By Kay Valle/Diálogo June 14, 2017 Honduran aviation first took off in 1921 with the acquisition of its first warplane. Its time as a military aviation school began in 1931 when the Ministry of Navy and Aviation was founded. “The history of the institution is illustrious, and combat aviation in the Honduran Armed Forces (FAH, per its Spanish acronym) began in 1936. Conflict during the Second World War triggered the purchase of more airplanes that would be used to fly over the Pacific and Atlantic coasts,” Honduran Air Force Colonel José Luis Sauceda Sierra, general commander of FAH, told Diálogo. Aerodromes used to be more common because there was little highway infrastructure. Thus, when Honduras joined the war against the Axis powers, FAH’s functions were diversified and reconnaissance patrols were increased along the borders. “From 1942 to 1944, the aerial patrols carried out by the Stinson F2 were increased to three times per day. On July 24, 1942, a submarine was detected, which FAH troops bombed,” Retired Honduran Air Force Captain Jurgen Hesse Joya, a historian at the Honduran Aviation Museum, told Diálogo. “This confrontation made Honduras the only Central American country to participate in combat during the Second World War,” he said. Sustained development Edgardo Mejía, a security analyst and professor at the National Police University, told Diálogo that although FAH is the smallest branch of the Armed Forces, it has had continuous and sustained development since its founding. “The training of its personnel, to include specializations like handling rotary-wing aircraft, fixed-wing, combat pilot, airplane maintenance, radars, aerial intelligence, and other activities, have improved the institution’s operational readiness,” he said. For him, FAH had several golden ages worth highlighting. The first was in 1977 – advancing from the turboprop to the jet era with the acquisition of its still-active F86 and A37B Dragonfly aircraft. Later, in 1983, the Air Defense Squadron was created, allowing for a defense shield which is used in the fight against international organized crime. “The last [stage] arises from the need to lay the foundation for what today is the Training School of Intermediate Command. And of course, their most significant achievement has been the acquisition of the F5,” Mejía said. Gender equality To join FAH, a person must be over 18 years of age, and no gender difference exists. In terms of study, that means that choosing the flight cadet, technical officer, or air safety tracks are open to anyone. “Since 1996, female students began to be accepted, and FAH became the first air academy in Central America to allow their access. Currently, there is a total of 198 students. Of these, 23 are women,” Col. Sauceda said. Young people who are admitted obtain their degree in Aeronautical Sciences in four years, and the military rank of second lieutenant with their chosen specialization. “At the end [of the program], those who choose flight cadet will become FAH pilots,” he said. These cadets can begin their careers at any of the four FAH bases. The transport squadron, helicopters and VIP, and the presidential squadron are assigned to the “Hernán Acosta Mejía” Base in Tegucigalpa. The Military Aviation School and the Officer Squadron are located at the “Enrique Soto Cano” Base in Comayagua. The “Armando Escalón Espinal” Base, founded in 1969 as the Northern Command, is located in Lima. The “Héctor Caraccioli Moncada” Base in La Ceiba, Atlántida is the headquarters of the supersonic F5E and F5F airplanes. Rescue-and-assistance work It is also important to highlight the acquisition of helicopters as an important achievement because they support civilians and institutions that send aid, especially to places affected by natural disasters. The delivery of provisions to flood-stricken areas, the rescue of missing persons, the patrols to determine the location of areas that have been damaged by illegal logging, the extraction of cultural heritage objects, and the location of clandestine landing strips are everyday tasks for FAH. Other work highlighted by Col. Sauceda includes the fight against forest fires. The most recent one occurred in Tegucigalpa in March 2017. That fire consumed over 200 hectares of pine forest. FAH deployed several helicopters to fight it. They supported the firefighters for three days until it was extinguished. Aerial rescue is another FAH task. During this interview, Col. Sauceda received an urgent request to initiate a search for two Honduran citizens and one Italian who were reported missing in the Caribbean Sea. FAH immediately started the search, found the shipwrecked individuals a few hours after they began tracking them, and proceeded with the rescue work. Wings for Health In 1962, FAH began “Wings for Health,” a program created to transport civilian and military patients with medical emergencies. The transport to hospital centers is conducted by the directors of these institutions, and it is not only for areas without access but for the entire country. “To conduct this mission, FAH uses two Cessna 208 Grand Caravan airplanes that were donated by the United States government, with a value of $4 million. The doctors and nurses belong to FAH. They are specialized in transporting patients by air, where conditions are different than on land,” Col. Sauceda said. “Decade after decade, FAH renews itself as an institution. The partnerships with air forces throughout the Americas are productive. They also offer young people a place to become more professional, to demonstrate their love for their homeland, and to serve the people,” Col Sauceda said.
Joseph Mariathasan wonders what, if anything, can check the technology giant’s astonishing growthApple was valued at more than $770bn (€687bn) at its peak in February, making it by far the single-most valuable listed company on the planet. Despite its mammoth size, its chief executive, Tim Cook, announced that it could grow at a rate more akin to a start-up. But how large can a company grow? For some companies, there may be a clear upper limit – how many cans of sweetened fizzy drinks can Coca-Cola sell to a global population, with increasing worries over an epidemic of obesity-related afflictions such as diabetes?That may be a reasonable question to ask of Coca-Cola, but can an analogous question be asked of Apple, with an enormous market, global distribution and a strong brand that, despite being enormous, still has a lot of growth in front of it? Will the limit to Apple’s growth be set when every person on earth has an iPhone?Mega companies were clearly growth companies at an early stage of their lives to reach their gargantuan sizes. But, at what stage should mega-cap mega brands be seen as purely post-growth and value/dividend plays? Deciding when a company such as Apple has reached that position is unclear. The limits to growth are clearly dependent on the business strategy a company chooses to follow. Apple is clearly not a one-trick pony. It is not just a hardware company like Dell, having built an ecosystem around a seamless integration of innovative products and applications way beyond production of commodity hardware. The limits to growth are further away for companies with three key characteristics. First, as famously outlined by Warren Buffet as the companies he favours, are those with an economic moat that protects them against competitors, with a well-known brand name, pricing power and a large portion of market demand. This can provide the ability to grow enormously, but, sometimes, disruptive technologies can overwhelm even the widest moat. Kodak is a classic example, where its domination of photography could not withstand the impact of digital technology. But Apple has become the ultimate consumer brand, with the ability to create interest in any new product or variation of an existing product by just adding the prefix ‘i’.A second economic driver for growth also requires high-quality companies to be able to get better as they get bigger. Bigger does not always mean better, and the banking industry is the prime example of this. Citibank has a global footprint, but its value lies in having a few particularly strong local franchises in countries like Mexico.The insurance industry is another case in point. Life insurance and property and casualty insurance are locally regulated and require capital to be domiciled in local markets, giving few benefits in size, beyond reducing the overall volatility of results. Reducing volatility benefits senior management but not shareholders who could gain equivalent diversification themselves. At the reinsurance level, however, size can bring benefits because of the nature of the business and the size of the transactions. For Apple, the iPhone ecosystem that has grown is a classic example of something that gets better the bigger it grows.The third key characteristic that virtually all mega companies have is the ability to seek customers in the emerging markets.Any constraints to its size are further away for Apple than for most other companies, as it has all the three factors for growth in spades. So what can be the limits to growth for Apple? “The biggest risk for most of the companies we own is anti-trust regulation in the US that will force them to split apart,” said one fund manager on his Apple weighting. “We don’t like that problem, but we certainly prefer it to others we might have!”That is exactly what happened to the old AT&T, which once dominated the US telephone market and was forced to split up in 1982 into seven regional telephone companies – the ‘baby Bells’. That is unlikely to happen to Apple, given that it does not operate in oligopolistic markets and its innovations have attracted rapid and ferocious competition.There appears to be no limits to size for Apple. But then, AT&T, at its height, employed 1m people. Apple employs less than one-tenth of that. A great investment for its shareholders but perhaps also a sign of the problems society faces with the new generation of mega companies that are great at producing returns for shareholders but lousy at producing jobs.Joseph Mariathasan is a contributing editor at IPE
Over a dozen seniors are on pace to graduate from Batesville High School this December.As the fall semester is winding down at Batesville High School, some seniors will be clearing out their lockers and moving on to the next chapter in life.The number of Batesville seniors graduating in winter has increased the last few years.According to Batesville High School Principal Andy Allen, the program was implemented approximately five years ago when just a handful of students utilized early graduation.Fifteen of the 163 seniors chose to graduate early last year, and thirteen seniors are on pace to graduate this month.“We are willing to accommodate them if their willing to work sometimes during the summer or even in an online environment,” Allen indicated. “If that is in their best interest, it is our job to provide a curriculum for them to do that.”Students will begin classes at a college such as Ivy Tech while a couple others will enter the workforce as early as next month, Allen explained.“If you wanted to go into something specific and start in January, that option has to be available, and it is a good option for some kids,” the Batesville High School principal said.
Loading… Promoted Content6 Extreme Facts About HurricanesThe Very Last Bitcoin Will Be Mined Around 2140. Read MoreDid You Know There’s A Black Hole In The Milky Way?7 Theories About The Death Of Our Universe5 Of The World’s Most Unique Theme ParksThe Highest Paid Football Players In The WorldThe 10 Best Secondary Education Systems In The World7 Worst Things To Do To Your Phone5 Of The World’s Most Unique Theme Parks7 Ways To Understand Your Girlfriend BetterWho Is The Most Powerful Woman On Earth?Which Country Is The Most Romantic In The World? “I made this decision several months ago before the pandemic arrived. The club is in the hands of good people in Stan and Josh Kroenke, the board and our staff. They understand what we stand for and what we mean to our many millions of supporters around the world. I look forward to finally being able to watch our matches purely as a supporter without the inevitable concerns and stresses which come with management and board responsibilities.” read also:Arsenal midfielder Guendouzi targeted by Valencia boss Gracia Speaking on behalf of our owners, Kroenke, Sports & Entertainment, Stan and Josh Kroenke said: “Mr Friar epitomises everything we strive for as a club. He is always looking forward and has a relentless desire to make Arsenal stronger and better. “We thank him for everything. Seventy years working for one organisation is extraordinary. The support, counsel, and wisdom he has shown us and so many hundreds of people during his time at the club will never be forgotten. We are sad that he has decided to step down from the board but fully understand. He will always be a big part of what the club stands for and we’re delighted that he has accepted the invitation to become our life president.” Everyone in the Arsenal family thanks Mr Friar for his huge contribution over many years. We will all miss his daily presence but look forward to still seeing him at Emirates Stadium for matches in the future. FacebookTwitterWhatsAppEmail分享 Arsenal’s respected executive director, Ken Friar, is to become a life president of the club from after deciding to step down from the board and retire from his executive responsibilities. ‘Mr Friar’, as he is known to all at the club, started working for Arsenal 70 years ago. Starting full time in the club’s box office in 1950, he progressed to the role of box office manager before becoming club secretary in 1973. Ten years later, in 1983, Mr Friar was appointed managing director, a position he held until 2000 when he changed role and took charge of the club new stadium project alongside his great friend and fellow director, Danny Fiszman. Together with Danny and many others, Mr Friar delivered the hugely complex stadium project on time and within budget, a wonderful legacy to all those involved. He was awarded an OBE in 2000 for services to association football and has also received the Freedom of the Borough of Islington. Announcing his decision, Mr Friar, now aged 86, said: “Every day of my working life has been at this great club and I have treasured them all. It has been an honour and a privilege to see the club grow whilst maintaining its core traditions and values. “Society, football and the club have all changed radically over the years but Arsenal has remained a constant force. We’ve won and lost many football matches but we have always recognised that as a club we play a really important role in our local community and beyond. I know that will continue as we move forward.