Facilities Management – How Strategies http://howstrategies.com/ Mon, 10 Jan 2022 11:14:05 +0000 en-US hourly 1 https://wordpress.org/?v=5.8 https://howstrategies.com/wp-content/uploads/2021/04/how-strategies-icon-150x150.png Facilities Management – How Strategies http://howstrategies.com/ 32 32 World Class Emergency Response Services and Toll-Free MEMS 108 Ambulance Services by BVG India Ltd – Punekar News https://howstrategies.com/world-class-emergency-response-services-and-toll-free-mems-108-ambulance-services-by-bvg-india-ltd-punekar-news/ Mon, 10 Jan 2022 11:14:05 +0000 https://howstrategies.com/world-class-emergency-response-services-and-toll-free-mems-108-ambulance-services-by-bvg-india-ltd-punekar-news/

Maharashtra, Pune, January 10, 2022: BVG India Ltd., a key player who manages Maharashtra’s Emergency Medical Services (MEMS), announced that it is fully prepared for the pandemic and peak COVID cases by offering emergency response services world-class ambulance and a toll-free MEMS 108 service delivery. Throughout the pandemic, BVG’s MEMS ambulance services and 108 toll-free ambulance services have benefited lakhs of people in Maharashtra and have served over 67.70 lakhs of patients (as of December 2021) since the start of operations from 2014.

The BVG Ambulance Service in association with the Government of Maharashtra is India’s first project where a qualified doctor looks after the patient in an ambulance, compared to a simple paramedic in non-BVG ambulances across the India. The importance of trained qualified doctors taking care of ambulance patients can be measured by the fact that BVG MEMS has served more than 5.90 lakh Covid-19 patients since the start of the pandemic and more than 37,600 successful deliveries have been assisted. by BVG MEMS doctors in ambulances.

Mr. Rajesh Tope, Hon. Cabinet Minister of Health, Maharashtra, recognized the BVG MEMS team for successfully serving the emergency patient health system preparedness and response to the COVID-19 pandemic. At a time when most people were scared and confined to their homes, 108 ambulances were constantly on the roads to serve patients in need, he said in a letter.

“It was commendable that even though more than 310 emergency professionals, including doctors and pilots, working on ambulances were affected by COVID-19, after recovery, this team joined the system to serve patients. Looking at the spirit of this team, it portrays the sign of the greater humanity that cares about the community, ”Mr. Tope said, adding that the response from the BVG MEMS team was commendable and swift.

BVG India has embarked on an ambitious, cutting-edge, world-class MEMS initiative in Maharashtra, operated 24/7 from Aundh Chest Hospital in Pune. The free number 108 is accessible from all mobile and landline numbers in the State. Over 4,200 EMS professionals have been employed in this MEMS service system and have been given a great opportunity to serve people for compassionate reasons. With MEMS, there is a huge increase in the provision of health facilities in rural, hilly and tribal areas of Maharashtra.

Mr. Hanmantrao Ramdas Gaikwad, Chairman and Managing Director (CMD), BVG India Ltd., said: “BVG India’s strategy of providing ambulance doctor training for the first time in India has helped us serve patients better and set new benchmarks of excellence in training and knowledge management. In addition to saving precious lives, we have helped Maharashtra achieve the distinction of being the first Indian state to have an EMS treatment protocol for emergency care; and the creation of the Maharashtra EMS manual.

After the establishment of a Unitary National Health Mission (NHM), the emergency services market grew at a CAGR of 25.8% between fiscal year 2013-21; catapulting the market size to Rs. 32.8 billion in FY 2021.

BVG has built a unique and highly successful operating model for Maharashtra EMS. World-class equipment (defibrillator and transport ventilator – Germany, medical grade oxygen delivery system – Spain); the first ambulance in the country to have a medical grade oxygen delivery system; and ARAI certified ambulance.

In terms of ERC, BVG MEMS has a state-of-the-art control room; seamless integration with other departments; saving 5 ambulances for each ambulance; dynamic map display to identify the location of the incident; and MEMS dashboard – real-time data access for government officials.

BVG India is one of the largest integrated facilities management services players in India with over 54,000 employees (as of June 2021) having served 582 clients in over 35 industries in over 130 cities during the fiscal year 21. BVG provides services to a diverse base of clients operating in all sectors, including the industrial and consumer sector, the transport and transit infrastructure sector, hospitals and the healthcare sector, as well as to establishments. public. BVG is one of the few companies to also serve religious institutions in India (Source: F&S report). As part of its integrated services business, BVG provided station management services in 2019. In addition to integrated services and facilities management services, BVG provides emergency response services for medical emergencies and police, as well as waste management services. BVG is the first company in India to be awarded contracts for the provision of police emergency response services (Source: F&S report). In addition to these services, BVG carries out facility management projects, mainly comprising gardening and landscaping services. As part of its integrated services business, BVG has served key customers in the industrial and consumer sectors. In the transport and transit infrastructure sector, BVG customers include Metro Rail Limited, highway and transport authorities and have served 16 different airports in different metropolitan cities while in the hospital and healthcare sector, its customers include public hospitals in various cities.

BVG is the first company in India to be awarded a contract for the provision of police emergency response services, which is a unique project in the country. BVG is a key player providing services in the emergency response services market. The company operates in Maharashtra and Jammu and Kashmir with a fleet of more than 1,400 ambulances and 30 bicycle ambulances as of June 30, 2021. BVG presented the first ambulance equipped with defibrillators, pressure monitoring equipment blood pressure, pulse oximetry and medical grade oxygen delivery systems and was also the first in India to provide ambulances to doctors. The company handled over 33.15 million calls (3.32 crore) and served nearly 7.56 million (75.6 lakh)[AK1] patient emergencies until June 30, 2021. BVG has assisted over 37,000 ambulance deliveries between February 2014 and June 2021. BVG’s licensed ambulances are certified by the Automotive Research Association of India (ARAI). In Maharashtra, BVG provides ambulances with world-class equipment and it is the only state in the country that has dedicated doctors for each ambulance. The company provides command center services through its in-house IT infrastructure. BVG is also the only company in India to offer value added services as part of their emergency medical response services, which include staffing healthcare professionals in their ambulances and providing periodic health screening facilities. grassroots to tribal communities in Maharashtra.

In Maharashtra, areas covered by BVG MEMS include Ahmednagar, Akola, Amravati, Aurangabad, Beed, Bhandara, Buldhana, Chandrapur, Dhule, Gadchiroli, Gondia, Hingoli, Jalgaon, Jalna, Kolhapur, Latur, Mumbai, Nagpur, Nanded, Nandurbar, Nashik, Osmanabad, Palghar, Parbhani, Pune, Raigad, Ratnagiri, Sangli, Satara, Sindhudurg, Solapur, Thane, Wardha, Washim and Yavatmal among others.

30 bicycle emergency medical first response vehicles with well-trained EMS personnel are deployed in the Mumbai areas and in the rural areas of Palghar, Gadchiroli, Amravati and Solapur. After receiving a call in control room 108, the nearest emergency medical responder and ambulance were dispatched. Bike Emergency Medical First Responder has four kits: trauma kit, medical kit and airway management kit and delivery kit. The medical kit contains all emergency medicines like adrenaline, atropine, frusemide, inhalers, etc., to take care of all medical emergencies like stroke, heart attack, asthma, etc. , antiseptic and analgesic sprays, etc. The airway kit contains AMBU bags to provide artificial ventilation for adult, pediatric and neonatal patients, oxygen cylinder, airway, suction machine that supports respiratory emergencies and unconscious patients. The delivery kit contains all the equipment such as gloves, gowns, scissors for cutting the umbilical cord, cord pliers, etc., with which emergency delivery can be carried out at home.

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As Out-of-Town Group Court Metra, County Officials Navigate Management Privatization Option | Local news https://howstrategies.com/as-out-of-town-group-court-metra-county-officials-navigate-management-privatization-option-local-news/ Sat, 08 Jan 2022 13:30:00 +0000 https://howstrategies.com/as-out-of-town-group-court-metra-county-officials-navigate-management-privatization-option-local-news/

Rep. Don Jones, HD46-Billing

Pitman doesn’t deny that the incident happened, but he said the way he was characterized was wrong. It was never directed as a threat or intended to intimidate, he said. On the contrary, Pitman said he argues that if Metra’s current system does not work, the county will consider other options, such as privatization.

With news of the incident reaching Ostlund, he invited Metra management and staff to attend the next Commissioners’ discussion meeting on August 9, where he referred to Pitman’s comments.

During the meeting, Ostlund expressed frustration that Metra staff were intimidated by threats of harassment and asked Pitman if he was considering privatization. Pitman told Ostlund he wasn’t.

Jones said the moment had caught him off guard; it was not on the agenda, he said.

At this point Jones decided he needed to explore the possibility of privatizing. In late summer, he made two trips to Casper, Wyoming, and Nampa, Idaho, to see their facilities, both state-owned but privately-run.

“No one knew I was going over there,” Jones said.

He wanted someone with him who knew MetraPark, so he reached out to Rick Reed, former president and current member of the MetraPark advisory board. The two saw operations at both sites and Jones remained in awe of what the privatization could do.

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Kansas Governor to Help Facilities Affected by COVID Outbreak | Health https://howstrategies.com/kansas-governor-to-help-facilities-affected-by-covid-outbreak-health/ Thu, 06 Jan 2022 23:37:30 +0000 https://howstrategies.com/kansas-governor-to-help-facilities-affected-by-covid-outbreak-health/

As for the latest statement, Kelly said, “Extending it until the end of March will get us through this push.”

Kelly also said there was reason for optimism: While Kansas has seen a record number of new cases, it hasn’t seen such a big spike in hospitalizations or deaths.

Yet the warnings from Kansas hospitals have grown increasingly severe.

Jacobsen said that when half of the Kansas City area hospitals turn patients away because of high volumes, ambulances take patients to full hospitals anyway because there is no choice.

He said the system hits that point almost every day, adding that even hospitals that don’t turn away patients are warning they don’t have beds or their CT scanners aren’t available.

“It’s exhausting and it leads to burnout and it’s a mess,” he said.

The University of Kansas Hospital in Kansas City, Kansas, treats 133 COVID-19 patients, has 750 employees due to COVID-19 and had to cancel half of its scheduled operations on Wednesday.

“These are people who need surgery,” said Chief Medical Officer Dr Steve Stites. “It’s not like it’s elective cases that somebody just wants to do, you know, a tummy tuck.”

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After Beauty and Beast of Storm, UVA returns to normal operations https://howstrategies.com/after-beauty-and-beast-of-storm-uva-returns-to-normal-operations/ Tue, 04 Jan 2022 22:58:52 +0000 https://howstrategies.com/after-beauty-and-beast-of-storm-uva-returns-to-normal-operations/

Approximately 250 facilities management employees participated in the cleanup and salvage efforts.

“Our full snow plan typically calls for around 275 employees for a major winter weather event, but vacation and travel issues have subsided a bit this week,” Zumbrunn said.

The University’s snow plan includes the clearing of 157 acres of roads and parking lots, as well as about 34 miles of sidewalks, including 6 miles of sidewalks, stairs, and yards that must be shoveled by hand because the equipment cannot access it.

Zumbrunn said the snow plan was complicated because the snowstorm occurred immediately after a long vacation break. There was a late notification of the storm, which quickly escalated with heavy, heavy snow and significant wind gusts.

Trees on the grounds suffered extensive damage, resulting in blocked streets and power outages on the grounds and in employee residences.

“At different times, large areas of Grounds experienced prolonged power outages, particularly in areas of North Grounds,” Zumbrunn said. “The low temperatures Monday evening made surfaces extremely slippery Tuesday morning, as ice melting products lose their effectiveness once temperatures drop in the teenage years.”

As a result, the University changed its operational plans for Monday and Tuesday before returning to normal on Wednesday.

To ensure students could warm up and charge their electronics during power outages, Newcomb Hall was open 9 a.m. to 5 p.m. Monday and Tuesday. The Clemons library was open from noon to 6 p.m. The North Grounds Recreation Facility was open from 10 a.m. to 6 p.m., allowing students to exercise and shower. Student health and counseling services and psychological services continued in a remote format.

On Monday, UVA announced that classes for the January term will not meet in person and that faculty will be holding their classes online or postponing them. Zumbrunn said the move to online education has reduced the number of students on Grounds and made cleanup a bit easier.

University Parking and Transportation also implemented its inclement weather plan, which included temporary consolidation of modified bus routes and other services.

“Facilities management is responsible for cleaning the parking lots, but we are working closely with them on changed routes and parking restrictions,” said Rebecca White, Director of Parking and Transportation. “The approach consists of concentrating the car parks inside the car parks, thus allowing the management of the facilities to distribute their people and equipment more efficiently and to position the system for a more successful return to normal. “

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John Campos obituary (2022) – Whittier, CA https://howstrategies.com/john-campos-obituary-2022-whittier-ca/ Sun, 02 Jan 2022 22:30:43 +0000 https://howstrategies.com/john-campos-obituary-2022-whittier-ca/ July 19, 1936 – December 21, 2021 John Campos was born in East Los Angeles on July 19, 1936, the son of Juan Campos and Guadalupe Montes. He was the youngest of four children, raised mainly by his mother, his father having died when he was still a very young child. John’s uncle, Daniel Montes, was a nurturing father figure, teaching John how to work hard and smart for success in his life. Still working hard to provide for his family, John has developed skills and knowledge in maintenance, operations, management and leadership. After graduating from Roosevelt High School, he pursued further education at East LA College and Cal State Long Beach to prepare for his career advancement. His professional life included positions of increasing responsibility at Lusk Corporation, May Company in Whittier, Hunt-Wesson Foods and finally Montebello Unified School District where he rose through the ranks to the position of Director of Maintenance, Operations and Management. installations. He retired from MUSD in 2001 at the age of sixty-five. For relaxation and recreation, John enjoyed the outdoors and camping. The annual weeklong camping trips to Kings Canyon were a favorite family tradition. He often said that his favorite places to relax had three things in common: trees, water and land! During his retirement, John enjoyed working on home maintenance projects, helping his family with their home improvement projects, and using his talents in service to his church. He was an active member of the Whittier Presbyterian Church from 1990 to 2008, and of the East Whittier Presbyterian Church from 2008 until his death. John had a servant’s heart! He was passionate about helping people in need. Each month, he joined other church members in serving meals to residents of Whittier First Day, a homeless shelter and resource center. His Bible contains lists of people for whom he prayed daily. He was a mighty prayer warrior! John loved his family deeply. With his marriage to Dolores, he welcomed his children John, Debbie, Gerald, Manuel and Christy. In 1990, John and Becky got married and John kissed his sons, Mike and Andy. John is survived by his wife of 31 years, Becky Romero Campos; her children, John Campos (Crystal), Debbie Martinez (Art), Gerald Campos, Manuel Campos (Teri), Christy Ramirez (Gus), Mike Morales and Andy Morales (Lindsay); twenty-two grandchildren; seventeen great-grandchildren; her sisters, Lillian Martinez and Rose Sarabia; his former wife, Dolores Armenta; brothers-in-law Rudy Romero (Sandy) and Ralph Romero (Margaurete); as well as several cousins, nephews, nieces and friends. John was predeceased by his parents and his brother, Gilbert Montes. Services in honor of John’s life will take place on January 10, 2022 at Rose Hills Memorial Park. Charitable donations in memory of John can be made to the East Whittier Presbyterian Church, https://www.ewpc.org/; and / or Whittier First Day, https://www.whittierfirstday.org/ Rose Hills Memorial Park and Mortuaries https://www.rosehills.com 562-699-0921

Posted by San Gabriel Valley Tribune on January 2, 2022.

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]]> Safer facilities help reduce risk https://howstrategies.com/safer-facilities-help-reduce-risk/ Sat, 01 Jan 2022 06:06:33 +0000 https://howstrategies.com/safer-facilities-help-reduce-risk/

Take 5 for Safety is a monthly article designed to give equipment and event rental stores the information they need to run a five-minute safety meeting on a particular topic. Below are the talking points for this month’s meeting. The Take 5 for Safety sign-up sheet can be downloaded below. This can be used to take attendance during the meeting.

Introduction: When it comes to keeping your business safe for customers, the key words are vigilance and immediacy. If the corporate culture is safety first, customers will be at less risk of injury and, therefore, expose the company to less risk of legal action. Employees who notice and react to problems as they arise keep everyone safe.

Here are some safety tips to consider: When displaying or storing tools with sharp edges, the cutting surface should be away from the aisle so that passing customers do not get cut.. Keep sharp tools out of the reach of children.

Exhibition halls must be safe for children. Children have a natural curiosity, which can lead to minor and major injuries if equipment is not stored properly.

Periodically inspect your store at eye level, remembering that some people are shorter or taller than you. Explore your business as a customer – view articles from all angles. Is there anything sticking out that could have hit you in the eyes or in the face? For example, stakes and pegboards that hold merchandise should be just long enough to hold the equipment and away from eye level.

Stack shelves and items correctly. Stack heavier items on lower shelves and place lighter goods higher. Also consider how high the items are stacked and whether this could present the danger of knocking down customers.

Secure display hardware to prevent tipping. Some pieces of equipment, such as compaction equipment, are very heavy. Secure them to a stationary object to prevent them from tipping over.

Bad weather brings dangers inside and out. Immediately remove snow and ice from driveways and parking lots. Use mats, wipe clean, and post “wet floor” signs to prevent slips, trips and falls.

It is essential to have clear and visible signage from the parking lot indicating to people where to pick up and drop off equipment. Statistics show that many crashes occur while saving. Reduce the need to back up to minimize the risk of employees and customers backing up into other vehicles, equipment or people.


  • Think about the entrances to your business in different weather conditions and list ways to make them safer.
  • Make separate lists of sharp objects, heavy objects, and objects that could easily tip over. Discuss how they are currently displayed and if any changes need to be made.
  • View or browse your work area – identify trip hazards and ways to rectify the situation.
  • Discuss signage – inside and out. Is the lettering large enough to be read from a distance and in a simple font? Are the instructions clear? Discuss the changes.
  • Think about traffic, inside and out. Can a customer performing equipment injure an incoming customer? Do customers have to save their vehicles in the yard? Brainstorm ways to improve traffic flow.
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SilverCrest draws additional US $ 30 million on its US $ 120 million credit facility https://howstrategies.com/silvercrest-draws-additional-us-30-million-on-its-us-120-million-credit-facility/ Thu, 30 Dec 2021 14:30:00 +0000 https://howstrategies.com/silvercrest-draws-additional-us-30-million-on-its-us-120-million-credit-facility/

TSX: SIL | American NYSE: SILV

VANCOUVER, BC, December 30, 2021 / PRNewswire / – SilverCrest Metals Inc. (“SilverCrest” or the “Company”) is pleased to announce that, as scheduled, the Company’s Canadian subsidiary has completed the third scheduled draw of $ 30 million on his announcement previously $ 120 million Project finance facility (“Credit Facility”) with a subsidiary of RK Mine Finance (see press release from January 4, 2021). This drawing brings the total amount of debt accessed to date to $ 90 million. The additional funds will be used for the continued construction of the Company’s Las Chispas Project (“Las Chispas” or “Project”) located at Sonora, Mexico, with a completion target in the second quarter of 2022.

Logo of SilverCrest Metals Inc. (CNW Group / SilverCrest Metals Inc.)

In order to limit risk and improve flexibility, SilverCrest has now used 75% of the credit facility, in accordance with the agreed drawdown schedule. By making this direct debit, the balance $ 30 million will remain available to the Company via August 31, 2022, during the ramp-up planned for the second half of 2022 at Las Chispas. Construction of the project is on schedule and in line with the previously disclosed capital cost estimate of US $ 137.7 million (see press release from February 2, 2021). The Company still plans to reach the previously disclosed and completed 80% of construction by the end of 2021 with full power available for the facilities by the second quarter of 2022. To date, there has been no construction delay due to the ongoing COVID-19 pandemic.

Like a December 30, 2021, the Company has cash and cash equivalents of approximately 178 million US dollars and $ 30 million remaining under its credit facility.

SilverCrest is a Canadian precious metals exploration and development company headquartered in Vancouver, BC, which focuses on new discoveries, value-added acquisitions and targeting production in from Mexico historic districts of precious metals. The Company’s top priority is the historic high-grade mining district of Las Chispas in Sonora, Mexico, where she completed a feasibility study on the Las Chispas project and is proceeding with the construction of the mine. The start of production at the Las Chispas mine is scheduled for mid-2022. SilverCrest is the first company to successfully test drill on the historic Las Chispas property, resulting in numerous discoveries of high grade precious metals. The Company is led by a management team with proven track record in all aspects of the precious metals mining industry, including delivering projects through discovery, financing, build on time and on budget, and production.

This press release contains “forward-looking statements” and “forward-looking information” (collectively “forward-looking statements”) within the meaning of Canadian law and United States securities legislation. These include, but are not limited to, statements regarding: the strategic plans, timing and expectations for the Company’s construction and exploration programs at the Las Chispas project and the start of production at the Las Mine. Chispas by mid-2022. These forward-looking statements or information are based on a number of assumptions, which may prove to be inaccurate. Assumptions have been made regarding, among others: the impact of the COVID-19 pandemic; reliability of mineralization estimates, operating and development costs, general economic and financial market conditions; availability of skilled labor; the timing and amount of expenditure related to rehabilitation and drilling programs; and the effects of regulation by government agencies. Actual results could differ materially from those anticipated in these forward-looking statements due to risk factors, including: uncertainty as to the impact and duration of the COVID-19 pandemic; the timing and content of the work programs; the results of exploration activities; interpretation of drilling results and other geological data; the receipt, maintenance and security of mining permits and titles; environmental and other regulatory risks; project cost overruns or unforeseen costs and expenses; and general market and industry conditions. Forward-looking statements are based on the expectations and opinions of the management of the Company on the date the statements are made. Assumptions used in preparing these statements, while believed to be reasonable at the time of preparation, may prove to be imprecise and, as such, readers are cautioned not to place undue reliance on these forward-looking statements, which do not are valid only on the date on which the declarations were made. The Company assumes no obligation to update or revise any forward-looking statements included in this press release if such beliefs, estimates and opinions or other circumstances change, except as applicable law requires otherwise.

NOT. Eric Proud, CPG, ing.
Chief executive officer
SilverCrest Metals inc.



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SOURCE SilverCrest Metals Inc.

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Aramark acquires Wilson Vale in the UK https://howstrategies.com/aramark-acquires-wilson-vale-in-the-uk/ Tue, 28 Dec 2021 18:40:29 +0000 https://howstrategies.com/aramark-acquires-wilson-vale-in-the-uk/

PHILADELPHIA – Aramark (NYSE: ARMK), a global leader in food and facilities management and uniforms, today announced the acquisition of independent catering company Wilson Vale in the UK. Wilson Vale joins Aramark UK business, part of Aramark’s Northern Europe operations, as a key driver of growth and high quality service delivery to small customers commercial and industrial (B&I) and independent schools.

Co-founded and led by established industry leaders Andrew Wilson and Carolyne Vale, the independent caterer has long operated with seasonality, quality of ingredients and local sourcing at heart. Due to the strength of the brand alignment and a shared vision for growth, Wilson Vale will operate as a stand-alone brand within Aramark’s expanding UK portfolio. It will keep its current management team, employees, customers, suppliers and clients well served, thus ensuring the status quo.

“Aramark is delighted to acquire 100% of the Wilson Vale business in the UK,” said Helen Milligan-Smith, Managing Director of Aramark UK. “This genuine, well-run, high-quality business fits perfectly with Aramark’s culture, values ​​and ambition for growth here.”

“This is an extremely rare opportunity to be part of a big family where the values ​​and principles of our company can be fully preserved,” said Andrew Wilson, co-founder and CEO of Wilson Vale. “Without a doubt, one of the coolest things over the past two decades has been the way our people have evolved and, in turn, how they have evolved the services we provide to our customers. These have always been the most important things to us, and will continue to be so as we embark on the next generation of growth with the benefit and support of Aramark ownership.

About Aramark

Aramark (NYSE: ARMK) is proud to serve the world’s leading educational institutions, Fortune 500 companies, world champion sports teams, leading healthcare providers, iconic destinations and cultural attractions, as well as many municipalities in 19 countries around the world with uniform food, facilities and services. Because our culture is rooted in service, our employees strive to do great things for each other, our partners, our communities and our planet. Aramark was named to DiversityInc’s “50 Best Companies for Diversity” list, Forbes list of “America’s Best Diversity Employers”, Human Rights Campaign’s “Best Place to Work for LGBTQ Equality” Foundation and obtained 100% on the Disability Equality Index. . Learn more at www.aramark.com and connect with us on Facebook, Twitter, and LinkedIn.

Forward-looking statements

This press release contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. These statements reflect our current expectations about future events based on certain assumptions and include any statement that does not relate directly to a historical event or current fact. In this press release, these statements include, but are not limited to, statements relating to our growth strategy and future business development opportunities. In some cases, forward-looking statements may be identified by words such as “outlook”, “objective”, “anticipate”, “are or remain or continue to be confident”, “have confidence”, “estimate”, “s ‘wait’, ‘will’, ‘will continue’, ‘will likely result’, ‘project’, ‘intention’, ‘plan’, ‘believe’, ‘see’, ‘look at’ and other words and terms of similar meaning or the negative versions of these words. These forward-looking statements are subject to risks and uncertainties which may change at any time, and actual results may differ materially from what we expected. Some of these risks and uncertainties are set out under the headings Section 1A “Risk Factors” and other sections of our Annual Report on Form 10-K, filed with the SEC on November 23, 2021, as these factors may be disclosed. day from time to time. in our other periodic documents with the SEC, which are available on the SEC’s website at www.sec.gov and which can be obtained by contacting Aramark’s Investor Relations department through its website at www.aramark.com. These factors should not be construed as exhaustive and should be read in conjunction with the other caveats included herein and in our other filings with the SEC. Due to these risks and uncertainties, readers are cautioned not to place undue reliance on any forward-looking statements included herein or that may be made elsewhere from time to time by or on our behalf. Forward-looking statements speak only as of the date they are posted. We assume no obligation to update or publicly review any forward-looking statement, whether as a result of new information, future developments, changes in our expectations or otherwise, except as required by law.

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The decommissioning work of the building paves the way for demolition at Y-12 https://howstrategies.com/the-decommissioning-work-of-the-building-paves-the-way-for-demolition-at-y-12/ Mon, 27 Dec 2021 02:08:19 +0000 https://howstrategies.com/the-decommissioning-work-of-the-building-paves-the-way-for-demolition-at-y-12/

US Department of Energy’s Office of Environmental Management Moves Forward with Large-Scale Deactivation of Unused and Deteriorating National Security Complex Y-12 Facility After Workers Successfully isolate potentially dangerous energy sources inside the building.

“Reaching this phase is an important milestone that allows deactivation crews to enter the building safely and begin preparing this large excess contaminated facility for eventual demolition,” said Brian Henry, Federal Project Director of the Y-12 wallet for EM, about the Beta -1 installation.

The project is part of EM’s broader efforts to treat and dispose of numerous excess contaminated facilities at Y-12 and the Oak Ridge National Laboratory to eliminate potential hazards and environmental risks, according to a press release. . Together, these sites contain the largest inventory of high-risk buildings in the DOE.

A street view of Beta-1.  The facility was built in 1944 to perform uranium enrichment during the Manhattan Project.

The 210,000 square foot multi-level Beta-1 facility was one of nine uranium enrichment facilities built at Y-12 during the Manhattan Project. It was decommissioned in 1947 but continued to support research and development operations for many years.

Workers also isolated potentially dangerous energy sources – a crucial step before the large-scale deactivation known as the “cold and dark” stage – in three other vacant 1940s buildings at Y-12 to prepare them. to deactivation and demolition, including Alpha-2. , the former steam plant and the former criticality experimentation laboratory.