William Sandford

William Sandford (26 September 1841 – 29 May 1932) was an English-Australian ironmaster, who is widely regarded as the father of the modern iron and steel industry in Australia.
Early life in England.
Sandford was born at Torrington in Devon and became an accountant, eventually becoming manager of Ashton Gate Iron Rolling Mills.
Early years in Australia.
In 1883 he moved to Sydney, employed to organise a wire-netting plant, at what was then part of Five Dock now Chiswick, NSW
After visiting Lithgow, he became enthusiastic about the local iron industry and tried to persuade his English employers to buy the Eskbank Ironworks.
He left the wire netting plant, and set up a company (the Fitzroy Iron Company), leased the Fitzroy Iron Works at Mittagong in March 1886—in order to re-roll rails—and commenced production there in August 1886. Initially, Enoch Hughes—another pioneer of the Australian iron industry—was his manager at Mittagong. While there, he had made what was probably the first galvanised iron sheet manufactured using sheet iron rolled in Australia, around September 1886.
Lithgow.
Lessee (1887—1891).
The rolling mill at Mittagong proved unsuitable and Sandford relocated his operations, in 1887, to the rolling mills of the Eskbank Ironworks at Lithgow, which he leased for the purpose from James Rutherford.
He bought a 2000 acre property at Bowenfels, to the west of Lithgow, and added a second story to the existing house, creating an 11-room home, which he later named 'Eskroy Park'
Ownership, expansion, and tariff protection (1892—1900).
In 1892, Sandford purchased the Eskbank Ironworks, using money loaned by the Commercial Banking Company of Sydney, and was given a government contract in railway parts. It was a brave move, at a time when Australia was enduring a serious economic downturn. Moreover, he began expanding the plant, in the expectation that protection against imports would be forthcoming.
Around the time he purchased the Eskbank works, Sandford became a vigorous protectionist, leading the Lithgow National Protection Association. The issue of protection against imports was the principal political division of late 19th-century Australia. In New South Wales, almost alone of the Australian colonies, there was widespread support for free trade. A growing force was the Labor Party; it somewhat favoured protection, as a means to maintain relatively high wages, but also advocated nationalisation of major industries, complicating its policy toward enterprises like Sandford's. However, at the 1891 election, it was the protectionists who won office in New South Wales.
A tariff on imported iron was applied by George Dibb's Protectionist government in New South Wales, between 1893 and when it was abolished by the incoming Free Trade government of George Reid in 1895. The tariff had encouraged Sandford to further expand his plant and its abolition was a crucial blow. It threatened the viability of Sandford's new sheet mill and galvanizing plant, which made galvanized corrugated iron sheets. Largely as a result of this experience, Sandford became an implacable opponent of Reid, and stood unsuccessfully, in 1896, as the protectionist candidate for the New South Wales Legislative Assembly seat of Hartley.
Free traders were not opposed to a local iron and steel industry; their view was that it could come about, without a protective tariff. The N.S.W Government had offered a large contract for locally made steel rails. A leading free trade businessman and politician, Joseph Mitchell—like Sandford, a strong and tireless advocate for a local iron and steel industry—won the contract, in 1897, but died before he could build his planned large iron and steel works near Wallerawang. Sandford had not tendered; his view was that, without protection, local industry could not compete. Another company G & C Hoskins—owned by brothers George and Charles Hoskins—did tender, unsuccessfully.
In 1899, Sandford attempted to interest his friend Charles Hoskins in buying the Eskbank works but the offer was declined.
Federation, first steel, expansion, Bonus Bill, and Arbitration Court (1901—1904).
With Federation, in 1901, tariffs and duties between the colonies were abolished and the matter of import protection came one for the new Commonwealth of Australia to decide at a national level. With the election of a Protectionist minority government in the new Australian House of Representative, Sandford became optimistic that protection for the iron and steel industry would be forthcoming.
In 1901, he set up William Sandford Limited as a public company—although Sandford himself owned nearly all the shares—and in that same year, Lithgow first produced steel, Although Sandford's Lithgow works was not the first to produce steel in Australia, it was the first to do so in large quantities by using the Siemens-Martin Open Hearth process. The feedstock was either scrap or imported pig iron, since no iron had been smelted in Australia since 1884, when the blast furnace at Lal Lal closed; the original (1875) Lithgow blast furnace had closed in 1882. Also in 1901, he put into operation a new sheet mill.
Sandford, confident that protection—under the Bonus Bill, an act of the new Australian Parliament—was imminent, went to England. He returned in June 1902, with news that he would raise £750,000 of British capital and float a new company, Australasian Iron and Steel Corporation Limited, and hosted an English visitor associated with these plans. He stated that ""The intention of the new corporation is to extend the works. Their expansion will materially depend on the confirmation of the Bonus Bill by the Federal Senate, so far as it applies to iron made from Australian ores, and the confirmation of the tariff with respect to iron manufactures"."
However, his return to Australia coincided with the effective defeat of the Bonus Bill. Edmund Barton's Protectionist minority government relied upon the Labor Party to pass any legislation. Labor had combined with the opposition Free Trade Party—led by Sandford's Free Trade nemesis, George Reid—to amend the legislation in such a way that caused it to provide less protection than had been expected. Labor wanted a nationalised iron and steel industry and did not want to stimulate the further growth of a privately-owned one.
Although Sandford was feted upon his return to Lithgow, his plan for a new and well-capitalised company to expand the Lithgow works was stymied. In 1903, Sandford had to close the sheet mills at Lithgow altogether but continued to make galvanized iron using imported sheets.
Sandford had begun to face financial difficulties due to rising costs, uncertain markets and scarcity of material, and—in his own view—the absence of protection against import competition. He had contested the first federal election as a Protectionist candidate for Parramatta, but was defeated by Joseph Cook. In 1903, he again ran for the federal parliament, this time against Free Trader Sydney Smith in Macquarie, but he was again unsuccessful.
In 1904, William Sandford Limited settled two disputes with its employees in the N.S.W. Arbitration Court.
State contract, blast furnace, and first integrated steelworks (1905—1907).
As steamships came to replace sailing ships, cheap pig iron, in the form of ballast, was being imported less. On a steamship, pig iron would be carried as paid cargo. With a sizable local market, making iron in Australia was becoming more viable.
Sandford and his manager William Thornley were confident in the future of the Lithgow works—provided it had protection—and in 1905 it was making steel fishplates—but not yet rails—for the NSWGR; it also manufactured corrugated galvanised steel sheet, but struggled to do so profitably.
By 1905, Sandford was a wealthy man, with audited personal assets of £141,000, even if much of this wealth was invested in the ironworks. He lived at an estate known as 'Eskroy Park' near Bowenfels, and his ownership of a colliery and land sales in Lithgow gave him income that was more reliable than that coming from the ironworks.
Premier Joseph Carruthers (a Free Trader) persuaded him to agree to William Sandford Limited contracting to supply all of the New South Wales Government's needs for iron and steel, for a seven year period, in 1905. Most of this steel would be in the form of heavy steel rails for railways. A condition of that contract was that local iron ore, coal and limestone were to be used to produce iron, necessitating the erection of a blast furnace.
Sandford embarked on a major expansion, starting with the construction of a large modern blast furnace. His proudest moment was when it was officially opened on 13 May 1907. As part of the same expansion, a new 15-ton Open Hearth furnace was added to make steel from the pig-iron, a new fishplate mill commenced operation in 1906, and a short rail branch line laid to the iron ore mine at Coombing Park near Carcoar. The Lithgow works had become the first integrated iron and steel works in Australia. Sandford had built his new blast furnace some distance from the steelmaking furnaces at the Eskbank works, which has been criticised as a poor decision. However, it was intended to be only the first of four such blast furnaces, feeding a new and larger steelmaking facility nearby, which in turn would feed a line of new rolling mills. Sandford had the general layout of this new plant designed by English consulting engineers, J.H. Harrison, based on earlier advice from an English expert, Enoch James. These plans are proof of the grand vision that Sandford had for Lithgow; his problem was how he could fund it.
A proportion of the iron production was destined to be railed to Sydney for use in manufacture of cast iron products, such as pipes, and the location of the furnace near to the main railway line was logical from that standpoint. However, prior to the foreshadowed expansion, any molten iron destined for steel production needed to be cast into pigs, taken in solid form to the steelmaking plant, and then remelted—a thermally inefficient arrangement that increased steelmaking costs, compared to moving the iron in molten form.
Sandford had constructed the new blast furnace seemingly on his own account—later it was reported that he had used a bank loan of £63,500 to fund it, not his own money—but it was the company William Sandford Limited that held the contract with the government. During the time between the furnace first being lit and the official opening, the company purchased the new furnace and its site from Sandford, paying him £75,683, in the form of 50,000 shares £1 in the company, with the balance to fall due in May 1914 and attracting interest at 5% in the meantime. That arrangement did not really relieve the enormous financial pressure on Sandford personally; it tied his fate more closely to that of the company bearing his name and its ability to fulfill its government contract.
Failure of William Sandford Limited.
In debt after such a rapid expansion and under-capitalised, the company was in urgent need of more capital. It needed still more capital to carry out the vision for a larger works. During a visit to England in 1905, Sandford started negotiations with his former employer, John Lysaght Limited, of Bristol, England, with the aim that Lysaghts would take a stake in the Lithgow works and inject capital. These negotiations went on for 20 months, with Lysaghts prepared to provide most of the necessary capital, but finally broke down over Sandford's insistence of remaining in absolute control. His rejection of this financial lifeline, in June 1907, left him and his company in a dire situation.
Beginning around September 1906, Sandford had shown signs of a deteriorating mental state. During this time, his competent and reliable General Manager, William Thornley, was a steadying influence. However, ultimate authority lay with Sandford, who had become increasingly more eccentric and unpredictable. His anxiety was clouding his ability to think clearly, work properly with his managers, and make good decisions. His compulsion to retain personal control is difficult to understand, given his advancing age; he seems to have been hoping that one of his sons could take the helm, if he had more time, or perhaps he was obsessed with delivering his grand vision himself.
The company's board—made up as it was of Sandford (as Chairman), two of his sons, managers and close associates of Sandford— resolved to raise additional capital of £100,000 in the form of new £1 shares in June 1907, The company issued a prospectus—making no mention of profit or loss— in late September 1907, with 118,093 new shares on offer This would be the only the second raising of capital to be paid in cash; the other being £18,807 raised at the formation of the company in 1901. Most of the existing paid up shares had been issued to William Sandford, in exchange for assets that had been transferred to company ownership.
Doubters later pointed to the risk of investing in an under-capitalised company, with a board controlled by Sandford, with the management run by Sandford, and in which the bulk of the already issued shares in the hands of Sandford himself—who stood to benefit greatly if the company obtained new capital—and to Sandford having taken recent decisions to buy assets for the company, from himself, on favourable terms. William Sandford Limited was a public company in name but was run more like a private family company. There was also a view that the raising was intended to get the bank out of its predicament, using money from the public to pay down the company's borrowings.
Charles Hoskins applied for 10,000 of the shares but changed his mind when he saw the books of the company. There had been no real attempt made to interest large investors in taking up shares. Applications closed on 14 October 1907. The raising was a failure, with applications for only 18,599 shares—a significant portion were shares allocated to directors—and the money raised was returned to subscribers.
The main commercial banking creditor, Commercial Banking Co. of Sydney, refused to lend more money by overdraft in October 1907. William Sandford Limited needed working capital (£25,000) just to continue operation and cash (£45,000) to complete the enhancements to the plant. It was apparent, by the end of November 1907, that the company was failing to meet deliveries under the Government's seven year iron and steel contract. The erection of an imported 24-inch mill, needed to roll rails, had yet to be completed.
Sandford appealed to the N.S.W. Government for assistance. The Premier, Charles Wade, offered an advance of £70,000, as a loan to the company, under stringent conditions, and with the agreement of the bank not to call in its existing loan to Sandford and to reduce the rate of interest on its loan. The nature of the arrangement necessitated that it be ratified by the N.S.W. Parliament. The bank stated that, even if the Government loan went through, it would not lend further money to the company above the existing overdraft limit.
After debating the issue all night, the N.S.W. Parliament passed legislation ratifying the loan, in early hours of 5 December 1907, but a last minute amendment—moved by the Labor Party, leader, James McGowan, who favoured a nationalised steel industry—made the government loan take absolute precedence of security, over existing commercial loans.
The final form of the legislation alarmed the bank, which then withdrew its tentative agreement to support Sandford, demanded full repayment of the overdraft amount, and took over the assets on 9 December 1907. Only the new blast furnace was kept in operation, to prevent its destruction if it were to cool. 700 workers became idle.
Hoskins take over.
Sandford's shares became essentially worthless and he faced financial ruin, at the age of 66. After years of great mental stress, he was a broken man.
The Lithgow works was too large an employer and economic asset to be allowed to close down. Sandford met Premier Wade on 11 December 1907, but that would be his last involvement. Other discussions took place, concerning the future of the works, between the bank, the N.S.W Government, and the firm of G & C Hoskins, and a plan was formulated, without Sandford's involvement. There was, however, public pressure to ensure that Sandford's pioneering role in the industry was recognised by ensuring he was not ruined financially.
Left with little choice, on 19 December 1907, Sandford reluctantly accepted the offer from G & C Hoskins to take over his enterprise. Summing up his position he stated, " I have only the satisfaction of knowing that the object of my life has been attained, and I have demonstrated that good merchantable pig iron can be made from the Australian raw materials".
The Eskbank Ironworks and its near new blast furnace were taken over by the Hoskins Brothers (G & C Hoskins) in 1908. Under the complicated deal, the Hoskins took over the overdraft of £138,00 owing to the bank, paid £14,000 to shareholders of William Sandford Limited in the form of 4 per cent bonds, and paid £50,000 to Sandford himself —ensuring Sandford's future financial security. Sandford would lose his home and possessions at 'Eskroy Park'. The Hoskins Brothers had outlaid £202,000 for the assets and nobody but Sandford himself had lost any money. He expressed some satisfaction with that outcome, stating that, ""I have come down, but I have dragged nobody with me"." William Sandford Limited was wound up in early 1908.""
Lithgow after Sandford.
The long-sought protection of the iron and steel industry was finally introduced, from the first day of 1909, by Andrew Fisher's Labor government, in the form of bounties to be paid under the new "Manufacturers' Encouragement Act", which made it a condition that those benefitting from bounties would pay "fair and reasonable wages". The new legislation came too late to save Sandford but the bounties alone probably would not have been enough to turn around the Lithgow operations in the manner Charles Hoskins would do by 1914.
G & C Hoskins had been a large customer of William Sandford Limited—using pig iron in their iron pipe foundry in Sydney—and one of the very few outside shareholders of William Sandford Limited. Charles Hoskins was one of Sandford's closest friends and a fellow protectionist. Despite this relationship and the apparent generosity of Hoskins' settlement with Sandford, unkind and ungracious public remarks—about Sandford and his management of the Lithgow plant— resulted in a bitter public dispute between Sandford and Charles Hoskins during August 1911.
Even after he had left the industry and Lithgow, Sandford continued to be an advocate for the iron and steel industry at Lithgow and to defend his role in it, of which he was proud.
Workforce relations.
Sandford had been popular and widely respected in Lithgow as a relatively benevolent employer, who had the interests of his workers at heart. In 1893, when orders at Lithgow were slack, he obtained work for some of his employees at the Onehunga Ironworks in New Zealand. He provided cheap land for his workers and assistance to build their houses, including providing house designs and guaranteeing their bank loans.
He had engaged his workers by contract with an element of profit sharing; an arrangement which he advocated and in which he took some personal pride. When the subsequent owners, G & C Hoskins attempted to change these employment arrangements to day labour, it began a series of bitter and sometimes violent strikes and lock outs lasting almost four years.
Sandford expressed frustration that he had been forced to set up an iron and steel industry "without duties or a bonus"—something he himself saw as an impossibility—and he believed himself to have failed. This and the concern he held for his workforce explained much of the mental anguish that characterised his later years at Lithgow.
Legacy.
Sandford is viewed, justifiably, as the father of the iron and steel industry in Australia. The plant at Lithgow was further expanded under G & C Hoskins ownership. Between 1928 and 1932, the iron and steel making operations at Lithgow were relocated to Port Kembla, where steel is still made today. The wire netting plant plant that Sandford established at Chiswick in 1884—owned first by Lysaght and later by BHP—survived until 1998.
Many of Sandford's managers and workforce stayed on at the works under the new management and were part of the growth of the iron and steel industry in the following decades. His General Manager, William Thornley, left Lithgow and set up an iron and steel foundry, W. Thornley and Sons, at Sydenham, in Sydney, to make railway equipment. It later also made commercial woodworking machine tools.
Sandford was associated with the growth of the township of Lithgow. The area between Railway Parade and Read Street, bounded by Roy Street and the laneway behind John Street was subdivided by Sandford for housing in 1897 and, in 1902, Spooner and Harley Streets were added. Roy, Clarice and John Streets are named after Sandford's children. Sandford Avenue in Lithgow is named after him. The continuation of Main Street, west of the Great Western Highway is Caroline Avenue, likely named after Caroline Sandford, his wife.
The ruin of the blower house of Sandford's blast furnace still stands in what is now the Blast Furnace Park, Lithgow. Sandford's home, 'Eskroy Park'—later the home of Charles Hoskins— is now part of the clubhouse of the Lithgow Golf Club, and the surrounding land that he once owned is now the golf course.
Sandford Street in Mitchell, an industrial suburb of Canberra—the streets of which are named after Australian industialists—is named after him.
Sandford's lifesize portrait—painted by Norman St Clair Carter, paid from funds raised by public subscription in 1908—has a chequered history. It hung for 30 years in the Art Gallery in Sydney, until his daughter was requested to take it away in 1938. It then hung at the Chamber of Manufacturers until 1951, when it moved to the Sydney boardroom of John Lysaght Australia. Presumably when that company was taken over by BHP, it moved to the offices of the Port Kembla steelworks (now Bluescope Steel).
William Sandford was, in many ways, a very unusual person; an industrialist who felt more at home with nature; a capitalist just as concerned for his workers' wages as his own personal fortune; a businessman comfortable with a Labor government and state ownership of industry; someone wracked by self doubt and inner turmoil but who was well respected and liked, almost universally; someone honourable but still capable of deceit on occasion; someone proud of his ability to recruit talented, knowledgeable and loyal people but who became obsessive about retaining personal control, and a visionary who lacked confidence in ultimate success but nonetheless pursued it, almost to the point of self destruction.
Later life.
Exhausted by the failure of his business, Sandford retired.
He left Lithgow in early 1908—making a trip to England soon afterwards—and lived first at Darling Point, naming his residence 'Torrington', before moving in 1911 to an orchard in Castle Hill, which he named 'Sandford Glen'. He sold the orchard in May 1920 and moved to Eastwood. A keen gardener, he retained good health and vitality into old age.
When Sandford visited Lithgow in 1922, it was as an honoured guest and he received an official civic reception. He attended the service for his old friend and later foe, Charles Hoskins, who died in February 1926. Some of his old associates continued to visit him, including for his 90th birthday in 1931.
He lived long enough to see the first steel rails made at Lithgow in 1911, protection of the iron and steel industries introduced by the Labor government of Andrew Fisher, the establishment of a rival steelworks at Newcastle in 1915, and the gradual closure and relocation to Port Kembla of the Hoskins' works at Lithgow, between November 1928 and January 1932.
Family.
Sandford had somewhat complicated family arrangements. He had left two children by a previous marriage in England, but he married Caroline Newey on 3 May 1884 at Goulburn. Caroline was 15 years his junior and herself had a previous marriage. Sandford's first wife was alive in England for at least twenty years after he emigrated.
He had three children with Caroline. The children had a privileged upbringing at Eskroy Park, before being sent away to boarding school. In 1895, the two elder children and their mother each had their own horse.
The eldest child was his daughter, Clarice Adele Sandford (b.1885 d.1977)—a pupil of Julian Ashton—who studied in London and became an artist; she appears to have been a travelling companion and a carer for her parents in their old age She was an Archibald Prize finalist for the years 1923 and 1937.
His elder son, William Fitzroy Sandford (b.1886 d.1948)—known throughout his life as Roy William Sandford—became first an assistant manager at Lithgow in charge of the steel furnaces, and later a director and the interstate salesman for the company. After the company failed, he was an importer of American motor cars and local manufacturer of car bodies and car parts (during the 1910s and 1920s) and, after that, a car dealer. Roy's marriage ended in divorce in 1914 and it seems his later life was troubled.
His other son, Frederick Esk Sandford, AFC (b. 1890 d.1928)—known as Esk Sandford—an engineering graduate of Sydney University, who survived war service in German New Guinea and in the Royal Naval Air Service, was an officer in the Air Force, when he died after a motor car accident in 1928. Esk was the second husband of pioneering New Zealand driver and aviator, Gladys Sandford. Their marriage was not a success, but Gladys retained his family name after they separated. Esk himself was recognised as a pioneer of aviation in New Zealand.
Sandford retained contact with his brother Robert, who remained in Torrington, Devon, and owned a butter factory. Another brother, was John Sandford, Senior, who visited Lithgow from the U.S.A. in 1900. By June 1903, he was living at Sausalito—having taken over the Geneva Hotel there not long before it was demolished in 1904—and later was at St. Helena, running the White Sulphur Springs Hotel, when it was destroyed by fire in August 1905. The Sandford brothers all seem to have held far grander business ambitions than any of them were to achieve.
Later in life, Sandford was reconciled with the son of his first marriage, John (or Jack) Sandford—also known as John Sandford, Junior. John came out to Lithgow with his wife and lived there for a number of years, while employed as the ironworks manager, causing some tension in the family. Later he returned to England, where he became his father's overseas agent. He and his wife came back to Lithgow in July 1907. Ostensibly, he was visiting only for a few months. John was a director of William Sandford Limited and acting works manager, around the time that the company finally failed.
Death.
William Sandford died on 29 May 1932, aged 90, at his home, 'Iona', 16 Ethel Street, Eastwood, only months after the last of the Lithgow steelworks operations finally closed. He was survived by his second wife, Caroline, a daughter and one of his two sons by Caroline, and a daughter and a son from his earlier English marriage. His will only recognised his Australian-born children by Caroline. Caroline died in 1934.
Sandford's modest grave lies in the Anglican section of the Macquarie Park (formerly Northern Suburbs General) Cemetery . His epitaph reads, "Pioneer of Iron & Steel Industry." He lies with his wife, Caroline, and nearby lie the graves of two of his children, Frederick (Esk) and Clarice. His other son, Roy, was cremated.


Wilhelm Wahlforss

Emil Wilhelm Wahlforss (25 June 1891 – 20 June 1969) was a Finnish engineer, industrialist and vuorineuvos.
Early life.
Wahlforss was born in Helsinki, the capital of Grand Duchy of Finland. His father Henrik Alfred Wahlforss was an appreciated chemistry teacher in Polytechnical institute; his mother, Emilia Elisabeth née Långhjelm, was 24 years younger and originally from Ostrobothnia. The couple had four children: 1883 and 1885 born daughters Elisabeth and Henriette, and 1891 and 1895 born sons Wilhelm and Eric. While the father was doing significant research, his work, which was written in Swedish, remained without international attention. Another hindrance for his success was his drinking problem. He died in 1899 when Wilhelm was just eight years old. The family fell into poverty and moved often in the following years, however, staying in the same area, Oulunkylä.
Studies.
During his school years in Swedish Normal School Wilhelm Wahlforss had classmates who later became influential, such as Hugo Österman and Hjalmar Strömberg. Wahlforss did well at geography and other subjects which required remembering, but not at mathematics, and particularly languages and writing created difficulties. He graduated few months late in autumn 1911 because first failed his matriculation exam in Finnish, the main language of the state.
In September 1911 Wahlforss signed up for mechanical engineering studies in his father's former workplace which had been in the meantime renamed University of Technology. His orientation was textile industry. His strong areas were mechanics, physics, inorganic chemistry and economics, but in such subjects which required practical skills, as laboratory exercises, his ratings were "satisfactory". He took part in student activities and was active in the students' union. Wahlforss had a hectic social life, as an organiser he was efficient and determined, and he is described as a self-confident and charming person. Already during his studies he decided to become a manager of some large company. At the end of his studies Wahlforss focussed on heavy machinery and industrial economy. He did his internship in De Förenade Yllefabrikerna AB in Helsinki, Finlayson repair workshop in Tampere and later in Helsinki at Hietalahti Shipyard and Engineering Works, and finally in State Railways' Engineering Works foundry. For his master's thesis he made a complete and detailed calculation about textile factory economics and gained excellent rating, graduating in March 1916.
In autumn 1915 Wahlforss started dating Siri Johanna Wrede, a young lady from Turku.
Early career.
Nobel and Turun Rautateollisuus.
Wahlforss started his working career as draftsman in Nobel arms company in Saint Petersburg in February 1916, but he returned to Finland already in May. After Wahlforss got engaged with Siri Wrede, he became workshop engineer in Turun Rautateollisuus in Turku which was then led by Siri's father Freiherr Carolus Wrede. The work was technical and intense, as the company order book was full of ammunition and other military equipment to the Imperial Russian Army. He quit at early 1917, possibly for loyalty towards many of his old classmates who had enlisted in the Jäger Movement to fight against the Russian rule; also Wahlforss had wanted to join in the movement but was not accepted, because he was regarded as provider for his mother and younger brother. Another possible reason for leaving might have been his manager and brother of his fiancé, Gustaf "Dutta" G.W. Wrede who he mostly got well along with but found his sarcasm arduous at times.
Fiskars.
Wahlforss's new workplace was in Fiskars rolling mill, where he was appointed workshop technical manager under Albert Lindsay von Julin. Julin supported him a lot, sharing his experience and knowledge, but offered also a warning example about dangers of alcohol in business relations. Wahlforss enjoyed his work; he led a team of younger engineers and got a lot of freedom at renewing the outdated facilities.
Wilhelm Wahlforss married Siri Wrede in April 1917, and soon the couple started to expect a child. But soon times became turbulent – Carolus and Dutta Wrede were maltreated and captured for six days by workers and Russian seamen in November. Labour movement was increasingly radicalising and the Fiskars factory was only protected by some dozen men with carbines who could have done little against the 500 workers, who, however, stayed calm during the soon following civil war. In February the time of birth was getting closer, and for this Siri Wahlforss travelled to Turku which was in hands of Red Guards. Wilhelm Wahlforss was a leader in Pohja Civil Guard and he participated in actions of the White Guard. His personal involvement is unclear but it is strongly suspected that the troops he led participated in executions of dozens of Red Guard soldiers in Nummi. Their daughter Christel was born on 12. March 1918.
Return to Turun Rautateollisuus.
In 1919, after two years in Fiskars, Wahlforss returned to Turun Rautateollisuus; Gustav Wrede was appointed manager of Teijon Tehtaat and Wilhelm Wahlforss became the new technical manager. In the same year he travelled to USA to learn tractor production. Wahlforss had more space to operate than before, but he aimed higher – he wanted to become director.
Lehtoniemi.
In 1921 Wahlforss got an opportunity to demonstrate his business skills – he was appointed General Manager of Lehtoniemi shipyard and engineering works, which was another company partly owned by Carolus Wrede. The company operated in Lehtoniemi and Taipale close to Varkaus, Savonia, and had fallen into trouble after losing its market in Russia. Wahlforss worked hard travelling around Finland and making new customer contacts. The order book never became very long but Wahlforss managed to improve the financial result of the company from 906 000 marks' loss to 147 000 marks' profit. Siri Wahlforss, who moved to Lehtoniemi in October 1921 together with Christel and three weeks old second daughter Susanna, did not like the too rural area. The period in Lehtoniemi helped the couple financially.
Adventure in textile industry.
The family moved back in Turku, when Wahlforss bought major share of textile factory Turun Verkatehdas in autumn 1923 jointly with investor Harry Olsson. He financed the bargain largely with a bank loan. The company was in a difficult situation; the market had dropped due to cheap import and the machinery was worn out. Wahlforss could not turn the business profitable. Recovering of the company would have needed patience and capital, and Wahlforss had neither of them. Finally, the company was sold to Nordic Wool Company in late autumn 1924; the new owner Leo Wainstein was a calm and patient man – opposite to Wahlforss – and managed to turn the factory to flourish again. This was the biggest defeat of Wahlforss during his whole career. The money he managed to save he invested on Lehtomäen Konepaja, where he returned, but left again after seven months – and again to textile sector.
Sofia Zweygberg.
In August 1925 Wahlforss started working for Viipuri textile distributor company Sofia Zweygberg, which had large debts and outstanding payments, and the managing director had recently died to a lightning strike. The desperate company hired Wahlforss for a high salary to reorganise the company. First Wahlforss put focus on getting the payments, and after half year he had collected 1.3 million marks of payments. The second action was selling of real estates and the Finlayson shares the company owned. The 1.27 million marks' loss of 1924 was decreased to loss of 0.9 million marks in 1925. Next Wahlforss put effort on increasing the sales and the result of 1926 showed 1.85 million marks' profit. But he left the company already at beginning of June, because he regarded his task was completed, and he had been offered a new interesting challenge.
Wärtsilä.
Ab Wärtsilä Oy, an iron works in Värtsilä, Northern Karelia, was in financial problems; the company was deeply in debt due to a long-time unprofitable operation. Wahlforss had gained reputation as a capable restructurer and hired as General Manager of the company. Wahlforss repeated the same as he had done before – he started to travel around the country to introduce the company products, but soon he realised that the company would not become profitable by producing just raw iron bars. Wahlforss decided to step up in degree of processing and soon the company started producing nails, band iron, radiators and other products. With these actions Wahlforss managed to lead the company result slightly to positive side in period 1927–1931, but it still did not manage to shorten its debts.
New problems came in 1931 during the Great Depression; Wärtsilä's financial situation got alarming and it was on verge of bankruptcy. The trading was stopped in Helsinki stock exchange. But two factors saved the company; the first one was galvanised wire production, which Wärtsilä had started right before the depression as the first company in the Nordic Countries. The second one was the company personnel which agreed about lowering of salaries in order to save the company. Already in 1932 Wärtsilä could pay dividend to its shareholders and the same trend continued in the following years.
Robert Mattson, the major shareholder of engineering company Kone- ja Siltarakennus, died in 1935. Kone ja Silta was a big industrial company that owned a big workshop in Hakaniemi in Helsinki, but also the Hietalahti shipyard and Crichton-Vulcan in Turku. Mattson's shares were kept in strongroom in Pohjoismaiden Yhdyspankki (PYP) as deposit for debts. Rainer von Fieandt, who was a board member in Kone ja Silta, Wärtsilä and PYP, organised together with Wahlforss a gigantic acquisition – Wärtsilä, an East Finnish company with 700 employees, took over the leading metal industry company of Finland in 1935. The transaction was fully funded by a loan given by PYP.
The new Wärtsilä Corporation lead now four units which all were barely profitable; therefore, many financial specialists expressed their doubts on the future of the company. However, Wahlforss restructured and developed the corporation determinedly during the 1930s. In 1938 the total number of employees reached 6 000.
The acquisition put Wahlforss on pedestal; he was the chairman first in the Finnish Metal Industry Association in 1937–1942 and thereafter in the Finnish Industrial Union 1942–1946. During the Second World War he travelled to USA to purchase weapons. After the war ended, Wahlforss participated in negotiations about war reparations with Soviet Union representatives and he was sent to Paris to attend as an expert attendee in the peace treaty negotiations in 1947. Over 40% of all war reparations which consisted of metal products were produced by Wärtsilä. At the end of 1940s number of personnel in Wärtsilä reached already 11 000.
Until 1954 Wahlforss was a member of delegation that negotiated about Soviet exports. In his negotiations with Soviet representatives he gained a legendary reputation; Wahlforss could only speak a couple of words in Russian and he did not know very much about naval architecture – but he was a true businessman and therefore he made a number of ship deals with Soviet Union.
Wahlforss resigned from the position of General Manager in 1961 but he remained as board member until his death in 1969.
Political career.
Wahlforss entered into politics at the end of 1950s and he was selected with a large number of votes to the köping council of Espoo in 1960 municipal elections as a member of Swedish People's Party. However, Wahlforss was used to make decisions quickly and he did not get used to political processes. He also could not apply his knowledge of economics. He left the council just after one and half year during the term.
Wahlforss participated in the so-called Honka alliance which was a wide-spectrum political project for overthrowing Urho Kekkonen in presidential elections of 1962. The alliance failed and got revealed and after this the personal relationship between Kekkonen and Wahlforss remained cold. Despite of this, the men co-operated successfully in the Soviet trade relationships; Kekkonen promoted actively exports of the Finnish companies and Wärtsilä was the biggest individual Finnish exporter to Soviet Union.


Vindhyachal Thermal Power Station

The Vindhyachal Thermal Power Station is located in Singrauli district in the Indian state of Madhya Pradesh. One of the coal-fired power stations of NTPC, it is the largest power station in India, and the 9th largest coal-fired power station in the world, with an installed capacity of 4,760 MW. The coal for the power plant is sourced from Nigahi mines, and the water is sourced from the discharge canal of Singrauli Super Thermal Power Station.
The beneficiary states of the project are Madhya Pradesh, Gujarat, Maharashtra, Goa, Chhattisgarh, Daman & Diu and Dadar Nagar Haveli.


Lower Mettur Hydroelectric Project

Lower Mettur Hydroelectric Project is a hydropower generation project in the South Indian state of Tamil Nadu. It is a 120MW power generation project constructed across the Kaveri River. The project area is in the downstream of Mettur Dam, hence it derives the name. This project consists of four power plants which are located between Mettur in Salem district and Bhavani, Erode. This power generation project is owned by Government of Tamil Nadu and operated by TANGEDCO.
Power Plants.
This project involves a series of power plants each with Barrage type Dam, constructed across the River Kaveri to divert the stream to where the power house is located. It consists of four Barrages each of which receives water current in a serial manner.


Tor Stolpe

Tor Björn Stolpe (25 April 1927 – 10 December 2011) was a Finnish businessman and vuorineuvos.
Stolpe was born in Hämeenlinna and completed his gymnasium in Kotka. He studied Master of Arts in University of Helsinki. After his graduation, he worked the following fourteen years in managerial positions for metal processor Oy Vuoksenniska Ab first as ore mine director and later in the head office. During 1968–1976 Stolpe worked as manager in Kymin Oy engineering industry division.
Stolpe became division manager in Wärtsilä in 1976 and in 1978 he became the company director of operations. During period of dual leadership in 1978–1987 he managed Wärtsilä together with Tankmar Horn, after which he became managing director. Stolpe left his position in 1989 – in the same year when the company subsidiary Wärtsilä Marine fell in bankruptcy.
Early years and studies.
Stolpe was born in Hämeenlinna, where his father Nils Stolpe served as military officer. He moved many times during his childhood, but the most part of it he spent in Mustila, Elimäki. Stople was interested in nature, literature and history.
Stolpe graduated from Kotka Swedish Coeducational School in 1945. He continued his studies in University of Helsinki, where he took actively part in student activities. In 1948 he was elected the secretary of the Swedish-speaking coalition of nations. Stolpe was selected board chairman of the Helsinki University Student Union in 1953; he was the first Swedish-speaking Finn in the position after a period of over 40 years. Stolpe graduated as Master of Arts in 1954.
Vuoksenniska.
After completing his studies, Stolpe started as geologist in Oy Vuoksenniska Ab and for the following five years he surveyed ore deposits in Nyhamn, Åland and Jussarö, Ekenäs. The examinations led to foundation of an ore mine in Jussarö; Stolpe was appointed the local director in 1959. The initial target for annual production was 300,000 tonnes of iron ore; however, the downward price trend of steel combined with introduction of large intercontinental bulk carriers led to decline of producer prices and eventually running down the mine. Stolpe got a new position as administrative department manager in Vuoksenniska headquarter in Helsinki in 1966. He left the company after fourteen years of service in 1968.
Högfors works.
In 1968 Stolpe became manager of Kymin Oy Högfors works, and in 1970 he became manager of the company engineering industry division. The Högfors works' main products were enamelled bathtubs, but the portfolio moved gradually make-to-print products delivered to vehicle industry. The bathtub production collapsed during the oil crisis of the 1970s when the government prohibited them from new state funded rental houses, in order to save energy. Subsequently, the Högfors works fell into trouble.
Wärtsilä.
Tankmar Horn, the manager of multi industrial company Oy Wärtsilä Ab, restructured the company by dividing it to six different divisions by industry. In 1976 Stolpe was appointed manager of Industrial Division I. In 1978 Stolpe followed Horn as operating manager; Horn himself focused on public relations.
During Stolpe's leadership the head office was moved from Sörnäinen to Siltasaari in Helsinki. The company reached to international market; Wärtsilä took over diesel engine production of Swedish NOHAB in 1978 and was enlisted into Stockholm stock exchange in 1983. One year later Wärtsilä was enlisted into London stock exchange, as the first Finnish company.
In 1987, following retirement of Tankmar Horn, Stolpe became the company main director. In the beginning of the same year Wärtsilä and Valmet shipyards were put under one organisation, Wärtsilä Marine. As a part of arrangement of the ownership, Wärtsilä paper machine production was transferred to Valmet. Since the beginning Wärtsilä Marine created massive losses and Stolpe left his position as Wärtsilä Marine chairman in autumn 1989 just some months before it fell in a scandalous bankruptcy in the following October. He left also his position as the parent company manager.
Political career.
Stolpe was member of SFP. During 1963–1965 he was member of Ekenäs town board. He was member of town council in 1965.


Leamy Acoustic Art

Leamy Acoustic Art Inc. is Canada's only full-time bell foundry and specializes in smaller bells designed for fine art collections and personal use. The foundry produces only one-off, untuned bells using the lost-wax process.
Leamy Acoustic Art is based in Victoria, British Columbia, Canada. The bells produced by the foundry are sold on-line, or to higher end Fine Art galleries.


Roxboro Power Station

Roxboro Steam Plant is a coal-fired electrical generation facility in Semora, North Carolina.
The plant has four units, the first opened in 1966.


National Union of Leather Workers and Allied Trades

The National Union of Leather Workers and Allied Trades was a trade union in the United Kingdom representing workers who made items out of leather.
The union was founded in 1928 with the merger of six small unions: the London and Provincial Society of Leather Finishers, the London Saddle and Harness Makers' Trade Society, the National Society of Portmanteau, Bag and Fancy Leather Workers, the Union of Saddlers and General Leather Workers, the United Society of Leather Producers and Leather Productions of Great Britain and Ireland, and the Walsall and District Amalgamated Leather Trades Union.
The union was active until 1971, when it merged with the Amalgamated Society of Leather Workers, the National Union of Boot and Shoe Operatives, and the National Union of Glovers and Leather Workers, to form the National Union of Footwear, Leather and Allied Trades.


Borouge

Borouge is a manufacturer of polyolefins. It is a joint venture of the Abu Dhabi National Oil Company and Borealis of Austria. It was founded in 1998, and has two complementary ventures: Abu Dhabi Polymers Co Ltd (Borouge) - a production company based in Abu Dhabi - and Borouge Pte Ltd based in Singapore. CEO of Abu Dhabi Polymers Co Ltd (Borouge) is Hazeem Sultan Al Suwaidi. CEO of Borouge Pte Ltd is Wim Roels.
The company supplies polyolefin plastics (polyethylene and polypropylene). They focus on differentiated high end applications in the Middle East and Asia Pacific with Borstar Enhanced Polyethylene produced in Abu Dhabi, UAE and the Borealis range of speciality products.


Final repository for short-lived radioactive waste

The final repository for short-lived radioactive waste (SFR) in Forsmark, Sweden, is a facility for the storage of low and intermediate level radioactive waste produced by all of Sweden's nuclear power plants, and has been active since April 1988.
SFR has four separate rock vaults and one silo; reaching a capacity to store 60,000m³ of radioactive waste. SFR currently receives approximately 600 m³ of waste per year.


Shulin Refuse Incineration Plant

The Shulin Refuse Incineration Plant () is an incinerator in Shulin District, New Taipei, Taiwan.
History.
The construction of the plant started in 1992 and completed in 1995. It began its commercial operation the same year.
Technical details.
The plant has a capacity of treating 450 tons of garbage per day in each of its three boilers.
Transportation.
The plant is accessible within walking distance south west of Shanjia Station of Taiwan Railways.


Uran Gas Turbine Power Station

Uran Gas Turbine Power Station is a gas-based thermal power plant located at Uran in Raigad district, Maharashtra. The power plant is operated by the Maharashtra State Power Generation Company (Mahagenco).
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Capacity.
It has an installed capacity of 672 MW (4x108 MW, 2x120 MW).


Guodian United Power


Safehull

Safehull is a software package developed by the ABS in September 1993. It enables the design and evaluation of ship structures, thanks to finite element analysis tools. Possible analyses include:
Users.
This software is used by Harland and Wolff Heavy Industries and Viking Systems (a ship structural design company), among others.


Rockwell Tools

Rockwell Tools is a line of power tools that is currently owned and distributed by Positec Tool Corporation, a China-based company with North American headquarters in Charlotte, North Carolina. The brand offers power tools and hand tools that are most often used in professional and private construction, automotive repair, and woodworking. Its products are sold at a variety of retailers including Lowe's, Costco, and The Home Depot.
History.
The Positec Tool Corporation was founded in Suzhou, China, in 1994 by Don Gao. It primarily sold OEM tools to established brands like Black & Decker. In the early 2000s, Gao decided to branch out by manufacturing tools and lawn care accessories under his own brand name. Meanwhile, Tom Duncan, the current CEO of the Positec Tool Corporation in North America, was the vice president of a Robert Bosch GmbH-owned company called Vermont American. He quit that job in 2003 to pursue the manufacture of a line of power tools. He purchased the rights to the brand name "Rockwell" which hadn't been in use for power tools since 1981.
Gao and Duncan met in 2004, with Gao looking to launch the "WORX" brand of lawn care accessories and Duncan looking to manufacture the Rockwell Tools brand. They decided to partner up, and Duncan became the head of the North American division of Positec in 2005. Both the Rockwell Tools and the WORX brands were originally sold directly to consumers via infomercials. Products branded with Rockwell Tools first appeared in the retailer Lowe's, in October 2009. By 2012, the main North American distribution center had moved to Huntersville, North Carolina, from Long Beach, California, to facilitate the increased sales. Rockwell Tools could also be found in Costco and The Home Depot (among other retailers) in 2012.
In 2012, the Rockwell brand was designated the "Official Power Tool" of Rockingham Speedway in Rockingham, North Carolina. They also served as the sponsor for Kasey Kahne's vehicle in the NASCAR Camping World Truck Series race in Rockingham that year. In 2013, Rockwell Tools was a part of an integrated ad campaign that was featured on both the History Channel and its reality TV series "Counting Cars". The campaign's slogan was "Rock Your Garage", which was also the title of a sweepstakes associated with the campaign.
Products.
The Rockwell Tools brand features power tools (both corded and cordless) and hand tools. Some of these tools include drills, VersaCut circular saws, power planers, miter saws, G-Force angle grinders, sanders, and bench grinders. Many of the products offered by Rockwell Tools come with free batteries for life. Rockwell Tools also offers a variety of specialty tools including the Sonicrafter, an oscillating multi-tool that is used for remodeling and general home improvement. The Jawhorse is a clamping device that is similar in style to a bench vise, but offers hands-free operation. Rockwell also offers the ShopSeries, which is a line of tools aimed at budget-conscious DIYers.
Recognition and awards.
In 2011, Positec was honored with the Product of the Year award by "DIY Week" in the power tools category for Rockwell's Sonicrafter oscillating tool and the Rockwell G-Force angle grinder.


Cory Cogeneration Station

Cory Cogeneration Station is a natural gas-fired station owned by SaskPower and located near Saskatoon, Saskatchewan, Canada. The plant operates at 260 MW in a conventional generation mode and at 228 MW in a cogeneration mode. Steam from the plant is used to supply the Potash Corp Cory Mine.
The facility was originally developed as a joint venture of SaskPower and ATCO in 2003. SaskPower took full ownership in 2019 when it purchased ATCO's 50% stake.
Description.
The Cory Cogeneration Station consists of:


Hammer forge


Na Dae-yong

Na Dae-yong (Hangul: 나대용; Hanja: 羅大用) was a Korean naval officer who fought against the Japanese navy in Imjin war and was also known as a designer of the turtle ship.
Biography.
Na Dae-yong was born in Jeolla-do of Naju, passed the military examination in 1583, worked as a Hullyeonwon Bongsa (훈련원 봉사(訓鍊院奉事)), and was promoted to military officer in Jeollajwasuyeong. According to the address to the throne written by Na Dae-yong, he worked in army for 6 years to defend the northern lands and 7 years to defend the south lands, and worked under Yi Sun-sin as Gamjojeonseonchullapgunbyeonggungwan ("Battleship Managing Military Officer", 감조전선출납군병군관 (監造戰船出納軍兵軍官)).
During the Japanese invasion of Korea, he was assigned as Gajang ("Temporary Commander") of one of five harbors in Jwasuyeong, Balpo. He had done active service as commander of Yugun (유군(遊軍)), assistance soldiers. He served in the battles at Okpo, Sacheon, Hansan, Myeongnyang, and Noryang. He was shot during the Battle of Sacheon, but soon returned to active service.
After the war, Na continued to invent several war ship designs. He passed away in 1612 and was buried at Munpyeongmyeong at Naju, South Jeolla Province.
Contribution to turtle ship design.
In 1587, Na dae-yong threw away his government post, and came to his hometown to design the turtle ship. He studied arithmetic, read books about ships, and produced a model of the turtle ship. At that time, there were administrators who were experts in mathematical calculations in big public works, but people who made personal inventions like Na dae-yong should have studied arithmetic alone to apply mathematical calculations on ship. Nevertheless, the design of turtle ship was successful.
Na looked up the designs of warships which people had made from the period of the Three States until now. At the moment, Joseon's naval forces' major warship was the Panokseon. One of the Panokseon's chief features was a higher upper deck, which hindered enemy boarding attempts and enabled the Korean crews to fire their arrows further. However, the front of the ship was relatively lower, so it could be attacked by enemies. Also, there were no ways to fend off enemy arrows or spears on the upper deck because the soldiers were exposed.
During the Goryeo period, the naval force used Gwaseon (과선; 戈船) to defeat the Japanese raiders. Gwaseon could fend off enemies by fixing knives in the ship's flanks. Additionally, they featured iron rams to attack enemy ships in front of the Gwaseon. The Byeolmaengseon (별맹선; 別猛船) was another type of warship that Na concerned himself with. A Byeolmaengseon's top deck was completely covered, and the soldiers were posted inside of the ship.
Na Dae-yong designed the turtle ship as a combination of the best features of the Gwaseon, the Byeolmaengseon, and the Panokseon. Its hull is likely based on the Panokseon, but the top deck was completely covered like with the Byeolmaengseon, and the spikes on its roof came from the Gwaseon.
Related historical documents.
Joseon Wangjo Sillok.
Na Dae-yong appears to a total of 27 times in the "Joseon Wangjo Sillok": 3 times in the "Seonjo Sillok" and 24 times in the "Gwanghae-gun Ilgi". In "Seonjo Sillok", Seonjo is asked for Na Dae-yong's removal for 2 times. Only one record about Na Dae-yong in the "Seonjo Sillok" is related to ship architecture, and it is the only one found in the entire "Joseon Wangjo Sillok".
After that, "Gwanghae-gun Ilgi" shows that the "Saheon-bu" (사헌부;司憲府; Office of the Inspector General) and the "Sagan-won" (사간원;司諫院; Office of the censor general) had repeatedly asked for Na Dae-Yong’s removal from his position as governor of Gonyang (1608) and magistrate of Namhae district (1610). These offices are organizations responsible for licensing officials, impeachment and legal inquiries and had a duty of criticizing and giving some feedback about the king’s orders. In these documents Na Dae-yong is depicted as a greedy, silly alcoholic who exploited local people with his power.
"Ichungmugong Jeonseo".
"Ichungmugong Jeonseo" (이충무공전서; 忠武公李舜臣全書; "Admiral Yi's Testament") is a complete collection of Yi Sun-sin’s (이순신; 李舜臣; April 28, 1545 – December 16, 1598) posthumous works. It was published in the year 1795, and it contains famous documents like "Nanjung ilgi" (난중일기; 亂中日記).
"Cheam Na Dae-yong Jang-gun Silgi".
"Cheam Na Dae-yong Jang-gun Silgi" (체암나대용장군실기; 遞庵羅大用將軍実記) is a book that was published by the Cheam Na Dae-yong Jang-gun Memorial Foundation (체암나대용장군기념사업회; 遞庵羅大用將軍記念事業會) in the year 1976. The organization also constructed Na Dae-yong Jang-gunGijeogbi (나대용장군기적비; 羅大用將軍紀蹟碑).
Other documents.
Other documents like Yeosu ∙ Yeocheon local history book, "Naju Mokji" (a book containing various information about the province of Naju) also writes about Na Dae-yong.
Centers.
The War Memorial of Korea.
The War Memorial of Korea is located in Yongsan-dong, Yongsan-gu, Seoul, South Korea. There are six indoor exhibition rooms and an outdoor exhibition center. The six indoor exhibition rooms are named "Room of Respect to Defense of Nation", "Room of War History", "Room of the Korean War", "Room of the Dispatch of Foreign Forces", "Room of the Development of Armed Forces", and "Room of the Fully-Equipped Warship." In the outdoor exhibition, there are large-sized weaponry. The model of the Turtle Ship and documents alluding to Na Dae-yong are in the Joseon Dynasty section in the Room of War History.
Sochungsa (召忠祠).
The Sochungsa memorial was erected to extol Nadaeyong’s patriotism and endeavors to reinforce the combat capabilities of the navy. The Sochungsa consists of a model of the Turtle Ship and a cenotaph of Na Dae-yong. It was built in 1977, and Na's achievements are celebrated every April 21.
General Na Dae-yong’s House of Birth and Burial Ground.
Na Dae-yong’s house is located on Moonpyeong-myeon, Naju City. It is a north-headed house of four-by-one size. His burial ground is located in the base of the mountain, which is about 3 km away from Nadaeyong’s house. It is named as the 26th remembrance of Jeollanam-do.


Alabama Plating Company Superfund site

The Alabama Plating Company Superfund site is a former industrial site in Vincent, Alabama. The site covers 6 acres and was used by the Alabama Plating Company as an electroplating facility between 1956-1986. The facility caused contamination of the ground water with hazardous waste containing heavy metals. After assessment by the United States Environmental Protection Agency (EPA) it was added to the National Priorities List in September 2012 for remedial action. The site cleanup is directed by the federal Superfund program.
History.
In 1970, the site was identified as a new source of pollution by the Alabama Water Improvement Commission, and one of eleven industries notified to present plans for "abatement of their pollution of state waters". By 1980, the company had gained a permit to discharge treated water into the Spring Creek. In 1986, the company was ordered by the Alabama Department of Environmental Management to clean up a section of the Spring Creek where contaminated sediment had built up, following a treatment process failure. The company received further ADEM orders in 1990 and 1991 in relation to delays in cleaning up contaminated groundwater and closing containment ponds at the site.
Lawsuit.
In June 1991, the Alabama Plating Company demanded that the costs for cleanup at the site be covered under its insurance's "comprehensive general liability" policy with the United States Fidelity and Guaranty Company, as well as its "excess liability" policies with Safety National Casualty Corporation and Ranger Insurance Company. All three companies refused, and were then sued by the Alabama Plating Company, who alleged breach of contract, fraudulent misrepresentation, bad faith, and other charges related to wrongful denial of coverage. The company also sued Hilb, Rogal and Hamilton Company of Birmingham, Inc, the insurance agency through which they had obtained coverage, for fraudulent misrepresentation and negligence.
The Alabama Plating Company had argued that the policy, which covered pollution cleanup costs only in cases in which the pollution was "sudden and accidental" which the company claimed its incidents had fulfilled.
Contamination.
The contamination at the site originates from a liquid byproduct, created from the electroplating process. This byproduct contained cadmium, chromium, cyanide, and zinc. A mechanical treatment system, in which the heavy metals would be settled out in containment ponds before draining the wastewater into the Spring Creek, was employed to prevent pollution. However, failures of the treatment system led to a buildup of contaminated sediment in the creek, as well as groundwater contamination.


Mungarra Power Station

Mungarra Power Station is a power station 50 km south-east of Geraldton, Western Australia. It is natural gas powered with three gas turbines that together generate a total capacity of 112 MW of electricity.
The station was commissioned in 1990.


Aerovide

The AEROVIDE GmbH (former aerodyn Energiesysteme GmbH) is a German company and engineering consultancy that develops wind turbines.
Its headquarters are located in Rendsburg, Schleswig-Holstein.
History.
The company was founded in 1983 by pionneers Sönke Siegfriedsen.,Robert Müller and Friedrich-Wilhelm Frank as “aerodyn” in Damendorf.
In 1986 the company changed to “aerodyn Energiesysteme GmbH”. Rainer Osthorst enter the company in 1991, Markus Rees in 1993. In 1994 the company moved from Damendorf to Rendsburg (Germany).
The company works on commissions and own projects.
1997 the companies aerodyn Energiesysteme GmbH and Denker&Wulf GmbH&Co.Kg founded a joint subsidiary named “pro+pro Energiesysteme GmbH” in 1997 to develop a 1500 kW wind turbine system.
In 2000 Denker and Wulf push ahead the amalgamation of pro+pro, HSW, BWU, and Jacobs Energie, into Repower Systems AG. aerodyn has dropped out of this merger.
In 2010, work on an offshore wind park in China with the Chinese company Zhejiang Windey Engineering started.
In 2013, founder Siegfriedsen left the company and Markus Rees and Rainer Osthorst became directors.
Since 2020 the company is solely owned by the Managing Directors Markus Rees and Rainer Osthorst.
End of the year 2020 the trade mark agreement ends and a re-naming of the company into “AEROVIDE GmbH” was necessary.
Company.
Since 2006, Aerodyn is active in China and had in 2008 already 75% of their sales in China. Today, 90% of their revenue is made in Asia.
Many manufacturers manufacture wind turbines or rotor blades on the basis of the prototype developments from AEROVIDE (former aerodyn), f.e. HSW, Jacobs Energie, BWU, Fuhrländer, A&R SGL Rotec, EUROS, Südwind Borsig Energy, DeWind, Jeumont, Tacke, SINOI, Ventis, Autoflug, Tacke Windtechnik, Senvion, Goldwind, Pfleiderer, AREVA Multibrid, WinWind, CSIC HZ Windpower, BARD Offshore, SANY, Shanghai Electric, CNBM, Mingyang Wind Power, Goudian United Power, HEAG, UNISON, China Windey, Hyosung Heavy Industries.


Rolls-Royce Deutschland

Rolls-Royce Deutschland is a subsidiary of British aircraft engine maker Rolls-Royce plc. Its primarily facilities are located at Dahlewitz outside Berlin and Motorenfabrik Oberursel at Oberursel near Frankfurt am Main.
The company was formerly known as BMW Rolls-Royce (BRR), being initially operated as a joint venture company between the German car manufacturer BMW and Rolls-Royce. Early work involved the development and production of the BR700 family of jet engines, launched in 1992. During 1999, it was announced that BMW was to discontinue direct involvement in the venture, leading to Rolls-Royce assuming full control in the following year and to the business being renamed "Rolls-Royce Deutschland". It has since become the hub for Rolls-Royce Group's two-shaft engines, including the Tay, Spey and IAE V2500, along with the Dart turboprop engine.
History.
The company was established during 1990 as a joint venture, originally known as "BMW Rolls-Royce", between the German car manufacturer BMW and British aircraft engine maker Rolls-Royce plc. The establishment of this venture marked the return of BMW to aero engine manufacturing after the firm had suspended its activities in the sector in the immediate aftermath of the Second World War.
The initial purpose of the venture was to develop and manufacture the BR700 family of jet engines. During 1992, development of this powerplant following a sizable order for 200 engines was secured from its launch customer, Gulfstream Aerospace. It was subsequently adopted on multiple aircraft, such as the Boeing 717 airliner, as well as the Bombardier Global Express and the Gulfstream G550 business jets.
In 1999, it was announced that BMW was seeking to reduce its direct involvement in "BMW Rolls-Royce". During the following year, Rolls-Royce took full control of the joint venture, leading to it being renamed "Rolls-Royce Deutschland". BMW maintained a significant stake in parent company Rolls-Royce Plc, being the single largest shareholder in the firm for a number of years. However, BMW opted to sell its remaining shares during 2006, the move representing the company's formal exit for the aero engine sector after roughly 90 years of involvement.
Shortly after its rebranding as Rolls-Royce Deutschland, the company was assigned all responsibility for several of Rolls-Royce's two-shaft turbofan engines, including the Tay, Spey and IAE V2500, along with the Dart turboprop engine, from the parent company. This redistribution of the work was part of a long-term strategy, allowing the company's main facility at Derby to concentrate on the production and development of its three shaft turbofan powerplants, while Rolls-Royce Deutschland's Dahlewitz facility is developed into a “centre of excellence” for all two-shaft engines within the group.
Around the time of the take-over, the Rolls-Royce Group was reportedly studying development of a new two-shaft family of engines, ranging from the 7,000 lb-thrust (31 kN) class up to 22,000 lb thrust, to eventually replacement its BR700, Tay and smaller AE 3700 turbofan product lines. This was intended to compete for the next generation of corporate aircraft, regional jets, and small airliners. By 2008, Rolls-Royce was yet to initiate a specific programme; instead, it was reportedly conducting market research via consultations with airliners on their requirements for a future prospective powerplant.
During the 2000s, the subsidiary became involved in the production of the Europrop TP400, the largest turboprop engine developed in Europe, to power the Airbus A400M Atlas, a military transport plane.
By 2005, the larger BR715 model of the BR700 family was being phased out as the only aircraft to have been powered by it, the Boeing 717, was being discontinued due to poor sales. However, the smaller BR710 continues to be produced for the Bombardier Global Express and Gulfstream G550 business jets. Furthermore, other operators were interested in adopting the BR710; China Aviation Industry Corporation I and Rolls-Royce Deutschland were at one point studying its potential use to power China's upcoming regional jet, the Comac ARJ21. Development of the improved BR725, which had been selected to power the Gulfstream G650 business jet, was undertaken during the later half of the decade.


Chicago Pneumatic

Chicago Pneumatic, also known as "CP", is an industrial manufacturer providing power tools, air compressors, generators, light towers and hydraulic equipment. Products are sold in more than 150 countries through a worldwide distribution network. CP is active on markets such as tools for industrial production, vehicle service, maintenance repair operation for mining, construction, infrastructure equipment.
History.
Chicago Pneumatic is a brand name in the pneumatic tool industry with a history tracing back to 1901. John W. Duntley had in mind the idea of sourcing and selling construction tools "that weren’t yet available". He established the Chicago Pneumatic Tool Company, with an office in Chicago. The first plant to begin manufacturing product specifically for CP was the Boyer Machine Shop in St. Louis, Missouri. In 1901, Duntley met steel magnate Charles M. Schwab, who invested heavily in the company. On December 28, the company was incorporated and the first single-valve pneumatic hammer was patented.
1904 was the year of expansion for CP. Offices were opened in England, Canada, and Germany; and new lines of products had been developed such as air tools and rock drills.
In 1912, CP began to produce an horizontal 2-cycle semi-Diesel oil engine to power CP compressors. One year later, CP finalized the Simplate valve; it deleted valve gear, offered controllability with high speeds and brought more capacity.
In 1925, CP manufactured the Benz Diesel engine that was used in various racing cars in Europe at that time. The same year, CP began manufacturing rotary oil-well drilling equipment.
In 1939, CP designed and manufactured the world’s first impact wrench, both pneumatic and electric versions.
CP developed the “hot dimpling machine” in response to war effort demands, a device heating rivets to 1000 °F and using 100,000 pounds/inch² of pressure to squeeze the rivet head into its final shape.
In 1943, The Saturday Evening Post published a cover picture by Norman Rockwell portraying a female aircraft worker, Rosie the Riveter, eating her lunch with a CP riveting hammer in her lap.
The 1950s and 1960s were an era of performance research. CP drill bits broke depth records approaching 20,000 feet and were used in oil prospecting. The portable broach puller for aircraft rivets was introduced in 1957. A Chicago Pneumatic electric motor played a role in the U.S. Apollo space mission to the Moon. It powered a pump that inflated three bags on the capsule upon its splashdown in the Pacific Ocean on July 24, 1969. The bags ensured the escape hatch was on top and the astronauts could open it safely. CP introduced in 1969 the world’s first speed ratchet “CP728” at Ford Motor Company.
In 1970, the CP611 impact wrench was used in the steel erection phase of the World Trade Centers (New York City). Sold for several years into industrial markets, CP torque impact wrenches were introduced in the 1970s into the automotive market. In 1987, Chicago Pneumatic became part of the Swedish conglomerate Atlas Copco. During 1988, more new products were launched than at any time since the late '70s, such as screwdrivers, assembly tools and new ratchet wrenches. The following year, the current logo was designed and adopted.
In 1990, CP won a silver award from the AMA with its "23 parts" advertising campaign. The advertisement portrayed how over 250 light assembly tools could be made from only 23 interchangeable component parts. In 1994, the production of compactors and portable power generators began.
2007 marked the inauguration of a new technology center in Nantes, France.
In 2010, a new global design highlighting the brand colors — red and black — was adopted.
Organization structure and activities.
CP Power Tools.
The CP Tools main center for power tools is the Technocenter in Nantes (France), where over 100 people work in R&D. Teams research, develop, design, build prototypes, test, and certify industrial tools on the market. Industrial (Metalworking and Energy) and vehicle service tools are also manufactured in Budapest, Hungary, Qingdao, China, Nashik, India, Osaka, Japan, and Clifton, New Jersey, United States.
Two distribution facilities provide the world market with powertools products; Charlotte, North Carolina that serves the United States and Canadian markets, and Hoeselt, Belgium, for the rest of the world. Two Logistic hubs are located in France and China.
CP Construction.
The main product marketing functions are located in Essen, Germany, but design, development and production are located in facilities worldwide. In Essen, specialized teams design and produce medium-size to heavy rig-mounted hydraulic breakers, from 550 kg (1,212 lb.) up to 4,200 kg (9,259 lb.) The light compaction equipment and the handheld hydraulic construction equipment are developed in the Rousse plant in Bulgaria.
Plants in Kalmar, Sweden), and Nasik, India, collaborate closely on product design, prototypes and testing of the pneumatic handheld tools. Two distribution centers, located in Texas (U.S.) and Hoeselt (Belgium) provide products to distributors worldwide.
CP Compressor.
The main centers are located in Antwerp, Belgium, for compressors and Zaragoza, Spain, for generators. Production is located in facilities worldwide. Small and medium-sized stationary compressors are produced in Sweden, Belgium, Italy, Brazil, Russia, China, India and the United States, whereas Brazil, Italy, Russia, India, China and the U.S. specialize in the piston range. The portable compressors are manufactured in Belgium, Brazil, China, India and the United States. Generators are mainly manufactured in Spain and the United States.
The company Neuman & Esser acquired the Chicago Pneumatic Tool Co. reciprocating compressor technology in 1993. Along with Chicago Pneumatic Tool the customer service organization NEAC Compressor Service is owner of eight other brands.
Products.
CP products were used on many famous construction projects, among which are:
Distribution.
Chicago Pneumatic products are sold exclusively through authorized distributors worldwide. The distributor network consists of specialized distributors in construction, demolition, vehicle service, industrial maintenance, public works and general industry. CP also made air tools for Sears Craftsman under the "756" model prefix, and in some cases even when branded as Sears Craftsman, still had the trademark "CP" logo on them.


Gautami Combined Cycle Power Plant

Gautami Combined Cycle Power Plant is located at Peddapuram in East Godavari district in state of Andhra Pradesh. The power plant is one of the gas based power plants of GVK Group.: In Jun 2003, GVK secured an amended 15yr PPA with APDISCOM for the Gautami project not far from Jegurupadu in Peddapuram, East Godavari district. Financial closure was in Mar 2004. The project was originally developed by Satyam Construction Co (later acquired by Nagarjuna Construction) with Maytas Infra and IJM (India) Infrastructure Ltd. GVK successively bought out most of the Nagarjuna stake and is the controlling shareholder. Equipment was ordered on a turnkey basis from Alstom in Jul 2004 for €180mn. Construction was started with completion expected in Jun 2006. In the event, Gautami did not commission until Jun 2009. The original budget was about Rs1300 Cr and the plant came in at Rs1450 cr. Gautami has a Ground Support Agreement with GAIL for the term of the PPA. In May 2010, GVK awarded a contract to a consortium including Siemens, Hyundai, and L&T for two 392-MW blocks to extend Gautami. These blocks are expected to cost Rs3,200cr
Capacity.
The power plant has installed capacity of 469 MW.


Langenprozelten Pumped Storage Station

The Langenprozelten Pumped Storage Station is a pumped storage power station near Gemünden am Main at the Main in the under-Frankish district Main Spessart (Bavaria), which went in service in 1976. The hydro-electric power plant has an output of . It uses two Francis turbines.
The reservoirs are connected by long pipes. The maximum head is . The upper reservoir has a capacity of approximately . The maximum energy store ability amounts to .
The station produces traction current only and is an important peak load power station in the traction network for railways.
The lower reservoir is fed by a creek, which is mostly dry in the summer. Therefore, if necessary, water is pumped from a further retention basin, which is situated below the lower reservoir. Both dams (of upper and lower reservoir) are rock fill embankment dams with an asphaltic concrete external sealing.
Coordinates are those of the lower reservoir.


Barh Super Thermal Power Station

Barh Super Thermal Power Station or NTPC Barh is located in Barh in the Indian state of Bihar. NTPC Barh is located barely east of the Barh sub-division on National Highway-31 in Patna district. The project has been named a mega power project, and is owned by Indian energy company National Thermal Power Corporation.
The project has been contested as it is nearby Himalayan Range and needs stricter anti-pollution controls.
The 1,320 MW (2 x 660 MW) Barh Stage-2 built by BHEL is operational while 1,980 MW (3 x 660 MW) Barh Stage-1 is being built by Russian firm Technopromexport (TPE).
Bihar's share is 1183 MW from NTPC Barh (26% from stage 1 and 50% from stage 2).
The main power plant and the township is spread over an area of of land, which includes 12 villages.
The then PM, Atal Bihari Vajpayee, had laid the foundation stone of the main plant of stage-1 of NTPC Barh on March 6, 1999. The formal inauguration of its site office and laying of the foundation stone of the training centre at the plant site was done in September 2003.
Project cost.
The plant is to produce 3,300 MW of power at a cost of over Rs 26,000 crore.
The total approved cost of stage-1 (660 MW x 3) has Rs 8,692.97 crore. The total approved cost of stage-2 (unit 1) plant is Rs 7,688.12 crore.
Capacity.
Unit-1 of stage-2 commissioned in November 2013. Unit-2 of stage-2 commissioned in March 2015. The first unit (of stage-I) of NTPC Barh is expected to start generation from December 2019 instead of the scheduled August 2020, while the second and third units of stage-I will be made operational in December 2020 and August 2021, respectively.
Inland Waterways Authority of India received bids in 2013 September for coal movement on 1620 km National Waterway 1 (India) from Haldia to NTPC's Barh which is about away.
Boiler balance work of Stage-I.
The boiler balance work of Stage-I (3 x 660 MW)(BSTPP)
was allotted to Doosan Power Systems India Ltd, (Korea) Company in January 2016. The work is under contract with Power Mech Projects Ltd.
Flue gas desulphurization addition.
As per MOEF guidelines of Dec-2015 NTPC decided to add FGD units to all units to limit SOX emissions. BHEL was awarded the contract to supply FGD units.


Gray Tools

Gray Tools is a Canadian professional tool company based in Brampton, Ontario. Founded in 1912 by Alex Gray, Gray Tools is Canada's largest professional tool manufacturing company, with 4000 industrial products available.
History.
Gray Tools Canada was founded in 1912 by Alex Gray as a machinery equipment supplier. As the automobile industry was starting up, Gray began making automobile manufacturing tools and tool kits specific to the automobile companies in nearby Detroit. In May 2012, President and owner Alex Gray III sold the company to Garry Nuttall and Frank Dominguez. Alex Gray III remains with the company as chairman.
As of 2013, the company employed 60 people at its head office in Brampton, Ontario, where all manufacturing is done. Company warehouses are located in Brampton and Edmonton, Alberta.
Gray Tools celebrated its 100th birthday by making a large donation of tools and equipment to local schools and by initiating the Gray Tools Canada Highest Standard Achievement Award, presented to a student with exceptional success in vocational education.
Products.
The main focus at Gray tools is the professional hand tool line. Tool storage and organization is a subsidiary product line. A cheaper line of foreign-made tools sold as Dynamic are made to compete with the middle range tool marketplace.


Green River Generating Station

The Green River Generating Station was a coal-fired power plant owned and operated by Kentucky Utilities, which was removed from service on 30 September 2015. It was located in Muhlenberg County, Kentucky.


Ballylumford power station

Ballylumford power station is a natural-gas-fired power station in County Antrim, Northern Ireland, UK. With its main plant generating 600 megawatts of electricity, it is Northern Ireland's largest power station and provides half of the province's power. Overall the station produces 1,316MW. The plant is located at the tip of the Islandmagee peninsula, which separates Larne Lough from the Irish Sea. The lough is a Site of Special Scientific Interest.
The 3 chimneys of the power station are 126 metres tall. East of the station is the static inverter plant of HVDC Moyle, a power cable connecting the system to Great Britain.
History.
The first power station built at the site was started in 1943.
Ballylumford power station was commissioned on 1 January 1943 with an initial capacity of 30 MW. Further equipment was installed to increase the capacity by 31.5 MW (June 1945), another 31.5 MW (November 1948), and 31.5 MW (January 1951). By 1958 the generating capacity was 124.5 MW. The plant comprised:
Each boiler had a steam capacity of 150,000 lb/hr (18.9 kg/s). The boilers fed steam to four turbo-alternators:
Condenser cooling water, 6.09 million gallons per hour (7.69 m3/s) was drawn from the sea.
The growth in electricity supply in the mid-1950s is demonstrated in the table.
The "A" station operated until 1974, when the "B" station was completed.
The station was a key factor in the 1974 Ulster Workers' Council strike. Supplying all of Belfast and most of the eastern half of the province, Northern Ireland was effectively brought to a standstill when the mainly Protestant workers of the plant were persuaded to join the strike. The closure of the plant together with the wider strike resulted in the collapse of the Sunningdale Agreement.
In 1991 the nationalised power company, Northern Ireland Electricity, was incorporated as a government owned public limited company. In 1992 the four power stations at Belfast Harbour, Ballylumford, Derry (Coolkeeragh) and Carrickfergus (Kilroot) were demerged and sold. In 1993 the remainder of NIE (transmission, supply and retail businesses) was privatised as Northern Ireland Electricity plc.
In 1992 the supply of electricity in Northern Ireland was privatised. As a result, Northern Ireland Electricity sold the Ballylumford site to Premier Power, a subsidiary of British Gas. A condition of the sale was that the plant must be converted from heavy oil to gas-fired. British Gas formed Premier Transco Ltd. to build a submarine interconnector, the Scotland-Northern Ireland pipeline (SNIP), a 135 km pipe (40.4 km under sea) with a diameter of 0.61 m. Construction lasted three years (1994-1996) and was completed on time and on budget. Ballylumford converted to natural gas in 1996. To take advantage of this investment a licence was tendered to provide natural gas to Belfast, a tender which British Gas won through its subsidiary Phoenix Natural Gas.
In 2000 work began on the site's newest facility, a combined cycle gas turbine (CCGT), which has greatly increased efficiency and reduced pollution.
The new power block, called "C" Station entered commercial operation in 2003 and comprises steam turbines and gas turbines that can operate both in open cycle and in combined cycle.
The gas turbines burn natural gas as the primary fuel but can also operate on low sulphur distillate liquid fuel if the gas fuel supply is interrupted.
The electricity is generated at 15 and 18kV medium voltage and is increased to a higher 275/110kV level by step-up transformers to match the Northern Ireland Electricity (NIE) transmission system requirements. This high-voltage electricity is transferred by underground cables to existing outgoing feeder connections in an adjacent NIE switch house and then through the transmission system to the electricity users.
On 12 August 2010 the AES Corporation announced that its subsidiary, AES Ballylumford Holdings Limited, had acquired Premier Power Limited (PPL) from BG Energy Holdings through an all-cash transaction for £102 million (approximately $160 million), which included purchase price and working capital adjustment. The transaction was announced on 2 July 2010, and was subject to licence consents from the Northern Ireland Authority for Utility Regulation and the Northern Ireland Department of Enterprise, Trade and Investment.
2018 and 2019.
In January 2018, Kilroot's failure to win a new contract under the Single Electricity Market threatened its closure by May. Ballylumford was also affected, with the B station likely to close with the potential loss of 30 jobs.
In April 2019 AES Corporation has agreed to sell Ballylumford to EP UK Investments, a subsidiary of Energetický a průmyslový holding. The transaction was finalised in June 2019.


Qimei Power Plant

The Qimei Power Plant () is a fuel-fired power plant in Nangang Village, Cimei Township, Penghu County, Taiwan. It is the only power plant on Cimei Island.
History.
On 20 June 1974, Taiwan Power Company took over a power plant currently operating on the island with a capacity of 2x120 kW. The plant only powered up to a maximum 10 hours per day only. In 1978, the power plant was rebuilt at the current site with a generation capacity of 500 kW using diesel engine. The plant was then be able to supply around 13-16 hours of electricity per day to the local residents. In 1981, three units of 500 kW generator were added to the plant to increase its generation capacity. Starting 1 February 1984, the power plant could supply electricity to the local residents for 24 hours a day. Over the years due to the growing demand, the installed 4 units of 500 kW generator became insufficient to keep supplying electricity. Thus, in 1998, 2001 and 2006, the power plant was overhauled to replaced its generator from 500 kW to 1,000 kW capacity.


Arteris

Arteris, Inc. is a multinational technology firm that develops the on-chip interconnect fabric technology used in System-on-Chip (SoC) semiconductor designs for a variety of devices, particularly in mobile and consumer markets. The company specializes in the development and distribution of Network-on-Chip (NoC) interconnect Intellectual Property (IP) solutions. It is best known for its flagship product, Arteris FlexNoC, which is used in more than 60 percent of mobile and wireless SoC designs.
Arteris, Inc. is headquartered in Campbell, California. K. Charles Janac is the company’s President and CEO.
In 2012, the Silicon Valley "San Jose Business Journal" ranked Arteris as the 4th fastest-growing private company in Silicon Valley. Arteris has also been in the Inc. 500 list of America’s fastest growing companies for two years running.
History.
Arteris was founded in 2003 by Philippe Boucard and two other engineering executives who had worked together at T.Sqware, a startup that was acquired by Globespan. Company executives wished to address problems with existing monolithic bus and crossbar interconnect technologies, such as wire and routing congestion, increased heat and power consumption, failed timing closure, and increased die area. The firm’s leadership sought and received venture capital totaling $44.1 million for the creation of its new technology from investors, including ARM Holdings, Crescendo Ventures, DoCoMo Capital, Qualcomm, Synopsys, TVM Capital, and Ventech.
By 2006, Arteris developed the first commercially available NoC IP product, called NoC Solution, followed in 2009 by a more advanced product, FlexNoC. The products used “packetization and a distributed network of small interconnect elements to address congestion, timing, power and performance issues.” Arteris marketed FlexNoC as an improvement on traditional SoCs interconnect fabrics, citing its reduction in gate count by 30 percent, reduction of wires by 50 percent, and a more compact chip floor as compared to a functionally equivalent hybrid bus or crossbar.
Designers of SoCs began to take advantage of the technology’s increased design efficiency, flexibility, and a significant reduction in production costs. By 2012, the company had over 40 semiconductor customers, including Qualcomm, Samsung, Texas Instruments, Toshiba, and LG Electronics, with 200 million SoCs being produced with Arteris IP. The company’s volume is projected to grow to over 1 billion units per year by 2015.
In October 2013, Qualcomm Technologies, Inc. acquired the FlexNoC network-on-chip product portfolio, but Arteris retained existing customer contracts and to continue licensing FlexNoC and modifying the source code for customer support. Qualcomm will provide engineering deliverables for the FlexNoC product line and updates to Arteris. Qualcomm does not maintain any ownership interest in Arteris.
In February 2014, Arteris named Craig Forrest as Chief Technology Officer, Dave Parry as Vice President of Engineering, and Benoit de Lescure as Director of Application Engineering.
Licensees.
Arteris claims to have had 117 licensees for its interconnect IP product since its inception in 2003. There are approximately 65 active customers who are publicly disclosed.
These licensees include top-20 semiconductor makers Samsung Electronics, Qualcomm, Toshiba Semiconductor, Texas Instruments, STMicroelectronics, Renesas Electronics, Freescale Semiconductor and Marvell Technology Group, as well as systems and automotive companies like Mobileye.
Arteris has also signed licenses with Chinese semiconductor companies including Baidu, HiSilicon (Huawei), Actions Semiconductor, Allwinner, InfoTM, Ingenic, Leadcore, Nufront, RDA Semiconductor, Rockchip, Socle and Spreadtrum.
Other publicly announced licensees of Arteris products include Altera (Intel), Core Logic, CSR, GCT, GUC, iC-Logic, LG, MegaChips, Movidius (Intel), MtekVision, NTT Electronics, Open-Silicon, Pixelworks, Renesas Electronics, Sckipio, Schneider, ST-Ericsson / Ericsson, and VIA Telecom.
Products.
Arteris offers a number of Network-on-Chip products, including FlexNoC for high performance SoCs, the FlexLLI MIPI interchip link IP for connecting multiple chips and dies, and the FlexWay interconnect fabric for smaller SoCs. The firm’s technology is used in a variety of consumer electronics, including mobile phones and tablets, modems, gaming consoles, digital televisions, automotive systems, and other applications.


Dremel

Dremel ( ) is an American brand of power tools, focusing on home improvement and hobby applications. Dremel is known primarily for its rotary tools such as the Dremel 3000, 4000 and 8200 series which are similar to the pneumatic die grinders used in the metalworking industry by tool or moldmakers. Dremel later expanded its product range and now produces butane tools, benchtop and hand-held saws and oscillating tools.
The Dremel die grinder tools were originally developed by Albert J. Dremel, an Austrian immigrant who founded the Dremel Company in 1932 in Racine, Wisconsin. The company was purchased by Robert Bosch GmbH in 1993, and today it is a division of the Robert Bosch Tool Corporation located in Mount Prospect, Illinois.
History.
Founded by the American inventor Albert J. Dremel in 1932, the company is located in Racine, Wisconsin, US. Albert J. Dremel held 55 patents across a wide range of inventions, including an electric eraser, electric fish scaler, electric shoe polisher, electric screwdriver, power sanders, scroll saws, a device to monitor chicken's egg production, and first design of the now standard walk-behind rotary lawn mower. His first product released within the company was an electric razor-blade sharpener, which lost popularity when cheap disposable razors became available. Dremel then developed the high speed lightweight rotary tool, later named the Dremel Multitool, for which the company continues to be known. This invention was successful in the hobby and craft market.
In 1948, Dremel gave his employees a 3% year-end share of profits, at the time seen as a radical idea. Dremel died on 18 July 1968 at the age of 81.
People found many ways to use the rotary tools. In the 1940s the Defense Department reportedly used Dremel rotary tools in developing the first atomic bomb. Military doctors used the tools in dermal abrasion techniques to reduce scar tissue from battle wounds. Dremel tools are also used in tattooing. It is also used by podorthists for use on shoe inserts, and dentists use them for crafting dentures.
Dremel said in 2013 that there were more than 17 million of their rotary tools in use.
Operations.
The main office of Dremel US is located in Mt. Prospect, Illinois. Dremel's activities in Europe, the Middle East and Africa are operated by Dremel Europe, with its headquarter located in Breda, Netherlands.
Rotary tools.
The company currently produces six rotary tools, three corded and three cordless. Over its history, Dremel has created over 30 different designs and models, mainly for home improvement and hobby use. Dremel rotary tools are suitable for carving, engraving, routing, grinding, sharpening, cleaning, polishing, cutting and sanding. Many different accessories and attachments are also produced. Dremel Multitools work by using speed instead of torque. Different tools products range in speed from 3,000 to 37,000 RPM.
The concept of the original Dremel Moto-Tool was to rotate a bit at high speed, the bit being held in a collet. Variable-speed versions may cover a range of 3,000–37,000 RPM. The Dremel concept relies on high speed as opposed to the high torque of a conventional power drill. By inserting an appropriate bit (or burr) the tool can perform drilling, grinding, sharpening, cutting, cleaning, polishing, sanding, routing, carving, and engraving. Both battery-powered and corded models are available. Early cordless models were marketed as the Dremel Freewheeler. Dremel options include a miniature planer attachment and a saber saw attachment that lets the tool act much like a small reciprocating saw.
Other Dremel rotary tools include a cordless pumpkin carving tool, a cordless pet nail grooming tool, and a cordless golf cleaning tool.
However, the collets are flexible and will accept both original Dremel and alternative makes of cutting, grinding, and polishing head shafts.
Other tools.
Dremel produces hot glue guns, scroll saws, butane tools, contour sanders, versatips, powered screwdrivers, as well as accessories and attachments. Dremel tools are categorised into Compact Tool Systems and Benchtop Tool Systems.
Dremel is also one of the manufacturers to release an oscillating tool in late 2008 after the patent had run out on Fein's Multimaster. Dremel's incarnation of this tool is called the "Multi-Max".
Dremel also produces 3D printers.


Long Pond Ironworks State Park

Long Pond Ironworks State Park is located in the community of Hewitt, in West Milford, New Jersey, United States. The park is known for its old stone walls, furnaces and other remnants of a once industrious ironworking community that now sits next to the swiftly flowing Wanaque River. The park is operated and maintained by the New Jersey Division of Parks and Forestry and has an area of .
Long Pond Ironworks Historic District.
The ironworks were built in 1766 and were added to the National Register of Historic Places on January 11, 1974.
Long Pond Ironworks were founded in 1766 by Peter Hasenclever. Hasenclever brought 500 ironworkers and their families from Germany to build an ironworks "plantation". A dam at "Long Pond" (Greenwood Lake) provided the waterpower needed to operate a blast for the furnace and a large forge. The ironworks produced iron for the Continental Army, for the American forces in the War of 1812, and for the Union Army during the Civil War. Metalmaking stopped at the site in 1882 when the ironworks was bankrupted by newer facilities in Pittsburgh.
The remnants of the ironmaking structures at the district date from the 18th and 19th centuries. There are furnaces, casting house ruins, charging areas, ice houses, water wheels and other structures. The area is currently undergoing restoration. The "Old Country Store" has been renovated and now houses the Long Pond Ironworks Museum. The original Village of Hewitt grew up around the 19th-century iron enterprise. This settlement included a church, a store/post office, schoolhouses, and dwellings and outbuildings for workers and managers.
There are many structures in the vast area of Long Pond Ironworks. There are two main water wheels in fairly good conditions one water is fine the other one has been burnt by vandals. There is a big furnace named Lucy which exploded on natural causes, another furnace which will one day be fixed when the state gives money and two other minor furnaces you may find. There is an abandoned community which is still standing except for two buildings. It is possible to take a tour on an abandoned turnpike where much slag (the remaining rock from smelting iron) and charcoal are visible.
Monksville Reservoir.
Known for its trophy size muskellunge, walleye, bass and trout, Monksville Reservoir, atop the defunct community of Monksville, New Jersey is used by anglers, sporting clubs and the US Sailing Association. Easily accessible from either the north or the south boat ramp, the area is open 24/7.