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Source: The Seattle TimesJuly 26--Boeing announced internally Friday a reshuffling of top engineering executives that sees Mike Sinnett leaving his post as chief project engineer for the 787 Dreamliner.mini storageDuring the past seven months of intense scrutiny of the Dreamliner program, Sinnett has been the top executive called upon to address the most technical details of the 787's problems.Mike Delaney, vice president of engineering at Boeing Commercial Airplanes, announced the changes in an internal memo."Since some of these moves involve changes to key people on the 777 and 787 programs, some may ask why we are making moves of this magnitude at this time," Delaney wrote. "While there is never a perfect time to make changes, by making these moves, we are giving all of these individuals an opportunity to broaden their experience and to apply their knowledge and capability to other roles or on other programs.""These changes will increase the bench strength of our teams," he added.Sinnett led the development of all the 787's airplane systems from the beginning of the program a decade ago.As chief project engineer, Sinnett had his Blackberry set to receive a real-time alert whenever a 787 in service anywhere in the world had a fault notification.And it was Sinnett who this year led the effort to design a fix for the main battery overheating problems that grounded the 787 for almost four months. He briefed customers and the press on all the engineering details.After the grounding was lifted, it seemed Sinnett had put the 787's troubles behind him until the July 12 fire aboard a parked Ethiopian Airlines 787 at Heathrow raised a new set of concerns.Sinnett now sself storageeps sideways to a less stressful position as vice president of product development. That means he's in charge of developing concepts for future airplanes, beyond the current pipeline of new jets.Replacing Sinnett as 787 chief project engineer is Bob Whittington, who previously held that post on the 777 program.Larry Schneider, who had led product development, will take Whittington's position as chief project engineer on the 777.Other executive changes are aimed at aligning the engineering leadership structure with Boeing's intention to diversify its engineering workforce to three separate design centers around the country.Todd Zarfos, who previously was vice president of engineering on the 747-8, has been named the vice president of engineering functions and will lead the Washington state design center.Zarfos replaces Dan Mooney, who last month was named vice president of the Boeing South Carolina engineering design center.In May, Tom Croslin was named to lead the newly established engineering design center in southern California.In his internal message, Delaney said the moves will position the engineering leadership to handle the shifts as the company "transitions to three independent but cooperative engineering design centers based in Washington state, Southern California and South Carolina."In one further change, John Hamilton, who is vice president of regulatory administration, has been given added responsibility for aviation safety and aviation security.Dominic Gates: (206) 464-2963 or dgates@seattletimes.comCopyright: ___ (c)2013 The Seattle Times Visit The Seattle Times at www.seattletimes.com Distributed by MCT Information Services迷你倉

POULSBO, Wash.迷你倉, July 25, 2013 /PRNewswire/ -- Pope Resources reported net income attributable to unitholders of $6.1 million, or $1.34 per diluted ownership unit, on revenue of $23.2 million for the quarter ended June 30, 2013. This compares to a net loss attributable to unitholders of $9.3 million, or $2.14 per diluted ownership unit, on revenue of $17.8 million for the comparable period in 2012.Net income for the six months ended June 30, 2013 totaled $9.6 million, or $2.11 per diluted ownership unit, on revenue of $39.9 million. Net loss for the corresponding period in 2012 totaled $8.1 million, or $1.87 per diluted ownership unit, on revenue of $26.6 million.Results for both the second quarter and first half of 2012 were impacted by a $12.5 million non-cash addition to our environmental remediation accrual at Port Gamble, Washington. Adjusted net income, which excludes the environmental charge of $12.5 million, was $3.2 million, or $0.71 per diluted ownership unit, for the second quarter of 2012 and $4.4 million, or $0.97 per diluted ownership unit, for the six months ended June 30, 2012.Cash provided by operations for the quarter ended June 30, 2013 was $12.5 million, compared to $6.7 million for the second quarter of 2012. For the six months ended June 30, 2013, cash provided by operations was $17.0 million, compared to $8.7 million for year-to-date 2012 results."We enjoyed improved quarterly and year-to-date earnings compared to 2012 as a result of the continued recovery in housing starts and a strong export log market," said David L. Nunes, President and CEO. "In addition, we completed a conservation land sale in the second quarter of 2013 that was a significant contributor to the improved quarterly results."Second quarter and year-to-date highlights-- Harvest volume was 26.9 million board feet (MMBF) in Q2 2013 compared to 30.2 MMBF in Q2 2012, an 11% decrease. Harvest volume for the first six months of 2013 was 53.3 MMBF compared to 44.7 MMBF for the first half of 2012, a 19% increase. These harvest volume figures do not include two timber deed sales, one of modest size (0.6 MMBF) sold by one of our timber funds in Q2 2013 and the other from one of the Partnership's tree farms in Q2 2012 for 4.4 MMBF. The harvest volume and log price realization metrics cited below exclude these timber deed sales. -- Average realized log price per thousand board feet (MBF) was $620 in Q2 2013 compared to $532 per MBF in Q2 2012, a 17% increase. For the first six months of 2013, the average realized log price per MBF was $615 compared to $541 per MBF for the first half of 2012, a 14% increase. -- Fund properties contributed 53% of Q2 2013 harvest volume, compared to 38% in Q2 2012. For the first half of the 2013, Fund properties contributed 44% of harvest volume, compared to 32% for the first half of 2012. -- Mix of harvest volume sold to export markets in Q2 2013 increased to 33% from 16% in Q2 2012, while mix of harvest volume sold to domestic markets decreased to 49% in Q2 2013 from 69% in Q2 2012. For the first half of the year, the relative percentages of harvest volume sold to export and domestic markets in 2013 were 30% and 54%, respectively, compared to 27% and 57% in 2012. -- The percentage of total harvest comprised of Douglas-fir logs dropped to 58% in Q2 2013 from 64% in Q2 2012, with a corresponding increase in the whitewood component to 23% in Q2 2013 from 19% in Q2 2012. Similarly, for the first half of 2013, the relative mix of Douglas-fir and whitewood was 64% and 18%, respectively, compared to 68% and 15% for the first half of 2012. This shift in species mix is consistent with the higher weighting of total harvest toward Fund properties in both 2013's second quarter and year-to-date periods compared to the prior year. -- We closed on a 2,330-acre conservation land sale for $5.7 million, with a gain on sale of $4.2 million, during Q2 2013 while last year's second quarter for this segment had no sales.Second quarter and year-to-date operating resultsFee Timber:Fee Timber operating income for the second quarter of 2013 was $5.2 million compared to $5.4 million for the second quarter of 2012. This decline in segment operating income was due to the combination of heavier mix of harvest from the Fund properties, which carry a higher depletion expense, and the reduced volume of timber deed sales in 2013. Our harvest volume for Q2 2013 was down 11% from the comparable period in 2012 as a result of heavier Q1 2013 log production, where we front-loaded our planned annual harvest to take advantage of strong pricing and our high proportion of low-elevation timberlands that allow for winter logging. This contrasted with the harvest pattern of 2012 where volume was relatively lighter in Q1 in response to soft log pricing, followed by a very strong volume in Q2 to meet improving demand. Notwithstanding the reduced harvest volume and a higher proportion of lower-valued whitewoods in Q2 2013 relative to 2012, these factors were fully offset by an $88 per MBF, or 17% increase, in log prices.For the first six months of 2013, Fee Timber operating income was $11.6 million compared to $8.6 million in 2012. This 35% increase was due to both a 19% increase in harvest volume harvest volume and a $74 per MBF, or 14% increase in log prices in 2013 compared to 2012. These factors more than offset a heavier 2013 mix of harvest from Fund properties, a higher proportion of whitewood harvest volume in 2013, and reduced volume of timber deed sales in 2013.Timberland Management & Consulting (TM&C):Our TM&C segment generates revenue by managing three private equity timber funds, which are consolidated into the Partnership's financial statements due to the Partnership's role as general partner or managing member of the funds. Consolidating these funds into the Partnership's financial statements results in the accounting elimination of all management fees earned by the Partnership, with a corresponding decrease in operating expenses in the Fee Timber segment. Following this consolidation for external reporting purposes, we eliminated $740,000 and $612,000 of timber fund management fees for the quarters ended June 30, 2013 and June 30, 2012, respectively. TM&C thus had no reportable revenue in the second quarter of either 2013 or 2012. Operating losses generated by the TM&C segment for the quarters ended June 30, 2013 and 2012 totaled $497,000 and $423,000, respectively, after eliminating revenue earned from managing the funds.Similarly, due to this consolidation for external reporting purposes, we eliminated $1.4 million and $1.1 million of timber fund management fees for the six months ended June 30, 2013 and June 30, 2012, respectively. TM&C thus had no reportable revenue in the first six months of either 2013 or 2012. Operating losses generated by the TM&C segment for the six months ended June 30, 2013 and 2012 totaled $1.0 million and $807,000, respectively, after eliminating revenue earned from managing the funds. For both the quarter and year-to-date periods, expenses for this segment are higher on a year-over-year basis and this increase is attributable to an increase in the scale of timber fund acres under management, although on a per acre basis expenses have reduced as we benefit from scaling the business.Our three funds collectively own 80,000 acres and have $233 million in assets under management. Following Fund III's final close in the third quarter of 2012 and the fourth quarter 2012 acquisition of its first property, this fund has $134 million of its original $180 million capital commitment remaining to invest. Our portion of this remaining capital commitment is $6.7 million, which will be drawn down as properties are acquired over the fund's three-year drawdown period which began on July 31, 2012.Real Estate:Operating income of $3.3 million posted by our Real Estate segment for the second quarter of 2013 was heavily impacted by the conservation land sale mentioned above and compared favorably to the operating loss of $13.1 million for the second quarter of 2012, of which $12.5 million was attributable to the increase in the accrual for environmental remediation liabilities at Port Gamble.For the first six months of 2013, the Real Estate segment earned operating income of $2.5 million compared to an operating loss of $13.7 million for the first six months of 2012. This large swing in segment results between year-to-date periods is attributable to the same factors cited in the previous paragraph when discussing comparative quarterly performance.General & Administrative (G&A):G&A expenses for Q2 2013 were $1.2 million which is higher than the $1.0 million reported for Q2 2012. For the first half of 2013, G&A expenses were $2.4 million compared to $2.2 million for the first half of 2012. The increase between 2012 and 2013 in G&A expenses for both the quarterly and year-to-date periods was due to the combination of higher non-cash equity compensation expense related to a strong unit price and professional fees incurred for non-recurring projects.OutlookWe expect our harvest volume for the year to be between 88 and 91 MMBF, depending on log market conditions for the balance of the year. This harvest volume total for 2013 includes the aforementioned 0.6 MMBF timber deed sale in the second quarter.Further, we anticipate that a number of land sales currently in the pipeline to close in 2013 will boost net income for 2013 significantly above 2012 levels.The financial schedules attached to this earnings release provide detail on individual segment results and operating statistics.About Pope ResourcesPope Resources, a publicly traded limited partnership and its subsidiaries Olympic Resource Management and Olympic Property Group, own or manage 193,000 acres of timberland and development property in Washington, Oregon, and California. We also manage, co-invest in, and consolidate three timberland investment funds, for which we earn management fees. These timberland investment vehicles provide an efficient means of investing our own capital in Pacific Northwest timberland while earning fees from managing these vehicles for the third-party investors. The company and its predecessor companies have owned and managed timberlands and development properties for more than 150 years. Additional information on the company can be found at www.poperesources.com. The contents of our website are not incorporated into this release or into our filings with the Securities and Exchange Commission.Forward Looking StatementsThis press release contains a number of projections and statements about our expected financial condition, operating results, business plans and objectives. These statements reflect management's estimates based on current goals and its expectations about future developments. Because these statements describe our goals, objectives, and anticipated performance, they are inherently uncertain, and some or all of these statements may not come to pass. Accordingly, they should not be interpreted as promises of future management actions or financial performance. Our future actions and actual performance will vary from current expectations and under various circumstances the results of these variations may be material and adverse. Some of the factors that may cause actual operating results and financial condition to fall short of expectations include our ability to accurately estimate the cost of ongoing and changing environmental remediation obligations; our ability to consummate various real estate transactions currently under contract or in negotiation on the terms management expects; conditions in the housing construction and wood-products markets, both domestically and globally, that affect demand for our products; factors that affect our ability to anticipate and respond adequately to fluctuations in the market prices for our products; environmental and land use regulations that limit our ability to harvest timber and develop property, including changes in those regulations; conditions affecting credit markets as they affect the availability of capital and costs of borrowing; labor, equipment and transportation costs that affect our net income; the impacts of natural disasters on our timberlands and on surrounding areas; and our ability to discover and to accurately estimate liabilities associated with our properties. Other factors are set forth in that part of our Annual Report on Form 10-K entitled "Risk Factors."Other issues that may have an adverse and material impact on our business, operating results, and financial condition include those risks and uncertainties discussed in our other filings with the Securities and Exchange Commission. Forward-looking statements in this release are made only as of the date shown above, and we cannot undertake to update these statements.Pope Resources, A Delaware Limited PartnershipUnauditedCONDENSED CONSOLIDATED STATEMENTS OF INCOME (LOSS)(all amounts in $000's, except per unit amounts)Three months Six months ended June 30, ended June 30,2013 2012 2013 2012Revenue $23,197 $17,790 $39,915 $26,594Costs and expenses:Cost of sales (12,085) (10,701) (20,949) (15,120)Operating expenses (4,253) (3,739) (8,349) (7,054)Real estate environmental remediation - (12,500) - (12,500) --- ------- --- -------Operating income $6,859 ($9,150) $10,617 ($8,080)Interest expense, net (343) (375) (698) (768) ---- ---- ---- ----Income (loss) before income taxes 6,516 (9,525) 9,919 (8,848)Income tax benefit (expense) 2 (170) 16 (134) --- ---- --- ----Net income (loss) 6,518 (9,695) 9,935 (8,982)Net income (loss) attributable to noncontrolling interests (390) 400 (323) 893Net income (loss) attributable to Pope Resources' unitholders 6,128 ($9,295) $9,612 (8,089) ===== ======= ====== ======Basic and diluted weighted average units outstanding 4,369 4,351 4,367 4,348 ===== 文件倉 ===== ===== =====Basic and diluted net income (loss) per unit $1.34 ($2.14) $2.11 ($1.87) ===== ====== ===== ======CONDENSED CONSOLIDATING BALANCE SHEETS(all amounts in $000's)June 30, 2013 December 31, 2012 ------------- -----------------Pope ORM Consolidating Entries Consolidated Timber Funds Assets:Cash and cash equivalents $10,581 $745 $- $11,326 $3,779Other current assets 4,907 982 (628) 5,261 3,475 ----- --- ---- ----- -----Total current assets 15,488 1,727 (628) 16,587 7,254Timber and roads, net 32,153 144,808 - 176,961 183,287Timberlands 14,414 26,312 - 40,726 41,201Buildings and equipment, net 6,021 - - 6,021 6,154Land held for development 29,187 - - 29,187 29,039Investment in ORM Timber Funds 26,921 - (26,921) - -Other assets 372 104 - 476 564 --- --- --- --- ---Total $124,556 $172,951 ($27,549) $269,958 $267,499 ======== ======== ======== ======== ========Liabilities and equity:Current liabilities 6,381 1,602 ($628) $7,355 6,847Current portion of long-term debt 104 19 - 123 125Current portion of environmental remediation 497 - - 497 750 --- --- --- --- ---Total current liabilities 6,982 1,621 (628) 7,975 7,722Long-term debt 32,655 11,000 - 43,655 43,710Environmental remediation 13,192 - - 13,192 13,193Other long- term liabilities 167 - - 167 233 --- --- --- --- ---Total liabilities 52,996 12,621 (628) 64,989 64,858Partners' capital 71,560 160,330 (161,532) 70,358 64,223Noncontrolling interests - - 134,611 134,611 138,418Total $124,556 $172,951 ($27,549) $269,958 $267,499 ======== ======== ======== ======== ========RECONCILIATION BETWEEN NET INCOME (LOSS) ATTRIBUTABLE TO UNITHOLDERS ANDADJUSTED NET INCOME (LOSS) ATTRIBUTABLE TO UNITHOLDERS, INCLUDING PER UNIT AMOUNTS(all amounts in $000's)Three months Six months ended June ended June 30, 30,2013 2012 2013 2012Reported GAAP net income (loss) attributable to unitholders $6,128 ($9,295) $9,612 ($8,089)Added back:Environmental remediation - 12,500 - 12,500 --- ------ --- ------Adjusted net income attributable to unitholders* $6,128 $3,205 $9,612 $4,411 ====== ====== ====== ======Per unit amounts:Reported GAAP basic and diluted net income (loss) per unit $1.34 ($2.14) $2.11 ($1.87)Added back:Environmental remediation - 2.85 - 2.84 --- ---- --- ----Adjusted basic and diluted net income per unit* $1.34 $0.71 $2.11 $0.97 ===== ===== ===== =====*Pursuant to Regulation G, we are providing disclosure of the reconciliation of reported non-GAAP financial measures to their most directly comparable financial measures reported on a GAAP basis. We believe that consideration of these non-GAAP financial measures may be important to investors to understand operating results excluding environmental charges.RECONCILIATION BETWEEN NET INCOME (LOSS) AND CASH FLOWS FROM OPERATIONS(all amounts in $000's)Three months Six months ended June ended June 30, 30,2013 2012 2013 2012Net income (loss) $6,518 ($9,695) 9,935 ($8,982)Added back:Depletion 4,058 3,747 6,742 5,133Depreciation and amortization 175 167 345 337Equity-based compensation 227 148 763 519Capitalized development activities (1,166) (277) (1,491) (482)Deferred taxes (65) 40 (97) 17Cost of land sold 934 - 940 -Disposal of capital assets - - 57 -Change in operating accounts 1,780 12,522 (184) 12,134 ----- ------ ---- ------Cash provided by operations $12,461 $6,652 $17,010 $8,676 ======= ====== ======= ======SEGMENT INFORMATION(all amounts in $000's)Three months Six months ended June ended June 30, 30,2013 2012 2013 2012Revenue:Partnership Fee Timber $8,412 $11,631 $19,476 $18,600Funds Fee Timber 8,700 5,819 14,078 7,355 ----- ----- ------ -----Total Fee Timber 17,112 17,450 33,554 25,955Timberland Management & Consulting (TM&C) - - - -Real Estate 6,085 340 6,361 639 ----- --- ----- ---Total 23,197 17,790 39,915 26,594Operating income (loss):Fee Timber 5,248 5,409 11,562 8,584TM&C (497) (423) (1,009) (807)Real Estate 3,346 (13,132) 2,495 (13,689)General & administrative (1,238) (1,004) (2,431) (2,168) ------ ------ ------Total $6,859 ($9,150) $10,617 ($8,080) ====== ======= ======= =======SELECTED STATISTICSThree months Six months ended June ended June 30, 30,2013 2012 2013 2012Log sale volumes by species (million board feet):SawlogsDouglas-fir 15.7 19.3 34.0 30.4Whitewood 6.1 5.8 9.6 6.7Cedar 0.4 0.3 0.8 0.4Hardwood 0.8 1.1 1.4 1.5PulpwoodAll species 3.9 3.7 7.5 5.7Total 26.9 30.2 53.3 44.7 ==== ==== ==== ====Log sale volumes by destination (million board feet):Export 9.0 4.7 15.8 12.0Domestic 13.2 20.7 28.6 25.5Hardwood 0.8 1.1 1.4 1.5Pulpwood 3.9 3.7 7.5 5.7Subtotal log sale volumes 26.9 30.2 53.3 44.7 ---- ---- ---- ----Timber deed sale 0.6 4.4 0.6 4.4 --- --- --- ---Total 27.5 34.6 53.9 49.1 ==== ==== ==== ====Average price realizations by species (per thousand board feet):SawlogsDouglas-fir 697 571 682 577Whitewood 620 500 608 498Cedar 1,253 1,037 1,189 1,014Hardwood 521 598 520 595PulpwoodAll species 265 323 275 356Overall 620 532 615 541Average price realizations by destination (per thousand board feet):Export 724 565 702 592Domestic 660 559 661 556Hardwood 521 598 520 595Pulpwood 265 323 275 356Overall log sales 620 532 615 541Timber deed sale 211 231 211 231Owned timber acres 111,000 114,000 111,000 114,000Acres owned by Funds 80,000 61,000 80,000 61,000Depletion per MBF -Partnership Tree Farms 57 59 56 59Depletion per MBF -Fund Tree Farms 207 209 199 216Capital and development expenditures ($000's) 1,970 681 2,528 1,258QUARTER TO QUARTER COMPARISONS(Amounts in $000's except per unit data)Q2 2013 vs. Q2 2013 vs.Q2 2012 Q1 2013 ------- -------Net income (loss) attributable to Pope Resources' unitholders:2nd Quarter 2013 $6,128 $6,1281st Quarter 2013 3,4842nd Quarter 2012 (9,295) ------Variance $15,423 $2,644Detail of earnings variance:Fee TimberLog volumes (A) ($1,764) $259Log price realizations (B) 2,344 259Timber deed sale (908) 118Production costs 166 (549)Depletion (16) (1,079)Other Fee Timber 17 (74)Timberland Management & ConsultingOther Timberland Mgmt. & Consulting (74) 15Real EstateLand sales 4,253 4,260Timber depletion on land sale (295) (295)Other Real Estate 20 232Environmental remediation costs 12,500 -General & administrative costs (234) (45)Net interest expense 32 12Taxes 172 (12)Noncontrolling interest (790) (457)Total variance $15,423 $2,644 ======= ======(A) Volume variance calculated by extending change in sales volume by the average log sales price for the comparison period.(B) Price variance calculated by extending the change in average realized price by current period volume.Pope ResourcesCONTACT: Tom Ringo, VP & CFO, 360.697.6626, Fax 360.697.1156Web site: http://www.poperesources.com/存倉

在香港觀光，存倉基本上可以歸納為一個金句：用最省錢的方式與時間賽跑。只要時間流程安排妥帖，交通線路選擇精准，僅僅一日游便可將香港大多數著名景點悉數涉足———如果你對香港不太熟，可攜帶以下這份由香港旅遊達人合力奉上的香港觀光游攻略出行，這份指南，基本就相當于汽車的G P S導航系統。7：0 0 A M 在羅湖或福田口岸過關，乘坐東鐵線、西鐵線“香港游”的第一步就是“早起”，每逢暑假，過關排隊就是噩夢。節約過關時間，7：00抵達口岸是理想選擇。關口附近的數家“匯兌通”，可換錢，還可購置“香港八達通”，不僅是“交通卡”，在部分便利店、商店還可作為“購物卡”使用。然後乘坐東鐵線列車羅湖(落馬洲)———紅磡，直至終點站紅磡，馬上轉乘西鐵線(紅磡———屯門)方向，僅需一站便可抵達尖東(尖沙咀)站，全程約50分鐘。從J2出口出站，穿越一條馬路可抵達第一個目的地——— 星光大道。步行時間大約15分鐘。9：0 0 A M 從尖東站出地鐵，到達星光大道星光大道看劉德華掌印，和“李小龍”合影與維多利亞港、香港文化中心相銜接的星光大道，幾乎每一個細節都是可以合影的物件———吳宇森、徐克、楊紫瓊、劉德華、成龍、謝賢等留下的掌印，像一個個巨坑拓印在地板上，李小龍的雕像威武地矗立著，吸引著女遊客情不自禁地作出“偎依”之姿。而湛藍的海水，又是一份天然的攝影背景板，難怪從這裡拍出的照片一般都是佳作。這裡還有小型的餐飲群落———咖啡館、韓式燒烤露天店、酒吧等，還有擱于路旁的飲料、零食自助銷售器(可直接刷八達通，但價格較貴)，距星光大道不到100米處便是香港文化中心，“藝術控”、“文化控”亦可到此一游，並可在“翱翔的法國人”那具世界聞名的城市雕塑下進行一番悠遠的遐思。10：15 A M 到天星碼頭，搭乘天星小輪，到達對岸的灣仔尖沙咀鐘樓和天星小輪香港的歷史，就長在它們身上游遍星光大道後，可前往天星碼頭乘坐渡輪到對面的灣仔。朝香港文化中心的方向走，直到尖沙咀鐘樓映入視野，便可抵達天星碼頭。尖沙咀鐘樓也是一處“必游景點”，它始建于1915年，前身為九廣鐵路舊尖沙咀火車站，1975年，尖沙咀火車站遷往紅磡填海區(即現在的紅磡站)，尖沙咀舊火車站大樓則于1978年拆卸，而鐘樓則在市民的要求下保留並作為歷史標記，自1990年起被列為法定古跡。而乘上天星小輪(尖沙咀———灣仔)後，駛至對岸大約需要7分鐘，沿途可盡覽海上景觀。遊客也不要忽略，自己坐上的是服務香港已逾100年曆史的天星小輪，即使面對過海隧道巴士及地下鐵路的雙重競爭，它仍憑其相對低廉的收費、無須受塞車影響，及飽覽維多利亞港海上風光的優勢，依然成為香港市民難以捨棄的交通工具，它也是一份特殊的文化遺產。10：50 A M 步行到達金紫荊廣場、會展中心金紫荊廣場內地遊客迷戀在這裡留影從灣仔碼頭走出，沿著海邊的博覽道向東走400米，大約10分鐘就能到達金紫荊廣場。金紫荊廣場中央，6米高、雄偉的紫荊花雕像，已經成為香港的注明地標。廣場位於香港會議展覽中心新翼的人工島上，是為紀念香港回歸祖國而設立的，三面被維港包圍，是個觀景的好平台。內地遊客也會迷戀于在這裡留影。廣場旁邊的香港會議展覽中心狀似飛鳥展翅，是香港最新建築群中的代表之一。除了作大型會議及展覽用途之外，還有兩間五星級酒店和辦公大樓與豪華公寓各一幢。它的新翼是填海擴建而成，內附大禮堂及大展廳數個，分佈于三自存倉建築之中，是世界最大的展覽館之一。由於舉辦過1997年香港回歸大典，因此它是一個獨具歷史意義、時代意義的特殊建築坐標。參觀金紫荊廣場與會展中心後，便迎來午飯時間。領略香港“食文化”的時光將至。港灣道1號有家港灣茶餐廳，人均消費大約60元港幣，是距離景點最近的平價首選。另外，灣仔碼頭附近的會展中心商場、鷹君中心、海港中心、新鴻基中心內也組成了小型的餐飲群落，內設多家不同價位的餐廳可供選擇。“又平又正”是這裡重要的飲食關鍵詞。13：0 0 P M 乘巴士到淺水灣道，再步行到淺水灣淺水灣看李嘉誠等名人豪宅群茶足飯飽後，可直接前往淺水灣。中午1時許，遊客可從博覽東路原途返回200米，從灣仔會展巴士總站乘坐九巴961到達太古廣場站(金鐘道)下車，過馬路往左走到金鐘站(金鐘道)轉乘城巴260過8站到淺水灣海灘站(淺水灣道)下車，步行約250米即可到達目的地。享有“東方夏威夷”之稱的淺水灣，是香港最具代表性的沙灘。它依山傍海，坡緩灘長，海灣呈新月形，向來是遊人必至的夏日風景區。�多的別墅豪宅遍佈于海灣的坡地上，李嘉誠等名人巨商也在此置業，因此名人的“豪宅群”也是一大看點。要注意的是，在淺水灣遊玩要節制自己的“購物慾”，因為這裡的消費品價格不菲，比一般商場約貴20%。另外要儘量準備一定數額的港幣現金，若使用人民幣，商家一般不會按照匯率折兌———買標價100元港幣的物品直接交付100元人民幣，虧大了！15：3 0 P M 乘巴士到皇后大道中，坐纜車到太平山頂太平山頂、杜莎夫人蠟像館看“長嶺落日”，觀名人蠟像在淺水灣“戲水”後，可于15：30左右前往太平山。從淺水灣泳灘過馬路往左走約240米到淺水灣海灘站(淺水灣道)，乘坐城巴6X(過13站)或是城巴6(過21站)到達長江集團中心站(皇后大道中)下車，沿皇后大道中向東南方向步行，走到花園道以後沿著花園道向右走約150米，可抵花園道山頂纜車站。單程纜車票費用可以用八達通支付，但若購買200港元的“觀光組合套票”，可以節約一半以上的排隊時間。行至山頂，又將被一個新的購物區所包圍，滿足遊客餐飲、紀念品選購、小型飾物選購等需求。而太平山上的“日落”景象也舉世聞名，不少香港武俠劇都到此選景，在“長嶺落日”的余暉下領略“華山論劍”的感受，也是難以複制的觀光體驗。而位於太平山深處的“杜莎夫人蠟像館”，則把�多中外名人以1比1的比例做成真人蠟像，是遊客們安放好奇心、獵奇心的重要去處。2 0：3 0 P M 乘纜車下山，搭巴士到中環天星碼頭維港夜景高密度的香港，夜晚更美山頂的風景和蠟像館觀畢，遊客可坐纜車原路返回。到達山腳纜車站後，可從纜車車站直接乘坐新巴15C (過2站)到中環天星碼頭總站下車，直接從中環碼頭坐渡輪回尖沙咀。回到尖沙咀後，遊客可順道欣賞一下維港夜景，香港是全球建築密度最高的城市之一，白天，密集恐懼症患者可能會崩潰，但是夜晚，這種高密度反而成了優勢，燈多才好看啊。回程，幾乎是原路返回，乘坐西鐵線回到紅磡站，再從紅磡站轉乘東鐵線回到羅湖/福田。福田口岸關口晚上10點就要“閉關”，若時間有限，最好還是選擇從羅湖返深比較穩妥，因為羅湖口岸關口開放至24：00。另外還有個坐車小貼士，無論往程還是返程，遊客可以從東鐵線的“上水站”出一次站再重新刷卡坐車，這樣全程可以省下約20港元的交通費用。採寫：南都記者 周正陽 實習生 吳麗婷圖片：東方IC迷你倉新蒲崗

Source: San Antonio Express-NewsJuly 26--Despite the tragic news of a North Texas woman who was thrown to her death while riding a roller coaster, visitors to Six Flags Fiesta Texas are cautious, but not enough to stay away from the theme park.迷你倉新蒲崗Corinna Garza considers herself a daredevil -- the bigger and taller the roller coaster rides at Fiesta Texas, the better.But on Thursday, the visitor from Midland was "kinda glad" the Iron Rattler remained shut as a precaution following a fatal accident on another coaster at the company's Arlington theme park."It makes us feel safer," she said as her family slathered on sunscreen in the San Antonio theme park's parking lot. "I think (the park) needs to work more on having more mature and more responsible (employees)."Fiesta Texas spokeswoman Sydne Purvis said Thursday that the ride would remain closed "until further notice." The decision to close the attraction was made late July 19 after officials heard about the accident in Arlington. According to Dallas-area news outlets, a 52-year-old woman was ejected from her seat and fell 75 feet to her death from the Texas Giant at Six Flags Over Texas about 7 p.m. that day.Some parkgoers, like Cyndi Kozlowski, from San A迷你倉出租tonio, were upset she and her family were not allowed get on the famous ride.The Iron Rattler is a revamped version of the theme park's original Rattler, a 20-year Fiesta Texas landmark that was retired in August 2012. The Iron Rattler runs on new steel tracks and rails that make the ride steeper and faster than the iconic wooden-structure coaster that preceded it."I found out it was closed yesterday and said, 'You've got to be kidding me,'" Kozlowski said, adding that she was confident the fatal accident in Dallas wasn't caused by a mechanical failure.Visitors said they would take extra care to ensure they were properly strapped in for each ride -- "You have to make sure the thing clicks," said Michelle Winn, who was visiting the park with her husband and two teenage sons.They all planned to double-check their seat's restraints."We wouldn't trust our own kid to check these things," Joe Winn said as he smiled and pointed at his 16-year-old son, Justice Winn.Staff writer Neal Morton contributed to this report.aley@express-news.netTwitter: @aley_ENCopyright: ___ (c)2013 the San Antonio Express-News Visit the San Antonio Express-News at www.mysanantonio.com Distributed by MCT Information Services儲存倉

　　新快報訊 記者陳婕 實習生林佳絢報道 日前，迷你倉出租本報報道了廣州多處“小販圍居”引發矛盾的新聞，記者昨天獲悉，珠海在處理城管與小販的問題上有新招：部分地方已試行允許流動攤販“限時限地”擺攤的新政策，小販們不再需要跟城管玩“貓捉老鼠”的遊戲。據瞭解，城管允許流動小販開展經營活動，但小販們要接受城管部門的統一管理，只在劃定的範圍內擺攤，而且要在規定的時間點撤離。　　新政實施幾天後，效果如何？記者昨日走訪了珠海市金鼎景峰廣場，發現這裡已經在試行“雙限”擺攤的方法，且收效不錯。所謂“雙限”擺攤，就是通過限時限地措施允許小販在規定的地點內開展經營，小販除了要在儲存倉定的地方內做自己的生意外，還要與其他上班族一樣，按時上下班。攤位是小販們每月自己搖號抽籤決定的。據悉，珠海目前已經在金鼎、南水以及橫琴新區開展試點，試行這一做法，若成效顯著，則將在全市範圍內推廣。　　據悉，在金鼎景峰廣場，經營時間被設定為凌晨2時到上午9時，提供早市服務，在此擺攤的小販們要接受管理，9時之後就要“撤離”廣場。珠海城管部門表示，“下一步設想在市場配套不全的區域，嘗試由居民主導建立公益性便民點，比如在小區內劃出一塊專門區域提供給流動小販經營，限定地點和時間，同時讓政府部門介入食品安全、衛生監管。新設立的點必須保證其公益性。 ”陳婕、林佳絢迷你倉沙田

http://cqcbepaper.cqnews.net/cqcb/html/2013-07/27/content_1661475.htm...市民在廖國強家的梨園摘梨。重慶晨報永川讀本記者 郭發祥 攝 根根葡萄藤碧青，self storage千樹萬樹梨子成林……昨天，幾十名重慶政務微博達人齊...

綠地集團雖然在競投深圳前海首批土地落空，迷你倉價錢然而於海外時有收穫。繼早前進軍西班牙星級酒店後，市傳集團就收購美國洛杉磯中心區大都會項目簽署合作協議，總投資10億美元（約78億港元）。累計海外投資料200億外電報道，上述項目由全球首十大公共基金加州教師退休基金持有，佔地面積2.56萬方米，規劃建築面積15.32萬方米，總投資額10億美元，項目包括酒店、辦公室、服務式公寓及高檔住宅，將在迷你倉庫作協議簽署後六至九個月內開工建設。綠地集團董事長、總裁張玉良稱，會加快國際化步伐，特別是綠地香港公司正式成立及營運後，將為綠地建立海外發展窗口及融資創新載體鋪平道路。今年五月就「借殼」盛高置地（00337）來港上市，月初更有消息指，集團擬「借殼」上交所上市的金豐投資實現A股上市。張玉良表示，預期綠地年內可確定的新增海外投資為100億元人民幣，累計海外項目投資將約達200億元人民幣。儲存

【明報專訊】杭州一幼稚園女教師日前在泰國旅遊時意外墮湖，迷你倉出租驚險的是湖中有鱷魚且正移動，幸同團一名男醫生即時跳入湖中把她救起，事後又婉拒答謝，稱救人是醫生的職責。《浙江日報》報道，程蕾周日（21 日）在泰國古都大城府遊覽時，不慎將手中雨傘跌落在鱷魚湖附近，因地斜濕滑，她想撿傘卻掉進湖中。同團遊客見狀大呼救人，但因儲存倉湖�有鱷魚」，無人敢行動。此時同團醫生王曉剛即跳入湖中將程救起， 「湖水很渾濁，較遠處有個露出水面黑黑的東西在移動，是不是鱷魚不清楚，不過當時也顧不上了」。婉拒答謝「救人是我本職」程蕾昨日到王曉剛任職的醫院，想答謝他的救命之恩，還硬塞5000 元人民幣給對方，但被王曉剛婉拒，他說： 「救死扶傷原本就是我的本職！」迷你倉沙田

By Wang WenSome neighboring Asian countries have become strong competitors to China in the inbound tourism market, with foreign travelers’ online searches for Chinese tourism destinations increasing much more slowly than for other Asian countries.迷你倉The year-on-year growth of the search for Chinese destinations was only 7 percent in 2012, while the growth for India was 21 percent and Thailand was 19 percent, Google Inc said in a report.“The inbound tourists were shunted to other Asian countries. Their inbound tourism is experiencing fast growth,” said Tang Hongbiao, Google’s general manager for large customer sales.China’s inbound tourism market has been stagnant in recent years, although the scale of inbound tourism is still larger than outbound tourism.Statistics from the China Tourism Academy show the number of inbound tourists to China was 133 million person-trips in 2012, a 1.7-percent year-on-year fall. The tourism trade deficit increased to more than $50 billion. The income of inbound tourism declined 0.3 percent compared with 2011.“The tourism trade deficit began in 2009 and hit a record in 2012,” said Dai Bin, director of the China Tourism Academy.Dai said China’s inbound tourism increased very slightly while outbound tourism maintained high-speed growth.The inbound tourist numbers to China from all the four largest source countries, including South Korea, Japan, the US and Russia, decreased in the first half of 2013, according to the National Tourism Administration.South Korea, which is China’s largest inbound tourism source, had文件倉a 5.48 percent year-on-year decline in the first half of 2013. The reduction in tourists from Japan, the second-largest source country, was 25.5 percent. The slowdown of the global economy and the appreciation of the yuan are being blamed for inbound tourism going down, but some insiders also pointed to service quality at Chinese destinations and poor promotions as significant.“Foreign tourists demand specific services because China’s name alone cannot attract them anymore,” said Dai.The inbound tourism market should look to improving its quality rather than just increasing quantity, he added.Chinese destinations should understand more about inbound tourists’ demands and characteristics in order to make promotions more effective.Chinese traditional culture, history and natural scenery are still the biggest draws for foreign travelers, according to Google’s report but travelers from different countries also have their own preferences. For example, Japanese travelers pay more attention to the natural scenery while travelers from the US are interested in culture and history.Leisure travelers form the majority of China’s inbound visitors at 79 percent, but business travelers have about a 20 percent bigger budget for accommodation, Google said.“Chinese destinations can target different groups of inbound visitors,” said Tang.Google also suggested tourism agents should pay more attention to the Internet for promotional purposes because while the tourism industry is already an important client for Google globally, it is in its infancy in China.存倉

遊北海道，迷你倉庫如在日本的後花園散步。在道東地區最大城市釧路，擁有全國最大的沼澤，日本人稱之為濕原。乘坐季節限定的觀光火車，穿越這片天然生態區域，運氣好的話，更可一睹日本國寶丹頂鶴。面積達18,000公頃，孕育著170種島類包括國寶鳥丹頂鶴，還有600種植物，23種哺乳類動物，以及多不勝數的魚類昆蟲，自然生態相當豐富。季節限定火車慢行日本的旅遊景點，不少設有觀光火車這環節，釧路濕原也不例外。冬夏景色各有不同美態，JR北海道在冬天開動SL釧路濕原號，而春夏則開動釧路濕原Norokko號，現在起至9月3日及9月7日至30日運行。我乘坐Norokko號於釧路站出發，至塘路站下車，全程約50分鐘，每天有兩班列車行走此路線。綠色懷舊外貌的觀光火車比一般火車短，只有5個車卡，第一卡是自由席，其餘4卡是指定席，我在原有的530日圓車費，再多付300日圓選乘指定席，為的就是在那大窗戶的觀景車廂，好好欣賞這片翠綠天地。火車慢慢前行，途經景觀特別優美的區域，車速更會減慢，乘客不會錯過此機會拍攝美景。平坦寬闊的濕原有水道貫穿，不時見到遊人在划獨木舟，悠閒寫意。丹頂鶴未有幸遇上，那麼在車廂有甚麼可做？建議可拿起特製的紀念照相框道具，拍照自娛一番。夏儲存活動熱點部分乘客會選在中途的釧路濕原站下車，這個小木屋站舍是模仿丹頂鶴姿態而建，別具特色；從此站散步前往登臨細岡展望台，可把整個釧路濕原的壯麗景觀盡收眼簾。而選在細岡站，則可徒步至達古武湖，湖畔是日本人的露營熱點，每到夏天都很熱鬧。我則在終站塘路下車，可惜時間趕不及，否則定要來一趟獨木舟之旅，享受夏日北海道最美一面。文、圖：梁綺蓮(facebook.com/avisleung)鳴謝：永安旅遊、釧路空港國際化推進協議會、釧路觀光Convention協會、居酒屋旅籠屋、知床GrandHotel、Kamori Kanko Co., Ltd、KinkiTourist Hokkaido實用資料簽證： 持BNO護照或特區護照均毋須簽證交通： 觀光火車於7至9月每日開出兩班，10:56及13:49由釧路站出發，查詢：www.jrkushiro.jp/shitsugennoro旅行團： 永安旅遊北海道7天擁抱自然之旅(JSL07N)入住夕張高級溫泉度假酒店，包括暢遊知床半島、層雲峽、網走、白金(青池)、胡麻斑點海豹館、小樽、札幌、羊駝牧場、日本國寶級丹頂鶴自然公園等，團費11,499港元起。查詢：www.wingontravel.com新蒲崗迷你倉

香港政府為了更保障消費者權益，self storage新修訂的《商品說明條例》，除了禁止將虛假商品說明應用於任何貨品，新增至不適用於服務。此舉為回應公眾的強烈要求加強保障消費者的權益，禁止消費交易中某些常見的不良營商手法，已經於7月19日全面執行。 內容方面，法律擴大有關貨品的「商品說明」的現有定義，指以任何方式就任何貨品或貨品任何部分作出直接或間接的顯示，例如標價、誤導性遺漏、具威嚇性的營業行為、餌誘式廣告宣傳、先誘後轉銷售行為及不當地接受付款等。 觀乎澳門，目前最常見的有旅行社宣傳單張，不時都看到「保證成行」、「天天出發」等字眼，又會列明自費活動可以選擇參加與否，上述字眼都容易讓消費者造成錯誤。美容、藥物廣告會更清楚描述功效，例如「永久有效」，都明顯是誇大的言詞。 面對上述情況，特區政府都沒有相關條文，目前僅有「六月十三日法律 第12/88/M號」法律，《消費者的保護》，然而，相關法律已經明顯過時和模糊，例如第三條，說明「消費者有權獲得健康的保護及安全，防止物品或服務的宣傳或供迷你倉的不忠實或不規則行為」，「不忠實或不規則行為」這個用語明顯不合時宜了。 除了市場上不少廣告都有不實標售外，在商品價錢後書寫較小的「起」字、「保證最低價格」等，都是失實資訊，惟當局都在監管工作上缺席。 故此，我們促請消費者委員會應研究澳門能否倣傚香港，訂立相關法律法規，而不是仍然實行自願性質的「誠信店計劃」，何況這個計劃都是由消費者主動舉報，沒有當局主動執法，難以取締這些不良的銷售情況。 除了商品銷售手法需要監管，目前市面上大額消費品都用港幣標價，如汽車、電器和旅行團，甚至樓宇。銷售方大都表示貨品經香港進口或由香港總公司結算，但，澳門始終是使用澳門幣的地方，樓宇以港幣銷售更說不過去，顯見當局長期不作為，沒有執行金融相關法律的規定。 針對磬竹難書的不當銷售手法，遺憾的是，經濟局長蘇添平回覆議員口頭質詢時表示，目前本澳並監管預繳式消費的專門法律，亦未有立法的逼切性，行政當局無意透過行政手段要求企業以特定方式經營業務云云，令人失望。 期望當局完善商業銷售手法，前路漫漫。 文件倉

　　友人搶購「粉絲價」機票不果，self storage有點不爽，剛巧這個星期我有參與，可以說句公道話，這是個早起鳥兒有蟲吃的遊戲。　　一直覺得這個逢星期二早上八時開始的「粉絲價」大會，只適合正常上班族參與，若你是夜班或夜歸一族，要在睡眠中爬起�上網訂機票，確是有一定程度的犧牲，因為訂到機票倒還值得，上網後才發覺日子或航班時間不合，便枉花了大好睡眠時間。好像這一趟，友人欲訂購的某地機票，我在早上八時許是可以訂到的，只是旅遊日期不合我的心意，最終沒有訂購；至於另一個目的地，日子理想，不過航班卻是晚去早歸，同樣不是我的那杯茶，結果這趟我又是無功而回。　　對於這個「粉絲價」遊戲，我們迷你倉群出差旅人最愛還是在海外的時光，像出差中國內地時，早上八時多屬準備出發的時間，正好趁機上上網看看有沒有心儀機票可買；來到日本，香港八時開售，當地時間便是早上九時，雖見合適，我們卻往往已在路上，要上網有點困難；反而在比香港慢七、八小時的歐洲，甚至是約慢十二小時的美、加東岸，便提供挺佳的購票條件。要「遊戲」達致公平，主辦單位不妨考慮把「粉絲價」大會的開售時間定期更替，好像一個星期是早上八時，下一個星期輪到晚上八時，再下一個是正午十二時，接�為午夜十二時，依次輪換，仍然買不到，只有說句與人無尤。　　（lamyatjp@hotmail.com）逢周二及五見報　林逸文件倉