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In functional analysis and related branches of mathematics, the Banach–Alaoglu theorem (also known as Alaoglu’s theorem) states that the closed unit ball of the dual space of a normed vector space is compact in the weak* topology. A common proof identifies the unit ball with the weak* topology as a closed subset of a product of compact sets with the product topology. As a consequence of Tychonoff’s theorem, this product, and hence the unit ball within, is compact.
A proof of this theorem for separable normed vector spaces was published in 1932 by Stefan Banach, and the first proof for the general case was published in 1940 by the mathematician Leonidas Alaoglu.
Since the Banach–Alaoglu theorem is proven via Tychonoff’s theorem, it relies on the ZFC axiomatic framework, in particular the axiom of choice. Most mainstream functional analysis also relies on ZFC.
Contents
1Sequential Banach–Alaoglu theorem
2Generalization: Bourbaki–Alaoglu theorem
3Proof
4Consequences
5See also
6Notes
7Further reading
Sequential Banach–Alaoglu theorem
A special case of the Banach–Alaoglu theorem is the sequential version of the theorem, which asserts that the closed unit ball of the dual space of a separable normed vector space is sequentially compact in the weak* topology. In fact, the weak* topology on the closed unit ball of the dual of a separable space is metrizable, and thus compactness and sequential compactness are equivalent.
Specifically, let X be a separable normed space and B the closed unit ball in X?. Since X is separable, let {xn} be a countable dense subset. Then the following defines a metric for x, y ? B
in which denotes the duality pairing of X? with X. Sequential compactness of B in this metric can be shown by a diagonalization argument similar to the one employed in the proof of the Arzelà–Ascoli theorem.
The sequential Banach-Alaoglu theorem is often used in the field of partial differential equations to construct solutions to PDE or variational problems. For instance, if one wants to minimize a functional? ? on the dual of a separable normed vector space X, one common strategy is to first construct a minimizing sequence? ? which approaches the infimum of F, use the sequential Banach-Alaoglu theorem to extract a subsequence that converges in the weak* topology to a limit x, and then establish that x is a minimizer of F. The last step often requires F to obey a (sequential) lower semi-continuity property in the weak* topology.
When X? is the space of finite Radon measures on the real line (so that? ? is the space of continuous functions vanishing at infinity, by the Riesz representation theorem), the sequential Banach-Alaoglu theorem is equivalent to the Helly selection theorem.
Generalization: Bourbaki–Alaoglu theorem
The Bourbaki–Alaoglu theorem is a generalization by Bourbaki to dual topologies.
Given a separated locally convex space X with continuous dual X ’ then the polar U0 of any neighbourhood U in X is compact in the weak topology ?(X ’,X) on X ’.
In the case of a normed vector space, the polar of a neighbourhood is closed and norm-bounded in the dual space. For example the polar of the unit ball is the closed unit ball in the dual. Consequently, for normed vector space (and hence Banach spaces) the Bourbaki–Alaoglu theorem is equivalent to the Banach–Alaoglu theorem.
Proof
For any x in X, let
and
Since each Dx is a compact subset of the complex plane, D is also compact in the product topology by Tychonoff theorem.
We can identify the closed unit ball in X*, B1(X*), as a subset of D in a natural way:
This map is injective and continuous, with B1(X*) having the weak-* topology and Dthe product topology. Its inverse, defined on its range, is also continuous.
The claim will be proved if the range of the above map is closed. But this is also clear. If one has a net
in D, then the functional defined by
lies in B1(X*).
Consequences
If X is a reflexive Banach space, then every bounded sequence in X has a weakly convergent subsequence. (This follows by applying the Banach–Alaoglu theorem to a weakly metrizable subspace of X; or, more succinctly, by applying the Eberlein–Šmulian theorem.) For example, suppose that X=Lp(?), 1<p<?. Let fn be a bounded sequence of functions in X. Then there exists a subsequence fnk and an f ? X such that
for all g ? Lq(?) = X* (where 1/p+1/q=1). The corresponding result for p=1 is not true, as L1(?) is not reflexive.
See also
Eberlein–Šmulian theorem
James’ theorem
Notes
^ Rudin, section 3.15.
Further reading
John B. Conway (1994). A course in functional analysis (2nd ed.). Berlin: Springer-Verlag. ISBN 0-387-97245-5. See Chapter 5, section 3.
Rudin, W. (1991), Functional Analysis (2nd ed.), Boston, MA: McGraw-Hill, ISBN 0-07-054236-8. See section 3.15, p.68.
(Redirected from Disaster management)
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Contents
1Phases and professional activities
1.1Mitigation
1.2Preparedness
1.3Response
1.4Recovery
2Phases and personal activities
2.1Mitigation
2.2Preparedness
2.3Response
2.4Recovery
3As a profession
3.1Tools
4Within other professions
4.1Tools
5International organizations
5.1International Association of Emergency Managers
5.2Red Cross/Red Crescent
5.3United Nations
5.4World Bank
6National organisations
6.1Australia
6.2Canada
6.2.1Provincial EMOs
6.3Germany
6.4India
6.5The Netherlands
6.6New Zealand
6.6.1Terminology
6.7Russia
6.8United Kingdom
6.9United States
7See also
8Notes
9Further reading
10External links
Emergency management (or disaster management) is the discipline of dealing with and avoiding risks. It is a discipline that involves preparing for disaster before it occurs, disaster response (e.g., emergency evacuation, quarantine, mass decontamination, etc.), and supporting, and rebuilding society after natural or human-made disasters have occurred. In general, any Emergency management is the continuous process by which all individuals, groups, and communities manage hazards in an effort to avoid or ameliorate the impact of disasters resulting from the hazards. Actions taken depend in part on perceptions of risk of those exposed. Effective emergency management relies on thorough integration of emergency plans at all levels of government and non-government involvement. Activities at each level (individual, group, community) affect the other levels. It is common to place the responsibility for governmental emergency management with the institutions for civil defense or within the conventional structure of the emergency services. In the private sector, emergency management is sometimes referred to as business continuity planning.
Emergency Management is one of a number of terms which, since the end of the Cold War, have largely replaced Civil defense, whose original focus was protecting civilians from military attack. Modern thinking focuses on a more general intent to protect the civilian population in times of peace as well as in times of war. Another current term, Civil Protection is widely used within the European Union and refers to government-approved systems and resources whose task is to protect the civilian population, primarily in the event of natural and human-made disasters. Within EU countries the term Crisis Management emphasises the political and security dimension rather than measures to satisfy the immediate needs of the civilian population. An academic trend is towards using the term disaster risk reduction, particularly for emergency management in a development management context. This focuses on the mitigation and preparedness aspects of the emergency cycle (see below).
Phases and professional activities
The nature of management depends on local economic and social conditions. Some disaster relief experts such as Fred Cuny have noted that in a sense the only real disasters are economic. Experts, such as Cuny, have long noted that the cycle of emergency management must include long-term work on infrastructure, public awareness, and even human justice issues. This is not important in developing nations. The process of emergency management involves four phases: mitigation, preparedness, response, and recovery.
A graphic representation of the four phases in emergency management.
Mitigation
Mitigation efforts attempt to prevent hazards from developing into disasters altogether, or to reduce the effects of disasters when they occur. The mitigation phase differs from the other phases because it focuses on long-term measures for reducing or eliminating risk. The implementation of mitigation strategies can be considered a part of the recovery process if applied after a disaster occurs. Mitigative measures can be structural or non-structural. Structural measures use technological solutions, like flood levees. Non-structural measures include legislation, land-use planning (e.g. the designation of nonessential land like parks to be used as flood zones), and insurance. Mitigation is the most cost-efficient method for reducing the impact of hazards, however it is not always suitable. Mitigation does include providing regulations regarding evacuation, sanctions against those who refuse to obey the regulations (such as mandatory evacuations), and communication of potential risks to the public. Some structural mitigation measures may have adverse effects on the ecosystem.
A precursor activity to the mitigation is the identification of risks. Physical risk assessment refers to the process of identifying and evaluating hazards. The hazard-specific risk (Rh) combines both the probability and the level of impact of a specific hazard. The equation below states that the hazard multiplied by the populations’ vulnerability to that hazard produces a risk Catastrophe modeling. The higher the risk, the more urgent that the hazard specific vulnerabilities are targeted by mitigation and preparedness efforts. However, if there is no vulnerability there will be no risk, e.g. an earthquake occurring in a desert where nobody lives.
Preparedness
In the preparedness phase, emergency managers develop plans of action for when the disaster strikes. Common preparedness measures include:
communication plans with easily understandable terminology and methods.
proper maintenance and training of emergency services, including mass human resources such as community emergency response teams.
development and exercise of emergency population warning methods combined with emergency shelters and evacuation plans.
stockpiling, inventory, and maintain disaster supplies and equipment
develop organizations of trained volunteers among civilian populations. (Professional emergency workers are rapidly overwhelmed in mass emergencies so trained, organized, responsible volunteers are extremely valuable. Organizations like Community Emergency Response Teams and the Red Cross are ready sources of trained volunteers. Its emergency management system has gotten high ratings from both California, and the Federal Emergency Management Agency (FEMA).)
Another aspect of preparedness is casualty prediction, the study of how many deaths or injuries to expect for a given kind of event. This gives planners an idea of what resources need to be in place to respond to a particular kind of event.
Emergency Managers in the planning phase should be flexible, and all encompassing - carefully recognizing the risks and exposures of their respective regions and employing unconventional, and atypical means of support. Depending on the region - municipal, or private sector emergency services can rapidly be depleted and heavily taxed. Non-governmental organizations that offer desired resources, i.e., transportation of displaced homeowners to be conducted by local school district buses, evacuation of flood victims to be performed by mutual aide agreements between fire departments and rescue squads, should be identified early in planning stages, and practiced with regularity.
Response
Brazilian Defesa Civil unit responding to an emergency São Paulo.
The response phase includes the mobilization of the necessary emergency services and first responders in the disaster area. This is likely to include a first wave of core emergency services, such as firefighters, police and ambulance crews. When conducted as a military operation, it is termed Disaster Relief Operation (DRO) and can be a follow-up to a Non-combatant evacuation operation (NEO). They may be supported by a number of secondary emergency services, such as specialist rescue teams.
A well rehearsed emergency plan developed as part of the preparedness phase enables efficient coordination of rescue. Where required, search and rescue efforts commence at an early stage. Depending on injuries sustained by the victim, outside temperature, and victim access to air and water, the vast majority of those affected by a disaster will die within 72 hours after impact.
Organizational response to any significant disaster - natural or terrorist-borne - is based on existing emergency management organizational systems and processes: the Federal Response Plan (FRP) and the Incident Command System (ICS). These systems are solidified through the principles of Unified Command (UC) and Mutual Aid (MA)
Recovery
The aim of the recovery phase is to restore the affected area to its previous state. It differs from the response phase in its focus; recovery efforts are concerned with issues and decisions that must be made after immediate needs are addressed. Recovery efforts are primarily concerned with actions that involve rebuilding destroyed property, re-employment, and the repair of other essential infrastructure. An important aspect of effective recovery efforts is taking advantage of a ‘window of opportunity’ for the implementation of mitigative measures that might otherwise be unpopular. Citizens of the affected area are more likely to accept more mitigative changes when a recent disaster is in fresh memory.
In the United States, the National Response Plan dictates how the resources provided by the Homeland Security Act of 2002 will be used in recovery efforts. It is the Federal government that often provides the most technical and financial assistance for recovery efforts in the United States.
Phases and personal activities
Mitigation
Personal mitigation is mainly about knowing and avoiding unnecessary risks. This includes an assessment of possible risks to personal/family health and to personal property.
One example of mitigation would be to avoid buying property that is exposed to hazards, e.g., in a flood plain, in areas of subsidence or landslides. Home owners may not be aware of a property being exposed to a hazard until it strikes. However, specialists can be hired to conduct risk identification and assessment surveys. Purchase of insurance covering the most prominent identified risks is a common measure.
Personal structural mitigation in earthquake prone areas includes installation of an Earthquake Valve to instantly shut off the natural gas supply to a property, seismic retrofits of property and the securing of items inside a building to enhance household seismic safety. The latter may include the mounting of furniture, refrigerators, water heaters and breakables to the walls, and the addition of cabinet latches. In flood prone areas houses can be built on poles, as in much of southern Asia. In areas prone to prolonged electricity black-outs installation of a generator would be an example of an optimal structural mitigation measure. The construction of storm cellars and fallout shelters are further examples of personal mitigative actions.
Mitigation involves Structural and Non-structural measures taken to limit the impact of disasters.
Structural Mitigation:-
Non Structural Mitigation:-
Preparedness
See also: Hurricane preparedness and Earthquake preparedness
Airport emergency preparedness exercise.
Preparedness are aimed at preventing a disaster from occurring, personal preparedness focuses on preparing equipment and procedures for use when a disaster occurs, i.e., planning. Preparedness measures can take many forms including the construction of shelters, installation of warning devices, creation of back-up life-line services (e.g., power, water, sewage), and rehearsing evacuation plans. Two simple measures can help prepare the individual for sitting out the event or evacuating, as necessary. For evacuation, a disaster supplies kit may be prepared and for sheltering purposes a stockpile of supplies may be created. The preparation of a survival kit such as a “72-hour kit”, is often advocated by authorities. These kits may include food, medicine, flashlights, candles and money.
Response
The response phase of an emergency may commence with search and rescue but in all cases the focus will quickly turn to fulfilling the basic humanitarian needs of the affected population. This assistance may be provided by national or international agencies and organisations. Effective coordination of disaster assistance is often crucial, particularly when many organisations respond and local emergency management agency (LEMA) capacity has been exceeded by the demand or diminished by the disaster itself.
On a personal level the response can take the shape either of a shelter in place or an evacuation. In a shelter-in-place scenario, a family would be prepared to fend for themselves in their home for many days without any form of outside support. In an evacuation, a family leaves the area by automobile or other mode of transportation, taking with them the maximum amount of supplies they can carry, possibly including a tent for shelter. If mechanical transportation is not available, evacuation on foot would ideally include carrying at least three days of supplies and rain-tight bedding, a tarpaulin and a bedroll of blankets being the minimum.
Recovery
The recovery phase starts after the immediate threat to human life has subsided. During reconstruction it is recommended to consider the location or construction material of the property.
The most extreme home confinement scenarios include war, famine and severe epidemics and may last a year or more. Then recovery will take place inside the home. Planners for these events usually buy bulk foods and appropriate storage and preparation equipment, and eat the food as part of normal life. A simple balanced diet can be constructed from vitamin pills, whole-meal wheat, beans, dried milk, corn, and cooking oil. One should add vegetables, fruits, spices and meats, both prepared and fresh-gardened, when possible.
As a profession
Emergency managers are trained in a wide variety of disciplines that support them through out the emergency life-cycle. Professional emergency managers can focus on government and community preparedness (Continuity of Operations/Continuity of Government Planning), or private business preparedness (Business Continuity Management Planning). Training is provided by local, state, federal and private organizations and ranges from public information and media relations to high-level incident command and tactical skills such as studying a terrorist bombing site or controlling an emergency scene.
In the past, the field of emergency management has been populated mostly by people with a military or first responder background. Currently, the population in the field has become more diverse, with many experts coming from a variety of backgrounds without military or first responder history. Educational opportunities are increasing for those seeking undergraduate and graduate degrees in emergency management or a related field. There are eight schools in the US with emergency management-related doctorate programs, but only one doctoral program specifically in emergency management.
Professional certifications such as Certified Emergency Manager (CEM) and Certified Business Continuity Professional (CBCP) are becoming more common as the need for high professional standards is recognized by the emergency management community, especially in the United States.
Tools
In recent years the continuity feature of emergency management has resulted in a new concept, Emergency Management Information Systems (EMIS). For continuity and interoperability between emergency management stakeholders, EMIS supports the emergency management process by providing an infrastructure that integrates emergency plans at all levels of government and non-government involvement and by utilizing the management of all related resources (including human and other resources) for all four phases of emergencies. In the healthcare field, hospitals utilize HICS (Hospital Incident Command System) which provides structure and organization in a clearly defined chain of command with set responsibilities for each division.
Within other professions
Practitioners in emergency management (disaster preparedness) come from an increasing variety of backgrounds as the field matures. Professionals from memory institutions (e.g., museums, historical societies, libraries, and archives) are dedicated to preserving cultural heritage—objects and records contained in their collections. This has been an increasingly major component within these field as a result of the heightened awareness following the September 11 attacks in 2001, the hurricanes in 2005, and the collapse of the Cologne Archives.
To increase the opportunity for a successful recovery of valuable records, a well-established and thoroughly tested plan must be developed. This plan must not be overly complex, but rather emphasize simplicity in order to aid in response and recovery. As an example of the simplicity, employees should perform similar tasks in the response and recovery phase that they perform under normal conditions. It should also include mitigation strategies such as the installation of sprinklers within the institution. This task requires the cooperation of a well-organized committee led by an experienced chairperson. Professional associations schedule regular workshops and hold focus sessions at annual conferences to keep individuals up to date with tools and resources in practice in order to minimize risk and maximize recovery.
Tools
The joint efforts of professional associations and cultural heritage institutions have resulted in the development of a variety of different tools to assist professionals in preparing disaster and recovery plans. In many cases, these tools are made available to external users. Also frequently available on websites are plan templates created by existing organizations, which may be helpful to any committee or group preparing a disaster plan or updating an existing plan. While each organization will need to formulate plans and tools which meet their own specific needs, there are some examples of such tools that might represent useful starting points in the planning process. These have been included in the External Links section.
In 2009, the US Agency for International Development created a web-based tool for estimating populations impacted by disasters. Called Population Explorer the tool uses Landscan population data, developed by Oak Ridge National Laboratory, to distribute population at a resolution 1 km2 for all countries in the world. Used by USAID’s FEWS NET Project to estimate populations vulnerable and or impacted by food insecurity, Population Explorer is gaining wide use in a range of emergency analysis and response actions, including estimating populations impacted by floods in Central America and a Pacific Ocean Tsunami event in 2009.
In 2007, a checklist for veterinarians pondering participation in emergency response was published in the Journal of the American Veterinary Medical Association, it had two sections of questions for a professional to ask themself before assisting with an emergency: Absolute requirements for participation: Have I chosen to participate?, Have I taken ICS training?, Have I taken other required background courses?, Have I made arrangements with my practice to deploy?,Have I made arrangements with my family?
Incident Participation: Have I been invited to participate?, Are my skill sets a match for the mission?, Can I access just-in-time training to refresh skills or acquire needed new skills?, Is this a self-support mission?, Do I have supplies needed for three to five days of self support?
While written for veterinarians, this checklist is applicable for any professional to consider before assisting with an emergency.
International organizations
International Association of Emergency Managers
The International Association of Emergency Managers (IAEM) is a non-profit educational organization dedicated to promoting the goals of saving lives and protecting property during emergencies and disasters. The mission of IAEM is to serve its members by providing information, networking and professional opportunities, and to advance the emergency management profession.
Red Cross/Red Crescent
National Red Cross/Red Crescent societies often have pivotal roles in responding to emergencies. Additionally, the International Federation of Red Cross and Red Crescent Societies (IFRC, or “The Federation”) may deploy assessment teams to the affected country. They specialize in the recovery component of the emergency management framework.
United Nations
Within the United Nations system responsibility for emergency response rests with the Resident Coordinator within the affected country. However, in practice international response will be coordinated, if requested by the affected country’s government, by the UN Office for the Coordination of Humanitarian Affairs (UN-OCHA), by deploying a UN Disaster Assessment and Coordination (UNDAC) team.
World Bank
Since 1980, the World Bank has approved more than 500 operations related to disaster management, amounting to more than US$40 billion. These include post-disaster reconstruction projects, as well as projects with components aimed at preventing and mitigating disaster impacts, in countries such as Argentina, Bangladesh, Colombia, Haiti, India, Mexico, Turkey and Vietnam to name only a few.
Common areas of focus for prevention and mitigation projects include forest fire prevention measures, such as early warning measures and education campaigns to discourage farmers from slash and burn agriculture that ignites forest fires; early-warning systems for hurricanes; flood prevention mechanisms, ranging from shore protection and terracing in rural areas to adaptation of production; and earthquake-prone construction.
In a joint venture with Columbia University under the umbrella of the ProVention Consortium the World Bank has established a Global Risk Analysis of Natural Disaster Hotspots.
In June 2006, the World Bank established the Global Facility for Disaster Reduction and Recovery (GFDRR), a longer term partnership with other aid donors to reduce disaster losses by mainstreaming disaster risk reduction in development, in support of the Hyogo Framework of Action. The facility helps developing countries fund development projects and programs that enhance local capacities for disaster prevention and emergency preparedness.
National organisations
Australia
The key federal coordinating and advisory body for emergency management in Australia is Emergency Management Australia (EMA). Each state has its own State Emergency Service. The Emergency Call Service provides a national 000 emergency telephone number to contact state Police, Fire and Ambulance services. Arrangements are in place for state and federal cooperation.
Canada
Public Safety Canada (PS) is Canada’s national emergency management agency. Each province is required to set up their Emergency Management Organizations.
PS coordinates and supports the efforts of federal organizations ensuring national security and the safety of Canadians. They also work with other levels of government, first responders, community groups, the private sector (operators of critical infrastructure) and other nations.
PS’s work is based on a wide range of policies and legislation through the Public Safety and Emergency Preparedness Act which defines the powers, duties and functions of PS are outlined. Other acts are specific to fields such as corrections, emergency management, law enforcement, and national security.
Provincial EMOs
Provincial Emergency Program, Province of British Columbia’s emergency measures organization
Province of Newfoundland and Labrador Emergency Measures Organization
Germany
In Germany the Federal Government controls the German Katastrophenschutz (disaster relief) and Zivilschutz (civil protection) programs. The local units of German fire department and the Technisches Hilfswerk (Federal Agency for Technical Relief, THW) are part of these programs. The German Armed Forces (Bundeswehr), the German Federal Police and the 16 state police forces (Länderpolizei) all have been deployed for disaster relief operations. Besides the German Red Cross, humanitarian help is dispensed by the Johanniter-Unfallhilfe, the German equivalent of the St. John’s Ambulance, the Malteser-Hilfsdienst, the Arbeiter-Samariter-Bund, and other private Organization, to cite the largest relief organisation that are equipped for large-scale emergencies. As of 2006, there is a joint course at the University of Bonn leading to the degree “Master in Disaster Prevention and Risk Governance”
India
In India, the role of emergency management falls to National Disaster Management Authority of India, a government agency subordinate to the Ministry of Home Affairs. In recent years there has been a shift in emphasis, from response and recovery to strategic risk management and reduction, and from a government-centred approach to decentralized community participation. Survey of India, an agency within the Ministry of Science and Technology, is also playing a role in this field, through bringing the academic knowledge and research expertise of earth scientists to the emergency management process.
Recently the Government has formed the Emergency Management and Research Institute (EMRI). This group represents a public/private partnership, funded primarily by a large India-based computer company “Satyam Computer Services” , and aimed at improving the general response of communities to emergencies, in addition to those incidents which might be described as disasters. Some of the groups’ early efforts involve the provision of emergency management training for first responders (a first in India), the creation of a single emergency telephone number, and the establishment of standards for EMS staff, equipment and training. It is hoped that this effort will provide a model for emulation by all of India, however, at the moment, it operates in the Indian states of Andhra Pradesh, Uttarakhand, Goa, Tamil Nadu, Rajasthan, Karnataka , Assam, Meghalaya and Madhya Pradesh using a single 3-digit toll-free number 1-0-8.we are now able to protect ourselves from many disasters.
The Netherlands
In the Netherlands the Ministry of the Interior and Kingdom Relations is responsible for emergency preparedness en emergency management on national level and operates a national crisis centre (NCC). The country is divided in 25 safety regions (veiligheidsregio). Each safety region is covered by three services: police, fire and ambulance. All regions operate according to the Coordinated Regional Incident Management system. Other services such as the Ministry of Defence, waterboard(s), Rijkswaterstaat etc. can have an active role in the emergency management process.
New Zealand
In New Zealand, responsibility for emergency management moves from local to national depending on the nature of the emergency or risk reduction programme. A severe storm may be manageable within a particular area, whereas a national public education campaign will be directed by central government. Within each region, local governments are unified into 16 Civil Defence Emergency Management Groups (CDEMGs). Every CDEMG is responsible for ensuring that local emergency management is robust as possible. As local arrangements are overwhelmed by an emergency, pre-existing mutual-support arrangements are activated. As warranted, central government has the authority to coordinate the response through the National Crisis Management Centre (NCMC), operated by the Ministry of Civil Defence & Emergency Management (MCDEM). These structures are defined by regulation, and best explained in The Guide to the National Civil Defence Emergency Management Plan 2006, roughly equivalent to the U.S. Federal Emergency Management Agency’s National Response Framework.
Terminology
New Zealand uses unique terminology for emergency management to the rest of the English-speaking world.
4Rs is a term used to describe the emergency management cycle locally. In New Zealand the four phases are known as:
Reduction = Mitigation
Readiness = Preparedness
Response
Recovery
Russia
In Russia the Ministry of Emergency Situations (EMERCOM) is engaged in fire fighting, Civil Defense, Search and Rescue, including rescue services after natural and human-made disasters.
United Kingdom
The United Kingdom adjusted its focus on emergency management following the 2000 UK fuel protests, severe flooding in the same year and the 2001 United Kingdom foot-and-mouth crisis. This resulted in the creation of the Civil Contingencies Act 2004 (CCA) which defined some organisations as Category 1 and 2 Responders. These responders have responsibilities under the legislation regarding emergency preparedness and response. The CCA is managed by the Civil Contingencies Secretariat through Regional Resilience Forums and at the local authority level.
Disaster Management training is generally conducted at the local level by the organisations involved in any response. This is consolidated through professional courses that can be undertaken at the Emergency Planning College. Furthemore diplomas, undergraduate and postgraduate qualifications can be gained throughout the country - the first course of this type was carried out by Coventry University in 1994. Institute of Emergency Management is a charity organisation, established in 1996, to provide consulting services for the government, media and commercial sectors.
The Professional Society for Emergency Planners is the Emergency Planning Society.
One of the largest emergency exercises in the UK was carried out on 20 May 2007 near Belfast, Northern Ireland, and involved the scenario of a plane crash landing at Belfast International Airport. Staff from five hospitals and three airports participated in the drill, and almost 150 international observers assessed its effectiveness.
United States
Under the Department of Homeland Security (DHS), the Federal Emergency Management Agency (FEMA) is lead agency for emergency management. The HAZUS software package developed by FEMA is central in the risk assessment process in the country. The United States and its territories are covered by one of ten regions for FEMA’s emergency management purposes. Tribal, state, county and local governments develop emergency management programs/departments and operate hierarchially within each region. Emergencies are managed at the most-local level possible, utilizing mutual aid agreements with adjacent jurisdictions. If the emergency is terrorist related or if declared an “Incident of National Significance”, the Secretary of Homeland Security will initiate the National Response Framework (NRF). Under this plan the involvement of federal resources will be made possible, integrating in with the local, county, state, or tribal entities. Management will continue to be handled at the lowest possible level utilizing the National Incident Management System (NIMS).
The Citizen Corps is an organization of volunteer service programs, administered locally and coordinated nationally by DHS, which seek to mitigate disaster and prepare the population for emergency response through public education, training, and outreach. Community Emergency Response Teams are a Citizen Corps program focused on disaster preparedness and teaching basic disaster response skills. These volunteer teams are utilized to provide emergency support when disaster overwhelms the conventional emergency services.
The US Congress established the Center for Excellence in Disaster Management and Humanitarian Assistance (COE) as the principal agency to promote disaster preparedness and societal resiliency in the Asia-Pacific region. As part of its mandate, COE facilitates education and training in disaster preparedness, consequence management and health security to develop domestic, foreign and international capability and capacity.
See also
Wikimedia Commons has media related to: Emergency management
Asia Emergency Response Facility
Burned area emergency response
Central Emergency Response Fund
Community Emergency Response Team
Decontamination
Disaster risk reduction
Emergency Architects Foundation
Emergency Management And Research Institute, EMRI
Emergency Management Information System
Emergency management software
Emergency Response Guidebook
Emergency Response Officers
Emergency Response Team (Zoo)
First aid
HEARO Local Alert Receiver
Incident Command System, a prepositioned, interservice cross-governmental command-and-control method to prevent interservice rivalry and official error in rapidly developing emergency situations.
List of Special Response Units
Prevention
Public safety
Quarantine
Risk:
Actuarial science
Extreme value theory
Standardised Emergency Preparedness Plan
Survivalism
Amateur radio operators may help provide emergency communications in the event of an Emergency:
Amateur Radio Emergency Service
Radio Amateur Civil Emergency Service
Renewable sources can provide emergency energy:
Famine Early Warning Systems Network
Normalcy bias
Countries
In Australia
Special Emergency Response Team (Queensland)
Northern Territory National Emergency Response Bill 2007
In Canada, Special Emergency Response Team, Municipal Integrated Emergency Response Team, Emergency Response Team (RCMP)
In Cuba, Cuba Emergency Response System
In Denmark, Danish Emergency Management Agency
In Ireland, Emergency Response Unit (Garda)
In France, Orsec’s plan: The French red plan and the French white plan;
In USA, Disaster Mitigation Act of 2000
Emergency Management Institute
Local Emergency Planning Committee
United States Department of Homeland Security#Ready.gov
Notes
This article uses bare URLs. Please help improve this article by turning bare URLs into proper citations containing all of the information on the referenced work’s title, date, publisher, publication, and author, so that the article remains verifiable in the future. This page may also be able to help find problematic links. Several templates are available for formatting. (July 2009)
^ abcdefghHaddowButterworth-Heinemann. Amsterdam. ISBN 0-7506-7689-2.
^Wisner, Ben; P. Blaikie, T. Cannon, and I. Davis (2004). At Risk - Natural hazards, people’s vulnerability and disasters. Wiltshire: Routledge. ISBN 0-415-25216-4.
^Cuny, Fred C. (1983). Disasters and Development. Oxford: Oxford University Press.
^ Wilson, James Parker, “Policy Actions of Texas Gulf Coast Cities to Mitigate Hurricane Damage: Perspectives of City Officials” (2009). Applied Research Projects. Texas State University. Paper 312. http://ecommons.txstate.edu/arp/312
^ Lindell, M., Prater, C., and Perry, R. (2006). Fundamentals of Emergency Management. Retrieved January 9, 2009 at: http://training.fema.gov/EMIWeb/edu/fem.asp.
^ MODELING CRITICAL VACCINE SUPPLY LOCATION: PROTECTING CRITICAL INFRASTRUCTURE AND POPULATION IN CENTRAL FLORIDA Paul J. Maliszewski (2008)
^Walker, Peter (1991). International Search and Rescue Teams, A League Discussion Paper. Geneva: League of the Red Cross and Red Crescent Societies.
^Alexander, David (2002). Principles of Emergency planning and Management. Harpenden: Terra Publishing. ISBN 1-903544-10-6.
^ www.fema.gov Federal Emergency Management Agency Website
^Jaffin, Bob (September 17, 2008). “Emergency Management Training: How to Find the Right Program”. Emergency Management Magazine. http://www.govtech.com/em/articles/400741. Retrieved 2008-11-15.
^ Buchanan, Sally. “Emergency preparedness.” from Paul Banks and Roberta Pilette. Preservation Issues and Planning. Chicago: American Library Association, 2000. 159-165. ISBN 978-0-8389-0776-4
^ The Veterinary profession’s duty of care in response to disasters and food animal emergencies. Journal of the American Veterinary Medical Association, Vol 231, No. 2, July 15, 2007
^ List of World Bank projects with disaster management components and World Bank Disaster Risk Management Projects
^ World Bank Disaster Risk Management Projects
^ Natural Disaster Hotspots
^ Global Facility for Disaster Reduction and Recovery
^ Province of Newfoundland and Labrador Emergency Measures Organization
^ http://www.kavoma.de
^ National Civil Defence Emergency Plan Order 2005, available from http://www.legislation.govt.nz/regulation/public/2005/0295/latest/DLM356569.html
^ http://www.civildefence.govt.nz/memwebsite.NSF/wpg_URL/For-the-CDEM-Sector-Publications-The-Guide?OpenDocument. ISBN 0-478-25470-0
^ See especially the National Civil Defence Emergency Management Strategy 2007, page 5. Department of Internal Affairs, Wellington, New Zealand 2008. Digital edition available at http://www.civildefence.govt.nz/memwebsite.NSF/Files/National_CDEM_Strategy/$file/National-CDEM-strategy-2008.pdf. Retrieved 3 August 2008. ISBN 0-478-29453-0.
^ See generally Parliamentary media releases on emergency management http://www.beehive.govt.nz/portfolio/civil+defence?page=1,
the Reserve Bank of New Zealand’s crisis management material http://www.reservebank.govt.nz/crisismgmt/ and
Ministry of Social Development’s website, which omits the term ‘emergency management’ altogether: http://search.msd.govt.nz/search?q=civil+defence&output=xml_no_dtd&proxystylesheet=prod_msd&client=prod_msd&site=prod_msd. Retrieved 3 August 2008.
^ For example, disaster is not used in the Civil Defence Emergency Management Act 2002, the enabling legislation for New Zealand’s emergency management, http://www.legislation.govt.nz/act/public/2002/0033/latest/DLM149789.html
^ http://www.civildefence.govt.nz/memwebsite.nsf/Files/dfpresCantSnow/$file/dfpresCantSnow.pdf. Retrieved 3 August 2008
^ Emergency Planning Society
^ Mock plane crash tests NI crews, BBC News, May 20, 2007
Further reading
International Journal of Emergency Management, ISSN 1741-5071 (electronic) ISSN 1471-4825 (paper), Inderscience Publishers
Journal of Homeland Security and Emergency Management ISSN 1547-7355, Bepress
Australian Journal of Emergency Management (electronic) ISSN 1324-1540 (paper), Emergency Management Australia
Stephenson Disaster Management Institute
The ALADDIN Project, a consortium of universities developing automated disaster management tools
External links
This article’s external links may not follow Wikipedia’s policies or guidelines. Please improve this article by removing excessive and inappropriate external links or by converting links into references. (August 2009)
ALA Disaster Preparedness and Recovery
Disaster Plan Workbook
The Disaster Mitigation Planning Assistance Website.
Heritage Preservation. The Emergency Response and Salvage Wheel Tool
Wikiversity has learning materials about Fire_and_emergency_management
Public Health Management after Natural Disasters: Preparation, Response & Recovery - video, presentations, and summary of event held at the Woodrow Wilson International Center for Scholars, June 2008
Disasters Roundtable Disasters Roundtable Workshop hosted by the National Academies
US-Homeland Emergency Response Organization
Preparing For Emergencies - UK Government public information site
Emergency Response Resources The National Institute for Occupational Safety and Health
Site dedicated to use of Information and Communication Technologies (ICT) for emergency management
Heritage Health Index 2005 Report on the State of America’s Collections.
Emergency Management Portal. Online resources for emergency managers.
Emergency Management Reference Material Repository.
Emergency Management Education
Retrieved from “http://en.wikipedia.org/wiki/Emergency_management”
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Flagging (tape)
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Flagging tape
Flagging is a colored non-adhesive tape used in marking objects. It is commonly made of PVC or vinyl, and wood fiber cellulose-based biodegradable flagging also exists.
Contents
1Uses
1.1Surveying
1.2Forestry
1.3Wildland fire suppression
1.4Triage
1.5Outdoor recreation
Uses
Surveying
Flagging is used in surveying to mark survey stakes and other boundary markers.
Forestry
In forestry flagging is commonly used to mark trees for various purposes. It can be used to mark trees for logging, to mark dangerous or unhealthy trees, or to mark saplings.
Wildland fire suppression
Flagging is widely used in wildland fire suppression both as a navigational aid for firefighters and to mark trees. When walking to a wildfire a crew may use flagging to flag their way to the fire, both to aid other firefighters in quickly finding the site and so they can find their way back out easily. Specially marked flagging also exists for fire use, imprinted with terms such as “spot fire” or “escape route”.
Triage
In triage, flagging is used in lieu of a triage tag to mark patients in a mass casualty disaster situation. Four colors of flagging are typically used:
Black - deceased
Red - seriously injured, in need of immediate medical attention to save life
Yellow - seriously injured but not immediately life-threatening, medical attention can be delayed
Green - non-serious injuries or “walking wounded”
Outdoor recreation
Flagging is used as a navigational aid by hunters, hikers, geocachers, spelunkers, and other uses such as paintball.
Laughter & Lust is an 1991 album by Joe Jackson. He had parted ways with A&M Records in 1990, who then released the compilation Steppin’ Out: The Very Best of Joe Jackson, which became a Top Ten hit in the UK. Jackson subsequently signed a recording contract with Virgin Records.
On Laughter & Lust Jackson expressed some of his frustration with the music industry with “Hit Single”, while “Obvious Song” and his percussion laden cover of Fleetwood Mac’s “Oh Well” secured radio airplay. Music journalist, Martin C. Strong states “Laughter & Lust was Jackson’s most direct, accessible material in years, a welcome diversion from his constant experimentation”.
However, the release continued his gradual sales decline, failing to reach the U.S. Top 100, after which Jackson was not heard from on disc for three years.
gnac is a pseudonym used by songwriter and music producer Mark Tranmer. The name is derived from a short story by Italo Calvino in Marcovaldo entitled Luna e GNAC (or “moon and gnac”).
Contents
1Discography
1.1EPd
1.2LP
1.3Compilations
2External links
Discography
EPd
In Mauve, released via Amberly — (1997)
LP
Friend Sleeping, released via Vespertine — (1999)
Biscuit Barrel Fashion, released via Poptones — (2001)
Twelve Sidelong Glances, released via LTM / Boutique NL — (2006)
Compilations
Sevens, released via Rocket Girl — 2000
Soviet Bureau, Russia-only release via Soyuz — 2004
External links
gnac/Mark Tranmer on MySpace
gnac biography from LTM
gnac at Allmusic
This article on a United Kingdom band or other musical ensemble is a stub. You can help Wikipedia by expanding it. v•d•e
This article is an orphan, as few or no other articles link to it. Please introduce links to this page from related articles; suggestions are available. (December 2008)
In enzymology, a 7alpha-hydroxycholest-4-en-3-one 12alpha-hydroxylase (EC 1.14.13.95) is an enzyme that catalyzes the chemical reaction
The 4 substrates of this enzyme are 7alpha-hydroxycholest-4-en-3-one, NADPH, H+, and O2, whereas its 3 products are 7alpha,12alpha-dihydroxycholest-4-en-3-one, NADP+, and H2O.
This enzyme belongs to the family of oxidoreductases, specifically those acting on paired donors, with O2 as oxidant and incorporation or reduction of oxygen. The oxygen incorporated need not be derived from O2 with NADH or NADPH as one donor, and incorporation of one atom o oxygen into the other donor. The systematic name of this enzyme class is 7alpha-hydroxycholest-4-en-3-one,NADPH:oxygen oxidoreductase (12alpha-hydroxylating). Other names in common use include 7alpha-hydroxy-4-cholesten-3-one 12alpha-monooxygenase, CYP12, sterol 12alpha-hydroxylase (ambiguous), and HCO 12alpha-hydroxylase. This enzyme participates in ppar signaling pathway.
References
Ishida H, Noshiro M, Okuda K, Coon MJ (1992). “Purification and characterization of 7 alpha-hydroxy-4-cholesten-3-one 12 alpha-hydroxylase”. J. Biol. Chem.267: 21319–23. PMID 1400444.
Okuda KI, Bjorkhem I (1996). “Molecular cloning and expression of rabbit sterol 12alpha-hydroxylase”. J. Biol. Chem.271: 32269–75. doi:10.1074/jbc.271.50.32269. PMID 8943286.
Russell DW (2003). “The enzymes, regulation, and genetics of bile acid synthesis”. Annu. Rev. Biochem.72: 137–74. doi:10.1146/annurev.biochem.72.121801.161712. PMID 12543708.
This EC 1.14.13 enzyme-related article is a stub. You can help Wikipedia by expanding it. v•d•e
Retrieved from “http://en.wikipedia.org/wiki/7alpha-hydroxycholest-4-en-3-one_12alpha-hydroxylase”
Categories: EC 1.14.13 | NADPH-dependent enzymes | Enzymes of unknown structure | EC 1.14.13 stubsHidden categories: Orphaned articles from December 2008 | All orphaned articles
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This article contains Chinese text. Without proper rendering support, you may see question marks, boxes, or other symbols instead of Chinese characters.
Immortal Woman He
Named Hé Qióng (?? Hé Qióng), Immortal Woman He or He Xiangu (??? Hé Xi?n G? in pinyin or Ho Hsien-ku in Wade-Giles) is the only female deity among the Eight Immortals. (The gender of her fellow Immortal Lán C?ihé is somewhat ambiguous).
She was from Yong Prefecture (?? Y?ngzh?u) (today Linglin County (??? Líng Lín Xiàn), Hunan) in Tang Dynasty, or from a wealthy and generous family in Z?ngchéng County (???), Guangdong.
Legend
Hé Xi?n G? was the daughter of Ho T‘ai, of the town of Tsêng-ch‘êng, in the prefecture of Guangdong
At birth she had six long hairs on the crown of her head. When she was about 14 or 15, a divine personage appeared to her in a dream and instructed her to eat powdered mica, in order that her body might become etherealized and immune from death. So she swallowed it, and also vowed to remain a virgin.
Up hill and down dale she used to flit just like a creature with wings. Every day at dawn she sallied forth, to return at dusk, bringing back mountain fruits she had gathered for her mother.
Later on by slow degrees she gave up taking ordinary food.
The Empress Wu dispatched a messenger to summon her to attend at the palace, but on the way there, she disappeared.
One day during the J?ng Lóng (??) period (about 707 CE), she ascended to Heaven in broad daylight, and became a Hsien (Taoist Immortal).
From Lieh Hsien Chuan, ii, 32, 33
Depiction
Her lotus flower improves one’s health, mental and physical. She is depicted holding a lotus flower, and sometimes with the musical instrument known as Sh?ng (?), or a fènghuáng bird to accompany her. She may also carry a bamboo ladle or fly-whisk.
v•d•e
Eight Immortals
Immortal Woman He·Royal Uncle Cao ·Iron-Crutch Li ·Lan Caihe ·Lü Dongbin ·Han Xiang ·Elder Zhang Guo ·Zhongli Quan
Retrieved from “http://en.wikipedia.org/wiki/Immortal_Woman_He”
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Alan Thornett (born 15 June 1937) is a British Trotskyist leader, and one of the officers of the left-wing Respect party.
Alan Thornett began his career as a car worker in Cowley, Oxford in 1959. He joined the Communist Party of Great Britain there in 1960 before being recruited with other shop stewards to Gerry Healy’s Socialist Labour League in 1966.. However, in 1974 he and most of the Cowley group were expelled from the SLL with around 200 other members. Around a hundred of them went on to form the Workers Socialist League (WSL) of which Thornett was a leader. It participated in an international tendency known as the Trotskyist International Liaison Committee and fused with the International-Communist League in 1981. Political differences emerged in the new organisation with parts of the ex-WSL splitting off before those remaining were expelled in 1984.
Thornett and his comrades regrouped as the Socialist Group and then fused with the International Group to form the International Socialist Group (ISG) in 1987. Thornett is now a leader of the Fourth International.
Thornett successfully argued for the ISG to exit the Labour Party and join the Socialist Alliance. Later, he supported the Alliance’s dissolution in favour of the Respect Coalition. In the 2007 split in Respect, the ISG sided with the Respect Renewal faction around George Galloway against the SWP. Thornett sits on Respect’s National Council. He is the author of two volumes of autobiography: From Militancy to Marxism and Inside Cowley.
References
^ Bob Pitt: The Rise and Fall of Gerry Healy, Chapter 7.
^What really happened in the ‘Thornett’ split following the fusion of the I-CL and the WSL in 1981? http://archive.workersliberty.org/publications/readings/trots/thornett.html
External links
“Debate on The European Radical Left A reply to Alex Callinicos”. Article by Alan Thornett contrasting the ISG’s approach to Respect to the SWP’s.
“Building Respect, how we get beyond the current stage”. Article by Alan Thornett critically assessing how to move Respect Coalition forwards.
Alan Thornett papers. University of Warwick.
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This article is written like an advertisement. Please help rewrite this article from a neutral point of view. For blatant advertising that would require a fundamental rewrite to become encyclopedic, use {{db-spam}} to mark for speedy deletion. (February 2010)
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Capgemini
Type
Public (Euronext CAP)
Founded
1967
Founder(s)
Serge Kampf
Headquarters
Paris, France
Area served
Worldwide
Key people
Serge Kampf, Chairman Paul Hermelin , CEO
Industry
Consulting
IT
Outsourcing
Professional services
Products
N/A (services based)
Revenue
? € 8.710 billion (2008)
Operating income
? € 586 million (2008)
Net income
? € 451 million (2008)
Total assets
? € 8.729 billion (2008)
Total equity
? € 3.939 billion (2008)
Employees
86,495 December 31, 2008
Website
http://www.capgemini.com/
Capgemini (Euronext: CAP) is a major French company, one of the world’s largest information technology, transformation and management consulting, outsourcing and professional services companies with a staff of over 91,000 operating in 36 countries. It is headquartered in Paris (Rue de Tilsitt) and was founded in 1967 by Serge Kampf, the current chairman, in Grenoble, France. CEO Paul Hermelin has led the company since his appointment in December 2001.
Capgemini’s regional operations include North and South America, Northern Europe & Asia Pacific and Central & Southern Europe. Services are delivered through four disciplines for Technology, Outsourcing and Local Professional Services. The latter is delivered through Sogeti, a wholly owned subsidiary.
Contents
1History
2Acquisitions
3Partnerships
4Sogeti
5References
6External links
History
Capgemini was founded by Serge Kampf in 1967 as an enterprise management and data processing company. The company was inaugurated as the Société pour la Gestion de l’Entreprise et le Traitement de l’Information (Sogeti).
In 1973 Sogeti acquired a majority stake in its major European IT services competitor, CAP.
In 1974 Sogeti acquired Gemini Computers Systems, a US company based in New York.
In 1975, following the two major acquisitions of CAP and Gemini Computer Systems, Sogeti renamed itself as CAP Gemini Sogeti.
In 1981, Cap Gemini Sogeti launched US operations following the acquisition of Milwaukee-based DASD Corporation, specializing in data conversion and employing 500 people in 20 branches throughout the US.
In 1986, Cap Gemini Sogeti acquired the consulting division of US-based CGA Computer to create Cap Gemini America.
In 1991, Gemini Consulting was formed through the integration of two management consulting firms (United Research and The MAC group).
In 1996, the name was simplified to Cap Gemini with a new group logo. All operating companies worldwide were re-branded to operate as Cap Gemini.
In 2000, Cap Gemini acquired Ernst & Young Consulting. It simultaneously integrated Gemini Consulting to form Cap Gemini Ernst & Young.
In 2002, Cap Gemini re-launched its Sogeti brand, creating a new legal entity bearing the original name of the company, headquartered in Brussels, Belgium. The new company is focused on delivering IT services to a more limited range of markets.
In 2003, the firm acquired Transiciel and merged the two practices into Sogeti-Transiciel (later consolidated within Sogeti in 2006).
In April 2004, the Group reverted to Capgemini (its current name).
In the summer of 2005, due to heavy financial losses, Capgemini sold its North American healthcare consulting practice, including both payer and provider practices, to Accenture but retains its life sciences practice.
In September 2006, Capgemini acquired a 51% shareholding in Unilever India Shared Services Limited (Indigo), a provider of financial shared services and Sarbanes-Oxley compliance services to the global Unilever Group. Indigo has operating centres in Bangalore and Chennai and employs approximately 600 staff.
In October 2006, Capgemini agreed to acquire Kanbay International for US$1.2 billion in cash ($29 per share). The acquisition will increase Capgemini’s India staff to 12,000 employees. The acquisition was completed on 8 February 2007.
On 8 February 2007, Capgemini announced the acquisition of Software Architects, a US-based consulting company, to expand its US business.
On 25 July 2008, Capgemini announced the acquisition of Getronics PinkRoccade Business Applications Services BV of the Netherlands. The acquisition amounted to an equity value of €255 million paid in cash.
Acquisitions
Sesa in France (1987)
Hoskyns in the UK (1990)
United Research in the US (1990)
Mac Group in the US (1991)
Volmac in the Netherlands (1992)
Programator in Scandinavia (1992)
Gruber Titze and Partners in Europe (1993)
Bossard in Europe (1997)
Ernst & Young Consulting (2000)
Transiciel (2003)
Indigo (2006)
Future Engineering in Germany (2006)
Plecto AG in Germany (2006)
Kanbay International (2006)
Software Architects (2007)
Maxeda IT Services in the Netherlands (2008)
Getronics PinkRoccade Business Applications Services BV (2008)
Empire in Czech Republic (2009)
Nu Solutions in Australia (2009)
Partnerships
TXU - Limited Partnership
Intel - Limited Partnership
SAP - Limited Partnership
QinetiQ - Limited Partnership
JDA - Limited Partnership
Teradata - Limited Partnership
Microsoft - Limited Partnership
Sogeti
Sogeti is a wholly owned subsidiary of Capgemini. It is an international information technology consultancy specializing in local professional services. Sogeti employs 20,000 people in 14 countries.
The name Sogeti has its origins in France and is the name of origin for the entire Capgemini Group, founded by Serge Kampf in 1967. The name was an acronym for “SOciété pour la GEstion et le Traitement de l’Information” which, roughly translated, means “Management and Processing of Information Company”. Through the years many names have been used, for instance Cap Gemini Sogeti, Cap Programator, Cap Gemini and Cap Gemini Ernst & Young. In 2002, the Cap Gemini Group founded a subsidiary called Sogeti in six countries to focus on the growing local IT market. Today the Sogeti Group employs 20,000 people in 14 countries: Belgium, Denmark, France, Germany, the Netherlands, India, Ireland, Luxemburg, Norway, Spain, Switzerland, Sweden, UK and the U.S. The IT consultancy is a full-range provider of IT and mangagement services with focus on Application Services, Software Control Testing, Infrastructure Services and High Tech Consulting.
Sogeti has reached the highest level of partnership with giants Microsoft and IBM on a global level.
Retrieved from “http://en.wikipedia.org/wiki/Capgemini”
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This page was last modified on 4 February 2010 at 17:24.
denotes the duality pairing of X? with X. Sequential compactness of B in this metric can be shown by a diagonalization argument similar to the one employed in the proof of the Arzelà–Ascoli theorem.
? on the dual of a separable normed vector space X, one 
? which approaches the infimum of F, use the sequential Banach-Alaoglu theorem to extract a subsequence that converges in the weak* topology to a limit x, and then establish that x is a minimizer of F. The last step often requires F to obey a (sequential) lower semi-continuity property in the weak* topology.
? is the space of continuous functions vanishing at infinity, by the Riesz representation theorem), the sequential Banach-Alaoglu theorem is equivalent to the Helly selection theorem.
