The Magpies slipped to within two points of the Barclays Premier League relegation zone as a result of their 3-0 reverse at the King Power Stadium last Saturday, prompting a week of blood-letting on Tyneside. Coloccini and his team-mates held a no-holds-barred meeting on Monday in an effort to thrash out the problems which have contributed to a deeply damaging eight-game losing streak, and the captain later issued an open letter to fans pleading for their support. Press Association However, he has moved to deny rumours which have been circulating this week that the frustration within the camp led to blows being exchanged on the journey back from the East Midlands. Writing in his programme notes ahead of Saturday afternoon’s home clash with West Brom, Coloccini said: “The dressing room after the game was angry at the result and the performance. “However, I have read things this week that said there was fighting between the players in the dressing room and on the bus. That is not true at all. “Everything that was said was positive and constructive as everyone is trying their best to push the team back up the league. “This week we have had a number of meetings between the players and with the staff at the training ground. Everyone has made it clear that they want to fight for this club to keep Newcastle in the Premier League.” Head coach John Carver, who revealed on Thursday that he has to believe he is the best coach in the Premier League if he is to restore his squad’s shattered confidence, has taken much of the blame for a dreadful sequence of results. However, Coloccini insists that responsibility lies with the players. He said: “This situation is the fault of the players. We have put the team in this position in the league, we take responsibility for that and it is up to us to get ourselves out of it.” Newcastle skipper Fabricio Coloccini has denied that players fought on the bus back from their disastrous defeat at Leicester.
Delhi is experiencing an efflorescence of dining like it has never seen before.Today, it can lay claim with justification to the mantle of being the country’s ‘gourmet capital’ – a crown that Mumbai regarded as its birthright.I am using ‘gourmet’ not in the stuffy sense of the word, but to signify an informed interest in good food, irrespective of its provenance, whether from a hole in the wall that has stood the test of time or from a whitetablecloth restaurant that is the rage of the season. Delhiites like to eat and spend good money on food (as Mumbai’s favourite restaurateur Rahul Akerkar of Indigo once described the city me,” Delhi is a consuming market, a well-heeled market”). And can they be opinionated about food and hold forth on it (mostly intelligently) for hours! Go to Facebook and you’ll see in abundance this side of Delhi.Olive’s AD Singh was the first Mumbai restaurateur to recognise Delhi’s evolving palate, followed by Riyaz Amlani of Smokehouse restaurants, and most recently, by Rahul Akerkar. And just as you start thinking that you’ve seen the last of the food groups on Facebook, another one pops up with its own fan following. There are people who deride these culinary churnings as exercises in narcissism, as outpourings of extremely boring people who live in some la-la land, but isn’t that true of people who are passionate about politics, films and sports? Delhi’s long march from the days when it used to be derided as the Republic of Butter Chicken is being reflected in the new wave of restaurants thriving across the city and now, increasingly, Gurgaon. I remember AD Singh, the brain behind the national success of Olive Bar & Kitchen, saying to me in 2004 that ” Delhi goes to a restaurant to eat; Mumbai, to see and be seen.” He was very nervous, in fact, before opening Olive Bar & Kitchen in Mehrauli, despite the success of its philosophy of laidback fine dining in Mumbai, because he was certain Delhiites would judge the new restaurant primarily on what they got to eat, not the looks or the vibes. The city’s fabled love of good food, and the lengths it can go to be adventurous, is now mirrored in the new restaurants mushrooming all over.advertisementDelhi was the country’s first city to have a Spanish and a Thai restaurant with expat chefs – Esmeralda (1986) and Thai Pavilion (1992), respectively, at The Oberoi – but these turned out to be flashes in the pan. Its love for the unfamiliar and the authentic, this time round, is here to stay and get more intense as more restaurants open to cater to this gastrolust.Delhi today has in Indian Accent the country’s finest ‘ Inventive Indian’ restaurant. It has become the second home to regional cuisines – from stalwarts such as Oh Calcutta, City of Joy, Saravanah Bhawan and Delhi Karnataka Sangha to newbies like Carnatic Cafe (New Friends Colony) and Yeti: The Himalayan Kitchen (Greater Kailash-II, M-Block Market), to the north-eastern quartet of Jokai (Assam Bhawan), The Nagaland Kitchen and Rosang Cafe (Green Park Extension), and Dzukou (Hauz Khas Market), to the Cyber Hub Gurgaon’s quartet of Made in Punjab, Soda Bottle Opener Wala, Dhaba by Claridges and Zambar, and Bernardo’s, Delhi-NCR’s lone flag-bearer of Goan food a little farther away.This passion to go regional now expresses itself even in global cuisines showcased in the city. Before Neung Roi opened at the Radisson Blu Plaza, Mahipalpur, did anyone care about the geographical divisions of Thai cuisine? Or did anyone have the foggiest on Emilia-Romagna till Artusi opened at the city’s new foodie destination – M-Block Market, Greater Kailash-II – and popularised the region’s cuisine? Today, we have what no one would have wagered on not even five years ago-a thriving French restaurant (Rara Avis), a second outlet of the Spanish eatery Imperfecto, two more chef-driven restaurants to give the grande dame Diva company (Nira Kehar’s Chez Nini and Julia D’Sa and Jatin Malik’s Tres), and a neighbourhood Japanese restaurant (Guppy by Ai).Welcome to the Gourmet Capital!Fine dining under the MetroFio Cookhouse & Bar, without doubt, is the finest restaurant at the increasingly busy Epicuria.It’s a great feeling to be able to sit below a Metro line and have a fine meal without being shaken by the rattle and rumble of trains, looking out to a garden shielding you from the bustle of one of the city’s busiest commercial complexes – Nehru Place. I was at Fio Cookhouse & Bar, smacking my lips after a soul-warming portion of broccoli raviolo soup, in Epicuria, the country’s first community food mall inside a Metro station.advertisementThe brainchild of entrepreneur Vivek Bahl, Epicuria has transformed the Nehru Place Metro station into a destination. And with four lead attractions besides Fio – the hugely popular nightclub Flying Saucer, Starbucks, Karim’s and India’s first Benihana (despite mixed reviews!) – it has brought home the idea of dining at a Metro station. Epicuria, thankfully, will soon have three or four clones across Delhi, starting with the Airport Metro station at Connaught Place.Fio at Epicuria turned out to be a real discovery, for I had last visited the original restaurant at the Garden of Five Senses in Said-ul Ajab, and was piqued by its attempt to balance Indian and Italian menus. The combination seems to have worked for its owner, Vineet Wadhwa, a 1980 graduate of the Institute of Hotel Management, Pusa (New Delhi), who spent his green years in the hospitality business under the tutelage of A.N. Haksar, ITC’s first Indian chairman.At Epicuria, Fio is a tad more Italian with a food library look. After 11, though, the place transforms into a party zone for the hip and young where new genres of music rock the scene.I haven’t checked out Fio’s desi menu, but sharing the chef’s table, I was won over by the peri peri olive chicken noisette and the petit roesti (a nifty cocktail snack) loaded with butter beans, portobello mushroom, artichoke, caramelised onion and cheese phyllo, followed by the basil lime steamed fish with balsamic butter, the forest mushroom risotto with asparagus broth, and finally, the unforgettable Viennese chocolate mousse.Beehive of selfies A number of tall buildings have natural beehives, but it takes a manager who thinks out of the box to turn one into a tourist attraction, which is what has happened to the beehive thriving on the ledge overlooking a glass pane on the 11th floor of Pullman Gurgaon Central Park.To draw attention to the beehive, the hotel has put up a plastic sign on the window, which tells us, among other things, that a beehive can produce up to 27 kilos of honey in a good year. I doubt if anyone has ever attempted to extract honey out of the beehive tucked away in a corner of the hotel’s exterior wall that even a spiderman would find hard to negotiate, but it has become a tourist magnet.Not a guest passes by without shooting a picture of the beehive, or taking a selfie with the beehive appearing to rest like a crown on top of the head.– If you share my disgust at wine prices charged by five-star hotels and restaurants, check out the new wine menu at Gulati’s Spice Market, which is at the far end of the road behind DLF Place and Select Citywalk in Saket.The restaurant has introduced quarter bottles (a first for the city priced at Rs 400 plus taxes), which are just right for couples with one partner who’s not into wine. Half bottles are priced between Rs 450 and Rs 950 (for made-for-Indian-food Spanish white wine, Torres Vina Esmeralda Moscatel + Gewurtztraminer 2012) and the full bottles, between Rs 950 and Rs 2,000, which is a steal when you compare the tab with how much wine is selling for elsewhere. advertisement
Facebook Twitter Google+LinkedInPinterestWhatsApp Facebook Twitter Google+LinkedInPinterestWhatsApp#TurksandCaicos, September 9, 2017 – Providenciales – FortisTCI has begun the process of assessing the impact of Hurricane Irma and the damages to our Transmission and Distribution assets, generation facilities and support infrastructure. We are diligently planning for restoration of services and returning the Company to normal operation in the quickest possible time.Over 500 Poles DamagedBased on preliminary estimates, FortisTCI has sustained extensive damage to its transmission and distribution network. About 500 poles have been damaged or destroyed across Providenciales. At this time, FortisTCI is working to get members of our senior operations team to the Sister Islands to assess the damage to our assets in these service territories.Damage Assessment in Sister IslandsYou will receive a further update as soon as assessments are completed on Grand Turk, South Caicos, Salt Cay, North Caicos and Middle Caicos.While we cannot, at this early stage, estimate how long restoration efforts will take, FortisTCI would like to assure everyone that we are putting everything in place to get to work as soon as possible.Coming Soon….Additional Work Crews from Fortis Inc.Crews from Fortis Inc. are already mobilized to join us here in the TCI as soon as the airport is re-opened and they are able to land. Some 58 persons will join us from FortisCB; FortisAlberta: FortisOntario, Maritime Electric and Newfoundland Power. Later on, other crews from Fortis Inc’s US-based utilities will join the restoration efforts.We encourage you to keep checking our Facebook page for more updates as we begin restoration efforts.Press Release: FortisTCI Related Items:
Back in February, Viktor Charypar, Tech Director at Red badger explained the benefits of using a monorepo. For many teams, especially those without the resources or a highly developed and well-supported engineering culture, the idea of a monorepo might sound a little strange – following on from this piece, I spoke to Viktor to get a little bit more detail on the benefits of a monorepo and why engineering teams should seriously consider using them. But I didn’t just speak to him about monorepos – I was also interested in how Red Badger builds a forward thinking engineering culture that can empower its clients, and how the team embraces continuous learning to ensure everyone is on top of the trends and tools that are going to be impacting digital transformation in the future. So, let’s take a look at what Viktor had to say… Why monorepos now? Richard Gall: Why a monorepo now? If you’re dealing with multiple microservices doesn’t it make sense to separate source code? Viktor Charypar: It would seem to make sense, but microservices architecture actually introduces a new level of complexity that needs to be managed, which monorepos make much easier. The main issue is in dependencies between the services and the contracts they agree to exchange data. If one side of the contract changes in an incompatible way without the other side adapting to that change, the system no longer works. This problem grows with the number of services in the system and so it’s especially prominent in microservices architectures. Managing each service’s source code in a separate repository makes it more difficult to understand its ties to the rest of the system. This forces you to adopt some kind of external versioning scheme, such as semantic versioning, to express which revisions of services work together as things change. These versions are decided by engineers manually as changes are made according to a set of rules, and then the dependent services are updated to refer to the latest version of the service they consume, when they are changed to be compatible. This is time-consuming and error-prone. In a monorepo, all the components of the system are versioned together and changes can be made across the system. This not only means an external versioning scheme is not required, but it also makes it easier to test and enforce contracts between services. Monorepos really come to their own when they are coupled with a Continuous Integration system aware of the dependencies between components in the repo. Given a change made by a developer and the knowledge of the dependency “graph”, we can deterministically decide which system components can be affected by the change and therefore need to be retested. It is then up to owners of each service to do a level of testing of their dependencies to make sure their behaviour didn’t change significantly enough to break their own functionality. All this is automated and can be executed without human intervention. Humans just make changes to the software and express expectations on their dependencies in terms of contracts and tests. Read next: Mozilla’s updated policies will ban extensions with obfuscated code Digital transformation challenges RG: What common problems are clients coming to you with? VC: In general, our clients recognise they need help with their digital product capabilities, i.e. delivering interesting propositions to their customers as digital products, typically websites and mobile apps. In large enterprise companies, this ability is generally predicated on going through a digital transformation – adopting agile delivery methods, breaking down functional silos and working in cross-discipline, vertically aligned teams that can decide things quickly and adapt to how customers respond to their product offering. Our clients typically come to us with one of a few problems ranging from needing help with product strategy, i.e. what to offer their customers and how to find which of the many ideas have a market fit. Through knowing what to do but struggling to deliver it at pace, all the way to already having a digital product offering, but one which doesn’t perform as expected. Either from the perspective of customer behaviour (e.g. low conversion rate) or from a technical quality perspective, i.e. the website is unstable, struggles under high load, there are long outages, etc. While our strength is traditionally in fast product delivery and quality, we can help across the board, from product strategy to what we call empower and embed – demonstrating how to deliver digital products quickly, sustainably and with high quality, helping to build internal capability and then handing over to them. Essentially we want to help our clients build sustainable businesses. Read next: Linux forms Urban Computing Foundation: Set of open source tools to build autonomous vehicles and smart infrastructure Learning and assessing new software and tools RG: How do you stay on top of new tools? Do you have a learning culture at Red Badger? VC: We absolutely do, from simple day to day things like all engineers being encouraged to pair program to learn from each other or everyone in the company having a yearly training budget as one of the benefits, to doing things like a yearly internal mini conference called Tech Lab for all the engineers to get together and share latest learnings and general experience from projects. We have actually recently published a report which started with an activity at the last Tech Lab, which answers a lot of the questions above. It’s available on our website here (and we’ll also follow it with a series of events). We also run a few regular meetups in London, the biggest being the London React Meetup, which we’ve been hosting regularly for about four years. RG: How do you assess tools? VC: There are a few things we generally look at. The first is obviously experimenting with the tool to work out what it does and how. We’re in a privileged position of starting new projects, often greenfield ones, fairly regularly. We typically use about 80% of tools we know and trust and about 20% of new ones, which we want to try out “in anger” and learn about. We also look at who is behind these tools, which are generally open source, and whether there is momentum behind them and support from the community. Open source software typically goes through a period of rapid innovation and competition in a certain area and then, eventually, the community settles on a few options that work the best and fit the different problems people are trying to solve. The future of open source – is it sustainable? RG: How do you see the future of open source – is it sustainable on its current model? VC: That’s an interesting thing to think about! It seems like the open source model is widely misunderstood as software being built by dedicated developers in their free time. But in reality, most large, popular open source projects are backed by large software companies and people maintain them as their day job – for example, Linux, Kubernetes, React. Even the web standards are set by standard bodies comprised of professionals supported by the major browser vendors. I think the model with a sole maintainer working on something in their spare time doesn’t really work if their project gets very popular and the demand on their time grows. We all know how people tend to behave on the internet and software industry is no exception, so maintainers who do it as a hobby are at a pretty high risk of burning out. For the major open source projects, this seems to be more of an exception, as they are typically maintained by a team of people employed by a company invested in the project. The sponsor benefits from the community contributions and, if the project gets popular, from controlling the direction of a de facto standard and the community benefits from someone else doing the lion’s share of the work. I look at it as being similar to science, where different people publicly contribute to push the boundaries of knowledge, just because pooling resources makes more sense and doesn’t stop any individual contributor from profiting on the results. In that sense, I think it’s a pretty sustainable model and leads to better quality, more versatile software.