The Disclosing Party and Receiving Party wish to discuss and exchange certain information related to business, products, applications, design, systems, components, technologies and other sensitive information items, which the parties hereto consider highly confidential and proprietary. NOW THEREFORE, the parties hereto, intending to be legally bound in consideration of the mutual covenants and agreements set forth herein, hereby agree as follows: Non-assignment This agreement shall be non-assignable by the Receiving Party unless prior written consent of the Disclosing Party is received.
If this Agreement is assigned or otherwise transferred, it shall be binding on all successors and assigns. Governing Law This Agreement and all questions relating to its validity, interpretation, performance and enforcement (including, without limitation, provisions concerning limitations of actions), shall be governed by and construed in accordance with the laws of the State of (State), notwithstanding any conflict-of-laws doctrines of such state r other Jurisdiction to the contrary, and without the aid of any canon, custom or rule of law requiring construction against the draftsman.
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Terms and Termination The Term of this Agreement shall commence on the Effective Date and continue until Agreement shall survive the expiration or termination of this Agreement. -“We are pleased to respond to our dealers and consumers, and offer this assistance during a challenging marine market,” said Brunswick Chairman and Chief Executive Officer Dustman E. McCoy. “In today’s economy, it is important to do what we can to alleviate consumer concerns over many issues, including the potential of Job loss.
We wish to restore confidence for the American boat buyer, so that they are able to fulfill their boating dream and spend quality time with family and friends on the water this summer. They can count on Brunswick for quality products, as well as resourceful financing and insurance options. We are committed to advancing the boating industry. ” Brunswick CEO saying as Brunswick focuses on its core segments (marine, fitness, bowling and billiards) they have decided continuing to invest in BENT to fuel TTS growth would not be consistent with BC long term objectives.
He says they believe Bent’s long term objectives may be better achieved under different ownership. A vote count was not released by the union, but officials of the International Association of Machinists and Aerospace Workers late Friday confirmed that the two-day voting process resulted in union ratification of the proposal. “After weeks of intense discussions and completion of the voting process, we accept the union’s ratification of our contract proposal,” said Mark Schwab, president of Mercury Marine. As we’ve dated throughout this important process, comprehensive changes to wages, benefits and operational flexibility are necessary for Mercury to effectively compete in a smaller and fundamentally changed marketplace. ” Consolidation of work in Fond du Lack will include transition of work from the company’s Stillwater, Kola. , facilities over the next 18-24 months. Schwab thanked the Stillwater community and Mercury Marine employees for their support. Our employees in Stillwater and Fond du Lack, as well as the communities and the states of Oklahoma and Wisconsin, have been very supportive throughout this Hellenizing period,” Schwab said. “In both locations, community and business leaders as well as our employees have done everything possible to help ensure a sustainable future for Mercury Marine. We want to thank each of them for their commitment and focus, particularly during these last two months. ” Schwab said the company will develop and execute a transition plan that balances the needs of employees, the communities and Mercury Mariner’s future.
Tensor, the Integrated Operational Control and Compliance Software Company, today announced that Brunswick New Technologies (BENT)-a division of Brunswick Corporation (NYSE: BC)-has implemented Tensor Time & Billing to automate and integrate its time, expense, and billing processes within a single enterprise-wide application – an option not offered by other vendors evaluated by BENT. BENT was born of the recent acquisitions by Brunswick Corporation of several independent companies to form this new division. Each company acquired came with its own time, expense and billing processes and systems.
BENT chose Tensor’s that could track billable work and project status of Bent’s 200 employees throughout North America and Asia. “Tensor was the best software for BENT that offered enterprise grade time, expense, billing, and leave management in one application,” explained Jay Sale, CIO at BENT. “This allows BENT to maintain a globally accessible application that meets business constraints. Tensor is a part of a BENT initiative to use one time tracking and expense management system for purposes of common reporting and ease of use for our users. Since the implementation, BENT has experienced reduced billing cycles, enhanced project management, and increased employee productivity. Moreover, Tensor Time & Billing information was easily integrated into its MAPS ERP system eliminating any application of effort. “Brunswick New Technologies expects up to reduction in time and cost of timeshare and expense reporting and tracking, resulting in a more streamlined timeshare, expense and cost and billing management,” said Raft Hill, COT at Tensor.
About Brunswick Corporation Headquartered in Lake Forest, Illinois, Brunswick Corporation is a leading manufacturer and marketer of high-quality products for recreational enthusiasts, specifically pleasure boats, marine engines, fitness equipment, bowling equipment and billiards tables, as well as marine electronics and navigation systems. Some of he company’s leading brands include Mercury and Mariner outboard engines, Mercury Mercies stern drives and inboard engines, Motorized trolling motors, Didgeridoo propellers, Monitor electronic controls, Northeast marine electronics, and much more.
Brunswick New Technologies was formed to focus on developing growth initiatives in software and marine electronics applications. About Tensor Tensor software is a modular, integrated operational control and compliance software, offering project governance, timeshare management, time and billing, expense reporting, invoicing/charge back and work process tracking. Designed for organizations with internal services or IT departments and professional services firms, Tensor solutions increase corporate efficiency, improve project or service delivery, reduce costs, enforce compliance with regulations and financial controls.
Since 1995, Tensor has served over 800 organizations in 50 countries including MM, BCC Emerges, Corning Cable Systems, McKesson, British Columbia Auditor General, Arrow International, Merck, Whet, First National Bank, Scottish Life and Major Drilling. Tensor products are available through direct sales channels and a network of worldwide resellers and partners. Tensor accolades include the Microsoft Solution Builder Grand Prize for 2003 and the Microsoft Canada Solution of the Year Award.
In addition, Tensor is a Microsoft Gold Certified Partner, Microsoft Tensor solutions have met the highest standards of SAP product integration and have been integrated with SPACE, Great Plains, Invasion, Peoples and Oracle. A Proposal to Research the Storage Facility for Spent Nuclear Fuel at Yucca Mountain Roger Bloom October 1997 Introduction Nuclear power plants produce more than 20 percent of the electricity used in the United States [Murray, 1989]. Unfortunately, nuclear fission, the process used to create this large amount energy, creates significant amounts of high level radioactive waste.
More than 30,000 metric tons of nuclear waste have arisen from U. S. Commercial reactors as well as high level nuclear weapons waste, such as uranium and plutonium [Rough, 1995]. Because of the build-up of this waste, some power plants will be forced to shut down. To avoid losing an important source of energy, a safe and economical place to keep this waste is necessary. This document proposes a literature review of whether Yucca Mountain is a suitable site for a nuclear waste episiotomy. The proposed review will discuss the economical and environmental aspects of a national storage facility.
This proposal includes my methods for gathering information, a schedule for completing the review, and my qualifications. Statement of Problem On January 1, 1998, the Department of Energy (DOE) must accept spent nuclear fuel from commercial plants for permanent storage [Clark, 1997]. However, the DOE is undecided on where to put this high level radioactive waste. Yucca Mountain, located in Nevada, is a proposed site. There are many questions regarding the safety of the Yucca Mountain waste repository.
Researchers at Los Alamos National Laboratory disagree over the long-term safety of the proposed high level nuclear waste site located in Nevada. In 1994, Charles Bowman, a researcher at Los Alamos, developed a theory claiming that years of storing waste in the mountain may actually start a nuclear chain reaction and explode, similar to an atomic bomb [Tubes, 1995]. The stir caused by theory suggests that researchers have not explored all sides of the safety issue concerning potentially hazardous situations at Yucca Mountain.
Bowman’s theory that Yucca Mountain could explode is based upon the idea that enough waste will eventually disperse through the rock to create a critical mass. A critical mass is an amount of fissile material, such as plutonium, containing enough mass to start a neutron chain reaction [Murray, 1989]. Bowman argues that if this chain reaction were started underground, the rocks in the ground would help keep the system compressed and speed up the chain reaction [Tubes, 1995]. A chain reaction formed underground could then generate huge amounts of energy in a fraction of a second, resulting in a nuclear blast.
A nuclear explosion of this magnitude would emit large amounts of radioactivity into the air and ground water. Another safety concern is the possibility of a volcanic eruption in Yucca Mountain. 10,000 years to allow the radioactive isotopes to decay to natural levels [Clark, 1997]. There are at least a dozen young volcanoes within 40 kilometers of the proposed Yucca Mountain waste site [Weiss, 1996]. The proximity of Yucca Mountain to these volcanoes makes it possible to have a volcanic eruption pass through the spent fuel waste repository. Such a volcanic eruption could release damaging amounts of radioactivity to the environment.
Objectives I propose to review the available literature about using Yucca Mountain as a possible episiotomy for spent nuclear fuel. In this review I will achieve the following two goals: (1) explain the criteria for a suitable repository of high-level radioactive waste; and (2) determine whether Yucca Mountain meets these criteria. According to the Department of Energy (DOE), a repository for high-level radioactive waste must meet several criteria including safety, location, and economics [Rough, 1995]. Safety includes not only the effect of the repository on people near the site, but also people along the transportation routes to the site.
In my research I will consider both groups of people. As far as location, a waste site cannot be in an area with a large population or near a ground water supply. Also, because one of the most significant factors in determining the life span of a possible repository is how long the waste storage canisters will remain in tact, the waste site must be located in a dry climate to eliminate the moisture that can cause the waste canisters to corrode. The economics involved in selecting a site is another criterion. At present, the Department of Energy (DOE) has spent more than 1. Billion dollars on the Yucca Mountain project [Tubes, 1995]. For that reason, much pressure exists to select Yucca Mountain as a repository site; otherwise, this money would have been wasted. Other costs, though, have to be considered. For instance, how economical is it to transport radioactive waste across several states to a single national site? I will try to account for as many of these other costs as possible. After explaining the criteria, I will assess how well Yucca Mountain meets those criteria. In this assessment, I will not assign a numerical score for each criterion.
Rather, I will discuss qualitatively how well Yucca Mountain meets each criterion. In some situations, disagreement exists among experts as to how well Yucca Mountain meets a criterion. In such cases, I will present both sides. In this assessment, only Yucca Mountain will be considered as a possible site. Although many sites in the United States could meet the DOE’s established criteria, I will consider only Yucca Mountain because the DOE is considering only Yucca Mountain [Taupe, 1995]. Plan of Action This section presents my plan for obtaining the objectives discussed in the previous section.
There has been an increase of interest in the nuclear industry concerning he Yucca Mountain site because of the January 1,1998, deadline for the DOE. Several journal articles and papers discussing the possibility of Yucca Mountain as a spent fuel repository in our near future have surfaced as a consequence of that interest. These articles and books about the dangers of nuclear waste should provide will discuss how I will use these sources in my research. The first goal of my research is to explain the criteria for determining whether a nuclear waste repository is suitable.
For example, will the rock structure be able to withstand human invasion in the future [Clark, 1997]? What will happen if the waste containers corrode and do not last as long as predicted? Will the natural setting contain the waste? To achieve this goal, I will rely on “Background on 40 CUFF Part 197 Environmental Standards for Yucca Mountain” [Clark, 1997], the DOE Yucca Mountain home page , and the book Understanding Radioactive Waste [Murray, 1989]. A second goal of my literature review is to evaluate Yucca Mountain meets those criteria.
I will base my evaluation on the sources mentioned above as well as specific Environmental Protection Agency standards. I also intend to research the validity of possible environmental disasters, such as the explosion theory. To accomplish this goal, I will rely on the paper presented by Clark , and on the book Blowup at Yucca Mountain [Tubes, 1995]. Because engineering students are the primary audience for my proposed research topic and may not be familiar with the history of nuclear waste, I will provide a background on past methods used for waste storage.
People in the nuclear field with some knowledge of the waste problem facing the industry may be a secondary audience. Management Plan This section presents my schedule, costs, and qualifications for completing the proposed research. This research culminates in a formal report, which will be completed by December 5, 1997. To reach this goal, I will follow the schedule presented in Figure 1 . Since I already possess literature on the subject of Yucca Mountain as a nuclear waste site, most of my time will be spent sorting through the literature to find key results, and presenting those results to the audience.
Figure 1 . Schedule for completion of the literature review. The formal presentation will be on October 27, and the formal report will be completed by December 5. Given that all my sources are available through the University of Wisconsin library system, here is no appreciable cost associated with performing this review, unless one takes into consideration the amount of tuition spent on maintaining the university libraries. The only other minor costs are photocopying articles, creating transparencies for my presentation, printing my report, and binding my report.
I estimate these expenses will not exceed $20. I am a senior in the Engineering Physics Department at the University of Wisconsin at Madison, majoring in nuclear engineering and physics. I have taken several classes related to nuclear waste, economics, and environmental studies. I believe that these courses will aid me in preparing the proposed review. For further information about my qualifications, see the attached resume. Conclusion More than 30,000 metric tons of nuclear waste have arisen from U. S. Immemorial reactors as well as high level nuclear weapons waste, such as uranium and possibility of using Yucca Mountain as a possible repository for this spent nuclear fuel. The proposed research will achieve the following goals: (1) explain the criteria necessary to make a suitable high level radioactive waste repository, and (2) determine if Yucca Mountain meets these criteria. The research will include a formal presentation on November 11 and a formal report on December 5. References Brunswick was founded by John Moses Brunswick who came to the United States from Switzerland at the age of 15.
The J. M. Brunswick Manufacturing Company opened for business on September 15, 1845, in Cincinnati, Ohio. Originally J. M. Brunswick intended his company to be mainly in the business of making carriages, but soon after opening his machine shop, he became fascinated with billiards and decided that making billiard tables would be more lucrative, as the better tables then n use in the United States were imported from England. Brunswick billiard tables were a commercial success, and the business expanded and opened up the first of what would become many branch offices in Chicago, Illinois in 1848.
It was later renamed J. M. Brunswick & Brother by 1871, after a family member came on board, and the company’s rather hyperbolic slogan at this time was: “The oldest and most extensive billiard table manufacturers in the United States”.  In 1874, the Brunswick company merged with competitor Great Western Billiard Manufacture owned by Julius Balked to become the J. M. Brunswick & Balked Company. It was incorporated in 1879 with a capital stock of $275,000, the same year it merged with another competitor, H. W. Colander Company of New York (founded by Hugh W.
Colander), to acquire Colander’s patented billiard cushions. In 1884, the partners formed the Brunswick-Balked-colander Company (or B. B. C. Company for short) with capital of $1. 5 million. The company expanded into making a number of other products. Large ornate neo-classical style bars for saloons were a popular product. Bowling balls, pins, and equipment led a growing line of sporting equipment. It popularized bowling balls of manufactured materials, balkanized rubber at first; earlier bowling balls had been solid wood.
In the early 20th century, Brunswick expanded the product line to include such diverse products as toilet seats, automobile tires, and phonographs. In the late sass, they introduced a quickly- popular line of disc phonograph records, under the name Brunswick Records. In 1930, Brunswick sold the control of the record company to Warner Brothers and came out with a line of refrigerators. During World War II, Brunswick-Balked-colander made small target-drone aircraft for the U. S. Military.
In 1955, the Brunswick “Model A” Mechanical Pinsetter fully automated unit premiered, for the purpose of handling bowling pins for the sport of tenpins, in competition with American Machine and Foundry (MAP). Previously, Brunswick had made two models of semi-automated, manually operated “spotting tables” for the tenpin sport, that the “Model A” unit replaced. The decade also saw the introduction of a line of golfing equipment to compete with MAP in the leisure products and sporting goods markets. The Brunswick-Balked-colander Company officially changed its name to the Brunswick
Corporation on April 10, 1960. The following year the company reported sales of $422 introduced the automatic scorer, which electronically tallied the score instead of the bowler doing it by hand. In the sass, Brunswick became a major maker of yachts and pleasure boats, whose brands include Bylines, Boston Whaler, Maxim, Sea Ray, and Trophy. During the Gulf War, Brunswick supplied the military with camouflage nets. They also made readmes for the Patriot missile. In 1997, Brunswick purchased the Roadster bicycle division, one of the last U. S. Manufacturers of low-cost, mass- market bicycles. However, it became apparent that continued U. S. Manufacture of such products was not viable in the presence of surging low-priced imports from overseas producers, primarily China. In 1999, Brunswick sold its Roadster bicycle division and brand to Pacific Cycle, who went on to acquire several U. S. Bicycle brands for use on bicycles imported from China. On Novo 30, 2001, Brunswick Corporation completed the acquisition of Hatters Yachts, Inc. From Gender Industries, Inc. For approximately $80 million in cash. 4] Recent events As of the early 21st century, the Brunswick Corporation still manufactures sporting ND fitness equipment (Life Fitness, Hammer Strength, Parabola) in addition to boats (Sea Ray, Bylines, Maxim, etc. ) and marine engines under the Mercury Marine brand name. In 2004, Brunswick acquired Lowe Boats. The same year, the company also purchased Northeast Technologies, a leading marine electronics provider based in Acton, Massachusetts, from Canadian Marion Corporation (now CM Electronics, a wholly owned subsidiary of Sterling Technologies Corporation).
Brunswick then merged Maven, based in Auckland, New Zealand, with Northeast to make Northeast/ Maven a supplier to the Brunswick Boat Groups. Brunswick also acquired Mix- Marine. When George Buckley, CEO at the time, left to Join MM in 2006, new leadership decided to sell Northeast, Maven and Mix-Marine. Navaho now owns those three brands in addition to the Eagle, Lawrence, B, and Similar lines. On November 9, 2006, the company announced that it was closing two plants and downsizing the workforce by 650 employees, citing slow demand for new boats.
Numerous other layoffs occurred prior to this in the Brunswick New Technologies division. Brunswick reports that in the past five years, their international sales have grown at twice the rate of domestic sales. It has established regional headquarters in Verviers, Belgium; Monterrey, Dandelion, Australia; and Dubbed to better serve its customers by designing, engineering, manufacturing and distributing products based on local needs, using local talent.  On July 17, 2014, Brunswick announced its intention to leave the bowling business by the end of 2014.
The company disclosed that it had agreed to sell the bowling center business, which brought in $187 million in revenue in the prior year, to competitor Bowler MAP for $270 million. It also disclosed that it had retained Lizard to find a buyer for its bowling equipment and reduces business. The company said it was making these changes to focus on its “core” Marine and Fitness businesses, which provided 92% of company net revenues in 2013. It will retain its heritage billiards business and report billiards financial results as part of the fitness segment. 6] The sale of the bowling center business to Bowler MAP was completed in September 2014 Team 4 – Diet Management System Carson Black, Shills Sahara With society becoming increasingly more aware of the benefits of staying fit and sticking to a healthy diet, it is our hope to ride this “wave of interest” by developing a unimpressive Diet/Health Management system for use by one and all. By combining an intuitive GU’, user specific diet/fitness plans, with a robust data warehouse, we hope to be able to suggest, track, and monitor a user’s diet and exercise regime to improve their overall health and livelihood.
Functional Requirements The system must allow multiple users to login in order to associate that specific login with any N number of user defined diet/fleetness plan Before creating a customized diet/fitness plan, each user must first fill out a survey/ questionnaire in order to tailor the program to their specific needs: Should include Asia information such as age/weight/height Should inquire about the user’s current diet plan and exercise regime (I. . Vegetarian vs.. Non-vegetarian) Should also inquire about any existing health problems and/or more specialized facets that might apply to a small number of users (I. E. Diabetes, heart problems, etc) Finally, the program should inquire about any special considerations to keep in mind when creating their new diet/fitness plans (I. E. No pasta in their diet) After filling out the survey/questionnaire, each user can then either: Choose from