Office), a hybrid intelligence agency staffed by members of the military, the CIA and civilian personnel from the Defense Department.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

The bill forbids local authorities from working with federal agents, including using «agency money, facilities, property, equipment, or personnel to assist a federal agency to investigate, detain, detect, report, or arrest a person for commercial or noncommercial marijuana or medical cannabis activity that is authorized by law in the State of California.»

Once you've hired the proper personnel, you need to integrate them into the development process by assigning tasks from the work assignments you've developed.

Among the new measures pushed by branch officials, according to the New York Times: a mandate that Air Force Office of Special Investigations personnel «confirm that reportable cases have been entered in the federal database by seeing either a printout or a screenshot from the database.»

The latest part of this effort is a review ordered by Mattis to identify and either reduce or eliminate the duties that pull military personnel away from tasks directly related to their jobs as soldiers, sailors, airmen, and Marines.

Mr Lindsay said the company's performance was adversely affected by the decision to transfer Red Rooster's head office functions, such as property management, finance, technology and personnel, from Melbourne to Perth.

But, because of counterintelligence concerns, they were kept secret from most of the other American personnel — about 32 other diplomats and eight Marine guards — a decision that was later criticized by some of those who became sick.

The Adapt deal comes about a year after Datapipe bought DualSpark, a company founded by former Amazon (amzn) personnel to make it easier to move business applications from internal equipment to the AWS cloud, which is a massive array of servers, storage, and networking owned and managed by AWS.

The Institute notes that federal public service employment, excluding military and RCMP uniformed personnel and federal government business enterprise employees, has increased by about 35 per cent between 1999 and 2009, (from 224,600 to 302,000), well in excess of overall growth in population of 11 per cent over that period.

This on - site childcare center, staffed by trained and certified personnel from the YWCA, will provide a secure, supportive, and nurturing environment for children to learn and play while their parents or guardians attend domestic violence proceedings.

In addition, from time to time, a director, officer or key personnel of Gluskin Sheff may act as a director or officer of an issuer in which accounts or funds managed by Gluskin Sheff may invest.

General and administrative personnel increased by 49 % in the period from September 30, 2014, to September 30, 2015, primarily reflecting additions to our customer support, risk operations, legal, compliance, and finance teams.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry (R) World (TM); risks related to the collection, storage, transmission, use and disclosure of confidential and personal information;

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

In this agreement, «Confidential Information» means all confidential information relating to a party or its business, strategies, pricing, personnel, suppliers, products or services, but excludes information that the recipient proves: (a) was lawfully in its possession before receiving it from the discloser, (b) was provided in good faith to it by a third party without breaching any of discloser's rights or any rights of a third party, or (c) is or becomes generally available to the public through no fault of the recipient.

And with Bolton in the White House, Trump is going to be advised by a guy who never saw a war he didn't like (when observed from a safe distance, of course)... Let me be clear: Bolton's appointment is on par with most of Trump's personnel choices, which is to say that it's likely to be a disaster

For clarity, the above obligations do not prohibit MaRS from using any know how, techniques and information developed or learned by, and retained in the unaided memory of, one or more of the MaRS Personnel who provided Services.

after losing friends and all our safety personnel and the consideration of the families i see no good coming from this and only animousity and ill feelings and betrayal by our public officials in asllowing this to happen... it is deplorable and an insult to the 3,000 dead and the thousands affected by this horrible act and time must pass to heal the wounds before the issue is even discussed.

3) Many people think that war frees its actors from moral restraints by offering a unique setting for the proof of the virility of a political elite, of military personnel, or of a nation.

They attend to scripture; struggle to discern the gospel's call and demand on them and their congregations in particular contexts; lead worship, preach and teach; respond to requests for help of all kinds from myriad people in need; live with children, youth and adults through life cycles marked by both great joy and profound sadness; and take responsibility for the unending work of running an organization with buildings, budgets, and public relations and personnel issues.

In the real world, Smith demonstrates that patients requesting assisted death are more likely to be suffering from untreated depression, and are more likely to be cajoled into their decision by family members and medical personnel with decidedly mixed motives.

Most studies displayed faults ranging from lack of control groups to use of biased and unreliable measuring instruments to the use of subjects who were either self - selected or selected by abortion clinic personnel.

«Our objective is to introduce key purchasing personnel to a vast list of supplier partners and complete that supply chain process from farm to fork by engaging them with the contracted grower / packers of the product they utilize every day,» Dyess - Mam explains.

This is an incredibly difficult question to answer for a variety of reasons, most importantly because over the years our once vaunted «beautiful» style of play has become a shadow of it's former self, only to be replaced by a less than stellar «plug and play» mentality where players play out of position and adjustments / substitutions are rarely forthcoming before the 75th minute... if you look at our current players, very few would make sense in the traditional Wengerian system... at present, we don't have the personnel to move the ball quickly from deep - lying position, efficient one touch midfielders that can make the necessary through balls or the disciplined and pacey forwards to stretch defences into wide positions, without the aid of the backs coming up into the final 3rd, so that we can attack the defensive lanes in the same clinical fashion we did years ago... on this current squad, we have only 1 central defender on staf, Mustafi, who seems to have any prowess in the offensive zone or who can even pass two zones through so that we can advance play quickly out of our own end (I have seen some inklings that suggest Holding might have some offensive qualities but too early to tell)... unfortunately Mustafi has a tendency to get himself in trouble when he gets overly aggressive on the ball... from our backs out wide, we've seen pace from the likes of Bellerin and Gibbs and the spirited albeit offensively stunted play of Monreal, but none of these players possess the skill - set required in the offensive zone for the new Wenger scheme which requires deft touches, timely runs to the baseline and consistent crossing, especially when Giroud was playing and his ratio of scored goals per clear chances was relatively low (better last year though)... obviously I like Bellerin's future prospects, as you can't teach pace, but I do worry that he regressed last season, which was obvious to Wenger because there was no way he would have used Ox as the right side wing - back so often knowing that Barcelona could come calling in the off - season, if he thought otherwise... as for our midfielders, not a single one, minus the more confident Xhaka I watched played for the Swiss national team a couple years ago, who truly makes sense under the traditional Wenger model... Ramsey holds onto the ball too long, gives the ball away cheaply far too often and abandons his defensive responsibilities on a regular basis (doesn't score enough recently to justify): that being said, I've always thought he does possess a little something special, unfortunately he thinks so too... Xhaka is a little too slow to ever boss the midfield and he tends to telegraph his one true strength, his long ball play: although I must admit he did get a bit better during some points in the latter part of last season... it always made me wonder why whenever he played with Coq Wenger always seemed to play Francis in a more advanced role on the pitch... as for Coq, he is way too reckless at the wrong times and has exhibited little offensive prowess yet finds himself in and around the box far too often... let's face it Wenger was ready to throw him in the trash heap when injuries forced him to use Francis and then he had the nerve to act like this was all part of a bigger Wenger constructed plan... he like Ramsey, Xhaka and Elneny don't offer the skills necessary to satisfy the quick transitory nature of our old offensive scheme or the stout defensive mindset needed to protect the defensive zone so that our offensive players can remain aggressive in the final third... on the front end, we have Ozil, a player of immense skill but stunted by his physical demeanor that tends to offend, the fact that he's been played out of position far too many times since arriving and that the players in front of him, minus Sanchez, make little to no sense considering what he has to offer (especially Giroud); just think about the quick counter-attack offence in Real or the space and protection he receives in the German National team's midfield, where teams couldn't afford to focus too heavily on one individual... this player was a passing «specialist» long before he arrived in North London, so only an arrogant or ignorant individual would try to reinvent the wheel and / or not surround such a talent with the necessary components... in regards to Ox, Walcott and Welbeck, although they all possess serious talents I see them in large part as headless chickens who are on the injury table too much, lack the necessary first - touch and / or lack the finishing flair to warrant their inclusion in a regular starting eleven; I would say that, of the 3, Ox showed the most upside once we went to a back 3, but even he became a bit too consumed by his pending contract talks before the season ended and that concerned me a bit... if I had to choose one of those 3 players to stay on it would be Ox due to his potential as a plausible alternative to Bellerin in that wing - back position should we continue to use that formation... in Sanchez, we get one of the most committed skill players we've seen on this squad for some years but that could all change soon, if it hasn't already of course... strangely enough, even he doesn't make sense given the constructs of the original Wenger offensive model because he holds onto the ball too long and he will give the ball up a little too often in the offensive zone... a fact that is largely forgotten due to his infectious energy and the fact that the numbers he has achieved seem to justify the means... finally, and in many ways most crucially, Giroud, there is nothing about this team or the offensive system that Wenger has traditionally employed that would even suggest such a player would make sense as a starter... too slow, too inefficient and way too easily dispossessed... once again, I think he has some special skills and, at times, has showed some world - class qualities but he's lack of mobility is an albatross around the necks of our offence... so when you ask who would be our best starting 11, I don't have a clue because of the 5 or 6 players that truly deserve a place in this side, 1 just arrived, 3 aren't under contract beyond 2018 and the other was just sold to Juve... man, this is theraputic because following this team is like an addiction to heroin without the benefits

I've tried to refrain myself from criticizing Pete DeBoer's personnel decisions, but I'm really discouraged by what's been reported from the team's practice today.

Matchday ratings by blog writers of journalists are just personnel opinion's and can vary a lot, i go on those every week after a game a players rating can vary 3 points depending on the writer I've seen players rated from best to worst in the same game

Instead, Wenger will be seated behind the players tunnel among the home support in the East Stand, where he will be escorted by Chelsea stewards and security personnel from Arsenal.

But few are well equipped to handle the strain of a hectic festive schedule than Tottenham's squad and with key personnel returning from long - term injuries at just the right time — Michael Dawson and Jermain Defoe both back from injury and involved in first - team affairs — this could be a defining period of the season for Spurs, a period where others may falter as they capitalise by defying the physical demands of Christmas fixtures by using strength in numbers.

Impact sensors don't depend solely on athletes to remove themselves from games or practices by reporting concussion symptoms, or on game officials or sideline personnel to observe signs of concussion.

One way, I believe, to address the problem of under - reporting and increase the chances a concussion will be identified early on the sports sideline may be to rely less on athletes themselves to remove themselves from games or practices by reporting concussion symptoms (which the most recent study shows occurs at a shockingly low rate, [9] or on game officials and sideline observers to observe signs of concussion and call for a concussion assessment, but to employ technology to increase the chances that a concussion will be identified by employing impact sensors designed to monitor head impact exposure in terms of the force of hits (both linear and rotational), number, location, and cumulative impact, in real time at all levels of football, and in other helmeted and non-helmeted contact and collision sports, where practical, to help identify high - risk impacts and alert medical personnel on the sideline so they can consider performing a concussion assessment.

My experience with the Newcastle football team in Oklahoma leads me to believe that, as long as impact sensors are strictly used for the limited purpose of providing real - time impact data to qualified sideline personnel, not to diagnose concussions, not as the sole determining factor in making remove - from - play decisions, and not to replace the necessity for observers on the sports sideline trained in recognizing the signs of concussion and in conducting a sideline screening for concussion using one or more sideline assessment tests for concussion (e.g. SCAT3, balance, King - Devick, Maddocks questions, SAC)(preferably by a certified athletic trainer and / or team physician), and long as data on the number, force, and direction of impacts is only made available for use by coaches and athletic trainers in a position to use such information to adjust an athlete's blocking or tackling tec hnique (and not for indiscriminate use by those, such as parents, who are not in a position to make intelligent use of the data), they represent a valuable addition to a program's concussion toolbox and as a tool to minimize repetitive head impacts.

Concussion or Sports - Related Head Injury: Code 20 -2-324.1 (2013) requires each local board of education, administration of a nonpublic school and governing body of a charter school to adopt and implement a concussion management and return to play policy that includes the following components: 1) an information sheet to all youth athletes» parents or legal guardians informing them of the nature and risk of concussion and head injury, 2) requirement for removal from play and examination by a health care provider for those exhibiting symptoms of a concussion during a game, competition, tryout or practice and 3) for those youth that have sustained a concussion (as determined by a health care provider), the coach or other designated personnel shall not permit the youth athlete to return to play until they receive clearance from a health care provider for a full or graduated return to play.

The 5 - year - old Clubhouse Program, open to students from 1st through 4th grades, uses school facilities but is staffed by Park District personnel.

A weeklong project of heart - healthy meals conducted in two Chicago elementary schools in 1991 by the Chicago chapter of the American Heart Association got mixed reactions from students and cafeteria personnel.

If no medical personnel are on the sports sideline, any athlete showing potential signs of concussion, such as balance or motor incoordination (stumbles, slow / labored movements), disorientation or confusion, loss of memory, blank or vacant look or visible facial injury combined with any of these other symptoms, should be removed from play, barred from returning and referred for a formal evaluation by a qualified health care professional.

Our mission is to provide concentrated and comprehensive culinary training that transforms America's school food service personnel into informed, passionate, and socially responsible professional culinarians who lead and support a school's food service program by preparing healthy, cooked - from - scratch school meals and imparting sound food systems knowledge.

Preterm infants are at increased risk of SIDS, 12,13 and the association between prone sleep position and SIDS among low birth weight infants is equal to, or perhaps even stronger than, the association among those born at term.14 Preterm infants and other infants in the NICU should be placed in the supine position for sleep as soon as the infant is medically stable and significantly before the infant's anticipated discharge, by 32 weeks» postmenstrual age.15 NICU personnel should endorse safe - sleeping guidelines with parents of infants from the time of admission to the NICU.

The incident, fuelled by rumours that the Lassa virus may have spread from neighbouring Ekiti State, led to other medical personnel as well as patients at the Emergency Unit of the hospital, fleeing the scene.

Issue 7: Whether the Respondent has perpetrated fraud on people of Ghana by representing to Ghanaians that Ouedrago Cheik Mohammed was actually the importer of the vehicle in question when indeed the vehicle was transported by road with personnel from both Ghana Embassy at Burkina Faso and Ghana Boarder at Paga through to Accra.

''... that all Member States shall immediately take the necessary measures to prevent the direct or indirect supply, sale or transfer to the Libyan Arab Jamahiriya, from or through their territories or by their nationals, or using their flag vessels or aircraft, of arms and related materiel of all types, including weapons and ammunition, military vehicles and equipment, paramilitary equipment, and spare parts for the aforementioned, and technical assistance, training, financial or other assistance, related to military activities or the provision, maintenance or use of any arms and related materiel, including the provision of armed mercenary personnel whether or not originating in their territories...»

As a male I am not affected by illegal abortions but I support criminalizing unlicensed medical personnel from conducting back - alley abortions.

Documents from Walsh's personnel file, including details of a background check conducted in 1990 by the Suffolk County Sheriff's office, were disseminated by retired state prosecutor Lawrence Gray, the paper reports.

the final word belonged to a girl from the personnel department, who decided whether to accept the order signed by Turchinov!).

The order, by Justice Rosalyn H. Richter of the Appellate Division in Manhattan, had been sought by the Patrolmen's Benevolent Association, the city's largest police union, which this month lost its lawsuit seeking to have the videos classified as personnel records that state law exempts from public disclosure without a court order.