Mokope Modjadji

Mokope Modjadji V (193628 June 2001) was the fifth Rain Queen of the Balobedu tribe in the Limpopo Province of South Africa from 1981 until her death in 2001.
Life.
Mokope Modjadji was very traditional in her role as Rain Queen. She lived in seclusion in the Royal Compound in Khetlhakone Village and followed all the customs the Rain Queens were expected to follow.
Mokope Modjadji met and became good friends with the then President of South Africa Nelson Mandela in 1994. Mandela could speak to Mokope only through the traditional intermediary.
Later they became better friends and Mandela bought the Rain Queen a Japanese car to help her travel up the steep roads to her Royal Compound. He was then able to meet her in person and when asked about the Rain Queen Mandela said that, just like Queen Elizabeth II, Queen Modjadji did not answer questions.
On other political fronts, Queen Mokope did not support the idea of an ANC government as she believed that its anti-traditional ideas would dilute her authority. However once the ANC came to power, they treated the Rain Queen with respect. She was even offered an annual salary.
Mokope Modjadji had three children, including her designated successor, Princess Makheala. However, Princess Makheala died in 2001, two days before the death of her mother. Queen Mokope died at the age of 65. Makheala's daughter, Makobo, became the next Rain Queen. Mokope's son, Prince Masopha Edwin Modjadji, died in August 2005.


Mikhail Ostrogradsky

Mikhail Vasilyevich Ostrogradsky (transcribed also Ostrogradskiy, Ostrogradskiĭ) (, , 24 September 1801 – 1 January 1862) was a mathematician, mechanician and physicist of Ukrainian Cossack ethnicity working in the Russian Empire. Ostrogradsky was a student of Timofei Osipovsky and is considered to be a disciple of Leonhard Euler, who was known as one of the leading mathematicians of Imperial Russia.
Life.
Ostrogradsky was born on 24 September 1801 in the village of Pashennaya (at the time in the Poltava Governorate, Russian Empire, today in Poltava Oblast, Ukraine). From 1816 to 1820, he studied under Timofei Osipovsky (1765–1832) and graduated from the University of Kharkiv. When Osipovsky was suspended on religious grounds in 1820, Ostrogradsky refused to be examined and he never received his Ph.D. degree. From 1822 to 1826, he studied at the Sorbonne and at the Collège de France in Paris, France. In 1828, he returned to the Russian Empire and settled in Saint Petersburg, where he was elected a member of the Academy of Sciences. He also became a professor of the Main military engineering School of the Russian Empire.
Ostrogradsky died in Poltava in 1862, aged 60. The Kremenchuk Mykhailo Ostrohradskyi National University in Kremenchuk, Poltava oblast, as well as "Ostrogradsky street" in Poltava, are named after him.
Work.
He worked mainly in the mathematical fields of calculus of variations, integration of algebraic functions, number theory, algebra, geometry, probability theory and in the fields of applied mathematics, mathematical physics and classical mechanics. In the latter, his key contributions are in the motion of an elastic body and the development of methods for integration of the equations of dynamics and fluid power, following up on the works of Euler, Joseph Louis Lagrange, Siméon Denis Poisson and Augustin Louis Cauchy.
In Russia, his work in these fields was continued by Nikolay Dmitrievich Brashman (1796–1866), August Yulevich Davidov (1823–1885) and especially by Nikolai Yegorovich Zhukovsky (1847–1921).
Ostrogradsky did not appreciate the work on non-Euclidean geometry of Nikolai Lobachevsky from 1823 and he rejected it, when it was submitted for publication in the Saint Petersburg Academy of Sciences.
Divergence theorem.
In 1826, Ostrogradsky gave the first general proof of the divergence theorem, which was discovered by Lagrange in 1762. This theorem may be expressed using Ostrogradsky's equation:
where "P", "Q", and "R" are differentiable functions of "x", "y", and "z" defined on the compact region "V" bounded by a smooth closed surface "Σ"; "λ", "μ", and "ν" are the angles that the outward normal to "Σ" makes with the positive "x", "y", and "z" axes respectively; and d"Σ" is the surface area element on "Σ".
Ostrogradsky's integration method.
His method for integrating rational functions is well known. First, we separate the rational part of the integral of a fractional rational function, the sum of the rational part (algebraic fraction) and the transcendental part (with the logarithm and the arctangent). Second, we determine the rational part without integrating it and we assign a given integral in Ostrogradsky's form:
where formula_3 are known polynomials of degrees "p", "s", "y" respectively, formula_4 is a known polynomial of degree not greater than formula_5, and formula_6 are unknown polynomials of degrees not greater than formula_7 and formula_8 respectively.
Third, formula_9 is the greatest common divisor of formula_10 and formula_11. Fourth, the denominator of the remaining integral formula_12 can be calculated from the equation formula_13.


Unipart

Unipart Group is a multinational logistics, supply chain, manufacturing and consultancy company headquartered in Cowley, Oxfordshire, England. It has operations in Europe, North America, Australia and Japan and works across a variety of sectors that include automotive, retail, technology and rail.
Originally part of the state-owned conglomerate British Leyland (BL), Unipart was a distributor of service parts for BL (and later, Austin Rover) vehicles. It was demerged from BL in 1987 in a management buyout and is a partially employee-owned and is one of the largest privately owned companies in the UK. For the year ending 2016, the company had a turnover of £747.7 million.
History.
Unipart as it operates its business today was formed in 1974 by John Egan. British Leyland put him in charge of its Unipart parts and service division, let him make it independent and brand it Unipart. The use of the Unipart brand to market service parts for British Leyland vehicles was similar in concept to Ford's Motorcraft brand. The next year British Leyland was effectively nationalised. Egan left in 1976 to join Massey Ferguson.
Then 29-year-old John Neill replaced Egan and he continued Egan's policy of providing the same logistical services to its parent's competitors as well as to British Leyland. In 1987, shortly after British Leyland had been re-privatised as the Rover Group, Neill led a management buyout of Unipart, in part financed by a wider employee buy-in. Unipart is now 70% owned by its workforce and pension fund, the other 30% is held by sympathetic institutions. After the buyout, Unipart's main business stream was in distribution and logistics, including the marketing and distribution of automotive products, but included two manufacturing sites. In 1988, the company secured a contract to produce parts for a car Honda UK Manufacturing was building at its Swindon manufacturing site.
In 1997, Unipart backed a management-led buyout team at the National Railway Supplies, a servicer and distributor of signaling and telecom equipment for the rail industry and acquired a minority shareholding in the newly privatised company. The company purchased 100 percent of the firm in 2001, along with its York, Brighton and Crewe locations.
Unipart purchased the Partco network which consisted of branches largely located on industrial estates providing parts into the automotive aftermarket in 1999. Partco was renamed Unipart Automotive.
In 2006, the company announced a 10-year deal with Vodafone, to operate it cell phone handset repair business.
In 2009, Unipart was chosen by Sky to operate its set-top box repair business, including logistics, recycling services, and fleet management.
In 2011, 51% of the Unipart Automotive parts business was sold to H2 Equity Partners. The remaining 49% of Unipart Automotive was retained by Unipart Group. A condition of the sale was that Unipart Group exercised no control over the business. Under its new ownership, Unipart Automotive was granted a restricted licence by Unipart Group to use the Unipart brand on a limited range of wholesale outlets and a tightly controlled range of automotive car parts in the UK.
In April 2013, H2 sold Sator Holding to Unipart Automotive's main rival Euro Car parts for £176 million. In July 2014, Unipart Automotive entered into administration with the loss of more than 1,200 jobs. Some branches and 361 staff were moved to Andrew Page and the Parts Alliance.
In 2014, Unipart Group began working with Andrew Page and the UK Parts Alliance to ensure that British used car owners were would continue to be supported via Unipart Car Care Centres, which are based in towns across the UK, and delivered the same standard of service to their customers. In December 2014, Unipart announced a joint venture with Lucchini RS Group, the venture was named LUR Limited and produced railway wheel, wheelsets and other activities.
In March 2015, the company announced that it was launching a new high-tech engineering and manufacturing business called Unipart Powertrain Applications.
In May 2015 Unipart announced its biggest rise in profits for 10 years, said to be due to continued productivity improvements. That same year, Unipart launched a joint venture with Rolls-Royce called MetLase Limited. MetLase uses high precision, laser cutting technology, and patented assembly and joining systems, to enable engineers to produce prototypes rapidly.
In 2016, Unipart Rail acquired Park Signalling, a firm specialising in the design and build of signalling, telecoms, control and monitoring equipment on rail networks. In 2017, Unipart Rail acquired Key Fasteners, a supplier of rail industry materials, and a controlling share Instrumentel Ltd., one of the UK's leading technology companies. In 2018, Unipart Logistics and Waterstones agreed to extend their long-term partnership for an additional five years.
In 2018 Unipart Logistics won a 5-year £730 million contract with the NHS meaning DHL warehouses across the country, who originally owned this contract, have now become Unipart sites across the country. Each site is known by the name Unipart NHS Supply Chain.
International expansion.
At the 2013 European Supply Chain Excellence Awards, Unipart was awarded Overall Winner for its management of aftermarket support of 1.2 million Jaguar Cars globally. That same year, Unipart also received the Aftermarket Parts logistics trophy at the Automotive Supply Chain Global Awards. Unipart was one of seven organisations worldwide to be awarded both the Sword of Honour and the Globe of Honour by the British Safety Council in 2013 for the second year in a row for its Oxford distribution centre. That year six Unipart sites received the Sword of Honor award.
In January 2014, Unipart announced the development of two new manufacturing facilities, one at the Coventry site focused on high-tech fuel system components and one at Kautex Unipart Ltd as part of its partnership with German company Kautex Textron.
In 2014, Vince Cable, the Secretary of State for Business, Innovation & Skills and the APC (Advanced Propulsion Centre) launched the ACTIVE (Advanced Combustion Turbocharge Inline Variable Valvetrain Engine) project supported by the Automotive Council at Ford's Dunton Technical Centre focused on the advancement of propulsion development and production. The project included work at eleven partner locations, including Unipart Eberspacher Exhaust Systems. That same year, Unipart worked with University of Huddersfield's Institute of Railway Research to develop The Centre for Innovation in Rail.
In April 2014, Unipart announced a five-year logistics contract with Qoros Automotive based in Changshu, China. That same year, Unipart signed a distribution contract with Toyota in India. The contract covered distribution operations in Kolkata, and was Unipart's second logistics contract with Toyota in India, following a 2012 contract at the Bangalore site.
Corporate affairs.
Unipart's traditional promotion of its services was by motorsports sponsorship, from 1978 with the Triumph Dolomite Formula 3 team, and from 1980 in Formula One, first with Ensign and then with McLaren until 1983. Once Unipart was completely independent they returned to Formula One sponsorship, with Tyrrell and later with Jordan Grand Prix.
Unipart has strong links with the local community and education, supporting many community initiatives and organisations. Unipart has a traditionally strong affiliation with motorsport. In 2006, the company teamed up with Nigel Mansell and his sons, Greg and Leo, in a sponsorship deal in support of Nigel's sons' careers in Formula BMW.
The Unipart Way.
"The Unipart Way" is a system of lean manufacturing tools and techniques, with a guiding philosophy to reduce waste or activities which do not add value. Based on the company's learning from Honda and study into the Toyota Production System, it is the name the company has given to its methodology. It involves a process of continuous measurement which is designed to lead to a reduction of wasteful activity, thereby ensuring the best deployment of time and resources.
The methodology has been implemented in public institutions, including Sherwood Forest Hospitals NHS Foundation Trust where a partnership with Unipart helped the healthcare provider earn an award as the most improved healthcare employer in the UK.
Unipart U.
In 1993, the company founded Unipart U to provide training to shop floor workers and managers. By 1998, Unipart U offered 180 courses for employees and had two main facilities, Learning Curve, a resource centre and Leading Edge, a training centre for new technologies. In 2000, the company invested £1.5 million to create a computerized training courses named 'Virtual U' and available on shop floors for its employees.
In 2014, Unipart announced a £32m joint venture with Coventry University called The Institute for Advanced Manufacturing and Engineering, located at Unipart's manufacturing site in Coventry. The program received £7.9 million in funding from the Higher Education Funding Council and was also backed by George Osborne. Construction began on the Institute in April 2014.
The Institute opened in 2015. As part of the partnership, 60 students at Coventry University divide their time between lecture halls and Unipart's manufacturing site.
Divisions.
There are three main operating divisions within the Unipart Group: Unipart Logistics, Unipart Manufacturing and Unipart Consultancy, and within these are various business units.


Taxation in Croatia

Taxes in Croatia are levied by both the central and the regional governments. Tax revenue in Croatia stood at 26.6% of GDP in 2013. The most important revenue sources are income taxes, social security contributions, corporate tax and the value added tax, which are all applied on the national level.
Income earned in Croatia is subject to a progressive income tax, of three different brackets.
In addition to tax local government collect surtax which can be up to 18% of total tax paid.
VAT in Croatia is levied at three different rates. The standard rate is 25 percent, two reduced rates are 13 and 5 percent apply on different goods and services. The 13% rate apply for newspapers, magazines, bread and milk; books and scientific journals, hotels and medicines.
Employment Income is subject to social security, at a rate of 15.2% for the employer and 20% for the employee.
Salary calculator: https://www.moj-posao.net/Salary-Calculator/
Corporate tax is levied at a rate of 12% for revenue less than 3 million kn and 18% for more. Certain expenses are tax deductible for businesses including personal means of transportation. Resident businesses are taxed on worldwide income, while foreign companies in Croatia are taxed on profits earned in Croatia.


Dombrov (Hasidic dynasty)

Dombrov is a Hasidic dynasty founded by Rebbe Mordechai Dovid Unger (c. 1770-1846). Dombrov is the Yiddish name of Dąbrowa Tarnowska, a town in present-day Poland.
Lineage.
Rabbi Mordechai Dovid Unger was the son of Tsvi Hersh, a disciple of Rabbi Elimelech of Lizhensk and Rabbi Avrohom Yehosua Heshil of Apt. He studied under the Kozhnitzer Magid.
Lineage of the Rubin Family.
The Grand Rabbi of Satmar is a descendant of the Dombrov dynasty.


Weetabix Limited

Weetabix Ltd., trading under the name Weetabix Food Company and commonly referred to as simply Weetabix, is a food processing company that is responsible for the production of breakfast cereal brands, including Weetabix, Alpen, and Ready Brek. The company also produces Puffins cereal and Snackimals snacks through their Barbara's Bakery division.
History.
The food product was originally invented in Australia in the 1920s by Bennison Osborne. Osborne and his friend Malcolm MacFarlane successfully launched Weet-Bix in Australia and New Zealand under the sponsorship of the owner of Grain Products Ltd., who soon sold the Australasian rights to the Australasian Conference Association Limited Sanitarium Health and Wellbeing Company. Osborne and MacFarlane decided to expand into South Africa and while there, they began the establishment of the British & African Cereal Company, Ltd., a Private Company, to start a venture in England under the Companies, Act,1929, (Company No. 267687), where they became joint Managing Directors until MacFarlane left the Company in 1932/1933, after which Osborne became the sole managing director until 1936, when he left the Company for the United States of America. The first Directors of the Company were Bennison Osborne, Malcolm MacFarlane, Alfred Richard Upton and Arthur Stanley Scrutton. Frank George, who had offered them the use of a disused flour mill in Burton Latimer, Northamptonshire, subsequently requested and was granted shares in the Company and was offered a place on the Board.
The company holds a Royal Warrant from Queen Elizabeth II.
For the purpose of differentiating between the various countries, it was decided that the product, when introduced into the United Kingdom, should be known as "Weetabix". On 13 August 1936, with the approval of the Board of Trade, the Company name was changed to "Weetabix Limited" .
Alpen was invented in 1971, when a company executive was on holiday in Switzerland and tasted a local delicacy.
In November 2003, the company was bought from Weetabix Limited, by the American private equity firm HM Capital of Dallas. From 29 January 2004, it was owned by Lion Capital LLP, until 3 May 2012 when the Chinese company Bright Food bought a 60% controlling stake, valuing the company at £1.2bn ($1.9bn).
In 2012 the company was bought by the Chinese Government through the state-run Bright Food, and the equity firm Baring Private Equity Asia, with Bright Food having the controlling interest.
In July 2017, the American company Post Holdings bought the company for £1.4 billion.
The company does not have the rights to the product in Australia, New Zealand or South Africa. In these countries, the brand is still known as Weet-Bix and is still made by Sanitarium Health Food Company in Australia and New Zealand and Bokomo in South Africa.
Awards.
It has won three Queen's Awards for Export, lastly in 2004.
Company structure.
The company is headquartered in Burton Latimer, Kettering, Northamptonshire, England, and its site is next to the A14 junction with the A6. It also has factories in Corby and Ashton-under-Lyne. The company produces 3 billion Weetabix breakfast biscuits every year from its Kettering site.
Weetabix is also one of the major manufacturers of generic cereals for the major supermarkets.
Weetabix has factories in Europe, East Africa and North America. It is the largest producer of breakfast cereals in the UK. It exports to eighty countries. As of 2012 it employed around 2000 people.
Brands.
Barbara's Bakery.
The California-based natural-foods company was purchased by Weetabix in 1986, eventually moving operations to Marlborough, Massachusetts. They are particularly well known for their Puffins Cereal, whose box features a puffin defying the laws of gravity by standing sideways relative to a photo of cereal.
In 2019-2020 the packaging for Barbara's Bakery cereals was revamped
, and on the new packaging all references to "The Weetabix Company, Inc." have been replaced with references to "Three Sisters Cereal".
GrainShop.
Sold primarily in the North American market, the GrainShop brand has two cereals, High Fibre Crisp and Honey Almond Crunch. High Fibre Crisp is a blend of four grains, wheat and corn, bran and oats, while Honey Almond Crunch is a combination of crunchy oats, flakes, almonds and honey.
Oatibix.
Products in the Oatibix range are made from oats, as opposed to the company's preference to wheat-based food. The original Oatibix cereal is physically very similar to the company's flagship Weetabix but made of whole grain oats. Oatibix Bitesize is a variant of Oatibix with smaller biscuits and is available as Oatibix Bitesize Sultana & Apple or Oatibix Bitesize Chocolate & Raisin in addition to the original flavour.
Ready Brek.
Ready Brek is an oat-based breakfast cereal that is intended to be served hot, and comes in three varieties; 'Original', 'Chocolate' and 'Seriously Oaty'. A butterscotch flavour was marketed during the 1970s.
Weetabix.
Weetabix is a whole grain wheat breakfast cereal that comes in the form of palm-sized biscuits. It is Weetabix Food Company's flagship product, introduced in 1932 and is officially the top-selling breakfast cereal in the United Kingdom, accounting for 8% of the country's total cereal sales. The cereal, which is manufactured in facilities in Kettering, England and Canada, is exported to 80 countries and has annual sales worth over £95 million.
Weetabix Bitesize is essentially a smaller "bite-sized" version of Weetabix that can be easily poured into a bowl, more like a traditional breakfast cereal. Weetabix Minis are sweeter variant of the Weetabix Bitesize, with various additions depending upon the variety; Chocolate Crisp, Banana Crisp, Fruit & Nut Crisp, and Honey & Nut Crisp. Outside of the UK, Weetabix Minis has been re-launched and renamed at least twice in a relatively short period of time following their launch. Previously, they were known as Fruitibix, Bananabix, and Chocobix (depending upon the additions), then as Minibix.
Sponsorship.
Weetabix was the title sponsor of the Women's British Open between 1987 and 2006. It also sponsors Northamptonshire Police. It was one of the sponsors of the World Cup in Argentina in 1978.


William Drake (organ builder)

William Drake (1943–2014) was the founder of the firm of William Drake, Organ Builder that manufactures pipe organs in Buckfastleigh, Devon, England. He held a Royal Warrant as organ builder to Queen Elizabeth II.
Biography.
Drake was born 1947 in Baltimore, Maryland to an English father and mother of Swiss-American citizenship. Returning to England in 1952 on the death of his father he was educated at Dartington College of Arts where he learned the organ under John Wellingham.
He was inspired to become an organ builder following a visit as a teenager to the exhibition of newly built organs at St Albans International Organ Festival at St Albans Abbey. After completing an apprenticeship in Austria with Rieger Orgelbau he worked with Rudolf Janke in Göttingen. He built a small award-winning organ as his Meisterstuck in the workshop of Patrick Collon in Brussels.
Drake established the firm of William Drake Ltd in 1974 in Buckfastleigh, Devon. The company was part of the John Loosemore Centre for Organ and Early Music - an entity that taught a number of subjects concerning the organ - such as playing of the organ, history, and organ-building. Eventually that program was discontinued, but Drake's organ-building firm continued in the premises.
William Drake Ltd has built new organs and restored instruments in a number of countries, including New Zealand and the United States. For the design of instruments, the firm takes its inspiration from English organs of the 18th and 19th centuries. Organs built by Drake's company are mechanical action instruments and restorations adhere to high standards of historical accuracy.
William Drake died on 11 January 2014, aged 70. Today the business continues under the direction of Geert Noppers and Joost de Boer, who have been members of the staff for many years.


Laphroaig distillery

Laphroaig distillery ( ) is an Islay single malt Scotch whisky distillery. It is named after the area of land at the head of Loch Laphroaig on the south coast of the island of Islay. The meaning of the toponym is unknown, but a commonly suggested etymology includes the elements "lag" (Gaelic: hollow), "breid" (Norse: 'breidd' breadth) and "vik" (Norse: 'vík' bay), implying an original Gaelic form something like "Lag Bhròdhaig" (the hollow of Broadbay). The name may be related to a placename on the east coast of Islay, "Pròaig", again suggested as meaning "broad bay".
The distillery and brand are owned and operated by Beam Suntory, the American subsidiary of Japan's Suntory Holdings.
History.
The Laphroaig distillery was established in 1815 by Donald and Alexander Johnston. The Johnstons who founded Laphroaig were from the Clan Donald and are likely to be from the MacIain of Ardnamurchan branch of the clan. The family anglicised their name to Johnston. The last member of the Johnston family to run the distillery was Ian Hunter, a nephew of Sandy Johnston, who died childless in 1954 and left the distillery to one of his managers, Bessie Williamson.
The distillery was sold to Long John International in the 1960s, and subsequently became part of Allied Domecq. The brand was in turn acquired by Fortune Brands in 2005, as one of the brands divested by Pernod Ricard in order to obtain regulatory approval for its takeover of Allied Domecq. Fortune Brands then split up its business product lines in 2011, forming its spirits business into Beam Inc. Beam was then purchased by Suntory Holdings in April 2014.
Laphroaig has been the only whisky to carry the Royal Warrant of the Prince of Wales, which was awarded in person during a visit to the distillery in 1994. The distillery identifies Charles by his title of Duke of Rothesay, as he is recognised in Scotland. The 15-year-old is reportedly the prince's favourite Scotch whisky.
Taste.
Laphroaig calls itself "the most richly flavoured of all Scotch whiskies", and is most frequently aged to 10 years, although the 15-year-old variety is common (the 27-, 30- and 40-year-olds are rare and expensive; the 18-year-old was discontinued in late 2015). The whisky has a peaty/smoky flavour. Approximately 10% of their barley is malted on site using hand-cut peat from locations on Islay.
The "Laphroaig Quarter Cask" was introduced in 2004. This expression is aged in ex-bourbon barrels, is finished in smaller casks, and is not chill filtered. Due to the smaller barrels used, the oak surface contact is 30% greater than with standard barrels. The company describes the effect of this as "creating a soft and velvety edge". The Quarter Cask is bottled at 48% ABV (96 proof). The 10-year-old standard-bearer is bottled at 40% or 43% ABV, depending on the local market.
There are also expressions now selling in Travel Retail: Laphroaig QA cask (matured in ex-bourbon barrels and virgin American oak casks), Laphroaig PX cask (matured in three types of wood – from American oak to Quarter Cask to Pedro Ximenez ex-sherry), Laphroaig An Cuan Mor – Big Ocean (matured in first-fill bourbon barrels and then in European oak).
Friends of Laphroaig.
In 1994, the Friends of Laphroaig Club was established, members of which are granted a lifetime lease of up to per person of Laphroaig land on the island of Islay. The annual royalty from owning a plot is a dram of Laphroaig which can be obtained upon visiting the distillery. Friends of Laphroaig was revamped in 2020, from lifetime status to an annualized tier-based system starting in 2021, whereby members gained annual access to club benefits commensurate with points earned under the program's new rules.
Advertising.
In early 2016, Scottish poet Elvis McGonagall began appearing in online ads, reciting his own poetry as he humorously discussed the correct pronunciation of Laphroaig whisky.


Ethiopian Electric Power

Ethiopian Electric Power () is an Ethiopian electrical power industry and state-owned electric producer. It is engaged in development, investment, construction, operation, and management of power plants, power generation and power transmission. The company is a main key in the Ethiopian energy sector.
Ethiopian Electric Power owns and operates the Ethiopian national power grid with all high voltage power transmission lines "above" 66 kV including all attached electrical substations and almost all power plants within the national power grid (with the exception of some co-generation power plants belonging to the state-owned "Ethiopian Sugar Corporation"). Ethiopian Electric power is almost the state monopoly in generating electric power for the national power grid, although Ethiopia also allows Independent Power Producers to construct and to operate power plants for delivering power to the national grid since 2017.
Electric power distribution and the operation of power transmission lines of ≤66 kV within the national power grid is not part of the activities of Ethiopian Electric Power, that is done by the also state-owned sister company "Ethiopian Electric Utility".
Small and isolated self-contained power generation systems and power plants not attached to the national power grid do also exist in Ethiopia with generation capacities of up to 5MWe. These local power producers do not belong to Ethiopian Electric Power and can be privately owned or owned by regional authorities. The power transmission and power distribution from those self-contained power plants is not part of the business operations of Ethiopian Electric Power either.
History.
The company was formed in 1956 as the "Ethiopian Electric Light & Power Authority" (EELPA), which bundled all Ethiopian activities around electricity in a single organization. In 1996, EELPA was split into the "Ethiopia Electric Authority" (EEA), taking over all regulating activities and a company, "Ethiopian Electric Power Corporation" (EEPCo), bundling all activities from power generation to household delivery. In 2013, EEPCo was again split up into two companies, "Ethiopian Electric Utility" and "Ethiopian Electric Power". Ethiopian Electric Power was formed by Council of Ministers Regulation No.302/2013.
The first (2013) CEO of Ethiopian Electric Power was Azeb Asnake, replaced in August 2018 by Abraham Belay. In 2016, Ethiopian Electric Power had more than 3500 employees.


George Maragos

George Maragos (born March 17, 1949) is the 13th Comptroller of Nassau County, New York. He was first elected in 2009 for a four-year term. Maragos was then re-elected in 2013 for a second four-year term.
Education.
Maragos received an M.B.A in Finance in 1983 from Pace University in New York City. As an undergraduate, Maragos studied electrical engineering at McGill University in Montreal, Quebec, Canada earning a Bachelor of Engineering in Electrical Engineering (B.E.E.E.) in 1973.
Early career.
Maragos started his career at Bell-Northern Research where he became one of the youngest managers in the global technology organization. In 1978, Maragos joined Booz Allen Hamilton in New York to work on U.S. Military Defense Command and Control Systems - requiring security clearances from the U.S. government. Maragos later became an Associate in charge of developing Information Technology solutions for major multi-national commercial clients.
In 1981, Maragos joined Chase Manhattan Bank, leading a team charged with building the organization's international data and money transfer network. He was later promoted to Vice President. In 1986, Maragos joined Citibank as Vice President and Director of North American Treasury and Telecommunications Systems.
In 1989, Maragos founded his own business, SDS Financial Technologies, and served as President and C.E.O. for over 20 years until his election as Nassau County Comptroller in 2009.
Nassau County Comptroller.
Maragos was elected as Nassau County Comptroller in November 2009, and was sworn in January 2010. He was re-elected to a second term beginning in January 2014. The comptroller and his staff oversee the County's budget and financial operations; as of 2017 the annual budget was $2.6 billion. The comptroller's office audits government agencies; reviews all county contracts and claims; and reports on all matters that significantly affect Nassau County's financial health and operations. The office is also in charge of administering the county payroll and employee health benefits, and preparing Nassau County's Comprehensive Annual Financial Report. In general, Comptroller Maragos and his staff "work with the administration and legislature to help Nassau County overcome its fiscal challenges".
Police Overtime Report.
Comptroller George Maragos released an audit of the Nassau County Police Department which revealed $96.28 million in higher-than-budgeted overtime costs and $382.27 million in savings from attrition from 2009 to 2014. These figures are compounded on $247.58 million in estimated future savings as a result of the new Collective Bargaining agreement. Maragos gave credit to the Nassau County Police for keeping crime low and protecting Nassau County residents but also proposed that the Nassau County Police Departments' management practices need to be revised so that more resources can be directed to improve public safety. .
Economic Vision.
Comptroller Maragos released a study in 2014 the changing demographics in Nassau County. The study proposed a
new economic vision for Nassau County which, if implemented, claimed would revitalize the economy by drawing on the County's natural advantages to become the Health and Wellness center of the world. Comptroller Maragos proposed that Nassau County should become a place where people would "want to come to receive the best medical treatments and where the next generation of miracle medicines would be discovered." Mr. Maragos urged greater focused investments in innovation, research and development, transportation infrastructure and IT to achieve this economic vision.
Verizon Audit.
At the request of the Nassau County Police Department, the Nassau County Comptrollers office conducted an audit which revealed that Verizon underpaid the county over $466,919, an amount that may increase as investigations continue. From 2001-2014 Verizon implemented an Enhanced 911 system throughout Nassau County during this time Verizon deducted 1-3% beyond the permitted administrative fee from residents' monthly phone bills. The comptroller's office recommended a collaboration with the offices of the Nassau County Police to obtain the total unpaid amount from Verizon while the police department reviews the previous months that Verizon was working with Nassau County on the E911 system to determine whether or not there was even more withheld during that time.
Town of Hempstead IDA Audit.
In a letter dated December 4, 2014, the Hempstead Industrial Development Agency ("IDA") proposed a Payment In Lieu Of Taxes ("PILOT") which is described to assist with the purchase of 71.87 acres of land and improvements to the Green Acres Commons (formerly known as the Green Acres Mall) It was not until December 12, 2014 that a cost-benefit analysis for the project was released. The approval of the IDA's PILOT on December 17, 2014, directly contributed to a rise on school property taxes from 4.6% to 12.2% while reducing the taxes paid by the Green Acre Commons by $2.7 million. Comptroller George Maragos' review of the documents concerned the PILOTs' unusually expedited process of approval as well as the PILOTs' 4-page cost-benefit analysis which contained only calculation tables without any explanations. On October 24, 2016, the Nassau County Comptroller's Office commenced a formal audit of the Town of Hempstead IDA regarding the PILOT granted to the Green Acres Mall, now known as the Green Acre Commons.
GEB Living Wage Audit.
Comptroller Maragos conducted and released an audit of a County contract totaling $385,478 in order to monitor the removal of debris caused by Super-storm Sandy. Said contract was performed by Gibbons, Esposito and Boyce ("GEB"), an engineering firm based out of Uniondale, NY. Eight field monitors, who constituted 50% of the employees that were working on the debris removal monitoring project were underpaid. As per the audit, GEB had failed to provide proof that all of its Field Monitors had the proper FEMA protocol training which were minimum requirements stated in the contract. Paid time off was not awarded, which is contrary to Living Wave Law. Various time sheets that GEB submitted to the County for reimbursement did not contain the appropriate signatures for approval. GEB and their legal counsel maintains that they were exempt from the County's Living Wage Law. The auditors disagreed. GEB offered to pay the employees the Living Wave underpayment. The audit will be sent to Nassau's County and District Attorneys for further review.
Long Island Bus Study.
 Maragos released a study concerning the proposed privatization of Long Island Bus after over 35 years. The report recommended that the best option for Nassau County was to negotiate with the MTA to continue with the current service, with a more equitable subsidy. The MTA should first decrease the LIBS operating expense by about 4%, so that no increase in subsidies is required for 2011 by either the MTA or the County. If an increase is necessary, then both the County and the MTA should proportionately increase their subsidies in order to keep the LIBS running. However, if negotiations fail and Nassau County is forced to contribute the full subsidy demanded by the MTA of over $36 million for 2011, then Comptroller Maragos ultimately recommended that privatization be pursued.
Parking Ticket Audit.
In early 2011, Comptroller Maragos released an audit of the Nassau County Traffic & Parking Violations Agency, which showed that as of December 31, 2010 the Agency had $44 million in uncollected traffic violation fines dating back 10 years and $26 million in uncollected parking violations in the last six years with Red Light Camera past due tickets estimated at over $10 million alone as of December 31, 2011.
Consumer Affairs Audit.
Comptroller George Maragos released an audit of the Nassau County Office of Consumer Affairs ("Consumer Affairs"). The audit, conducted from January 1, 2013 till December 31, 2015 revealed that poor internal controls led to a loss of $2.9 million in County revenue. Missed violations from a lack of Item Pricing Waiver inspections resulted in approximately $1.5 million in uncollected fees. Maragos went on to express that a complete overhaul of Consumer Affairs is needed to restore the confidence of the public and to improve its efficiency.
Innovation.
First Comptroller Nationwide to Post Public Contracts online using Social Media: In January 2014, Comptroller Maragos posted all vendor names, contract amounts and brief summaries of public contracts to social media via Facebook. This is considered to be the first time nationwide that public contracts have been released to the public in such a manner.
Awards.
In 2010 Comptroller Maragos and his staff were awarded a Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association of the United States and Canada, for the County's 2009 Comprehensive Annual Financial Report. The Comptroller's office was similarly recognized by the professional association in the next five consecutive years (2011-2015).
Maragos's other honors and awards include:
Candidacy for Nassau County Executive 2017.
Maragos announced that he would be seeking the Democratic nomination for Nassau County Executive in 2017 on September 29, 2016. He stated that he had been at odds with County Republican leaders "for years"; however, up until May 2016, he had still been donating heavily to Republicans and the County Republican Committee.
He received criticism from both Republicans and Democrats after his switch of party affiliation to run for County Executive. Brian Nevin, spokesman for Republican Edward P. Mangano called him an opportunist with Conservative values that he trumpeted during his two failed Senate campaigns. Peter Zimmerman, Democratic National Committeeman from Great Neck called Maragos's switch "an affront to the principles and standards of the Democratic Party."
Candidacy for United States Senate in 2012.
Maragos faced Congressman Bob Turner, and attorney Wendy E. Long in a primary election to face Democratic Senator Kirsten Gillibrand. The 2012 New York State Republican convention split the endorsement between the three candidates, with enough support for each candidate to automatically appear on the ballot. The primary occurred June 26, 2012 and the general election will coincide with the presidential election on November 2
Maragos was unable to get name recognition outside of Nassau County and ultimately was defeated and came in last place, 2012.
Maragos also attempted to run for US Senate in 2010. United States Senate election in New York, 2010
Political views.
At one point, Maragos said during an interview that "Some people would even like to marry with their pets," he said, worried that the legalization of gay marriage could also lead to the legalization of polygamy. At the time he was against abortion, except to preserve the life of the mother, or in cases of rape or incest. Maragos later explained that his views have "evolved," believing in the right of a woman to choose and that same-sex marriage is the law and should be respected.
Personal.
Maragos has been married to Angela since 1973, and has two sons, Peter and Angelo, and two grandchildren.


Privatization in Iran

According to the Fourth Five-Year Economic Development Plan (2005–2010), the Privatization Organization of Iran affiliated with the Ministry of Economic Affairs and Finance is in charge of setting prices and ceding shares to the general public and on the Tehran Stock Exchange. The privatization effort is primarily backed by reformist members of the Iranian government and society who hope that privatization can bring about economic and social change.
In 2007, Supreme Leader Ayatollah Khamenei requested that government officials speed up implementation of the policies outlined in the amendment of Article 44, and move towards economic privatization. Khamenei also suggested that ownership rights should be protected in courts set up by the Justice Ministry; the hope was that this new protection would give an additional measure of security and encourage private investment. Despite these statements, true official backing for privatization remains very slow due to political reasons.
Some 80 percent of the companies subject to Article 44 of the Constitution would be transferred to public ownership, 40 percent of which will be conducted through the "Justice Shares" Scheme and the rest through the Tehran Stock Exchange. The government will keep the title of the remaining 20 percent.
It is widely believed that if current governmental organizations are privatized they will need to become more efficient. At present many are not profitable due to large numbers of unnecessary employees hired by the government to reduce unemployment. Furthermore, many of these companies are subsidized by oil revenues. True privatization will inevitably lead to many unpopular job cuts and large scale lay offs.
The current privatization effort calls for an initial public offering (IPO) of five percent of the firms being privatized. Once the five percent is public, it will establish a base market price for future offerings. According to a study conducted by the IMF in 18 countries, privatization adds 2 percent to the government's GDP per annum.
The Iranian constitution.
According to the Article 44 of the Iranian Constitution, the economy of Iran is to consist of three sectors: state, cooperative, and private; and is to be based on systematic and sound planning.
A strict interpretation of the above has never been enforced in the Islamic Republic and the private sector has been able to play a much larger role than is outlined in the Constitution. In recent years, the role of the private sector has been further on the increase. Furthermore, an amendment of the article in 2004 has allowed 80 percent of state assets to be privatized (ref: Note C, article 44 of Constitution).
Background.
Iranian Revolution and Iran–Iraq War (1979–88).
In July 1979, six months after the victory of the Revolution, 28 private banks that held 43.9 percent of the total assets of all the Iranian banks in their possession, were declared nationalized by the government. At the same time, all the car-making, copper, steel and aluminum industries, as well as the assets of 51 capitalists and major industrialists and their next of kin were declared nationalized by the government. In 1982, Mostazafen Foundation of Islamic Revolution alone came to possess 203 manufacturing and industrial factories, 472 big agricultural fields, 101 major construction firms, 238 trade and services companies and 2,786 big plots of real estates.
Immediately following the outbreak of the Iran–Iraq War over 80% of Iran's economy came under the control of the government. This created numerous problems for Iran as previously internationally competitive companies, such as Iran Air or Iran Khodro, degraded into basic domestic companies that could barely function without massive government subsidies – primarily derived from oil revenues.
Rafsanjani government (1989–97).
After the Iran–Iraq War in 1988, the Iranian government declared its intention to privatize most state industries in an effort to stimulate the ailing economy. The sale of state-owned factories and companies proceeded slowly, however (mostly because of the opposition in Majlis), and most industries remained state-owned in the early 21st century (70% of the economy as of 2006). The majority of heavy industry—including steel, petrochemicals, copper, automobiles, and machine tools—was in the public sector, while most light industry was privately owned.
Khatami government (1997–2005).
In 2004, under the presidency of reformist Mohammad Khatami a number of efforts were made to eliminate the role of the government: The Tehran Stock Exchange was re-launched, which allowed a mechanism for trading shares of government companies. Elements of the constitution (article 44) that decreed that core-infrastructure should remain state run were eliminated, and private banks were launched.
Despite plans to sell billions worth of state assets to the private sector, uptake was very slow. A common criticism of the privatization effort by investors was the only local Iranian organizations that are capable of buying the large share blocks are themselves government owned. Also analysts have blamed international fears about the Iranian nuclear programme and an absence of transparency and information reporting for the lack of enthusiasm for state assets. In 2005, Iran tried to sell $2.5bn of government assets but only managed to offload less than 30 per cent. At present, at least 20 percent of the companies slated for selloff are officially loss-making. While the rest have earned an average profit of 5.5 percent in recent years, that figure does not take into account the extensive political and economic incentives and monopoly protections that they enjoy.
Ahmadinejad government (2005–2013).
In July 2006, Supreme Leader Ayatollah Khamenei decreed a renewed effort to privatize the economy and said in his order that “ceding 80 per cent of the shares of large companies will serve to bring about economic development, social justice and the elimination of poverty”. The decree is also an effort to revive Iran's stalled privatization programme and kick-start the country's many uncompetitive industries, which are heavily protected by subsidies.
In February 2008, Iran announced that 3 newly formed Investment Banks (AminIB, Novin and Pasargad Bank) will take share subscriptions and act as an intermediary between the Privatization Organization and the stock exchange, helping Iran divest state-owned enterprises.
Close to 370 trillion rials worth of shares of firms covered by Article 44 of the Constitution have been sold to the private sector from 2006 to 2009. The value of government assets are between 1,000 and 1,100 trillion rials ($110 billion), one third of which have been ceded to the private sector (December 2008).
In 2009 it was reported that 30 percent of the revenues obtained from ceding the ownership of state entities within the framework of Article 44 of the Constitution are allocated to the nationwide cooperatives.
As of 2009, Iran has privatized $63 billion worth of government equity in state-owned firms since 2005 (out of $120 billion). Subsequently, the disinvestment has brought the government's direct ownership in the GDP from 80% down to 40%. However, privatization through the Tehran Stock Exchange has tended to involve the sale of state-owned enterprises to other state actors such as pension funds.
The Iranian Government announced in 2010 that it aims to raise some $12.5 billion by privatizing more than 500 state-owned firms. The money raised through privatization of the firms will be spent on paying the state's debts.
Rouhani government (2013–).
Iran's government was due to privatize 27 huge companies, 76 large companies, 31 medium companies, and 31 companies of other sizes in 2014. Huge companies are those companies with the shares value of over 10 trillion rials (about $403 million) and large companies are those with the shares value of over one trillion rials (about $40 million). As of November 2014, the value of shares transferred over the mentioned 1.5 years (about $9.2 billion) is tantamount to the value of shares transferred since the establishment of the organization 12.5 years ago.
As of 2016, regarding privatizations conducted by the IPO, 25% of such entities were divested to the Civil Servants Pension Organization, 15% to the Farmers, Villagers and Nomads’ Social Insurance Fund and 25% to the Social Security Organization and only 5% to the "real private sector".
For years it has been the country's position to privatize 80% of all power plants. As of August 17, 2017 Energy Minister Hamid Chitchian has said that 55% of all power plants have completed privatization. The country aims to clinch international contracts in order to aid in attracting much needed investment.
"Justice shares" plan.
The government has approved a plan to offer shares to low-income families, starting with the poorest. Under the “Justice Shares“ plan, millions of Iranian families will receive shares in state-owned firms, the value of which will be reimbursed in 20 years from the dividends generated by those shares. The project is in line with President Mahmoud Ahmadinejad's election promise to improve the condition of Iran's poor. Ahmadinejad in July 2005 promised to distribute shares to Iranian families, adding that these shares would be from state-run companies that must be privatized. Justice shares are valued at $36 billion as of 2014.
Implementation.
The poorest strata of society shall receive justice shares at a 50 percent discount and will pay the said amount in 10-year instalments. Villagers and nomads shall have priority in this respect. The holding period for those shares is a minimum of 2 years [afterwards]. Those covered by charity services rendered by the Imam Khomeini Relief Committee and the State Welfare Organizations as well as the jobless war veterans are prioritised in the first phase of the justice shares initiative. In the second phase, rural population and tribesmen will receive the shares.
Directives on identifying those eligible to receive justice shares (in the second phase) have been issued and the shares will be distributed (among the rural residents and the tribesmen) after receiving their national code number. Up to 6.5 million rural residents who qualify for the shares have been identified and that 1.2 million more people are yet to complete their documents. The Government is promoting the shareholding culture in Iran. The total number of shareholders has reached 700,000 people and this figure is expected to reach 24-25 million. In December 2006, the Government informed that some 4.6 million low-income Iranians had received Justice shares worth $2.5 billion as part of the privatization scheme. Each person received around $550 in shares with a maximum of 5 payments for each family.
In February 2008 the Iranian Economic Ministry announced that some 15 million rural people out of 23 million are entitled to justice shares by the next Iranian year (to start March 20, 2008). In November 2008 Iran announced that some 22.5 million people have received justice shares. However, in 2009 labor leaders complained that workers had received hardly any. More than seven million people have been categorized in the lowest-income bracket. By mid-June 2009, it was reported that almost 40 million people had received justice shares. As of 2020, some 49 million Iranians have Justice Shares. Beneficiaries of justice shares could not trade the shares and received a small part of the dividends between 2018 ad 2020.
As of 2020, shareholders have the new option to either directly gain the ownership of their shares and sell it in the stock exchange, or let the investment companies manage their portfolio as in the past. The Justice Share portfolio includes 49 state-owned companies in the auto, metal, mining, and agriculture, petrochemical and banking sectors.
Criticism.
The waves of privatization in Iran have been criticized by both labor and business leaders, albeit for different reasons. Some observers have argued that this "privatization" is modeled on the voucher distribution programs of Russia and Czechoslovakia in the 1990s, which, at least in the case of Russia, led to the rise of the oligarchs. The Ministry of Economic Affairs and Finance (Iran) has announced that it was forming a special committee to facilitate the process of making Justice Shares tradable on the stock exchange.
Shares for workers.
As part of a policy of transferring shares of state firms to employees (5% of privatization proceeds), 20 million shares valued at 18.5 billion rials were transferred during September and October 2008, including to employees of Satkab, Iranian Mines and Mining Industries Development and Renovation Organization, and subsidiaries of the Industrial Development and Renovation Organization.
Iranian expatriates' role.
Privatization drive may gain further momentum if Iranian expatriates increase investment in their motherland. Iranian nationals residing abroad are holding significant assets. Many have invested their capital in other countries, following the 1979 Islamic Revolution and the 1980–1988 war. Statistics at hand suggest that close to $10 billion (of goods) were re-exported into Iran last year. Multinational companies, particularly Iranian firms mostly owned and controlled by Islamic Revolutionary Guard Corps, are involved in export of goods into the country from Dubai. There are differing estimates of the expatriates' total capital (1.3 trillion dollars), but what is clear is that it is so huge that it will be enough to buy shares of all state companies. In Dubai alone, Iranian expatriates are estimated to have invested up to $200 billion. If 10 percent of this capital arrives, things will change drastically in Iran.
Investments.
In 2000, the Iran Press Service reported that Iranian expatriates had invested between $200 and $400 billion in the United States, Europe, and China, but almost nothing in Iran. The Iranian government's efforts to encourage foreign investment from Iranians in the United States were thwarted in 1997 when President Bill Clinton issued an executive order prohibiting investments in Iran (ILSA). Nevertheless, FIPPA provisions apply to all foreign investors, and many Iranian expatriates based in the US continue to make substantial investments in Iran.
Expatriate fund.
The government has proposed setting up a joint investment fund with $5 billion in basic capital and an economic union to serve Iranians living abroad. The stated goal is to attract investment from Iranian expatriates and using their experience in stimulating foreign investments. Later, in 2010, it was announced that Iran will start the process by creating a national fund with a basic capital of eight million euros. This fund will later transform into a bank.
Foreign investment.
Foreign investors can bid in Iranian privatization tenders, but need permission from the Economy Ministry on a case-by-case basis. Iran has announced it will begin to allow foreign firms to purchase Iranian state-run companies, with the possibility of obtaining full ownership.
Offshore fund.
A subsidiary of Iran's largest bank, Melli Investment Bank with branches in Dubai (UAE) and London, plans to launch a fund of up to $300 million to invest in the Tehran Stock Exchange, providing an alternative venue for foreigners to invest in the Iranian economy. The market, with a capitalisation of $37 billion, is trading at a fraction of the earnings multiples enjoyed by Iran's neighbours, while average earnings continue to grow at about 25 per cent a year. The fund will be composed of blue chip companies like Iran Khodro and will be based in the Cayman Island and managed from Iran.
Top 100 Iranian companies.
The ranking has been assessed by Iran Industrial Management Company for the past 10 years. Based on financial statements for March 2005–06, the '100 top Iranian corporations' were ranked and announced in a conference in early 2007. According to the economic expert in charge of the rankings, the main index considered was the sales of companies because "Sales figure indicates the growth of a corporation".
According to the same survey, while 67 percent of the firms have experienced a decline in profit margin, car manufacturers, cement factories, investment institutions and banks have had an increase in the same index. The Iranian year March 2005-06 was a good year for these industries.
Meanwhile, the Persian daily "Ettelaat" named the top five corporations as follows: "Industrial Development and Renovation Organization" (IDRO) ranking first with an asset of 112,658 billion rials followed by "Iran Khodro Industrial Group" with an asset of 65,971 billion rials, "Mining Industries Development and Renovation Organization (IMIDRO)" with 52,184 billion rials, "SAIPA" car factory with 40,528 billion rials and "National Iranian Petrochemical Company" with 32,024 billion rials. They were followed by "SAPCO", "Bank Melli Iran", "Bank Saderat Iran", "Mobarakeh Steel Co." and "Bank Mellat" taking the sixth to tenth positions.
Latest statistics show that the number of companies worth over one billion dollars on Tehran Stock Exchange (listed companies only) has reached 12. Among them are "National Iranian Copper Industries Company" (NICIC shares are worth $5.2 billion), "Kharg Petrochemical Company", "Ghadir petrochemical companies", "Khuzestan Steel Company", "Power Plant Projects Management Company (MAPNA)", "Retirement Investment Firm", "Metal and Mine Investment Companies", "Gol-Gohar Iron Ore Company" ($2.1 billion), and "Chadormalu Mining and Industrial Company".
Valuation.
The assets of the top 100 Iranian publicly traded corporations — not including the National Iranian Oil Company and affiliated companies, various IDRO-affiliated companies, the Defense Industries Organization, Iran Air and the Iran Aviation Industries Organization — add up to $86 billion, which is less than that of a corporation such as Microsoft. But this does not account for goodwill that likely increases the real assets value of those same companies to more than one trillion US dollars.
Major companies listed for privatization.
Of 1,000 companies awaiting the cabinet's approval, 240 companies had the green light already to be privatized by March 2008. As of 2014, Iran had also 930 industrial parks and zones, of which 731 are ready to be ceded to the private sector.
Banking and insurance.
Most smaller state banks will be open to flotation, but excluded key banks including the Central Bank of Iran, Bank Melli Iran, Sepah Bank of Iran, Bank of Industry and Mines, Bank of Agriculture, Housing Bank (Bank Maskan) and the Export Development Bank of Iran. The privatization-bound banks are Tejarat, Mellat, Refah, Saderat, and Post Bank (ceding 100 percent of stakes of all 5 banks).
Insurance companies Asia, Dana and Alborz will be listed on the stock exchange in 2009 after review and improvement in their financial accounts, internal regulations, organizational structure and dispersion nationwide.
In 2008, the total insurance premiums generated in Iran were $4.3 billion. This is less than 0.1% of the world's total, while Iran has approximately 1% of the world's population. The insurance penetration rate is approximately 1.4%, significantly below the global average of 7.5%. This underdevelopment is also evident in product diversity. Approximately 60% of all insurance premiums are generated from car insurance. Also, 95% of all premiums come from general insurance contracts and only 5% relate to life products. Payout ratios have shown consistent growth over the years. Last year, the industry average payout ratio was 86%.
Industry.
102 companies out of the total 130, affiliated with IDRO, were due to be privatized by March 2009 Leading automakers Iran Khodro and Saipa were also due to be privatized in March 2008. In July 2010, the government sold a further 18% stake in both Iran Khodro and Saipa for about $2 billion in total, bringing down its participation in both companies to about 20%. Shares of "Iran Tractor Manufacturing Company" have also been offered on the Tehran Stock Exchange as part of an IPO.
Utilities.
Mapna Company. Sahand, Bistoun, Shazand (Arak), Shahid Montazeri, Tous, Shahid Rajaei and Neishabour power stations are among the profit-making plants, work on privatizing them will be finalized by late March 2007. Jahrom, Khalij-e Fars (Persian Gulf) and Sahand power plants will be ceded to the private sector in 2009. All domestic power plants will be privatized gradually, except those the government feels it should run to ensure security of the national electricity grid. Power plants of Damavand, Mashhad, Shirvan, Kerman, Khalij-e Fars, Abadan, Bisotoon, Sanandaj, Manjil and Binalood, which have been turned into public limited firms, are ready for privatization. As of 2010, 20 power plants were ready for privatization in Iran. Upon ceding the 20 power plants to IPO, some 40 percent of the capacity of power plants nationwide will be assigned to the private and cooperative sectors.
Mines & metals.
National Iranian Copper Industries Co.(NICICO), Mobarakeh Steel Co., Khuzestan Steel Company, Isfahan Steel Mills, Iranian Aluminum Company (IRALCO), Ehdas Sanat Company (ESC) and Iran Alloy Stell Co. are all candidates for privatization. The Privatization Organization of Iran announced that Iranian Aluminum Co. and Bushehr Cement Co. would be privatized in June 2007. The steel, cement and iron ore prices are currently being liberalized in Iran.
Transport.
As planned, all airline companies except for Civil Aviation Organization as well as Ports and Shipping Organization should be ceded to the people. This covers flag carrier Iran Air and its affiliate Iran Aseman Airlines. The fast-growing Islamic Republic of Iran Shipping Lines has also been lobbying for more independence. The government has agreed to offer the shares of Iran Post Company in the bourse (2008). The National Iranian Tanker Company's shares have been offered to the private sector in 2009. In 2009 Iran announced that Imam Khomeini port, its biggest port in the Persian Gulf, will be privatized. Bandar Abbas has also been listed for privatization.
Telecommunication.
In 2006, the Ministry of Communications and Information Technology announced that it will float the shares of affiliated companies such as Mobile Telecommunications Company in the stock market.
Under the general policies of Article 44, telecom companies are categorised in four groups as follows:
In 2009, 51% of TCI was sold to Mobin Trust Consortium, a consortium belonging to the Iranian Revolutionary Guard Corps for the sum of $7.8 billion.
External links.
[[Category:Economy of Iran]]
[[Category:Privatization in Iran| ]]
[[Category:Government of Iran]]


Joy Vazhayil

Joy Vazhayil known as VP Joy(born 30 June 1963) is a Malayalam poet, writer, researcher and administrator from India. He is also known for books and research papers on the energy policy and also on philosophy of education, mind and metaphysics. He has published several literary works in Malayalam language, mainly poetic compositions.
During his official career spanning more than three and a half decades, he has held important assignments in the Government of India as well as in the State Government of Kerala, India known by his official name V. P. Joy.
Joy took charge as the Chief Secretary of State of Kerala, India on 28 February 2021. He is from the batch of 1987 of Indian Administrative Service
Life.
Academic profile.
He was born in Ernakulam district, Kerala (Parents: V. V. Pathrose and Aleyamma). After his early education, he graduated in Electronics & Communication Engineering from the College of Engineering, Thiruvananthapuram. Later he did M.B.A. from the University of Birmingham, UK and subsequently completed his M.Phil. from the University Panjab, Chandigarh.
He was awarded doctoral degree from the Indian Institute of Technology, Delhi on Optimization of India’s Energy Strategies for Climate Change Mitigation.
Career.
Joy Vazhayil joined the Vikram Sarabhai Space Center as Scientist/Engineer in 1985 and worked on the control and guidance of launch vehicles.
Later he joined the Indian Administrative Service in 1987 and held various positions in the Government of Kerala and the Government of India.
Literary Contributions.
Joy Vazhayil has published ten poetic works and a novel in Malayalam namely:
Poems.
DC Books, Kerala
Sahitya Pravarthaka Sahakarana Sangham(SPCS) National Bookstall, Kerala
Mathrubhumi Books, Kerala
Current Books, Thrissur
Jeevan Publications, Alappuzha
Media Book House, Delhi.
DeLight Books, Delhi.
Novel.
Media Book House, Delhi
Translations.
He has translated the following works to Malayalam, namely:
His book ‘"Raamanuthapam"’ has been translated to Hindi by Dr. H. Balasubramanian which has won the translation award of Ministry of Culture, Government of India.
Multidisciplinary Works in English.
Joy Vazhayil has published the following multidisciplinary works in English:


Miguel Cuyar

Miguel Antonio Cuyar (c. 1778 c. 1840) was an Argentine politician, military and merchant of Asturian origin. He had an active participation during the English Invasions, serving as Captain in the 8th Company of Asturians.
Biography.
He was born in Asturias, Spain, the son of Francisco Cuyar and Manuela Blanco, belonging to a distinguished family. He settled in the city of Buenos Aires being very young, performing his studies in the colleges of San Carlos and the Escuela de Náutica, where he was awarded by the Viceroy Joaquín del Pino for his high grades as a student of that institution. He was married on June 16, 1806 in the Buenos Aires Cathedral to María Dolores Arana, daughter of Manuel de Arana and Manuela Artechea, belonging to a Patrician family from Buenos Aires.
He actively participated in the defense of Buenos Aires during the English Invasions, standing out in the defense of the Puente de Barracas during the second invasion. In 1809 he was honored by the Supreme Junta of Seville, for his valuable participation in the defense of Buenos Aires. That same year Cuyar served as councilor and defender of minors of the Buenos Aires Cabildo.
He was involved in the uprising of Martín de Álzaga against the viceroy Liniers, so he was imprisoned and released after a while. He dedicated himself to trade after the market opening occurred in 1809, maintaining economic ties with the English community, he introduced a considerable amount of British products in the local market.
Miguel Cuyar was closely related to distinguished Patrician families of Buenos Aires, including the family of Joaquín Canaveris and Fernando Linera, his comrades in arms in the Tercio de Vizcainos. He was the godfather of Mercedes Clara Linera Canaveris, baptized on August 12, 1807, and Joaquín Gregorio Canavery Bayá, baptized the 2 of June 1823.


Fiscal agent

A fiscal agent, fiscal sponsor, or financial agent is a proxy that manages fiscal matters on behalf of another party. A fiscal agent may assist in the redemption of bonds or coupons at maturity, disbursing dividends, and handling tax issues. For example, the United States Federal Reserve is the fiscal agent of the federal government of the United States.


Karl-Liebknecht-Haus

The Karl-Liebknecht-Haus or "Karl Liebknecht House" is the headquarters of the Party "The Left" in Germany. It is located between the Alexanderplatz and Rosa-Luxemburg-Platz in Berlin-Mitte.
Constructed in 1912 as a factory, the building was purchased by the Communist Party of Germany ("Kommunistische Partei Deutschlands", KPD) in 1926. It became the seat of its Central Committee and was named in honor of Karl Liebknecht, the KPD leader who was murdered by a paramilitary unit in January 1919. After Adolf Hitler was appointed as German chancellor, the Berlin police raided the headquarters, and by March 1, the Nazi swastika flag was flying over the building. Renamed the Horst Wessel House, the building at first served as a district police station and detention center in which Jews and political opponents were tortured. In 1935, the finance department of the state of Prussia moved into the building.
Severely damaged during World War II, the building was repaired in 1948, and the name "Karl Liebknecht House" restored. It housed the East German Institute for Marxism-Leninism after 1950.
The building became the headquarters for the Party of Democratic Socialism (PDS), the reformed successor of East Germany's former ruling party, in May 1990. In 2005, the PDS was renamed "The Left Party PDS" in preparation for its merger with the Party of Social Justice-Electoral Alternative (WASG). The building continues to serve as the headquarters of the new party, which is called simply "The Left" (Die Linke) after the merger was completed in June 2007.


Barrackpore Police Commissionerate

Barrackpore Police Commissionerate or Barrackpore City Police, established on 20 January 2012, is a city police force with primary responsibilities in law enforcement and investigation within the area which roughly constitutes the Barrackpore subdivision, and is located within the northern part of Kolkata metropolitan area. The Commissionerate is part of the West Bengal Police, and is under the administrative control of Home Ministry of West Bengal. It was formed after bifurcation of the North 24 Parganas Police District, and has 16 police stations under its jurisdiction. Sanjoy Mukherjee was appointed as the first Commissioner of the Barrackpore Police Commissionerate.
Structure and jurisdiction.
The police commissionerate is situated at Barrackpore, and is divided into two divisions – Barrackpore and Belghoria. The commissionerate is responsible for law enforcement over an area of area with 16 police stations under it. The commissionerate is headed by the Commissioner of Police, who is an Indian Police Service officer in the rank of Inspector-General of Police (IGP). The commissioner is assisted by a joint commissioner. There are two deputy commissioners for the two divisions. Other departments, including the detective department and the traffic wing are headed by Additional deputy commissioners, who are in the rank of deputy superintendent of police. The police stations are headed by an Inspector.


Louisa Nottidge

Louisa Nottidge (1802-1858) was a British woman whose unjust detention in a lunatic asylum attracted widespread public attention in mid-19th century England. In that period several similar cases emerged in the newspapers of sane persons being incarcerated in lunatic asylums for the convenience or financial gain of their immediate families. The most prominent, other than Louisa Nottidge, was the case of Rosina Bulwer Lytton. This public fascination and anger was exploited by the writer Wilkie Collins, who published the best-selling novel "The Woman in White" in 1860. The case of Louisa Nottidge has remained of interest with respect to the rights of psychiatric patients, women's rights, and the conflict between freedom of religion and the legal process.
Childhood.
Louisa Jane Nottidge was born at her grandmother's house, Fulling Mill House, Bocking, Essex, in 1802. Her parents, Josias Nottidge (1762–1844) and Emily Pepys (1775–1863), were wealthy wool clothiers who worked fulling mills in Bradford Street, Bocking and in Wixoe, Suffolk. From 1794 her parents lived at a large house, with an eight-acre estate, called Rose Hill (Floriston Hall) in Wixoe. Louisa reported that from her early youth her reading had been directed mainly towards religious texts. She attended church regularly, with her six sisters and four brothers.
The Agapemone.
In 1843 a revivalist clergyman, Rev. Henry James Prince, preached at the church of Stoke, near Wixoe. On the death of Josias Nottidge in 1844, the five unmarried sisters each inherited the sum of £6,000. Prince persuaded them to contribute to the founding of a religious community in Somerset, to be called the Agapemone, or Abode of Love. In 1845 the sisters travelled to Somerset with a view to residing at the new community; en route Prince persuaded three of the sisters—Harriet, Agnes and Clara—to marry three clergymen from the Agapemone. They were married in Swansea, on the same day, in 1845. Before the passage of the Married Women's Property Act 1882, all of a wife's assets passed automatically to her husband.
Abduction.
Prince then encouraged Louisa to join her sisters at the Agapemone. After she had travelled to Somerset, her mother Emily feared the spiritual and financial influence that Prince had established over her daughters. Emily instructed her son Edmund, her nephew Edward Nottidge, and her son-in-law, Frederick Ripley, to travel down to Somerset and to rescue her unmarried daughter Louisa. The three men succeeded in removing Louisa against her will in November 1846, and imprisoned her in Ripley's villa by Regent's Park (12 Woburn Place). Following her persistent claims regarding the divinity of Prince, her mother enlisted medical aid and had her certified insane, and then placed her in Moorcroft House Asylum, Hillingdon. Dr. Stilwell, the presiding physician, made notes on her condition and treatment, recorded in "The Lancet".
Escape.
Louisa escaped from the asylum in January 1848, travelling across London to meet Reverend William Cobbe from the Agapemone at a hotel in Cavendish Square. Cobbe was the brother of the campaigner Frances Power Cobbe. However, Louisa was recaptured two days later at Paddington Station. Cobbe alerted the Commissioners in Lunacy, whose report by Bryan Procter led to her release in May 1848.
Nottidge v Ripley and Another (1849).
Louisa then sued her brother, cousin and brother-in-law, Ripley, for abduction and false imprisonment in "Nottidge v. Ripley and Another" (1849); the trial was reported daily in "The Times" newspaper. Bryan Procter was called as a professional medical witness. The Lord Chief Baron pronounced a famous dictum that: "You ought to liberate every person who is not dangerous to himself or to others." Louisa won the case with damages, proving that she had been illegally detained. Louisa then returned to the Agapemone, transferring her wealth to Prince, and remained there until her death in 1858.
In 1850 Charles Dickens reported on the case of Louisa Nottidge and the Agapemone.
Nottidge v Prince (1860).
In 1860 Louisa's brother and executor, Ralph Nottidge, sued Prince to recoup the money that she had given him as a result of his undue influence over her, in the case of "Nottidge v. Prince" (1860), reported daily in "The Times" newspaper. The Nottidges won the case, with costs. "Punch" Magazine then launched a campaign to encourage Prince to emigrate to America, to join Brigham Young and his Mormons in the Utah desert.
Legacy.
Harriet Martineau wrote, in her biography of Bryan Procter, the following:
"For many years Mr Procter held the lucrative but not very congenial appointment of Commissioner of Lunacy; the responsibility of which was irksome, and occasionally (as in the case of Miss Nottidge, who was carried off from The Agapemone) alarming to a man of sensitive nature, and a hater of conflict."
Wilkie Collins dedicated his novel "The Woman in White" to Bryan Procter, poet and Commissioner for Lunacy.
Nottidge's case meant that the situation of women imprisoned in "lunatic asylums" was now squarely in the public eye.


William H. Lash

William Henry Lash III (January 21, 1961 – July 14, 2006) was the Assistant Secretary for Market Access and Compliance at the U.S. Department of Commerce from 2001 to 2005, and a professor at George Mason University School of Law.
In July 2006, at his home in McLean, Virginia, Lash was involved in a domestic incident with his wife, which resulted in her leaving the house and calling the police. When they arrived, he refused them entry, and proceeded to fatally shoot his 12-year-old son and then himself.


Ian Cliff

Ian Cameron Cliff (born 11 September 1952) is a British diplomat who has been Ambassador to Bosnia and Herzegovina, the Sudan, the OSCE and Kosovo, as well as Chargé d'Affaires in Croatia.
Career.
Ian Cliff is the son of Gerald Shaw Cliff, who was Resident Engineer Trinity House 1925–65. Cliff was educated at Hampton Grammar School and Magdalen College, Oxford where he gained a degree in Modern History. He taught History for four years at Dr Challoner's Grammar School, Amersham, before joining the Diplomatic Service in 1979. After Arabic language training at St Andrews University and in Damascus he served at Khartoum and in Middle East-related posts in the Foreign and Commonwealth Office. In 1989 he became 1st Secretary in the UK Mission to the United Nations in New York and in 1996 Deputy Head of Mission in the British Embassy to Austria. He was then appointed Ambassador to Bosnia and Herzegovina 2001–05, Ambassador to the Sudan 2005–07, Head of the UK Delegation to the OSCE in Vienna (with personal rank of Ambassador) 2007–11, and Ambassador to Kosovo 2011–2015. In May 2015 he was appointed to be Chargé d'Affaires to Croatia for a year.
As Ambassador in Sarajevo he was a member of the Peace Implementation Council Steering Board and supported High Representative Lord Ashdown in building up the state institutions of Bosnia and Herzegovina. In the Sudan he was a member of the Assessment and Evaluation Commission charged with monitoring the implementation of Sudan's Comprehensive Peace Agreement.
Cliff is a railway enthusiast and a member of the Midland and Great Northern Joint Railway Society which supports the operation of the North Norfolk Railway between Sheringham and Holt. He was noted driving industrial steam locomotives in Bosnia and the Pristina to Peja passenger train in Kosovo.
He is married to Caroline Cliff, who is also a member of the Diplomatic Service, and they have three children, born 1989, 1993 and 2001.
Cliff retired from the Diplomatic Service in December 2016 but continues to work for the Foreign and Commonwealth Office as Principal Research Analyst, Western Balkans. He is also a trustee of the Slynn Foundation.
In 1991, while he was in New York, Ian Cliff was appointed Officer of the Order of the British Empire (OBE). He was appointed Companion of the Order of St Michael and St George (CMG) in the 2017 New Year Honours.
References.


Tax anticipation notes

Tax anticipation notes are notes issued by states or municipalities to finance current operations before tax revenues are received in the United States. When the issuer collects the taxes, the proceeds are then used to retire debt. The interest income is exempt from federal income tax for the recipient—a treatment similar to that for interest income from municipal bonds. Tax anticipation notes are short term notes, issued at a discount, with a maturity period usually less than a year or a stated future date. Tax anticipation notes are used by municipalities to bridge funding gaps.
In the U.S. state of California, Revenue Anticipation Notes (RANS) are issued and paid back within a fiscal year, while Revenue Anticipation Warrants (RAWS) are issued on a fiscal year and paid back the following fiscal year.


Public electricity supplier

Public electricity suppliers (PES) were the fourteen electricity companies created in Great Britain when the electricity market in the United Kingdom was privatised following the Electricity Act 1989. The Utilities Act 2000 subsequently split these companies between distribution network operators and separate supply companies.
In England and Wales the Central Electricity Generating Board had been responsible for the generation and transmission of electricity, with the twelve area electricity boards (AEBs) formed under the Electricity Act 1947 responsible for the distribution and supply of electricity to consumers.
In Scotland the structure was different, with all aspects of generation, transmission, distribution and supply being carried out by two vertically integrated companies.
History.
England and Wales.
On 31 March 1990 the AEBs were changed into independent regional electricity companies (RECs) and the CEGB was split into four, three generation companies and the National Grid Company, operator of the National Grid. The National Grid Company was placed under the ownership of the RECs. On 11 December 1990 the RECs were privatised.
In 2000, as part of further restructuring under the Utilities Act 2000, the PES were required to have separate licences for their supply business and distribution network, which were renamed distribution network operators (DNOs).
Scotland.
The Scottish boards were privatised whole in 1991 with the exception of the nuclear plants, which passed to Scottish Nuclear and were later privatised as part of British Energy.
Companies.
East Midlands Electricity.
Formerly the East Midlands Electricity Board. Acquired by Powergen in 1998, which was itself taken over by multinational E.ON in 2002. The retail supply business continues to operate as E.ON UK.
After Powergen also acquired MEB in 2004, the two distribution networks were merged under the Central Networks name. The combined network was sold in 2011 and is now part of Western Power Distribution.
Eastern Electricity.
Formerly the Eastern Electricity Board. Acquired by Hanson plc in 1995. Demerged from Hanson as part of The Energy Group, which was later sold to the US firm Texas Utilities and became TXU Energi, part of TXU Europe. In 2002 it was sold to Powergen, which was subsequently acquired by the German utility company E.On, and the operations were rebranded in 2004. The distribution business was owned by EDF. Now owned by UK Power Networks along with London Electricity and SEEBOARD.
London Electricity.
Formerly the London Electricity Board. Acquired by US based Entergy in 1996 for £1.3bn ($2.1bn). Acquired by EDF International in 1998, which merged it with SEEBOARD and Eastern Electricity to form EDF Energy. Now owned by UK Power Networks.
Manweb.
Formerly the Merseyside and North Wales Electricity Board. Manweb plc was acquired by Scottish Power in 1995. Scottish Power was in turn acquired by the Spanish energy utility Iberdrola during 2017, although it continues to use Scottish Power branding on domestic sales of gas and electricity. The DNO for the area is SP Manweb plc, a subsidiary of SP Energy Networks.
Midlands Electricity.
Formerly the Midlands Electricity Board. Originally acquired in 1996 by a consortium of US companies GPU and Cinergy, after a bid by Powergen was blocked by government. The electricity retail business was sold to National Power in 1999 and continues under the Npower brand.
The distribution business that remained was purchased by Powergen in 2004 and merged with that of East Midlands Electricity to form Central Networks. In 2011 the combined operation was sold and became part of Western Power Distribution.
Northern Electric.
Formerly the North Eastern Electricity Board. The electricity distribution business is operated by CE Electric UK, a subsidiary of MidAmerican Energy Holdings Company. The successor company to the retail supply business is npower UK.
NORWEB.
Formerly the North Western Electricity Board. Merged with North West Water in 1995 to form United Utilities, the electricity businesses of which were subsequently sold, with the retail supply arm of Norweb becoming part of TXU Energi (now part of E.On) and the distribution network becoming Electricity North West.
Scottish Hydro-Electric.
The North of Scotland Hydro Board became Scottish Hydro-Electric plc before merging with Southern Electric to form Scottish & Southern Energy (later trading simply as 'SSE') in 1998.
During 2020, SSE's retail business was sold to Ovo Energy. The distribution networks in Scotland and the south of England remain part of SSE plc and now trade under the name Scottish and Southern Electricity Networks.
Scottish Power.
The South of Scotland Electricity Board became Scottish Power plc. In 2007 it was acquired by the Spanish energy utility Iberdrola, although it continues to use Scottish Power branding on domestic sales of gas and electricity. Its DNO subsidiary is SP Distribution plc, under SP Energy Networks.
SEEBOARD.
Formerly the South Eastern Electricity Board. Owned by UK Power Networks along with Eastern Electricity and London Electricity. It markets to the public as part of Cheung Kong Infrastructure (CKI).
South Wales Electricity.
Formerly the South Wales Electricity Board, later known as SWALEC. The business was purchased by Welsh Water in 1996, but the company formed as a result - Hyder plc - soon encountered serious financial difficulties which led to its break-up.
The electricity retail business was initially sold to British Energy in June 1999 and then again in 2000 to Scottish and Southern Energy (SSE plc). During 2020, SSE's retail business was sold to Ovo Energy.
The distribution network was ultimately acquired by Western Power Distribution during September 2000.
South Western Electricity.
Formerly the South Western Electricity Board, it was acquired by London Electricity (owned by EDF) in 1999. The distribution business is part of Western Power Distribution and the retail business is part of EDF Energy.
Southern Electric.
Formerly the Southern Electricity Board, the company merged with Scottish Hydro-Electric plc to form Scottish & Southern Energy in 1998.
During 2020, SSE's retail business was sold to Ovo Energy. The distribution network remains part of SSE plc and now trades under the name Scottish and Southern Electricity Networks.
Yorkshire Electricity.
Formerly the Yorkshire Electricity Board. Sold to Innogy (now npower) in 2001, and to the German utility RWE the following year. Now RWE npower, but most domestic marketing is under the npower brand.


Rutherford P. Hayes

Rutherford Platt Hayes (June 24, 1858 – July 31, 1927) was an American librarian. Hayes was the third son of Rutherford B. Hayes, 19th President of the United States. He attended Michigan State University and Cornell University, graduating in 1880. He also attended the Boston Institute of Technology.
Hayes returned to his family's home in Fremont, Ohio in 1882 and went to work for the Fremont Savings Bank. Soon after he returned to Fremont, Hayes became a Trustee of the Birchard Library which was founded by his great uncle, Sardis Birchard. He introduced several progressive ideas to its management, including the introduction of a children's area and sending boxes of books to neighboring towns (similar to today's bookmobiles). He published the library's catalog as installments in a local paper. He was one of the founders of the Ohio Library Association in 1895 and advocated for a bill in the legislature to appoint a state library commission. Hayes was appointed to the Ohio Library Commission in 1896.
Hayes left Ohio for Chicago, Illinois, where he worked on library issues and developed a traveling library. He moved to Asheville, North Carolina, where he acquired large holdings of land. He worked with Asheville resident Edward W. Pearson, an African-American entrepreneur, to develop new African-American residential neighborhoods in West Asheville. In North Carolina, Hayes engaged in scientific farming on a large scale. Hayes was President of the Appalachian Forest Reserve and the western North Carolina Fair. He moved to Clearwater, Florida, in 1922. In Florida, he served as chairman of the board of directors of the Clearwater Savings and Loan Association and the First Mortgage Investment Company.
Throughout his life he maintained his interest in library matters, promoting those of Asheville and Clearwater, and retaining his membership on the board of trustees of the library in Fremont, Ohio. He served as secretary of the American Library Association and also served as vice president and acting president from October 1897 through January 1898.
References.