Latest news with #ARG
Los Angeles Times
6 days ago
- General
- Los Angeles Times
This national landmark had to move because of a landslide. Inside what's next for Wayfarers chapel
A year ago, one of the Los Angeles region's most beloved buildings was busy being dismantled, stone by stone, beam by beam. The Wayfarers Chapel, also informally known as the 'tree chapel' or 'glass church,' had since 1951 stood serenely on a lightly forested bluff in Rancho Palos Verdes, overlooking the waters of Abalone Cove. Designed for the nature-loving Swedenborgian Church by Lloyd Wright, the talented son of Frank Lloyd Wright, the building seemed to disappear into the redwood grove that surrounded it, thanks to its glass walls and ceiling, craggy Palos Verdes stone walls and laminated timber frame, which formed circles and squares symbolizing, among other things, the primal elements, the oneness of God and the unity of all life. No wonder it was the chosen site for 800 weddings a year. But the eerily shifting lands of the Portuguese Bend landslide — which also prompted the 2024 evacuation and loss of dozens of homes in the area — presented an existential threat to the chapel, and last May the church made the painful decision to take down what had just months before been named a national historic landmark, put its parts in storage and try to find a new home. 'We had no idea if we'd be rebuilding in one year or five,' said Katie Horak, a principal at the Los Angeles office of Architectural Resources Group, or ARG, which, with Gardena-based K.C. Restoration, led the dismantling. 'We just knew we had to save what we could.' Now a new site has been identified, although not yet secured. Over the weekend, Wayfarers Chapel's website began showcasing renderings, produced by ARG and landscape architects Agency Artifact. They showed the chapel, perched on an ocean-hugging hilltop a little more than a mile from its original location. The 4.9-acre parcel, which also houses a World War II-era bunker, is a former military installation called Battery Barnes, owned by the U.S. Coast Guard. It's a few hundred feet southwest of Rancho Palos Verdes City Hall. Rancho Palos Verdes City Manager Ara Mihranian confirmed that the city, which owns most of the land encircling the potential chapel site, was strongly supportive of Wayfarers moving to the proposed location. 'Wayfarers is one of our iconic symbols. It's been here longer than the city was incorporated. It's part of our landscape, our cultural DNA,' he said. Mihranian confirmed that the Coast Guard had begun the process of divesting the land to the city, which would then lease or sell it to the church. (Mihranian said the city would prefer to lease the land, but the church has said it would prefer to buy it, or swap it for its previous site.) The divestiture process could take a year or two, maybe more, said Mihranian, who noted that the chapel and the city recently submitted a letter to U.S. Congressman Ted Lieu, whose 36th District includes the site, to help expedite the process. 'It's not a done deal yet,' added Robert Carr, Wayfarers Chapel's administrative director. 'But we're closer than we've ever been. There's goodwill all around. We just have to make it happen.' Carr added that the site, abutting the Alta Vicente nature preserve, would be an ideal fit for the church. Geological surveys show no shifting land underneath, and in many ways it's similar to the original location. 'It's a high hilltop with a steep slope that has views a quarter mile away of the cliffs and the points and the bays,' Carr said. Horak added that it also works well from a preservation standpoint: 'It's close to the original location, shares the same coastal breeze, orientation and microclimate. That's critical for the sensitive materials we salvaged. The light, the view, even the way the wind moves across the hill — it's as if it was meant to be.' Carr said rebuilding would likely take place in stages, starting with the chapel, followed by a new bell tower, meeting hall (lost to a landslide in the 1980s), stone colonnade and facilities like a café and museum, which could be installed inside the site's former bunker, Carr said. The city and chapel have discussed a community hall that could be used for city events during the week and wedding receptions on the weekend. Fundraising, Carr said, has just started, but the chapel hopes to raise around $10 million by summer 2026 for the chapel. The group eventually wants to raise about $30 million for the entire project. Both figures, he said, could change as a design emerges. ARG and Agency Artifact created schematic designs for the chapel in its new location; the project's final design team has not been chosen. Putting the chapel back together in a way that preserves its integrity, Horak said, will be no easy task, no matter who works on it. Her team was able to save many of the building's component parts, like the wood building frame, steel window frames, stone walls and many of the roof tiles. It was also able to take a digital scan of the original building. But the glass will have to be new, as will the bell tower, which couldn't be saved (although its bells were). The chapel will need new seismic strengthening, and trees and landscaping will need to be planted along its periphery. But compared to what Horak described as the 'adrenaline-fueled' disassembly, which couldn't employ cranes or scaffolding due to the shifting earth, the process will be less stressful. 'At least we can use heavy equipment,' she said with a laugh. A museum at the new site could showcase, among many other things, Lloyd Wright's work on the chapel, Carr said. That would be a triumph for the architect, who designed important buildings in Los Angeles but never gained the recognition many think he deserved. One case in point: His astounding, X-shaped Moore House in nearby Palos Verdes Estates was unceremoniously demolished by its owners in 2012. 'Very few people can actually point to his work,' said Adrian Scott Fine, president and chief executive of the Los Angeles Conservancy. As for the chapel's design, he said: 'There's nothing else like it. This is a place that people would go to almost like a pilgrimage.' Rev. James Lawrence, president of the Swedenborgian Church of North America, added that the crystalline Wayfarers had become the church's most prominent symbol. Several cities around the country, he said, had offered to house the reconstruction. 'We had a national cathedral in Washington, but Wayfarers became the national cathedral psychologically. There's something aesthetic and symbolic and powerful about the chapel that has made it such a well-known place around the planet.'
Cision Canada
21-05-2025
- Business
- Cision Canada
Rival Group and Angus Reid Group Merge to Create Canada's Largest Independent Research Company
New $60-million entity combines Canadian ownership, cutting-edge technology, and research excellence to lead North America's insights industry VANCOUVER, BC, May 21, 2025 /CNW/ -- In a major milestone for the North American market research sector, Rival Group and Angus Reid Group (ARG) are merging to form the largest Canadian-owned independent market research company, with projected annual revenues exceeding $60 million and operations across five major cities in Canada and the United States. ARG is joining Rival Technologies and Reach3 Insights, which will operate as independent brands under the Rival Group umbrella. This move creates a visionary North American research powerhouse that uniquely brings together three critical pillars of the modern research value chain — proprietary technology, high-quality research panels, and expert consulting — in one integrated group. At a time when businesses face rising uncertainty and tighter decision cycles, Rival Group is designed to deliver faster, clearer insights with greater value. Each operating company retains its unique focus and gains access to shared corporate services, enabling them to scale faster and deliver stronger outcomes for our clients. "With ARG joining Rival Group, we're building an organization that not only understands what Canadians think, but has the tools to ask, listen, and respond faster and better than anyone else in the market," said Dr. Angus Reid, who will take a strategic leadership role on the board of Rival Group. "While many in the industry are scaling back, we're scaling up by delivering a new kind of research company: one that owns the tools, the data, and the expertise to keep clients ahead of the curve." "By owning our technology, our panels, and our consultancy, we're uniquely positioned to offer clients a fully integrated experience ranging from agile data collection to high-impact strategic guidance," said Jennifer Reid, Co-CEO of Rival Group with responsibility for Research, Consulting and Panels. "With complete control of the process and a unified team behind it, we can deliver sharper insights with more speed, consistency and accountability than anyone else in the research space." "Rival Technologies has been growing at over 40% year-over-year, driven by rapid advancements in AI and the introduction of intelligent agents into our platform," said Andrew Reid, Co-CEO of Rival Group with responsibility for Rival Technologies. "This merger sets the stage for powerful new offerings that directly connect our conversational technology to the Angus Reid market panels, and ensure that AI is the driving force in our company going forward." A success story of Canadian innovation With headquarters in Vancouver, majority Canadian ownership, and all-organic growth since 2018, the new Rival Group reflects a rare growth story: one of Canadian-led consolidation in a globalized industry. The merged business will also have offices in Toronto, New York, Chicago, San Francisco and Los Angeles. The combined company supports more than 500 clients, including top-tier firms in consumer goods, technology, financial services, health and public affairs. This merger unites: Growth with purpose Closing May 30, the merger is a growth initiative, not a consolidation play. All three operating companies have demonstrated strong momentum in 2025, and the merger is designed to amplify that success, with no staff reductions or structural changes. Over the next 24 months, Rival Group will focus on expanding its U.S. panel presence, deepening AI-enabled insights, and establishing a London office to further accelerate global capabilities. Interviews are available upon request, and media b-roll is available here. About Rival Group Rival Group is Canada's largest independent research company. Headquartered in Vancouver with offices across North America, Rival Group uniquely combines proprietary research technology, certified panels, and expert consultancy. The company delivers faster, more authentic and actionable insights to over 500 clients across industries including technology, finance, consumer goods, media & entertainment, health and public affairs by redefining how organizations connect with people. Two of its operating companies, Rival Technologies and Reach3 Insights, earned spots on Greenbook's 2024 GRIT Top 10 Most Innovative Suppliers list after making the Top 50 list five years in a row.
Yahoo
01-05-2025
- Business
- Yahoo
Top Marine calls for affordable, lethal and autonomous systems
The Marine Corps' highest-ranking officer continues to emphasize the service's key mission in crisis response through its expeditionary units, while asking industry to give the Corps affordable and autonomous ways to modernize the force. Marine Corps Commandant Eric Smith told the audience at the annual Modern Day Marine exposition Thursday that the force design decisions made over the past six years have put new capabilities in the hands of crucial formations, such as the Marine Expeditionary Unit, or MEU. 'This is about more than ships, it's about deterrence and denial,' Smith said. 'That is why the 3.0 [Amphibious Ready Group] MEU matters, it gives our leaders options.' A 3.0 presence means a three-ship ARG-MEU, each deployed out of the East Coast, one out of the West Coast and a third on episodic deployments out of Okinawa, Japan. Top Marine's deployment plans face familiar wrinkle: Inert Navy ships An ARG includes an assault ship, a landing ship with helicopter platform and a dock landing ship. The MEU contains a battalion landing team, ground combat element, aviation combat element and combat logistics element to form a Marine Air Ground Task Force, or MAGTF. To achieve that, the Corps needs 31 amphibious ships at a readiness level of 80%. Demand is higher from combatant commands, Smith said. The demand is more than five ARG MEUs, the most requested asset behind the Carrier Strike Group. Readiness levels hover at around 50%, Smith said in early April at the Navy League's annual Sea-Air-Space Exposition. That's because following two decades of land-based wars in Iraq and Afghanistan, the Corps had largely not maintained its fleet. Money for maintenance and shipbuilding went to those wars instead. And Smith wants more capabilities for those MEUs as the service battles an amphibious ship shortage. 'What I need is affordable, lethal, autonomous, light and I can fund at budget time,' Smith said. Some of those new developments include the Marine Air Defense Integrated System, or MADIS, and its lighter version, the L-MADIS. The system still needs more autonomous solutions to get after a major threat – drone swarms. 'The big thing that really keeps me up at night is swarms,' Col. Andrew Konicki, head of ground-based air defense for Marine Corps Systems Command, said Wednesday. Striking those threats from aboard ship or on shore is vital to keeping Marines alive. 'That is how we're going to say ahead of the adversary, with autonomy,' Smith said. Thirteen of 21 Light Marine Air Defense Integrated Systems, or L-MADIS, have been fielded over the past three years. That light system was fielded to the 3rd Littoral Anti-Air Battalion, 3rd Marine Littoral Regiment in 2024. It handles group I and II drone threats. Marine Expeditionary Units have used the system when crossing various maritime chokepoints, and it has proved effective in the maritime environment, despite the system being built mainly as a ground-based air defense system, Konicki said. Seven more of the larger MADIS system will be fielded by September, bringing the Corps total to 20, with full fielding expected by 2033. That's for air defense. For a more offensive approach, the Corps expects to receive four-dozen mobile fires platforms, dubbed the Navy-Marine Expeditionary Ship Interdiction System, or NMESIS. The NMESIS is made up of a Naval Strike Missile mounted on a Joint Light Tactical Vehicle platform with semi-autonomous and autonomous capabilities to launch remotely. The 3rd Marine Littoral Regiment, a newly created unit for fighting in the littorals, or waters near land, received the first six NMESIS in November. The Hawaii-based unit formed in 2021. The service then established the 12th MLR on Okinawa, Japan, with plans for a third rotational MLR on Guam. Six of the NMESIS systems are set to field with 12th MLR beginning March 2026. All these moves and the push for new, better equipment have a singular aim, he said. 'Modernization with a clear purpose – to keep Marines lethal and survivable,' Smith said.
Indian Express
28-04-2025
- Health
- Indian Express
Opinion India banning use of specific antibiotics in production of meat, poultry and milk products is a welcome move
In a landmark decision aimed to address the growing concern around antimicrobial resistance (AMR) and transference of antibiotic resistance genes (ARG) from animal to human microbiota, the Food Safety and Standards Authority of India (FSSAI) banned the use of specific antibiotics in the production of meat, meat products, milk, milk products, poultry, eggs, and aquaculture from April 1. This follows India's commitment to the Muscat Ministerial Manifesto on AMR in November 2022 where two key decisions were taken: Reducing the total amount of antimicrobials used in agrifood systems by at least 30 per cent to 50 per cent by 2030 and preserving critically important antimicrobials for human medicine and ending the use of medically important antimicrobials for growth promotion in animals. How do antibiotics act as growth promoters and why is this a problem? Antimicrobial growth promoters (AMGPs) disrupt the microbial balance in the gut by suppressing harmful bacteria, allowing the animals to absorb more nutrients from their food, leading to fattening and feed efficiency. Specific bacteria that may hinder nutrient absorption are targeted to reduce gut inflammation and create a more favourable environment for beneficial bacteria. In doing so, AMGPs create selective pressure that may favour resistant strains to emerge within the bacterial population. The growth-promoting effect of antibiotics was recognised in the 1940s. The United States Food and Drug Administration (USFDA) approved AMGPs without veterinary prescription in 1951, and other large livestock-producing countries followed. At the other end of the spectrum, Sweden banned the use of AMGPs in 1986. The avoparcin story is a case in point. Avoparcin and vancomycin are both glycopeptide antibiotics and kill bacteria in the intestines. Denmark had a human population of 5.2 million in 1994 and consumed 24 kg of active vancomycin, in contrast to 24,000 kg of active avoparcin for swine and broilers. Austria imported an average of 582 kg of vancomycin for medical purposes between 1992 and 1996, compared to 62,642 kg of avoparcin for animal husbandry. Denmark was the first country to ban its use in 1995 due to concerns about the emergence of antibiotic vancomycin-resistant enterococci (VRE). During the 1960s, productivity-oriented policies across nation-states and the integration of feed, animal, and food companies led to the emergence of intensive and antibiotic-dependent high-volume livestock production as a global norm. Antimicrobial consumption for animals in the BRICS countries was expected to nearly double between 2010 and 2030, while their human populations were expected to grow by about a fifth over the same period. By 2010, India was the fourth-highest consumer of global antimicrobial consumption in food animal production after China, the USA, and Brazil. The recent Economic Survey reported that the livestock sector in India – dairy, poultry meat, eggs, and fisheries – registered a compound annual growth rate (CAGR) of 7.9 per cent during 2014-15 to 2020-21 (at constant prices) and its contribution to total agriculture gross value added (GVA) at constant prices increased from 24.3 per cent in 2014-15 to 30.1 per cent in 2020-21. The Indian Network for Fishery and Animal Antimicrobial Resistance (INFAAR) has recently released the AMR surveillance trends for 2019-22. Staphylococcus aureus is responsible for several infections in humans; 91.3 per cent of S. aureus isolates in the aquaculture sector were resistant to penicillin, followed by erythromycin (36.1 per cent) and cefoxitin (16.4 per cent). Resistance to ciprofloxacin was high in freshwater fish isolates (54.8 per cent) while erythromycin resistance was 34.3 per cent in freshwater, 40.8 per cent in shrimp and 18.8 per cent in marine isolates. Isolates of poultry origin demonstrated high resistance to common antibiotics – ampicillin (58 per cent), cefotaxime (52 per cent) and tetracycline (50 per cent). Resistance was similarly high among porcine Escherichia coli isolates. While this ban is timely and more than welcome, the history of AMR in the livestock sector is one of overwhelming challenges since the politics and economics of 'cheap and reliable protein' tend to prevail over antimicrobial stewardship. The core imperative is to reduce the need for antimicrobials while still ensuring animal health and welfare, notwithstanding the possibility of some increased costs in the short run. Key measures include external biosecurity measures to prevent the introduction and spread of pathogens between farms, internal biosecurity measures within a farm, vaccinations, genetic selection, and measures to improve animal welfare, alternative measures to augment production including probiotics and prebiotics, bacteriophages, and organic acids and promotion of farming systems that require low antimicrobial use, such as organic production. AMGPs cannot compensate for inadequate animal husbandry or poor hygiene. Community engagement needs to be the cornerstone strategy to address the complex cultural, political, and economic drivers of intensive and backyard production and distribution systems. Narrow reforms per se have limited chances of success, and it is critical to involve the community before planning, during implementation, and after implementation.
Malaysian Reserve
22-04-2025
- Business
- Malaysian Reserve
Thrive Aviation Expands Leadership Team as the Fleet Continues to Grow
LAS VEGAS, April 22, 2025 /PRNewswire/ — Thrive Aviation, a leader in the private aviation industry, is pleased to announce the expansion of its leadership team with the addition of four key individuals who will support the company's continued growth. These new leaders bring a wealth of experience to the organization as Thrive Aviation continues to scale its fleet and services to meet growing demand in the aviation sector. Among the new leadership appointments, Andy Martens has joined Thrive Aviation as the Vice President of Flight Operations, Tami Beutel has been appointed as the Vice President of Flight Support, Luke O'Kane has been named the Director of Charter Sales, and Dawit Palmer has been named the Director of Fleet Maintenance. Together, these leaders bring diverse skills and expertise that will ensure Thrive Aviation maintains its commitment to operational excellence, customer satisfaction, and continued growth. Curtis Edenfield, CEO of Thrive Aviation states 'Thrive is experiencing exponential growth and the addition of these critical leaders will prepare us for that growth and is a testament to everything we've been building since 2018.' Andy Martens – Vice President of Flight Operations 'I am honored to join Thrive Aviation as the Vice President of Flight Operations,' said Andy Martens. 'I am excited to collaborate with the team, learn from their expertise, and contribute to the company's continued success.' A graduate of Embry-Riddle Aeronautical University, Andy Martens brings extensive experience across Part 91, 121, and 135 operations. Most recently, he served as the Director of Operations for Jet Access Aviation, where he managed a fleet of 31 aircraft, oversaw day-to-day air carrier operations, and worked closely with the Federal Aviation Administration (FAA) to ensure continuous regulatory compliance. His efforts led to the maintenance of the prestigious ARG/US Platinum certification, achieving IS-BAO Stage III, and expanding the Part 91 managed fleet. Martens' commitment to operational excellence and regulatory compliance has played an instrumental role in ensuring flights are executed to the highest standards, consistently exceeding client expectations. In his free time, Martens enjoys spending time with his family, coaching his kids' soccer team, and playing guitar. Tami Beutel – Vice President of Flight Support Tami Beutel, a seasoned aviation professional, has joined Thrive Aviation as Vice President of Flight Support. With nearly 30 years of experience in the aviation sector, Tami has built a career spanning military operations, aerial interdiction, client services, operations, and standardizations. Tami views her military service as both a means of personal and professional development, and it was during this time that her passion for aviation was ignited, fueling her career. Throughout her extensive background, Tami has developed a deep understanding of operational dynamics and has been instrumental in driving excellence in flight support operations. In addition to her aviation expertise, Tami is also a qualified helicopter pilot and an accomplished sailor. Her multifaceted skill set and leadership will contribute significantly to Thrive Aviation's growth. In her free time, Tami enjoys exploring the parks and lakes of Nevada, where she enjoys outdoor activities and relaxation. Luke O'Kane – Director of Charter Sales Luke O'Kane joins Thrive Aviation as the Director of Charter Sales, bringing over a decade of sales experience to the role. Luke's strengths lie in managing fleet efficiency, fostering interdepartmental collaboration, building client relationships, and transforming successful charter departments into highly efficient operations. Originally from New Jersey, Luke moved to California to pursue higher education, where he cultivated a passion for sales, which has since become a key component of his career. Luke's expertise in sales and relationship management led him to the dynamic aviation industry, where he has consistently delivered exceptional results. As the Director of Charter Sales at Thrive Aviation, Luke is excited to apply his experience to further elevate the company's charter services and expand its client base. In his free time, Luke enjoys traveling, spending time cooking, and exploring the outdoors. Dawit Palmer – Director of Fleet Maintenance Born and raised in Vienna, Austria, Dawit first came to the US in 2008 and completed a 4-year Bachelors' degree in Aeronautical Science / MX Management at LeTourneau University in Longview, TX. Since, graduating and moving to Dallas in 2012, Dawit has been active as an aviation professional in the DFW metroplex and worked for various Part 145 Repair Stations, and Part 135 Air Carriers. He has been in MX Management roles for the past 10 years, and served as the DOM for Trinity Jet, a top 135 Air Carrier in the DFW metroplex, for the past 6 years. Dawit is happy to have joined the Thrive team is and looking forward future growth and success with us. Rickey Oswald, COO of Thrive Aviation states 'I couldn't be more excited about the expansion of our leadership team and the future of Thrive; we're in a great position as a company. We have the planes and now we will have the right people to take us to the next level.' Oswald continues, 'The future is bright at Thrive Aviation!' Stay tuned for more announcements from Thrive Aviation as they continue to evolve and grow. Contact:Thrive Aviation Phone: 702.736.0077Email: hello@ About Thrive Aviation Thrive Aviation is a U.S. owned and globally operated curator of private aviation services, recognized as one of the Nation's Top 10 charter operators. Thrive's innovative aircraft and fleet management strategy has fueled its ability to provide bespoke asset management, superior service, and elevated flight experiences for its guests and parts around the world. With corporate headquarters in Henderson, Nevada's exclusive Green Valley Corporate Center, the operator serves the North American and global markets from its operational base in Las Vegas, NV. Thrive Aviation's owned/operated and managed fleets of light, super-mid, large cabin, and ultra-long-range aircraft have steadily emerged as some of the industry's most coveted aircraft.
