title: Rickey Medlocke

text: Rickey Medlocke was born Rickey Lynn Green on February 17, 1950, in Jacksonville, Florida. He was raised by his maternal grandparents. His grandfather, Paul "Shorty" Medlocke, was a bluegrass musician and taught his grandson to play a miniature banjo. Medlocke started performing onstage at age three, and his musical abilities increased over the years. He began teaching himself to play the guitar by age five and was playing drums in Shorty's band at age eight. Over the next several years Medlocke mastered the banjo, guitar, drums, mandolin, dobro and keyboards. He had a melodic singing voice and had taught himself to sing and play guitar at the same time. After graduating high school, Medlocke formed his first band, Fresh Garbage (inspired by the Spirit song), in which he was lead vocalist and drummer. That band soon changed its name to Hammer.


title: Rickey Medlocke

text: Medlocke recorded shortly with the 1970s era Lynyrd Skynyrd band as a session musician, occasionally playing drums or singing lead on a few songs for them in 1971: "One More Time", "Preacher's Daughter", "Lend a Helpin' Hand", "Wino", "White Dove", "Comin' Home", "The Seasons", "Ain't Too Proud to Pray", and "You Run Around". On occasion, Medlocke played alongside the band's original drummer Bob Burns but came to desire the energy of a guitarist at the front of the stage. This resulted in his 1972 decision to reform Blackfoot. The band began touring and producing hit songs that included "Train, Train", which was written by his grandfather, and "Highway Song", written by Rickey Medlocke and Blackfoot drummer Jakson Spires, along with songs written by others. He disbanded the group in the early 1990s.


title: Rickey Medlocke

text: For a while in the 1990s, Medlocke thought about pursuing other careers until he received a phone call in 1996 from Gary Rossington inviting him to rejoin Lynyrd Skynyrd as a lead guitarist and primary songwriter. Rossington asked Medlocke if he remembered how to play "Free Bird", "Tuesday's Gone", and "Workin' For MCA", among others. Medlocke rejoined Skynyrd and has been a member since. Occasionally, Medlocke will step away from Skynyrd briefly to join musicians like Blackberry Smoke and Shooter Jennings onstage. He joined "American Idol" finalist Bo Bice on stage for a rendition of "Sweet Home Alabama" when the top three finalists from season four returned home.


title: Holiday Inn

text: Holiday Inn is an American chain of hotels based in Atlanta, and a brand of IHG Hotels & Resorts. Founded as a U.S. motel chain, it has grown to be one of the world's largest hotel chains, with 1,173 active hotels and over 214,000 rentable rooms .


title: Holiday Inn

text: Kemmons Wilson, a resident of Memphis, Tennessee, was inspired to build a motel after being disappointed by the poor quality of roadside accommodations during a family road trip to Washington, D.C. During construction, the name "Holiday Inn" was coined by Wilson's architect Eddie Bluestein as a joking reference to the 1942 musical film "Holiday Inn". Their first hotel/motel opened in August 1952 as "Holiday Inn Hotel Courts" at 4941 Summer Avenue in Memphis, then the main highway (U.S. Hwy. 64/70/79) to Nashville. It was demolished in 1994.


title: Holiday Inn

text: Wilson partnered with Wallace E. Johnson to build additional motels on the roads entering Memphis. In 1953, three more Holiday Inns were built on U.S. 51 South, Highway 51 North, and U.S. 61.


title: Holiday Inn

text: By 1957 there were 30 Holiday Inns, and Wilson began marketing the chain as "Holiday Inn of America". There were 50 locations across the US by 1958, 100 by 1959, 500 by 1964, and 1000 in 1968.


title: Holiday Inn

text: In 1965, the chain launched Holidex, a centralized reservation system where a visitor to any Holiday Inn could obtain reservations, by teleprinter, for any other Holiday Inn location. Promoting itself as "your host from coast to coast", Holiday Inn added a call center after AT&T's introduction of 800 toll-free telephone number service in 1967. Holiday Inn opened their first campground, Trav-L-Park, in Angola, Indiana, in 1970.


title: Holiday Inn

text: Branded as "The Nation's Innkeeper", the chain put considerable financial pressure on traditional motels and hotels, setting the standard for competitors like Ramada Inn, Quality Inn, Howard Johnson's, and Best Western. By June 1972, with over 1,400 Holiday Inns worldwide, Wilson was featured on the cover of "Time" magazine and the franchise's motto became "The World's Innkeeper".


title: Holiday Inn

text: In the 1960s, Holiday Inn began franchising and opening campgrounds under the Holiday Inn Trav-L-Park brand. These recreational campgrounds were listed in the Holiday Inn directories.


title: Holiday Inn

text: In 1963, Holiday Inn signed a long-term deal with Gulf Oil Corporation where it agreed to accept Gulf credit cards to charge food and lodging at all of its American and Canadian hotels, in return for Gulf building service stations on many Holiday Inn properties, particularly near major U.S. and Interstate highways. The arrangement was copied by competing lodging chains and major oil companies during the mid-to-late 1960s, but fell out of favor following the 1973 oil crisis. The Gulf/Holiday Inn arrangement ended around 1982.


title: Holiday Inn

text: In 1971, the company constructed the Holiday Inn University and Conference Center, a teaching hotel for training new employees, in Olive Branch, Mississippi. In 1973, the company built the Olive Branch Airport north of the university as a home base for its corporate aircraft.


title: Holiday Inn

text: The company later branched into other enterprises, including Medi-Center nursing homes, Continental Trailways, Delta Queen, and Show-Biz, Inc., a television production company that specialized in syndicated country music shows. Wilson also developed the Orange Lake Resort and Country Club near Orlando and a chain called Wilson World Hotels. The company sold Trailways in 1979. As of 2014, Wilson's family still operates hotels as part of the Kemmons Wilson Companies of Memphis.


title: Holiday Inn

text: The "Great Sign" was the roadside sign used by Holiday Inn during its original era of expansion from the 1950s to 1970s. It was perhaps the company's most successful form of advertising. It was extremely large and eye-catching, but was expensive to construct and operate. The manufacturer of the sign was Balton & Sons Sign Company, and it was originally designed by sketch artists Gene Barber and Roland Alexander. Wilson wanted a prominent sign, desiring that it be at least 50 feet (15 m) high and visible in both directions. He also wanted a changeable marquee to welcome different groups. The original sign cost $13,000. It is said that the sign's colors were selected because they were favorites of Wilson's mother.


title: Holiday Inn

text: In 1982, following Wilson's departure, the Holiday Inn board of directors phased out the "Great Sign" in favor of a cheaper back-lit sign; Wilson considered it "the worst mistake they ever made". He loved the "Great Sign" so much that it was engraved on his tombstone, with the marquee reading "FOUNDER" and the arrow aimed at his name. The majority of the signs were scrapped but working examples are owned by the American Sign Museum in Cincinnati, Ohio and The Henry Ford Museum in Dearborn, Michigan, and with a private collector in Park Hills, Kentucky.


title: Holiday Inn

text: Although still a healthy company, changing business conditions and demographics saw Holiday Inn lose its market dominance in the 1980s. Holiday Inns, Inc. was renamed "Holiday Corporation" in 1985 to reflect the growth of the company's brands, including Harrah's Entertainment, Embassy Suites Hotels, Crowne Plaza, Homewood Suites, and Hampton Inn. In 1988, Holiday Corporation was purchased by UK-based Bass PLC (then owners of the Bass beer brand), followed by the remaining domestic Holiday Inn hotels in 1990, when founder Wilson sold his interest, after which the hotel group was known as "Holiday Inn Worldwide". The remainder of Holiday Corporation (including the Embassy Suites Hotels, Homewood Suites, and Hampton Inn brands) was spun off to shareholders as Promus Companies Incorporated. In 1990, Bass launched Holiday Inn Express, a complementary brand in the limited service segment.


title: Holiday Inn

text: In 1997, Bass created and launched a new hotel brand, Staybridge Suites by Holiday Inn, entering the North American upscale extended stay market. In March 1998, Bass acquired the InterContinental brand, expanding into the luxury hotel market. In 2000 Bass sold its brewing assets (and the rights to the Bass name) and changed its name to Six Continents PLC. InterContinental Hotels Group (IHG) was created in 2003 after Six Continents split into two daughter companies: Mitchells & Butlers PLC to handle restaurant assets, and IHG to focus on soft drinks and hotels, including the Holiday Inn brand.


title: Holiday Inn

text: The brand name "Holiday Inn" is now owned by IHG, which in turn licenses the name to franchisees and third parties who operate hotels under management agreements.


title: Holiday Inn

text: In 1999, the hotel that changed into the Nickelodeon Suites Resort Orlando in 2005, opened, called "Holiday Inn".


title: Holiday Inn

text: "The Wall Street Journal" reported in 2002 that the company, led by Ravi Saligram, was producing a new 130-room "Next Generation" prototype hotel to rebuild the brand. It would include a bistro-like restaurant and an indoor pool. The first of these prototype hotels, the Holiday Inn Gwinnett Center, was built in Duluth, Georgia, in 2003.


title: Holiday Inn

text: In 2008, Mitchells and Butlers sold off 21 Holiday Inn hotels in exchange for 44 standalone pubs to Whitbread.


title: Holiday Inn

text: On October 24, 2007, IHG announced a worldwide relaunch of the Holiday Inn brand, which spelled trouble for the remaining motels. The relaunch was "focused on delivering consistently best in class service and physical quality levels, including a redesigned welcome experience [and] signature bedding and bathroom products". The first relaunched Holiday Inn opened in the U.S. in spring 2008. Currently there are more than 2,500 relaunched Holiday Inn brand hotels around the world, and the Holiday Inn global brand relaunch process was completed by the end of 2010. By then, the majority of the HI motels were removed from the chain, with a few exceptions. (In the 1980s and 1990s, HI hotels were built alongside the motel properties [i.e. Baton Rouge, Louisiana] in order to provide more amenities and newer rooms.) When the relaunch occurred, these motels were either demolished or closed off, even if a full-service hotel was already on site. Today, fewer than 10 original Holiday Inn motels still operate, others having been replaced by newer Holiday Inn Express locations or having switched to other chains.


title: Holiday Inn

text: In September 2008, IHG announced the creation of a new timeshare brand, Holiday Inn Club Vacations, a strategic alliance with The Family of Orange Lake Resorts.


title: Holiday Inn

text: Although originally called "Holiday Inn Crowne Plaza", the Crowne Plaza division was separated from Holiday Inn in 1994 to form a distinctive brand.


title: Holiday Inn

text: During the 1960s and 1970s, there were several Holiday Inn Jr. motels with just 44 to 48 guest rooms located in portables. Locations included Camden, Arkansas; Rantoul, Illinois; Cleveland, Mississippi; Sardis, Mississippi; Farmington, Missouri; Springfield, Tennessee; and Columbus, Texas. A traditionally constructed lobby building featured a Holiday Grill restaurant. The Camden location had just 32 rooms while the Rantoul location had 64 rooms.


title: Holiday Inn

text: "Holiday Inn Magazine" was a monthly publication for guests during the 1970s. It featured travel destination and attraction stories in addition to a featured hotel property.


title: Holiday Inn

text: Neil Diamond composed the song "Holiday Inn Blues" which was released on the "Velvet Gloves and Spit" album in 1968. The humorous song laments on the rigors of an upcoming artist and his band touring in rented station wagons and staying in Holiday Inn hotels at each tour stop, trying to get rooms, and in one city where the hotel was near occupancy, the band was stuck into the bridal suite replete with a good view of the hotel's new parking lot.


title: Holiday Inn

text: Elton John and Bernie Taupin composed the song "Holiday Inn" which was released on the "Madman Across the Water" album in 1971. Elton explains to audiences that during their first years of touring across America, they would stay in the same identical rooms no matter where they were. As Bernie summed up in the lyrics, "From a terminal gate to a black limousine, it's a ten-minute ride to the Holiday Inn".


title: Kajillionaire

text: Kajillionaire is a 2020 American crime comedy-drama film written and directed by Miranda July (her third feature following "Me and You and Everyone We Know" and "The Future"). The film stars Evan Rachel Wood, Debra Winger and Richard Jenkins as members of a petty criminal family whose relationship becomes frayed when a stranger played by Gina Rodriguez joins their schemes.


title: Kajillionaire

text: "Kajillionaire" had its world premiere at the Sundance Film Festival on January 25, 2020 and was released in theaters on September 25, 2020, followed by video on demand on October 16, 2020, by Focus Features in the United States, and by Universal Pictures internationally.


title: Kajillionaire

text: An emotionally stunted 26-year-old woman, Old Dolio Dyne, is in a manipulative relationship with her con artist parents, who treat her as an accomplice to their petty thefts and scams rather than as a daughter. The family owes $1,500 of back rent on their apartment, which is actually a leaking office space attached to a soap factory. Old Dolio concocts a scam in which they will fly to New York City using tickets they won in a contest. Her parents will take her luggage at the baggage claim and Old Dolio will claim the airline has lost it. Old Dolio will then collect on the travel insurance she purchased, which will cover their rent.


title: Kajillionaire

text: After an uneventful trip, Old Dolio and her parents return home. She is surprised to find them chatting with Melanie, a friendly young woman in the seat next to them, and even more surprised when they reveal their scam to Melanie and have her pretend to be their daughter as they pick up the luggage. Old Dolio reports her "lost luggage", but learns it could take six weeks for the check to come, so the family looks for alternative methods to get the money.


title: Kajillionaire

text: Melanie proves surprisingly amenable to their way of life and reveals she lied about being a physician's assistant and is actually a clerk at an eyeglass store. She introduces the family to one of her elderly clients, from whom they steal a blank check and cash it for $650. A second client, who is dying, asks the family to pretend to be his family as he passes away. Old Dolio is shaken by the experience and hurt when her parents rush to comfort Melanie while ignoring her. Arriving home, Old Dolio discovers the insurance check in the mail.


title: Kajillionaire

text: Old Dolio's parents try to initiate a threesome with Melanie, but she reacts badly. They are interrupted by Old Dolio, who is heartbroken to hear her mother call Melanie "hon" and offers her mother the entire travel insurance money to do the same to her. Old Dolio's mother refuses, but Melanie accepts Old Dolio's offer and takes her to her apartment. Rather than simply call Old Dolio "hon", Melanie offers a "full-service" treatment fulfilling emotional needs that Old Dolio's parents failed to meet.


title: Kajillionaire

text: Old Dolio's parents turn up at Melanie's apartment, telling Old Dolio they love and miss her and giving her 17 birthday presents, promising the 18th one (though she's 26) at dinner the next night. Old Dolio and Melanie attend the dinner even though they suspect it's another scam. At the restaurant, Old Dolio's parents give her a necklace and swear they will change. They return to Melanie's apartment and tuck Old Dolio into bed. Melanie, who has hidden the insurance money in her fuse box, tells Old Dolio that if her parents have stolen the money they are monsters and do not love her, while Old Dolio says if the money is still there, it is proof her parents have changed. She also comes up with a third possibility: that her parents will have left behind $525, her share of the cash, signifying that they love her but will never ever be able to offer her anything more. To Melanie and Old Dolio's surprise, the cash is all there.


title: Kajillionaire

text: The next morning, Melanie and Old Dolio awaken to find that Melanie has been robbed; all removable objects and furnishings, including the cash in the fuse box, are gone. The only things left are Old Dolio's 17 presents. Realizing they are refundable, Old Dolio and Melanie take them to be returned. The total refund is $485.05, until Melanie realizes they forgot to return Old Dolio's necklace, bringing the total to $525, Old Dolio's share of the insurance money. Old Dolio and Melanie kiss in the store as the film ends.


title: Kajillionaire

text: In March 2018, it was announced Miranda July would write and direct the film, with Brad Pitt and Youree Henley producing, under their Plan B Entertainment and Annapurna Pictures banners, respectively. The same month, Evan Rachel Wood, Richard Jenkins, Debra Winger and Gina Rodriguez joined the cast. In June 2018, Mark Ivanir joined the cast. Principal photography began in May 2018.


title: Kajillionaire

text: The film had its world premiere at the Sundance Film Festival on January 25, 2020. Shortly after, A24 was announced to be in negotiations to acquire its distribution rights, but Focus Features acquired the U.S. rights, with Universal Pictures distributing it internationally. It was released in theaters on September 25, 2020, followed by video on demand on October 16, 2020. It was previously scheduled to be released on September 18, 2020, and June 19, 2020.


title: Kajillionaire

text: Rotten Tomatoes lists an approval rating of based on reviews, with an average rating of . The site's critical consensus reads, "Whether you see "Kajillionaire" as refreshingly unique or simply bizarre will depend on your cinematic adventurousness—and fans of writer-director Miranda July wouldn't have it any other way." On Metacritic, the film has a weighted average score of 78 out of 100, based on reviews from 35 critics, indicating "generally favorable reviews".


title: Sunday roast

text: A Sunday roast or roast dinner is a traditional meal of British and Irish origin. Although it can be consumed throughout the week, it is traditionally consumed on Sunday. It consists of roasted meat, roasted potatoes and accompaniments such as Yorkshire pudding, stuffing, gravy, and condiments such as apple sauce, mint sauce, or redcurrant sauce. A wide range of vegetables can be served as part of a roast dinner, such as broccoli, Brussels sprouts, carrots, cauliflower, parsnips, or peas, which can be boiled, steamed, or roasted alongside the meat and potatoes. Mashed potatoes are also a frequent accompaniment.


title: Sunday roast

text: The Sunday roast's prominence in British culture is such that in a UK poll in 2012 it was ranked second in a list of things people love about Britain. Other names for this meal include "Sunday lunch", "Sunday dinner", "roast dinner," and "full roast". The meal is often comparable to a less grand version of a traditional Christmas dinner.


title: Sunday roast

text: Besides being served in its original homelands, the tradition of a Sunday roast lunch or dinner has been a major influence on food cultures in the English-speaking world, particularly in Australia, Canada, South Africa, the United States, and New Zealand. A South African Sunday roast normally comprises roast pork, beef, lamb or chicken, roast potatoes, mashed potatoes, pumpkin fritters, Yorkshire pudding, and various vegetables like cauliflower-broccoli cheese, creamed spinach, mashed or roasted butternut squash, green beans, carrots, peas, fresh corn, beetroot, and sweet potato. It is also fairly common to serve rice and gravy in South Africa instead of Yorkshire pudding.


title: Sunday roast

text: The Sunday roast originated in the British Isles particularly Yorkshire as a meal to be eaten after the church service on Sunday. Eating a large meal following church services is common to most of Europe, but the Sunday roast variant developed unique to the British Isles. On Sundays, all types of meat and dairy produce are allowed to be eaten; this is unlike Fridays, where many Christians of the Roman Catholic, Anglican and Methodist denominations traditionally abstain from eating meats, so ate fish instead. Likewise, it is traditional for Anglicans and English Catholics to fast before Sunday services, with a larger meal to break the fast afterwards. These Christian religious rules created several traditional dishes in the United Kingdom.


title: Sunday roast

text: There are two historical points on the origins of the modern Sunday roast. In the late 1700s, during the industrial revolution in the United Kingdom, families would place a cut of meat into the oven as they got ready for church. They would then add in vegetables such as potatoes, turnips and parsnips before going to church on a Sunday morning. When they returned from the church, the dinner was all but ready. The juices from the meat and vegetables were used to make a stock or gravy to pour on top of the dinner.


title: Sunday roast

text: The second opinion holds that the Sunday roast dates back to medieval times, when the village serfs served the squire for six days a week. Then, on the Sunday, after the morning church service, serfs would assemble in a field and practise their battle techniques and were rewarded with a feast of oxen roasted on a spit.


title: Sunday roast

text: Typical meats used for a Sunday roast are chicken, lamb, pork, or roast beef, although seasonally duck, goose, gammon, turkey, or (rarely) other game birds may be used.


title: Sunday roast

text: Sunday roasts can be served with a range of boiled, steamed and/or roasted vegetables. The vegetables served vary seasonally and regionally, but will usually include roast potatoes, roasted in meat dripping or vegetable oil, and also gravy made from juices released by the roasting meat, perhaps supplemented by one or more stock cubes, gravy browning/thickening, roux or corn flour.


title: Sunday roast

text: The potatoes can be cooked around the meat itself, absorbing the juices and fat directly (as in a traditional Cornish under-roast). However, many cooks prefer to cook the potatoes and the Yorkshire pudding in a hotter oven than that used for the joint and so remove the meat beforehand to rest and "settle" in a warm place.


title: Sunday roast

text: Other vegetable dishes served with roast dinner can include mashed swede or turnips, roast parsnips, boiled or steamed cabbage, broccoli, green beans, and boiled carrots and peas. It is also not uncommon for leftover composite vegetable dishes—such as cauliflower cheese and stewed red cabbage to be served alongside the more usual assortment of plainly-cooked seasonal vegetables.


title: Katia and Maurice Krafft

text: Catherine Joséphine "Katia" Krafft (née Conrad; April 17, 1942 – June 3, 1991) and her husband, Maurice Paul Krafft (March 25, 1946 – June 3, 1991), were French volcanologists who died in a pyroclastic flow on Mount Unzen, in Japan, on June 3, 1991. The Kraffts were known for being pioneers in filming, photographing, and recording volcanoes, often approaching within feet of lava flows. Their obituary appeared in the "Bulletin of Volcanology". Werner Herzog's documentaries "Into the Inferno" and "The Fire Within: Requiem for Katia and Maurice Krafft" highlight them. A documentary of their career using their footage, "Fire of Love", has been produced as well.


title: Katia and Maurice Krafft

text: Katia Krafft was born on April 17, 1942, in the commune of Guebwiller, France. Her parents were Charles and Madeleine Conrad. Katia graduated from the University of Strasbourg with degrees in physics and chemistry.


title: Katia and Maurice Krafft

text: Maurice Krafft was born on March 26, 1946, in the city and commune of Mulhouse, located in the Alsace region of France. Krafft discovered his interest in volcanoes when he was 7 years old, while on a family trip to Naples and Stromboli. He joined the Société géologique de France (Geological Society of France) when he was 15. He later studied geology at the University of Besançon then the University of Strasbourg.


title: Katia and Maurice Krafft

text: With little money, the Kraffts saved for a trip to Stromboli and photographed its near-continuous eruption. Finding that people were interested in this documentation of eruptions, they soon made a career out of filming volcano eruptions, which allowed them to travel worldwide.


title: Katia and Maurice Krafft

text: The Kraffts were often the first to be at an active volcano and were respected and envied by many volcanologists. Their footage of the effects of volcanic eruptions was a considerable factor in gaining the cooperation of local authorities faced with volcanic threats. One example occurred after the onset of activity at Mount Pinatubo in the Philippines in 1991, where their video of the effects of the eruption of Nevado del Ruiz in Colombia was shown to large numbers of people, including Philippine President Cory Aquino, and convinced many skeptics that evacuation of the area would be necessary.


title: Katia and Maurice Krafft

text: Katia started her career by taking gas samples of volcanoes and documenting eruptions by observing them in person. To fund her trips, Katia wrote many books about her findings, pioneering a new area of volcanic coverage. She also made a documentary, "The Volcano Watchers," for the PBS show "Nature". On January 23, 1973, Katia traveled to southern Iceland to study an extinct volcano that suddenly erupted after thousands of years of inactivity. Because volcanoes are unpredictable and dangerous, many scientists did not observe eruptions in person.


title: Katia and Maurice Krafft

text: Katia, however, would go to the edge of a volcano. Her fearlessness and up-close documentation led to her fame and success as a volcanologist. Throughout the 1970s and 1980s, Katia continued to document volcanoes through photography while her husband, Maurice, captured them on video. Katia's observations led to a better understanding of volcanic eruptions. She took measurements, gas readings, and collected mineral samples just feet away from erupting volcanoes and documented how these eruptions affected the ecosystem. She witnessed and documented new volcanoes being formed and the effects of acid rain and dangerous ash clouds.


title: Katia and Maurice Krafft

text: One of her last projects was "Understanding Volcanic Hazards and Reducing Volcanic Risks." Katia continued to push the boundaries to get her observations, getting closer to the volcano by wearing a special helmet to protect herself from falling rock. Her photography allowed her to work with local governments on safety procedures and helping to develop volcano evacuation procedures. In 1969, Katia was awarded a prize from the Vocation Foundation for her first work of volcanology on active sites.


title: Katia and Maurice Krafft

text: On June 3, 1991, at around 4pm local time, Mount Unzen erupted, forming pyroclastic flows that rushed down its slopes, killing 37 people, including the Kraffts and fellow volcanologist Harry Glicken. On June 5, local authorities and police in Shimabara reported that military search parties had recovered the bodies of Glicken and Kraffts. The Kraffts had been found near their rental car, lying side by side under a thin layer of pyroclastic ash. Their bodies were burned beyond recognition and could only be identified by a few personal items, such as Maurice's watch and camera. The location of the bodies suggested that Glicken had been the first of the trio to flee and Kraffts had stayed where they were. Their film material of the approaching steam was destroyed by the volcanic heat.


title: Katia and Maurice Krafft

text: The remains of the Kraffts were cremated as part of a Catholic funeral service and placed at the Anyo-ji Shrine in Shimabara, which was dedicated to the victims of the 1792 Unzen earthquake and tsunami.


title: Katia and Maurice Krafft

text: "National Geographic" highlighted The Kraffts' work in a video issue, publishing a trove of archival film footage and photographs, as well as interviews with both. Maurice said in that video that "I am never afraid because I have seen so many eruptions in 23 years that even if I die tomorrow, I don't care".


title: Katia and Maurice Krafft

text: After his death, Maurice was quoted in the "Associated Press" as stating that he wanted to die pursuing his work "at the edge of a volcano."


title: Katia and Maurice Krafft

text: A volcanic crater, "M. and K. Krafft Crater", of the volcano Piton de la Fournaise on the French island of Réunion in the Indian Ocean, is named after the couple. The crater is located at . Lava erupted from this crater in March 1998.


title: Katia and Maurice Krafft

text: The Krafft Medal honors the Kraffts' memory and is awarded every 4 years by the International Association of Volcanology and Chemistry of the Earth's Interior (IAVCEI) Scientific Assembly to someone who has made significant contributions to volcanology through service to communities affected by volcanic activity.


title: Katia and Maurice Krafft

text: The Centre for the Study of Active Volcanoes at the University of Hawaii at Hilo has established a fund remembering the Kraffts (The Maurice and Katia Krafft Memorial Fund). The donations will be directed to educate people in countries of high volcanic risk about the hazards active volcanoes pose.


title: Rolling Stone's 100 Greatest Songwriters of All Time

text: "The 100 Greatest Songwriters of All Time" is a feature published by the American magazine "Rolling Stone" in August 2015. The list presented was compiled based on the magazine's music critics, and unlike previous lists the votes came entirely from the magazine's staff. However, it predominantly features American and English songwriters solely of the rock era.


text: The list received mixed response from fellow publications. Writing for "Flavorwire", Judy Berman criticized the selection of the songwriters, saying "Predictably, it's over 70% white and features only nine solo female songwriters (five other women are included as part of mixed-gender writing teams). Classic rock is overrepresented; every other genre and subgenre of popular music is underrepresented." Geeta Dayal from "The Guardian" accused "corporate sponsorship" in determining the list's content. Tom Moon from NPR wrote that "This list represents another trip through the hagiographic, hermetically sealed rock hall of fame, with the same stars you've been reading about in Rolling Stone since the dinosaur age." "The Daily Telegraph" editor Martin Chilton responded with a list of 100 best songwriters neglected by "Rolling Stone", including Cole Porter, Townes Van Zandt, Ewan MacColl, Kate Bush, and Ray Charles.


text: Jacqueline Cutler from "New York Daily News" agreed with the magazine for ranking Bob Dylan as the top songwriter. Jon Bream from "Star Tribune" praised the inclusion of songwriters from Minnesota and said that Dylan as a number-one songwriter is not surprising at all. Lori Melton from AXS said that the list "reads like an iconic student body in a songwriting master class" and complimented the inclusion of female songwriters Carole King, Joni Mitchell, Dolly Parton, Stevie Nicks, Madonna, Chrissie Hynde, Loretta Lynn, Lucinda Williams, and Björk, as well as Taylor Swift who is the youngest person on the list.


title: Jill Halfpenny

text: Jill Halfpenny (born 15 July 1975) is an English actress. Her notable roles include Rebecca Hopkins in ITV soap opera "Coronation Street" (1999–2000), Kate Mitchell in BBC One soap opera "EastEnders" (2002–2005), Izzie Redpath in "Waterloo Road" (2006–2007), and Diane Manning in "In The Club" (2014–2016). She won the second series of the television dance contest "Strictly Come Dancing" in 2004.


title: Jill Halfpenny

text: She began her acting career in 1989 at the age of 14 in the BBC television children's drama series "Byker Grove", filmed in the Benwell area of Newcastle upon Tyne. Her other early work has included a recurring role as Kelly in "Peak Practice" in 1999, plus appearances in "Dalziel and Pascoe", "Barbara" and "Coronation Street" for television and theatre with the acclaimed Hull Truck Theatre Company. In 2002, Halfpenny took the major role of Kate Mitchell in the BBC One soap opera "EastEnders", where her character was introduced as a police officer sent to spy on Phil Mitchell, but after her cover was blown she quit the police force, married Phil and opened a nail salon. Her final scenes were broadcast in January 2005 after her character was axed.


title: Jill Halfpenny

text: In 2004, Halfpenny participated in the BBC One pro-celebrity ballroom dancing competition "Strictly Come Dancing", dancing with professional Darren Bennett. The couple won the competition after receiving the full 40 marks from the judges in the final. On 14 December 2004, Halfpenny and Darren Bennett made an appearance on stage at the Royal Variety Performance which took place at the London Coliseum. In a special one-off Christmas programme which pitted the "Strictly Come Dancing" champions (and other top performing couples) from series one and two against each other, Jill and Darren were crowned as Champions of Champions. In December, it was announced that she would take the role of Roxie Hart in the West End musical "Chicago", starting in January 2005.


title: Jill Halfpenny

text: In 2005, Halfpenny appeared in "The Bodies", a new play adapted from an Émile Zola novel by Peter Flannery at the Live Theatre, Newcastle, opposite her real-life husband, actor Craig Conway. In 2005 and 2006, Halfpenny appeared in hit pantomimes at the Theatre Royal, Newcastle. Halfpenny was the guest presenter for and performed in the first show of the BBC four-part series "The Sound of Musicals" in January 2006 and played Roxy Ball in "Shameless" in an episode broadcast on 31 January 2006. In 2006, Halfpenny made a guest appearance in an episode of "The Catherine Tate Show".


title: Jill Halfpenny

text: From spring 2006, Halfpenny appeared in the BBC One school-based drama series "Waterloo Road" as drama teacher Izzie Redpath, a role for which she won the "TV Quick" Award for "Best Actress". Her character was killed-off at the end of the second series. In 2007 Halfpenny appeared as the narrator of "Freaky Eaters" for BBC Three and "Fat Man's Warning" for Channel 4. She narrated a short film advertising how the National Lottery helps the North East, created by students at the Lord Lawson of Beamish School as part of a competition. The film they created won the competition.


title: Jill Halfpenny

text: From the beginning of February 2008, a pregnant Halfpenny played Spike Milligan's long-suffering manager, Norma Farnes, alongside Michael Barrymore in "Surviving Spike" at the Theatre Royal, Windsor. Halfpenny starred in the West End production of "Calendar Girls" from 28 July to 31 October 2009, and then played the part of Paulette Bonafonté in the West End company of "Legally Blonde", which opened in January 2010 with previews beginning in December 2009. She played the part until late October 2010 and she was succeeded by Denise van Outen. For this role Halfpenny won the whatsonstage.com Theatregoers' Choice Award for Best Supporting Actress in a Musical and won the Laurence Olivier Award for Best Performance in a Supporting Role in a Musical.


title: Jill Halfpenny

text: Halfpenny made a guest appearance in the Canadian series "Murdoch Mysteries", in episode one of the fifth series, first broadcast in 2012.


title: Jill Halfpenny

text: In March 2012 she starred in a revival of Mike Leigh's 1977 play "Abigail's Party" at the Menier Chocolate Factory in London. In April the show played at the Theatre Royal, Bath, before transferring to the West End at Wyndham's Theatre, where it ran from May to September. In 2014 she starred in BBC drama "In the Club", which returned for a second series in 2016, and Channel 4's "Babylon".


title: Jill Halfpenny

text: In September 2014, along with Tim Healy, Halfpenny narrated the history of the north-east of England as part of the ceremony for the Great North Run. In 2015 she starred in "Way Upstream" by Alan Ayckbourn at Chichester Festival Theatre, and in the same year starred in the first series of "Humans".


title: Jill Halfpenny

text: Since 2017 she has been a radio broadcaster for BBC Radio 2, working alongside Sara Cox. In 2018, she covered the "Good Morning Sunday" show for August.


title: Jill Halfpenny

text: She has also enjoyed a successful theatre career, with roles ranging from pantomime to the West End, in productions including "Uncle Vanya", "Calendar Girls", "Abigail's Party", and "Chicago". In 2011, she won the Theatregoers' Choice Award for Best Supporting Actress in a Musical and the Laurence Olivier Award for Best Performance in a Supporting Role in a Musical for her portrayal of Paulette in "Legally Blonde".


title: Jill Halfpenny

text: In 2018, she was cast to perform in "The Girl on the Train" stage adaptation in Leeds, which premiered at West Yorkshire Playhouse in May.


title: Jill Halfpenny

text: Halfpenny married fellow actor Craig Conway in 2007; together they have one child. The couple divorced in 2010.


title: Jill Halfpenny

text: She is an ambassador for children's charity Kidscape, and in 2013 was awarded "Freeman of the Borough of Gateshead".


title: Network18 Group

text: Network18 Media & Investments Limited, (formerly SGA Finance and Management Service and Network18 Fincap Limited) commonly referred to as the Network18 Group and sometimes as the Network18–Eenadu Group, is an Indian media conglomerate owned by the energy giant Reliance Industries, headed by billionaire Mukesh Ambani. Rahul Joshi is the managing director, chief executive officer and group editor-in-chief of Network18, and Adil Zainulbhai is the chairman of its board of directors.


title: Network18 Group

text: Network18 is the holding company of TV18 Broadcast, Web18 Software Services, Network18 Publishing and Capital18. Through its subsidiaries and franchise licensing agreements, the group owns and operates the news broadcasting networks of News18, and CNBC channels in India, the magazines of "Forbes India" and "Overdrive", the websites of "Firstpost" and "Moneycontrol," and owns various other assets and investments. The broadcasting subsidiary TV18 is the controlling partner in two mass media joint ventures, Viacom18 and AETN18, through which it operates the OTT platforms of Voot, the production house Viacom18 Studios, the television networks of Colors TV, Nickelodeon India, Comedy Central India, VH1 India, MTV India and the channel History TV18.


title: Network18 Group

text: Incorporated in 1996 by Geeta and Rakesh Gupta, the company was acquired by Ritu Kapur and Raghav Bahl to be converted into a conglomerate holding company between 2003 and 2006. It oversaw one of the largest collections of media properties in India following its conversion but became encumbered with debt due to aggressive expansions. In 2012, the company entered into a debt agreement with Reliance Industries, through which it was granted a number of channels from the ETV Network. The agreement eventually enabled a hostile takeover of the company in 2014.


title: Network18 Group

text: SGA Finance and Management Services was incorporated on 16 February 1996, as a private limited company by Geeta and Rakesh Gupta and acquired soon afterwards by Vidya Devi and Anil Jindal. The company had remained inactive without any clear prospects until it was later acquired by the promoters of Television Eighteen India Limited.


title: Network18 Group

text: The news broadcasting company Television Eighteen (TEIL) founded by Ritu Kapur and Raghav Bahl, became a public limited company in 1999 and its initial public offering (IPO) received an overwhelming response. The investments through the IPO exceeded the target set by the company by a magnitude of over 50 times by the end of the year, raising in the process. This decreased the promoters' stake in the company from 75% to 26.11% by 2002 causing complications. The company was in the middle of preparations to launch a Hindi business news channel but could no longer meet regulatory guidelines. TEIL was in a joint venture with CNBC since 1998, and the news channel to be launched was called CNBC Awaaz. The guidelines required the Indian promoters to have more than 51% stake in their company to be able to establish a new uplink for broadcasting.


title: Network18 Group

text: In 2003, SGA Finance was acquired by Ritu Kapur and Raghav Bahl, in to order to launch the channel and Bahl became its managing director. The company raised through two batches of investments from the two promoters in March 2003 and in January 2004, and then incorporated a subsidiary called SGA News. In the meantime, the government introduced a 26% foreign equity cap in the news broadcasting industry. In response to the new regulations the joint venture with CNBC was discarded and the partnership converted into a content branding and franchise agreement. In the financial year 2004–2005, TEIL invested in SGA News for preferences stocks. CNBC Awaaz was launched on 13 January 2005.


title: Network18 Group

text: In the financial year 2005–2006, TEIL supplemented its initial investment with an additional in SGA News for common stocks. Following this, the boards of both the companies proposed a restructuring which received approval from the shareholders. The companies underwent several rounds of restructuring which came to a conclusion in November 2006. TEIL became a subsidiary of SGA Finance, the promoters gained a majority stake in TEIL, CNBC Awaaz was transferred to TEIL and shareholders of TEIL were accommodated with a stake in SGA Finance. On 20 October 2006, SGA Finance was converted into a public limited company and re-incorporated as Network18 Fincap Limited.


title: Network18 Group

text: During the restructuring process, TEIL had also founded a subsidiary called Global Broadcast News (GBN). GBN had entered into a franchising partnership with CNN Worldwide to launch the English general news channel CNN IBN in December 2005. Bahl was able to convince several senior professionals working at the leading news broadcaster NDTV including their editor-in-chief Rajdeep Sardesai and the chief financial officer (CFO) Sameer Manchanda to join the enterprise before its launch. Haresh Chawla, the CEO of TEIL and Network18 was instrumental in both convincing Sardesai to quit and Bahl to take on NDTV as their competition. Due to the restructuring, Network18 instead of TEIL was allotted the shares of GBN and by the end of the financial year 2006–2007, Network18 held both GBN and TEIL as its subsidiaries; GBN operated CNN IBN and TEIL operating all the business news channels along with the information websites "Moneycontrol" and "News Wire". Network18 was converted into a public limited company in 2006, and listed on the Bombay Stock Exchange (BSE) and the National Stock Exchange (NSE) in 2007.


title: Network18 Group

text: Global Broadcast News (GBN), the subsidiary operating CNN IBN became a publicly traded company in January 2007 and its IPO generated a successful response, similar to that of Television Eighteen India Limited (TEIL). GBN was renamed as IBN18 Broadcast, and on 1 December 2007, Network18 Fincap itself was renamed to Network18 Media & Investments. Network18 began diversifying with cross media interests in 2008. It had high liquidity and expanded rapidly, it started the film production house called Indian Film Company (IFC), launched the shopping channel Home Shop18, and entered into an franchise agreement to launch the Indian edition of the "Forbes" business magazine, while IBN18 Broadcast entered into a joint venture with the Marathi language newspaper "Lokmat" to launch the Marathi news channel IBN Lokmat, and began a joint venture with ViacomCBS to initiate the group's foray in mass media and general entertainment channels under Viacom18.


title: Network18 Group

text: Network18 registered losses in the financial years 2008–2009 and 2009–2010. Its investments had outstripped the profits generated by its operational assets. In addition, the group had existing debt obligations and requirements for providing returns to its investors which resulted in net losses of and respectively. Viacom18 in particular was a drain on the company's funds. The financial statement of the company in 2009 had reported that it was retiring outstanding debt and raising funds through equity investments. In response to the financial challenges, the group began restructuring and consolidating its assets in the same year. IBN18 Broadcast was renamed to TV18 Broadcast and Television Eighteen India Limited (TEIL) which operated the business news channels of the company was merged into it. The digital media and publishing operations were transferred to the parent company Network18 under the divisions of Web18 Software Services and Network18 Publishing respectively.


title: Network18 Group

text: In the financial year 2010–2011, Network18 registered a loss of , which was a considerable decrease from the previous two years and Bahl reportedly told the shareholders during the presentation of the annual report that "the best times are still ahead of us". In 2010, Network18 had went on to announce a new joint venture AETN18 with the American media company A&E Networks to launch History TV18, the Indian edition of History channel. The company had also entered into a distribution joint venture with the Sun Network called Sun18. It had 2 divisions named Sun18 North and Sun18 South, the former was managed by Network18 and the latter by the Sun Network. The joint venture was later restricted to Tamil Nadu and replaced by the TV18–Viacom18 distribution joint venture IndiaCast in 2012. The consolidation of assets was completed by 2011 but it alone could not mitigate the financial challenges. Over the past years, the market had changed rapidly, the group was facing increased competition from other broadcasters, and advertising revenue had decreased due to economic downturn.


title: Network18 Group

text: Network18 had made optimistic projections for years but after 2011, it came to face a possible financial collapse and loss of control for its managing director Raghav Bahl. The group had accumulated an outstanding debt of over by September 2011. Employees were convinced that the company had expanded too aggressively and the market could not support it. In search of assistance in the form of external financing, Bahl decided to begin talks with the multinational energy giant Reliance Industries.


title: Network18 Group

text: In November 2011, the CEO, Haresh Chawla resigned despite having been one of the founders of the media conglomerate. According to company insiders, he was persistently trying to convince Bahl to not enter into a debt agreement with Mukesh Ambani and instead raise funds by divesting part of the group's stake in the subsidiary Viacom18. In a later interview, he had commented that his resignation was an easy decision as he did not want anything to do with the Ambanis. According to a senior editor at the group, the decision to enter the talks was made reluctantly, as "[Bahl] was in a bind about entering a pact with the devil".


title: Network18 Group

text: On 3 January 2012, Reliance Industries Limited (RIL) and Network18 announced a partnership. Reliance Industries set up a body called the Independent Media Trust (IMT) and infused funds into the company through a number of shell companies as part of a complex financial transaction. was transferred to Network18 and TV18 Broadcast, half the amount to each respectively, of which Network18 received a net amount of due to its stake in TV18. The shell companies gained rights to debentures convertible to equity within 10 years. RIL also forced Network18 to buy its stakeholding in ETV Network for a sum of without which the net sum would have been for a much smaller amount. The purchase also included two regional broadcasters; Panorama and Prism. The acquisition included most of the television broadcasting properties of the Ramoji Group. The group retained the rights to ETV brand, while Network18 acquired 100% shareholding of 5 general news channels, 50% shareholding of 5 general entertainment channels and 24.5% shareholding in 2 other channels. The entertainment channels were held by the joint venture of Viacom18. One point of disagreement for Chawla had been in the valuation of ETV at when the company was worth only in March 2011.


title: Network18 Group

text: The transaction was completed in 2013, and turned Network18 into the largest group of media companies in India, surpassing Star India owned by the billionaire media mogul Rupert Murdoch and The Times Group owned by the Sahu Jain family. The broadband subsidiary of RIL, Infotel signed a memorandum of understanding with the group and gained preferential access to its content. In the form of a passive investor, RIL had indirect control over the company, and authority over its financial decisions. The executives retained operational control of the company. On 12 November 2012, IMT passed a resolution which allowed two senior officials from RIL to be appointed as additional trustees and Bahl lost further control within the trust. IMT held the option of converting the debentures to equity which could turn RIL into the majority shareholder of Network18.


title: Network18 Group

text: In 2013, Network18 had become debt free, and RIL's investment had led to assumptions that it would not initiate any further cost cutting measures. Viacom18 after being a drain on the network's finances for years had finished its long germination period and had entered into a period of exponential growth. However, on 16 August 2013, the company carried out an unexpected large scale wage reduction and staff lay-offs which came to be known as "Black Friday" among the employees. In the news branches, the lay-offs included around 300 producers, journalists and other staff, who were fired in no recognisable pattern in terms of salary, seniority or branch. There was ambiguity over severance packages and compensations and the human resources department was accompanied by executives of the RIL backed IMT in abrupt handing out of termination letters to employees without prior notice, who were then told to leave within 10 minutes. This further led to job insecurity among employees, many of whom began applying for and were hired by competing news broadcasters in the following period.


title: Network18 Group

text: In the months of November–December, the network's coverage of Arvind Kejriwal started to become a source of contention with RIL and Ambani. Kejriwal was the head of the India Against Corruption (IAC) movement and had made several allegations against various politicians and businessmen, including Mukesh Ambani. His allegations against Ambani and RIL was over irregularities in pricing of natural gas in the Krishna Godavari Basin which received national media attention and was reported on by Network18 as well.


title: Network18 Group

text: RIL denied the allegation and reacted by threatening to file a lawsuit against Kejriwal but without any effect. Following which, the energy giant reportedly attempted to pressurise Network18 into censoring any and all coverage of IAC and Kejriwal including in March 2014, in a direct communication between Ambani and Rajdeep Sardesai, the managing editor of CNN IBN and IBN 7. In the previous years, one allegation that had come up against Ambani was that he had bailed out Ramoji Rao in the Margdarsai chit fund scandal and in the process gained stake in Rao's ETV Network, the same company which RIL had forced Network18 to buy a stake in. According to an anonymous insider present at a meeting between the executives of Network18 and RIL, the right-hand man of Ambani, Manoj Modi had threatened Bahl by stating "You are calling us a dacoit, you are shouting that we are crony capitalists. If that is so, then why did you come to us for money in the first place? Do you think you have a clean record?"


title: Network18 Group

text: Around the same time, the network increasingly began leaning right wing and attempted to publicise Narendra Modi as the prospective prime ministerial candidate with feature pieces and continuous reporting. The network dedicated more hours than any other broadcaster to Modi and disproportionately more compared to other candidates. The executives of Network18 were eager to repay the loan to RIL and get rid of Ambani's influence over the company. Reports have suggested that the network's coverage of Kejriwal became the trigger for the company to initiate a takeover. RIL communicated its intention to Bahl, offering him the option of continuing as managing editor with a annual salary and gave him 3 days to make his decision. He rejected the offer and on 27 May 2014, announced in midst of a routine meeting with his board of directors that he was going to resign as RIL wanted to takeover and nothing could be done about it.


title: Network18 Group

text: The announcement caused an exodus of employees from the company which included senior journalists and executives. B. Sai Kumar (CEO) and Ajay Chacko (COO) resigned on 28 May 2014. From the following day, a stream of resignations started coming in while RIL released a press statement that it had gained complete control of the company, R. D. S. Bawa (CFO) and Ritu Kapur (co-promoter and one of the directors) resigned on the same day. The legal general counsel to the company, Kshipra Jatana resigned from her position but stayed on to oversee the transfer of ownership. She was appointed as the manager of the company for the interim period since Bahl had resigned as well.


title: Network18 Group

text: Bahl and Kapur received for RIL to acquire their remaining shares. The net valuation of the company was at , whereas the net cash flow for RIL stood at in the multi year transaction between 2011 and 2014 including those related to ETV. RIL had mitigated costs in this period through returns from the investments in the two companies and from selling the shares it had acquired in Network18's subsidiaries themselves. It was noted that due to the structure of the transaction, RIL had in effect partly financed its takeover by raising funds from the company's own subsidiaries such as TV18 Broadcast. The takeover process was completed on 7 July 2014; IMT and its sole benefactor RIL became the new promoters group.


title: Network18 Group

text: Following the takeover, Reliance Industries Limited (RIL) reshuffled the management and board of directors of both Network18 and its subsidiary TV18 Broadcast. The nominees of the RIL backed Independent Media Trust (IMT) joined the board of Network18. Deepak Parekh, the chairman of Housing Development Finance Corporation (HDFC) and Adil Zainulbhai were also inducted into the company as independent directors in the board. While retaining the position of independent director at RIL and Larsen & Toubro, and being the newly elected Narendra Modi government's appointment to the position of chairman of Quality Council of India (QCI), Zainulbhai was appointed by RIL to the position of chairman of the board. Commentators raised concerns that the editorial integrity of the network may not be preserved under the new management. The channels of the network had stopped all coverage of Kejriwal and the new Aam Aadmi Party who had levied corruption accusations at RIL. The editor-in-chief of the flagship general news channel CNN IBN, resigned within a week of the takeover with the reason that the management was interfering in editorial decision making and dictating what could or could not be aired.


title: Network18 Group

text: A. P. Parigi, the former managing director and CEO of Entertainment Network India Limited (The Times Group subsidiary operating Radio Mirchi), was recruited by RIL and appointed as the new CEO of Network18 on 29 January 2015. Parigi resigned as CEO and was moved to an advisory role in the company on 1 October. Rahul Joshi replaced Parigi as the new CEO and was made the editor-in-chief of the group. Joshi was the editorial director of "The Economic Times", a financial newspaper published by The Times Group before he had resigned from the company to join Network18 in August 2015. The editorial departments were unified with the operational and commercial divisions of the company, the chairman Zainulbhai stated that Pairigi had helped stabilise the operations and that Joshi would now run the company with an "ownership mindset".


title: Network18 Group

text: The acquisition of the company by RIL, the largest conglomerate in India with deep interests in the energy sector, was considered to be a part of a trend of growing commodification of information, detrimental to the treatment of journalism as a public service. It increased the concentration of cross media ownership in the hands of a small group of large corporate actors in a market that was already oligopolistic and reduced the diversity of information disseminating outlets. Control over the news organisation, had strengthened RIL's ability to influence the formation of public opinion and as a result the political economy of the country, and also decreased space for reporting which could be detrimental to the energy giant's interests and public relations. Between 2014 and 2016, Network18 attempted to expand into regional markets of the news broadcasting sector with a spate of new channels, which was seen with apprehension among media observers. The expansion occurred as part of RIL's investment in the rollout of its 4G data business.


title: Network18 Group

text: RIL had stated during the takeover that the acquisition would help in differentiating their 4G business through corporate synergy. Infotel, the broadband subsidiary of RIL had been reincorporated as Reliance Jio Infocomm and was in the process of launching its data transfer business. It was suggested that the synergy would alleviate stresses posed by unstable market conditions in the news broadcast industry, while Jio would provide exclusive content from Network18 productions to increase traffic towards itself and expand its customer base. The synergy was however not adopted, according to analysts it was not financially beneficial to restrict content to only Jio customers and that Jio itself could be more profitable by being a content aggregator at competitive rates and still have a cost advantage due to its scale. In 2016, Network18 undertook a rebranding operation, the IBN brand was phased out and replaced with News18, channels such as CNN IBN renamed to CNN-News18, and IBN7 renamed to News18 India, among others. Earlier in December 2015, CNN Worldwide had finalised its decision to renew the franchise licensing agreement with Network18, after a period of uncertainty.


title: Network18 Group

text: In May 2018, "Cobrapost" released a set of footages from a sting operation into several media organisations. Network18 was one of the organisations featured, and the sting displayed positive responses from senior marketing executives of the company to a proposition of entering into an agreement for undisclosed paid news to promote Hindutva political propaganda. The executives included sales and marketing head of the group as well as the sales head of the ETV Network with the latter remarking that they were already pushing the ideology and would increase their efforts by 80–90% following the agreement. The implications of the sting raised questions about media independence in India, and was described as a part of a phenomenon where the separation of editorial and marketing departments of news organisations are increasingly blurred due to advertisement business models. Several of the media houses denied the allegation put forth by the sting, Network18 did not respond to it.


title: Network18 Group

text: On 9 July 2018, Joshi was elevated to the position of managing director while retaining the designations of CEO and group editor-in-chief. Kshipra Jatana who had officially held the designation of managing director since Bahl's resgination was removed from the position. In 2019, Network18 initiated heavy cost cutting measures, increments and new hires were frozen while budgets for employing freelancers were greatly reduced. Newsrooms were demoralised as uncertainty grew among employees and outlets such as "Firstpost" which relied heavily on freelancers were severely affected in their operations. Economic slowdown had reduced advertisement revenues and the regional channels of the company had not been successful in their respective markets. The group had registered losses in the financial years of 2016–2017 and 2017–2018.


title: Network18 Group

text: On 21 November 2019, RIL entered into talks with the Japanese multinational media conglomerate Sony Group for consideration over a number of potential deal structures including merger options, schemes for acquisition of a stake in Network18 or the acquisition of the entertainment assets of the company, among others. On 28 November, Bloomberg broke the news that Ambani was also in talks with The Times Group to potentially sell off the entire media conglomerate as it was suffering from losses. In response to the report, RIL released a statement describing it as "false and malicious". The Times Group denied it but with an addendum that "[they] will explore all strategic options as they present". In the following period, Network18's business news website "Moneycontrol" published an article which claimed that the newly founded joint venture, BloombergQuint was on the verge of collapse. The article was published 5 days after Bloomberg's report and was described as a retaliatory piece.


title: Network18 Group

text: In February 2020, RIL announced that it would consolidate its distribution and media businesses. The subsidiary TV18 Broadcast would be merged with Network18, which would acquire the cable distribution companies DEN Networks and Hathway Cable & Datacom as two wholly owned subsidiaries, RIL held the two companies through an earlier acquisition in October 2018. The merger would have converted the Network18 into an integrated media and distribution company. The shareholding of the RIL in Network18 was projected to be reduced to 64% from 75% upon conclusion of the transactions in the merger operations. According to some analysts, the consolidation would streamline the corporate structure of the company and make it a more attractive option for strategic investors, while others stated that it decreased the likelihood of an agreement with Sony due to its key interest, the entertainment assets of Network18 becoming closely associated with the news operations, where there were restrictions over foreign ownership.


title: Network18 Group

text: In April 2020, the MD and CEO of Viacom18, Shudhanshu Vats resigned and Joshi took over his position as an additional charge. The talks with Sony came to a finalised decision for a merger between Viacom18 and Sony Pictures Networks India in July. The merger was scheduled to be completed by the end of August, Sony would obtain 74% stake leaving Viacom18 with 26% stake in the merged entity; Network18 and ViacomCBS would have around 13% in it respectively. The plans for the merger was abandoned in October. The implementation of the consolidation with the distribution companies was itself delayed and eventually cancelled in April 2021.


title: Network18 Group

text: In October 2020, TV18 Broadcast reported an 148.2% increase in profit margins during the COVID-19 pandemic in India and the company attributed it to "proactive measures on cost-control". In a Right to Information (RTI) request response in June 2021, data released by the Uttar Pradesh government showed that the government's spending on television advertisements was at between April 2020 and May 2021 with Network18 as its biggest beneficiary. Promotion of the Atmanirbhar Bharat campaign constituted a major portion of the spending and was made in the initial part of the year. Umashankar Dube, a journalist who had filed the RTI request had raised questions seeking answers to why the spending was made on television advertisements and not on relief efforts in midst of the pandemic but the Uttar Pradesh government's additional chief secretary of information refused to respond to queries on advertisement spending.


title: Network18 Group

text: Ritu Kapur was the first director of the company after the resignation of the Jindals and was followed by Raghav Bahl, who was the managing director of the company between 2003 and 2014. Haresh Chawla is considered to be the founding CEO of the company. He was appointed as the CEO of TV18 in 1999, having formerly worked at Times Music and Amitabh Bachchan Corporation. Chawla became the first CEO of Network18 after it was acquired and converted into the holding company of TV18. He resigned from the company in November 2011 before Network18 entered into a deal with Reliance Industries, publicly stating that he wanted nothing to with the Ambanis. According to Raghav Bahl, the entire credit for enabling Network18 to establish a diverse variety of partnerships with the likes of CNN Worldwide, CNBC, Forbes, Viacom and History Channel belonged to Chawla. The COO, B. Sai Kumar succeeded Chawla as the CEO of Network18, and resigned before the takeover of the company by Reliance.


title: Network18 Group

text: One of the directors at Reliance Industries and the Prime Minister of India's appointment to the Quality Council of India, Adil Zainulbhai became the chairman of the board of directors of the company following the takeover. Kshipra Jatana was the general counsel at the group and had resigned during the takeover. She remained associated with the company to oversee the transition, and became the manager in the interim period. A. P. Parigi was appointed as the new CEO of the company after Sai Kumar's exit and held the position until he was moved to an advisory position by Reliance Industries in October 2015. Rahul Joshi, the editorial director at "The Economic Times" was recruited and appointed as both the CEO and editor-in-chief of the entire group following the takeover. In 2018, Joshi was elevated to the position of managing director by the board and Jatana resigned from her position.


title: Network18 Group

text: TV18 Broadcast is the broadcasting subsidiary of Network18. The company owns a 51.16% stake in the subsidiary as of 2019, while the rest of the shareholding is divided between various Reliance Industries properties and shareholdings of individual members of the public. It operates 2 national general news channels and 14 regional general news channels in several languages under the brand of News18, including the news channels which were acquired by the group from the ETV Network in 2012–2014.


title: Network18 Group

text: The general news channel CNN-News18 (English) is operated by TV18 for which Network18 has a brand and content licensing agreement with CNN Worldwide. The subsidiary also operates the business news channels of CNBC TV18 (English), CNBC Awaaz (Hindi) and CNBC Bajar (Gujarati) for which the group has a franchise licensing agreement with NBCUniversal, the owner of CNBC.


title: Network18 Group

text: TV18 provides mass media services and general entertainment channels through two joint ventures, namely Viacom18 Media Limited and AETN18 Media Limited. The Marathi general news channel News18 Lokmat is also managed through a joint venture with the Marathi language daily newspaper "Lokmat".


title: Network18 Group

text: Viacom18 Media is a mass media joint venture between TV18 Broadcast and ViacomCBS with 51% and 49% stake respectively. It is parent company of 46 mass media channels in 8 languages which include the franchises of Colors, MTV, Nickelodeon, VH1 and Comedy Central. The Colors network is an umbrella of a number of general entertainment channels in various Indian languages, and includes two Hindi language mass entertainment channels Colors TV and Colors Rishtey. The ETV entertainment channels and the channels of Prism which were acquired by the group are rebranded as channels under the Colors franchise. The Indian editions of VH1, MTV and Comedy Central, and the children's channels of Nickelodeon (Indian edition), Nick Jr. and Nickelodeon Sonic are managed by Viacom18. The franchise of Coke Studio India is owned and operated by the company through MTV India.


title: Network18 Group

text: Viacom18 Digital Ventures is a division of Viacom18 that operates the advertisement based OTT platform called Voot and two subscription based OTT platforms, namely the premium edition Voot Select and the children's edition Voot Kids. The joint venture also owns the production studio called Viacom18 Motion Pictures which has produced critically acclaimed films such as the "Gangs of Wasseypur" (2012), "Kahaani" (2012) and "Queen" (2014). The studio has an additional digital production division called Tipping Point which produces content for Voot and JioCinema, the OTT platform of Reliance Jio. Among other divisions of Viacom18 are Integrated Network Solutions (INS) which develops intellectual properties and Viacom18 Consumer Products which manages the licensing business of the venture.


title: Network18 Group

text: AETN18 Media is a joint venture between TV18 Broadcast and A&E Networks, the owner of the History channel franchise. TV18 and A&E Networks respectively have 51% and 49% stake in the joint venture. AETN18 owns and operates the infotainment channel of History TV18, and formerly operated the lifestyle channels of FYI TV18 which was shut down in 2020.


title: Network18 Group

text: IndiaCast Media, the distribution arm of the Network18 Group is a 50:50 joint venture between Viacom18 Media and TV18 Broadcast, which provides domestic and international distribution services for the company. TV18 as a result of the equity division has a cumulative 75% stake in the distribution venture. IndiaCast was also in a distribution joint venture with DisneyUTV in which TV18 retained 56% stake. The joint venture with DisneyUTV was called IndiaCast UTV; it was founded in 2013, converted into a distribution deal due to introduction of TRAI regulations in the following year and the distribution deal eventually cancelled in 2015.


title: Network18 Group

text: Network18 Publishing is the publishing house of the group and publishes a number of business directories, and B2C and B2B magazines. The division publishes magazines such as "Better Interiors" and "Better Photography" and the magazines of "Overdrive" and "Forbes India" as part of a licensing agreement with OverDrive, Inc. and Forbes Inc. respectively"."


title: Network18 Group

text: The digital media division of the group is called Web18 Software Services. It operates the digital news outlets of Network18 such as the websites of News18.com (formerly IBNLive.com) and "Firstpost", and mobile apps and social media assets of News18. The editorial management of "Firstpost" is merged with that of the "Forbes India" magazine. The business news website Moneycontrol.com is also owned by Network18. The YouTube channel, CRUX. news, is a Network18 product.<ref name="youtube/CRUXnews/about"></ref>


title: Network18 Group

text: The venture investment division of the company is called Capital18. Its investments include the travel bookings website Yatra.com, the marketing website "Webchutney", the movie ticket booking website "BookMyShow", the brokerage firm SMC Global and the financial technology company Infibeam.


title: Tsugumi Ohba

text: Ohba's real identity is a closely guarded secret. Ohba said they never thought of becoming a manga creator, expecting the "Death Note" pilot to be passed on by "Weekly Shōnen Jump". They have since cited Shotaro Ishinomori, Fujiko Fujio, and Fujio Akatsuka as manga creators by whom they are heavily inspired. Despite being an author, Ohba does not read much, instead they watch a lot of movies, being especially fond of those by Akira Kurosawa and Charlie Chaplin. They cited comedy as their favorite genre, and prefer Japanese films to American ones. The author described themselves as a "clean freak" and usually cleans once a day. Ohba is fond of art lithographs, collects teacups, and develops manga plots while holding their knees on a chair, the last being similar to a habit of L, one of the main characters of "Death Note".


title: Tsugumi Ohba

text: There is speculation that Tsugumi Ohba is a pen name of manga artist Hiroshi Gamo, notably by Toshio Okada. Among other supposed hidden clues in Ohba's works, supporters of the theory point out that in "Bakuman" the main character's uncle was a one-hit wonder manga artist who worked on a gag superhero manga, similar to Gamo and "Tottemo! Luckyman", and also that the storyboards drawn by Ohba resemble "Tottemo! Luckyman" in style.


title: Lockheed Have Blue

text: Lockheed "Have Blue" was the code name for Lockheed's proof of concept demonstrator for a stealth bomber. "Have Blue" was designed by Lockheed's Skunk Works division, and tested at Groom Lake, Nevada. The "Have Blue" was the first fixed-wing aircraft whose external shape was defined by radar engineering rather than by aerospace engineering. The aircraft's faceted shape was designed to deflect electromagnetic waves in directions other than that of the originating radar emitter, greatly reducing its radar cross-section.


title: Lockheed Have Blue

text: To design the aircraft, the Skunk Works' design team leveraged the mathematics published by Soviet physicist and mathematician Petr Ufimtsev regarding the reflection of electromagnetic waves. A stealth engineer at Lockheed, Denys Overholser, had read the publication and realized that Ufimtsev had created the mathematical theory and tools to do finite analysis of radar reflection.


title: Lockheed Have Blue

text: The eventual design characteristically featured faceted surfaces to deflect radar waves away from a radar receiver. It had highly-swept wings and inward-canted vertical stabilizers, which led to it being nicknamed "the Hopeless Diamond"—a pun on the Hope Diamond. The first operational aircraft made its maiden flight on 1 December 1977.


title: Lockheed Have Blue

text: Two flyable vehicles were constructed. Both were lost due to mechanical problems. Nevertheless, "Have Blue" was deemed a success, paving the way for the first operational stealth aircraft, "Senior Trend", or Lockheed F-117A Nighthawk.


title: Lockheed Have Blue

text: In the 1970s, it became increasingly apparent to U.S. planners that, in a military confrontation with Warsaw Pact forces, NATO aircraft would quickly suffer heavy losses. This came as a result of sophisticated Soviet defense networks, which used surveillance radars, radar-guided surface-to-air missiles (SAM), and anti-aircraft artillery to seek and eliminate enemy aircraft. Consequently, the Defense Advanced Research Projects Agency (DARPA) started a study on low-observability aircraft, seeking to design and produce an operational stealth aircraft. Five companies were initially invited, three of which bowed out early. The remaining two were later joined by Lockheed.


title: Lockheed Have Blue

text: The Lockheed "Have Blue" was born out of a requirement to evade radar detection. During the Vietnam War, radar-guided SAMs and AAA posed a significant threat to US aircraft. For this reason, strike aircraft during the war often required support aircraft to perform combat air patrols and suppression of enemy air defenses (SEAD). The 1973 Yom Kippur War again highlighted the vulnerability of aircraft to SAMs – the Israeli Air Force lost 109 aircraft in 18 days. During the Cold War, the Soviet Union developed an integrated defense network, central to which were medium- to long-range surveillance radars. SAMs and AAAs would be set up around key locations to defend them from incoming enemy aircraft. If the loss ratio of Israel during the Yom Kippur War was experienced by NATO forces during a military confrontation with the Warsaw Pact, NATO aircraft numbers would be depleted within two weeks.


title: Lockheed Have Blue

text: In 1974, DARPA secretly requested answers from five aircraft manufacturers regarding two considerations. The first was about the signature thresholds at which an aircraft is virtually undetectable. The second point was whether these companies had the capability to design and manufacture such an aircraft. Fairchild and Grumman declined to participate, while General Dynamics insisted on the use of electronic countermeasures. As a result, General Dynamics left the discussion. The remaining two companies, McDonnell Douglas and Northrop, were each awarded $100,000 for further research.


title: Lockheed Have Blue

text: Lockheed, having been absent from the fighter aircraft industry for 10 years, was not approached by DARPA in 1974. Ed Martin, Lockheed California Companies director of science and engineering, became aware of the research into stealth during his work at the Pentagon and Wright-Patterson AFB. Martin and Ben Rich, who at that time had recently become Skunk Works' president, briefed Clarence "Kelly" Johnson on the program. The Central Intelligence Agency (CIA) gave Skunk Works permission to discuss with DARPA the stealth characteristics of the A-12, M-21 and D-21. On behalf of the company, Rich and Martin formally requested permission from DARPA to participate in the program, but the agency initially refused because there were insufficient funds; after much debate, Lockheed was allowed entry, albeit without a government contract.


title: Lockheed Have Blue

text: Preliminary designer Dick Scherrer requested possible shapes upon which he could base his low radar cross-section (RCS) design. He was introduced to Denys Overholser, who recommended an aircraft with flat surfaces. Overholser later recounted his discussion with Sherrer: "When Dick Scherrer asked me ... I said 'Well, it's simple, you just make it out of flat surfaces, and tilt those flat surfaces over, sweeping the edges away from the radar view angle, and that way you basically cause the energy to reflect away from the radar.'" Scherrer subsequently drew a preliminary low-RCS aircraft with faceted surfaces. At the same time, Overholser hired mathematician Bill Schroeder, with whom he had a prior working relationship – in fact, it was Schroeder who trained Overholser on mathematics relating to stealth aircraft. Kenneth Watson was hired as the senior lead aircraft designer.


title: Lockheed Have Blue

text: During the next few weeks, the team created a computer program which could evaluate the RCS of possible designs. The RCS-prediction software was called "ECHO 1". As tests with the program proceeded, it became apparent that edge calculations by the program were incorrect due to diffraction. To overcome this, Overholser incorporated elements of research by Soviet engineer Pyotr Ufimtsev into the software. (In 1964, Ufimtsev, as chief scientist of the Moscow Institute for Radio Engineering, published a seminal paper titled "Method of Edge Waves in the Physical Theory of Diffraction". The work had been subsequently translated by the US Air Force Systems Command's Foreign Technology Division.)


title: Lockheed Have Blue

text: ECHO 1 allowed the team to quickly decide which of the 20 possible designs were optimal, finally settling on the faceted delta-wing design. However, many within the division were skeptical of the shape, giving rise to the name "Hopeless Diamond" – Kelly Johnson said to Rich, "Our old D-21 drone has a lower radar cross-section than that goddamn diamond".


title: Lockheed Have Blue

text: In May 1975, the Skunk Works produced an internal report titled, "Progress Report No. 2, High Stealth Conceptual Studies." Within it was a concept study called "Little Harvey," including Kelly Johnson's drawing of an aircraft with smoothly blended shapes. Johnson advocated for the use of blended shapes as the best way to achieve stealth, while Ben Rich advocated for faceted angles. Rich won the argument with Johnson, a rare occurrence.


title: Lockheed Have Blue

text: The design effort produced a number of wooden models. A 24-inch long model, made of balsa wood, demonstrated placement of internal structure and access doors. An "Air & Space" article noted "The model shop found it nearly impossible to make all the flat surfaces come to a single point in one corner. Engineers later encountered the same difficulty fabricating the prototype on the factory floor." For early tests of the design, two ⅓-scale wooden mock-ups were constructed. One model, coated in metal foil, was used to verify ECHO 1's RCS calculations, while the other was earmarked for wind tunnel tests. Afterwards, a model was moved to the Grey Butte Range radar-testing facility in the Mojave Desert near Palmdale, which allowed more accurate tests of the aircraft's RCS. In the event, the aircraft's RCS level confirmed ECHO 1's predictions. This meant Ben Rich won a quarter from Johnson, who previously insisted that the D-21 had less RCS than "Have Blue".


title: Lockheed Have Blue

text: In the summer of 1975, DARPA informally invited Lockheed, Northrop and McDonnell Douglas to develop an aircraft under the name "Experimental Survivable Testbed" (XST). McDonnell Douglas, having identified the thresholds at which aircraft were deemed undetectable, was unable to design and produce such an aircraft. Phase 1 of XST would see both Lockheed and Northrop build full-scale models to test their RCS, construct flyable vehicles, and wind-tunnel test their designs. Following Phase 1, a sole contractor would be selected to continue with the construction and flight testing of two demonstrators as part of Phase 2. Northrop's and Lockheed's designs were generally similar, though the former's submission featured more angular and flat surfaces. The company used "GENSCAT", software similar to ECHO 1, to calculate the RCS of its designs.


title: Lockheed Have Blue

text: On 1 November 1975, Lockheed and Northrop were each awarded $1.5-million contracts to proceed with Phase 1 of XST. During a four-month period, the two companies were each required to construct full-scale wooden mock-ups, which would then be evaluated at the USAF's Radar Target Scatter (RATSCAT) test facility at White Sands, New Mexico. To test the design's radar returns, Lockheed erected a $187,000 specially built pole upon which the model would be perched. In March 1976, a Lockheed model was transferred to the range before being tested; the following month Lockheed was pronounced the winner because the Northrop XST had a much higher side hemisphere RCS. DARPA, having realized the progress accumulated throughout the study, urged the Northrop team to remain together. The agency would later initiate the Battlefield Surveillance Aircraft-Experimental (BSAX), which evolved into the Tacit Blue and, ultimately, the B-2 bomber.


title: Lockheed Have Blue

text: Skunk Works now had to design, construct and flight test two manned demonstrators as part of Phase 2, or "Have Blue". To build the demonstrators, Ben Rich had to raise $10.4 million from the Lockheed management, which was secured by June. Phase 2 encompassed three main objectives, which were the validation of: reduced visibility in the radio wave, infrared, and visual spectrums and reduced acoustical observability; acceptable flying qualities; and the "modeling capabilities that accurately predict low observable characteristics of an aircraft in flight".


title: Lockheed Have Blue

text: Construction of both "Have Blue" demonstrators used leftover tools from the C-5 program. Final assembly of HB1001 was originally scheduled to be completed in August 1977, before being ground tested until mid-October. The secret roll-out was envisaged to occur on 23 October, after which the aircraft would be dismantled and transported to the test area. On 1 September, however, with HB1001 partially complete, Lockheed machinists went on a four-month strike. A group of managers took over the job of assembly, which was completed in six weeks, with ground tests beginning on 17 October.


title: Lockheed Have Blue

text: While superficially similar to the later F-117, the "Have Blue" prototypes were smaller aircraft, about one quarter the weight of the F-117, with a wing sweep of 72.5° and inward-canted vertical tails (inverse V-tail). Radar-absorbent material (RAM), developed in a Lockheed laboratory, was applied to the aircraft's flat surfaces – for the windscreen, special coatings were applied to give them metallic characteristics. The aircraft's gross weight of 9,200–12,500 lb (4,173–5,669 kg) enabled the aircraft to use the landing gear from the Northrop F-5 fighter. The aircraft's powerplants were two General Electric J85-GE-4As from the T-2C Buckeye. Because stealth took precedence above all else, the aircraft was inherently unstable. As a result, a quadruple redundant fly-by-wire (FBW) flight control system was integrated into the aircraft to give it normal flying characteristics. The flight control system was borrowed from the F-16. The overwing engine inlet was covered by a low-RCS grid; blow-in doors were constructed at the upper fuselage to admit additional airflow during takeoffs, when more air is needed.


title: Lockheed Have Blue

text: Throughout the one and a half months after the start of ground tests, HB1001, the first of two demonstrators, underwent tests in preparations for the first flight. Flight instrumentation was checked first, followed by a thorough shakedown of the aircraft. In early November, two semi-trailers were parked parallel to each other outside Building 82; a camouflage net was thrown over the top to cover the demonstrator during outdoor engine runs. During the engine tests, a local resident complained about the noise, but "Have Blue" retained its secrecy. HB1001 received a layer of iron-coat paint; during the weekend of 12–13 November, the aircraft received a camouflage scheme devised by Alan Brown, "Have Blue"s chief technical engineer. The scheme, consisting of three colors, each with three tones, was used to deceive any casual onlooker from recognizing the design's characteristic faceting. The aircraft was disassembled, loaded onto a C-5, and on 16 November, the aircraft was flown from Burbank Airport (since renamed "Bob Hope Airport") to Area 51 at Groom Lake, Nevada. Upon touchdown, the aircraft was reassembled before undergoing another round of testing prior to the first flight. After four taxi tests, HB1001 was ready for test flights.


title: Lockheed Have Blue

text: HB1001 made its first flight on 1 December 1977 at the hands of Lockheed test pilot, Bill Park. He would fly the next four sorties, all chased by a T-38 piloted by Major (later Lieutenant Colonel) Ken Dyson. Dyson, an F-15 Eagle pilot, was previously approached by United States Air Force personnel about the project in 1976. He made his first flight on HB1001 on 17 January 1978, chased by Park. In fact, the two would be the only test pilots of "Have Blue", alternating between the demonstrator and the chase plane. Flight test results allowed engineers to refine the FBW system. At the same time, they verified predictions made earlier by aerodynamic engineers on the aircraft's behavior.


title: Lockheed Have Blue

text: Flight tests proceeded fairly smoothly until 4 May 1978, when HB1001 was making its 36th flight. The aircraft pitched up just as it made contact with the ground which forced the pilot, Bill Park, to abort the landing and make a second attempt. The impact had however been so hard that the landing gear had become jammed in a semi-retracted position. Efforts to lower the gear were unsuccessful and Bill Park was forced to climb again, and eject when his fuel ran out. The aircraft was destroyed on impact in the vicinity of the Groom Lake facility. Park survived, but suffered a concussion, forcing him to retire from further test flights. Dyson, who was in the chase plane, recounted: "Just before touchdown the airplane pitched up... It seemed it slammed down on the ground real hard... He [Park] raised the gear on the go around, and when he tried to extend it on approach, only one of the mains and the nose wheel came down. All this time, gas was being consumed... I suggested he climb up to 10,000 feet for ejection... He started climbing, but the engine started flaming out, from the lack of fuel, so he ejected."


title: Lockheed Have Blue

text: At the time of the crash, HB1002 was almost complete, with the lessons learned from the HB1001 incorporated into the aircraft, including the rebuilding of the aft fuselage. HB1002 was distinguished from the prototype in having a gray paint coat. It did not have the flight test instrumentation boom present on HB1001's nose. As the aircraft was used to test RCS returns, the unstealthy spin recovery chute was removed, and the aircraft was covered in radar-absorbent material. It first flew on 20 July 1978 with Dyson at the controls, who would be the only pilot to fly the aircraft.


title: Lockheed Have Blue

text: HB1002 was lost on 11 July 1979 during the aircraft's 52nd flight. A hydraulic leak caused an engine fire, resulting in the loss of hydraulic pressure, which in turn caused severe pitch oscillations. The pilot ejected safely, and the aircraft was destroyed. It was later discovered that an engine exhaust clamp had loosened, allowing the hot exhaust to migrate to the right engine compartment. The heat built up there, causing the hydraulic lines to fail. The debris from both aircraft was secretly buried somewhere within the Nellis Air Force Base Complex. Despite the crashes, "Have Blue" was considered a success.


title: Lockheed Have Blue

text: In October 1977, just prior to Phase 2 of the XST competition, Lockheed was tasked with exploring possible operational aircraft. Just a month later, on the day HB1001 was transported to Groom Lake, the Air Force awarded the company a contract under the code name "Senior Trend". The Air Force wanted to exploit the revolutionary technologies developed during the "Have Blue" program. Tactical Air Command ordered five full-scale development and twenty production aircraft.


title: Lockheed Have Blue

text: Based on the "Have Blue" demonstrators, "Senior Trend" aircraft were different from their predecessors in several aspects. The wings exhibited less sweep to resolve a center-of-gravity problem discovered during tests. The front fuselage was shortened to give the pilot a better view, and the vertical stabilizers were canted outwards from the centerline. Additionally, provisions were made to include two weapons bays, each of which would accommodate a single laser-guided bomb, or the B61 tactical nuclear bomb.


title: Lockheed Have Blue

text: Beset by early construction problems, the first FSD aircraft was transferred to Groom Lake in May 1981 inside a C-5. Further problems, this time with fuel leaks, delayed the first flight. Under the control of Harold Farley, the aircraft took off on 18 June for its maiden flight, nine months after the July 1980 first flight originally envisaged. The first production F-117A was delivered in 1982, and operational capability was achieved in October 1983; the 59th and last F-117A was delivered in 1990.


title: Rifaximin

text: Rifaximin, is a non-absorbable, broad spectrum antibiotic mainly used to treat travelers' diarrhea. It is based on the rifamycin antibiotics family. Since its approval in Italy in 1987, it has been licensed in over more than 30 countries for the treatment of a variety of gastrointestinal diseases like irritable bowel syndrome, and hepatic encephalopathy. It acts by inhibiting RNA synthesis in susceptible bacteria by binding to the RNA polymerase enzyme. This binding blocks translocation, which stops transcription. It is marketed under the brand name Xifaxan by Salix Pharmaceuticals.


title: Rifaximin

text: Rifaximin is used to treat traveler's diarrhea caused by certain bacteria (E. coli) in adults and children at least 12 years of age. It treats traveler's diarrhea by stopping the growth of the bacteria that cause diarrhea. Rifaximin will not work to treat traveler's diarrhea that is bloody or occurs with fever.


title: Rifaximin

text: Rifaximin is used for the treatment of irritable bowel syndrome. It possesses anti-inflammatory and antibacterial properties, and is a nonabsorbable antibiotic that acts locally in the gut. These properties make it efficacious in relieving chronic functional symptoms of non-constipation type irritable bowel syndrome (IBS). It appears to retain its therapeutic properties for this indication, even after repeated courses. It is particularly indicated where small intestine bacterial overgrowth is suspected of involvement in a person's IBS. Symptom relief or improvement can be obtained for global IBS symptoms, including: abdominal pain, flatulence, bloating, and stool consistency. A drawback is that repeated courses may be necessary for relapse of symptoms.


title: Rifaximin

text: Rifaximin may also be a useful addition to vancomycin when treating patients with relapsing "C. difficile" infection. However, the quality of evidence of these studies was judged to be low. Because exposure to rifamycins in the past may increase risk for resistance, rifaximin should be avoided in such cases.


title: Rifaximin

text: Rifaximin is used to prevent episodes of hepatic encephalopathy (changes in thinking, behavior, and personality caused by a build-up of toxins in the brain in people who have liver disease) in adults who have liver disease. It treats hepatic encephalopathy by stopping the growth of bacteria that produce toxins and that may worsen the liver disease. Although high-quality evidence is still lacking, it appears to be as effective as, or more effective than, other available treatments for hepatic encephalopathy (such as lactulose), is better tolerated, and may work faster. It prevents reoccurring encephalopathy and is associated with high patient satisfaction. People are more compliant and satisfied to take this medication than any other due to minimal side effects, prolonged remission, and overall cost. The drawbacks are increased cost, and lack of robust clinical trials for HE without combination lactulose therapy.


title: Rifaximin

text: Other uses include treatment of: infectious diarrhea, small intestinal bacterial overgrowth, inflammatory bowel disease, and diverticular disease. It is effective in treating small intestinal bacterial overgrowth regardless of whether it is associated with irritable bowel syndrome or not. It has also shown efficacy with rosacea, ocular rosacea which also presents as dry eyes for patients with co-occurrence with small intestinal bacterial overgrowth (SIBO).


title: Rifaximin

text: Patients should avoid Rifaximin usage if they are allergic to Rifabutin, Rifampin and Rifapentine. It may cause attenuated vaccines (such as typhoid vaccine) to not work well. Health care professionals should be informed about its usage before having any immunizations. Pregnant or breastfeeding women should avoid taking it as it is a pregnancy category C drug and can harm the foetus. Cautious use is required in individuals with cirrhosis of the liver who have a Child-Pugh score of class C severity.


title: Rifaximin

text: Rifaximin has an excellent safety profile due to its lack of systemic absorption. Clinical trials did not show any serious adverse events while using the drug. There were no deaths while using it in the clinical trials.


title: Rifaximin

text: The most common side effects includes nausea, stomach pain, dizziness, fatigue, headaches, muscle tightening and joint pain. It may also cause reddish discoloration of urine.


title: Rifaximin

text: As Rifaximin is not significantly absorbed from the gut, the great majority of these drug interactions are negligible in people with healthy liver function, so healthcare providers usually do not worry about drug interactions unless liver impairment is present. It may decrease the effectiveness of warfarin, a commonly prescribed anticoagulant, in people with liver problems.


title: Rifaximin

text: Rifaximin is a semisynthetic broad spectrum antibacterial drug, derived through chemical modification of the natural antibiotic rifamycin. It has very low bioavailability due to its poor absorption after oral administration. Because of this local action within the gut and the lack of horizontal transfer of resistant genes, the development of bacterial resistance is rare, and most of the drug taken orally stays in the gastrointestinal tract where the infection takes place.


title: Rifaximin

text: Rifaximin interferes with transcription by binding to the β-subunit of bacterial RNA polymerase. This results in the blockage of the translocation step that normally follows the formation of the first phosphodiester bond, which occurs in the transcription process. This in turn results in a reduction of bacteria populations, including gas-producing bacteria, which may reduce mucosal inflammation, epithelial dysfunction, and visceral hypersensitivity. Rifaximin has broad spectrum antibacterial properties against both gram positive and gram negative anaerobic and aerobic bacteria. As a result of bile acid solubility, its antibacterial action is limited mostly to the small intestine and less so the colon. A resetting of the bacterial composition has also been suggested as a possible mechanism of action for relief of IBS symptoms. Additionally, rifaximin may have a direct anti-inflammatory effect on gut mucosa via modulation of the pregnane X receptor. Other mechanisms for its therapeutic properties include inhibition of bacterial translocation across the epithelial lining of the intestine, inhibition of adherence of bacteria to the epithelial cells, and a reduction in the expression of proinflammatory cytokines.