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Manufacturers added 24,000 workers in April, the seventh consecutive month with robust hiring growth in the sector, averaging 26,571 per month over that time frame. As such, the latest jobs numbers confirm that the labor market has tightened significantly, with manufacturers increasing employment by a rather strong 19,000 per month on average since the end of 2016. Since the end of the Great Recession, manufacturing employment has risen by 1,202,000 workers, with 12,655,000 employees in the sector in this report. That is the highest level of manufacturing employment since December 2008. More importantly, healthy jobs growth is also leading to higher wages. Average weekly earnings for production and nonsupervisory employees in the manufacturing sector rose to $907.78, up 4.2 percent over the past 12 months.
Despite the healthy increase in manufacturing employment, nonfarm payrolls increased just 164,000 in April. While this represented an improvement from the gain of 135,000 in March, it was below the consensus estimate of around 190,000. Meanwhile, the unemployment rate dropped to 3.9 percent in April and continued to be the lowest level since December 2000. In addition, the so-called “real” unemployment rate, which includes discouraged, other “marginally attached” workers, fell from 8.0 percent to 7.8 percent, the lowest level since July 2001.
Other measures on manufacturing activity were also heartening, with continued growth and a solid economic outlook. The ISM Manufacturing Purchasing Managers’ Index declined to 57.3 in April, the lowest level since July 2017, but even with softer growth in production, exports and hiring, the latest survey remained consistent with healthy expansions in the sector. Along those lines, new orders were robust, with that measure at 60 or higher—a threshold suggesting very strong growth—for 12 straight months. The sample comments tend to echo that finding, with respondents noting healthy growth in activity and a promising outlook, even as they cite some trade worries. At the same time, manufacturers report accelerated input costs, with the data on raw material prices at levels not seen in seven years. There were similarly encouraging findings in the latest manufacturing survey from the Dallas Federal Reserve Bank and in the most recent factory orders data.
Improved international economic growth has also helped, with exports building in the early months of 2018 on the rebound in global demand in 2017. U.S.-manufactured goods exports totaled $280.56 billion through the first three months of 2018, up 6.34 percent from the year-to-date total of $263.83 billion in 2017. In addition, the U.S. trade deficit fell back to earth in March after soaring to the highest level since October 2008 in the prior release. The trade deficit declined from $57.74 billion in February to $48.96 billion in March—a six-month low. More importantly, goods exports rose to a new all-time high, up to $140.88 billion. With that said, it is worth noting that the U.S. dollar has risen 3.4 percent since January 25 against major currencies, according to the Federal Reserve. Still, the dollar remains 8.6 percent lower than it was at the end of 2016, helping the overall competitiveness of U.S. exports.
As noted earlier, manufacturers continue to report a pickup in pricing pressures. Indeed, the personal consumption expenditures (PCEs) deflator has risen 2.0 percent over the past 12 months, the fastest year-over-year pace since February 2017. Excluding food and energy, core PCE inflation rose 1.9 percent year-over-year in March, accelerating for the seventh consecutive month after bottoming out at 1.3 percent in August. At the conclusion of its May 1–2 meeting, the Federal Open Market Committee (FOMC) acknowledged that inflation had approached the committee’s 2-percent goal, but as expected, participants chose not to raise short-term rates. The Federal Reserve did note continued strength in the U.S. economy, especially in the labor market, and the FOMC is widely expected to hike the federal funds rate again at its June 12–13 meeting for the second time so far this year.
Given the healthy gains in manufacturing employment described above, the latest Job Openings and Labor Turnover Survey report will be one of the highlights this week. In February, there were 426,000 job postings in the sector, with hiring at the highest level since November 2007. Indeed, manufacturers continue to cite their inability to attract and retain quality workers as the primary challenge for their business, according to the most recent NAM survey. There will also be additional data on inflation, with updates on consumer and producer prices. Other releases out this week include new figures on consumer credit, consumer sentiment and small business optimism.
ADP reported that manufacturers added 10,000 workers in April, easing somewhat but extending the 18,000 gain in March. Through the first four months of 2018, the manufacturing sector has hired an additional 17,942 employees per month, up from an average of 14,823 per month for all of 2017. The data show strong growth in hiring activity since the end of 2016, especially as production and the overall economic outlook have improved. In contrast, manufacturing employment was more sluggish in 2016, illustrating the turnaround in the labor market since then. More importantly, continued strength in job growth is expected moving forward.
Meanwhile, total nonfarm private employment increased by 204,000 in April, off from 228,000 in March. Nonetheless, it was the fifth consecutive month with job growth of at least 200,000 in the U.S. economy, according to ADP’s estimates. Over the past four months, nonfarm payrolls have risen by 228,542 workers per month, up from an average of 185,415 per month for all of 2017. This is yet another indication that the U.S. labor market remains quite robust.
In April, the largest employment growth included professional and business services (up 58,000), education and health services (up 39,000), leisure and hospitality (up 36,000), construction (up 27,000) and trade, transportation and utilities (up 14,000). Small and medium-sized businesses (i.e., those with fewer than 500 employees) accounted for 73.5 percent of the net job growth for the month.
The Bureau of Labor Statistics reported that manufacturers added 24,000 workers in April, extending the 22,000 gain in March. It was the seventh consecutive month with robust hiring growth in the sector, averaging 26,571 per month over that time frame. As such, the latest jobs numbers confirm that the labor market has tightened significantly, with manufacturers increasing employment by a rather strong 19,000 per month on average since the end of 2016. That is quite a turnaround from the sluggish job growth in 2016, and it is a sign that firms have continued to accelerate their hiring as the economic outlook has strengthened and demand and production have improved considerably.
The latest report is very encouraging. Strong job growth in April shows that economic confidence remains high in the wake of historic, pro-growth tax reform. Moreover, manufacturers continue to invest, raise wages and hire more workers as they expand their businesses and plan for the future. Congress and the president delivered on their promises, and now manufacturers, through our “Keeping Our Promise” campaign, are showing how we are delivering on ours.
Along those lines, average weekly earnings for production and nonsupervisory employees in the manufacturing sector rose from $901.39 in March to $907.78 in April. That translated into a whopping 4.2 percent increase over the past 12 months, up from $871.10 in April 2017, which further illustrates the strength of the labor market right now.
The Census Bureau reported that private manufacturing construction spending slipped for the second straight month, down 1.1 percent in March after decreasing 0.9 percent in February. The value of construction put in place in the sector rose to $67.73 billion at the annual rate in January, the fastest pace since May 2017, but it eased to $67.14 billion in February and $66.38 billion in March. Overall, construction in the sector has drifted lower since achieving the all-time high of $82.13 billion in May 2015. Along those lines, manufacturing construction has declined 6.9 percent year-over-year. Even with some recent softness, construction activity should accelerate in the coming months with the solid economic outlook and robust growth in demand, production and hiring.
Overall, private nonresidential construction spending declined 0.4 percent in March, but with year-over-year growth of a modest 2.2 percent. In the latest figures, the data showed mixed results. There were more dollars spent on construction projects in the amusement and recreation (up 4.5 percent), religious (up 3.5 percent), communications (up 1.6 percent), office (up 1.1 percent) and educational (up 0.9 percent) segments, among others. In addition to manufacturing, the other major sectors with decreased construction spending in March included health care (down 3.5 percent), commercial (down 2.2 percent) and lodging (down 0.4 percent).
Meanwhile, private residential construction spending fell 3.5 percent in March, but with 5.3 percent growth over the past 12 months. In the latest data, single-family and multifamily construction declined 0.4 percent and 2.7 percent in March, respectively. More encouragingly, single-family activity jumped 9.7 percent year-over-year. In addition to those components, public construction spending was flat in March, with a gain of 3.0 percent over the past year.
The Dallas Federal Reserve Bank reported that manufacturing activity continued to expand solidly in April. The composite index of general business conditions declined from 22.8 in March to 21.8 in April, but growth remained strong overall. In fact, most of the key measures of activity accelerated in the latest survey, including new orders (up from 10.3 to 27.9), production (up from 14.4 to 25.3), capacity utilization (up from 11.1 to 18.7), shipments (up from 10.3 to 19.3), employment (up from 11.7 to 17.8), hours worked (up from 10.2 to 14.3) and capital expenditures (up from 18.2 to 23.9). At the same time, the strong economy has lifted both wages and benefits (up from 24.1 to 29.3) and prices for raw materials (up from 43.0 to 46.3). Input costs in April grew at the fastest pace in seven years, mirroring the rise in other data. This trend is seen continuing over the next six months as well, with 53.7 percent of respondents predicting higher costs and just 4.6 percent anticipating declines.
Meanwhile, manufacturers in the Dallas Federal Reserve’s district continued to be very positive in their overall outlook for the next six months. The forward-looking measure inched up from 31.6 to 31.9, which remained encouraging. More than half of respondents anticipate new orders, production, capacity utilization and shipments increasing over the next six months, with 41.3 percent and 39.1 percent planning to hire more workers and spend more on capital investments, respectively.
The Census Bureau reported that new factory orders rose 1.6 percent for the second straight month in March. Strong nondefense aircraft and parts orders helped boost the data in both February and March, and in the latest data, that segment jumped 44.5 percent. Aircraft sales are highly volatile from month to month, however, with orders often bunched around key events. Excluding transportation equipment, new orders for manufactured goods increased 0.3 percent in March. Overall, new factory orders have trended sharply higher over the past year. Along those lines, sales of manufactured goods soared 8.1 percent since March 2017, or 6.6 percent with transportation equipment excluded.
Nonetheless, core capital goods—or nondefense capital goods excluding aircraft—fell 0.4 percent in March. These can often be seen as a proxy for capital spending in the U.S. economy, and as such, the data suggest that capital investments might have been softer in March than we might prefer. Encouragingly, much like the headline number, there was a healthy gain of 6.8 percent over the past 12 months.
Durable goods demand increased 2.6 percent in March, but excluding transportation equipment, new orders edged up just 0.1 percent. At the same time, sales of nondurable goods increased 0.5 percent in March. Looking specifically at durable goods activity in March, new orders strengthened for primary metals (up 2.1 percent), computers and electronic products (up 1.0 percent), electrical equipment, appliances and components (up 0.6 percent) and fabricated metal products (up 0.3 percent). In contrast, sales decreased for machinery (down 1.9 percent), furniture and related products (down 1.5 percent) and motor vehicles and parts (down 1.0 percent).
Meanwhile, shipments of manufactured goods rose 0.4 percent in March, with durable and nondurable goods shipments increasing 0.4 percent and 0.5 percent, respectively. On a year-over-year basis, factory shipments have risen 6.8 percent since March 2017, or 6.6 percent with transportation equipment excluded. Core capital goods shipments pulled back 0.1 percent from February’s all-time high, but with year-over-year growth of 7.6 percent.
The Bureau of Economic Analysis and the Census Bureau reported that the U.S. trade deficit fell back to earth in March after soaring to the highest level since October 2008 in the prior release. The trade deficit declined from $57.74 billion in February to $48.96 billion in March—a six-month low. More importantly, goods exports rose to a new all-time high, up from $137.13 billion to $140.88 billion. Also helping to push the trade deficit lower, goods imports dropped from $214.09 billion to $210.37 billion. In addition, the service-sector trade surplus rose from $19.21 billion to $20.54 billion.
More importantly for manufacturers, exports have started 2018 on a positive note, extending the nice rebound in 2017. U.S.-manufactured goods exports totaled $280.56 billion through the first three months of 2018, up 6.34 percent from the year-to-date total of $263.83 billion in 2017. In addition, U.S.-manufactured goods to our top six trading partners were also better year-to-date this year relative to last year: Canada (up from $66.96 billion to $73.19 billion), Mexico (up from $58.70 billion to $63.93 billion), China (up from $29.50 billion to $32.02 billion), Japan (up from $16.03 billion to $17.46 billion), the United Kingdom (up from $13.08 billion to $17.18 billion) and Germany (up from $12.95 billion to $14.76 billion).
Digging deeper into the latest release, goods exports mostly increased, as noted above, led by gains in nonautomotive capital goods (up $1.90 billion), foods, feeds and beverages (up $1.05 billion) and industrial supplies and materials (up $947 million). At the same time, goods imports fell across the board, including declines for nonautomotive capital goods (down $1.51 billion), consumer goods (down $928 million) and industrial supplies and materials (down $704 million), among others.
The Institute for Supply Management (ISM) reported that manufacturing activity continued to expand modestly in April, even as it pulled back for the second straight month from February’s best reading since May 2004. The ISM Manufacturing Purchasing Managers’ Index declined from 60.8 in February, to 59.3 in March, to 57.3 in April, the lowest level since July 2017. Softer growth in production (down from 61.0 to 57.2), exports (down from 58.7 to 57.7) and employment (down from 57.3 to 54.2) help to explain the weaker headline number in April. The exports figure eased for the second consecutive month, down from the February rate, which had been the fastest since April 2011.
Despite some weakening in other measures, new orders decelerated slightly but remained robust overall (down from 61.9 to 61.2), which was encouraging. To illustrate just how strong demand has been in the manufacturing sector, it was the 12th straight month with the new orders index at 60 or higher—a threshold suggesting robust sales growth. The sample comments tend to echo that finding, with respondents noting healthy growth in activity and a promising outlook, even as they cite some trade worries.
With ever-stronger economic growth, manufacturers report accelerated input costs. Indeed, prices for raw materials remained highly elevated (up from 78.1 to 79.3), with the measure at a level not seen in seven years. More than 61 percent of manufacturing respondents said their costs had risen in April, with just 2.6 percent suggesting they decreased. This reflects a rebound in some commodity costs, even as overall pricing pressures continue to be largely modest, at least for now.
In other news, inventories expanded in April for the fourth straight month (down from 55.5 to 52.9), even as the pace of growth slowed from February’s near eight-year high. More than anything, the recent growth in inventories is consistent with the healthy growth in overall production.
The Bureau of Economic Analysis reported that personal spending rebounded, up 0.4 percent in March after being unchanged in February. Americans consumed more durable goods in March, up 0.8 percent, but they bought fewer nondurable goods, which fell 0.2 percent for the month. Strong motor vehicle sales helped to boost the durable goods numbers. Overall, consumer spending remained a bright spot in the economy, with personal consumption expenditures (PCEs) up 4.4 percent over the past 12 months, down slightly from 4.5 percent year-over-year in the prior report. In addition, goods spending for durable and nondurable goods also increased at very healthy rates over the past 12 months, up 3.9 percent and 4.1 percent year-over-year, respectively.
At the same time, personal income rose 0.3 percent for the second straight month in March. Since March 2017, personal incomes have risen 3.6 percent. As such, income growth has remained at modest levels. For manufacturers, total wages and salaries slipped from $869.9 billion in February to $857.6 billion in March. Despite some easing, manufacturing wages and salaries have increased by a solid 3.8 percent rate year-over-year, up from $826.3 billion in March 2017.
The saving rate had fallen to 2.4 percent in December—the lowest rate since September 2005—but it has ticked higher since then. With more spending in the latest report, the saving rate dropped from 3.3 percent in February to 3.1 percent in March. One year ago, the saving rate registered 3.9 percent, illustrating an increased willingness to spend over the past 12 months.
In other news, the PCE deflator was unchanged in March, pulling back from a gain of 0.2 percent in February. The drag on the PCE deflator in March stemmed largely from energy costs, which decreased 2.8 percent. Core inflation, which excludes food and energy, increased 0.2 percent in March.
More importantly, the PCE deflator has risen 2.0 percent over the past 12 months, up from 1.7 percent in the previous report and the fastest year-over-year pace since February 2017. Excluding food and energy, core PCE inflation rose 1.9 percent year-over-year in March, accelerating for the seventh consecutive month after bottoming out at 1.3 percent in August. This mirrors the recent pickup in other price measures, and since this is the Federal Reserve’s preferred measure of inflation, its appreciation will get a lot of attention.
The Bureau of Labor Statistics reported that manufacturing labor productivity rose 0.5 percent in the first quarter, easing from the solid rebound of 4.5 percent in the fourth quarter. More importantly, it was the second straight quarterly increase in output per worker following a significant amount of choppiness over the past few years. Manufacturing output increased 3.3 percent in the first quarter, led by strong growth in durable goods, which had output growth soar by 5.5 percent. Nondurable goods output increased a more modest 1.1 percent. Overall, hours worked in the sector rose 2.8 percent, with unit labor costs up 2.7 percent. Durable and nondurable goods labor productivity increased 1.3 percent and 0.6 percent in the first quarter, respectively.
The latest release featured revisions to the historical data. In 2017, manufacturing labor productivity increased 0.4 percent, down from the prior estimate of 0.6 percent. Output and unit labor costs rose 1.5 percent and 1.1 percent in 2017, respectively. The annual figure for manufacturing labor productivity growth was slightly better than the average from 2013 to 2017, which registered just 0.2 percent. Indeed, sluggish productivity growth continues to be one of the larger frustrations in the U.S. economy in the aftermath of the Great Recession. In comparison, the average growth rate for manufacturing labor productivity registered 3.9 percent in both the 1990–2000 and 2002–2008 time frames, or the two prior economic recoveries.
Meanwhile, nonfarm labor productivity rose 0.7 percent in the first quarter, up from the 0.3 percent increase in the fourth quarter. Nonfarm output decelerated from 3.7 percent growth in the fourth quarter to 2.8 percent in the first quarter, but that was still a decent figure. Hourly compensation costs jumped 3.4 percent in the first quarter, with unit labor costs up 2.7 percent. Similar to the manufacturing data described above, nonfarm labor productivity has slowed considerably since the recession, averaging 0.7 percent per year from 2011 to 2017. That remains lower than the 2.7 percent annual growth rate average from 2000 to 2007.

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Manufacturers added 24,000 workers in April , the seventh consecutive month with robust hiring growth in the sector , averaging 26,571 per month over that time frame . As such , the latest jobs numbers confirm that the labor market has tightened significantly , with manufacturers increasing employment by a rather strong 19,000 per month on average since the end of 2016 . Since the end of the Great Recession , manufacturing employment has risen by 1,202,000 workers , with 12,655,000 employees in the sector in this report . That is the highest level of manufacturing employment since December 2008 . More importantly , healthy jobs growth is also leading to higher wages . Average weekly earnings for production and nonsupervisory employees in the manufacturing sector rose to $ 907.78 , up 4.2 percent over the past 12 months .
 Despite the healthy increase in manufacturing employment , nonfarm payrolls increased just 164,000 in April . While this represented an improvement from the gain of 135,000 in March , it was below the consensus estimate of around 190,000 . Meanwhile , the unemployment rate dropped to 3.9 percent in April and continued to be the lowest level since December 2000 . In addition , the so - called “ real ” unemployment rate , which includes discouraged , other “ marginally attached ” workers , fell from 8.0 percent to 7.8 percent , the lowest level since July 2001 .
 Other measures on manufacturing activity were also heartening , with continued growth and a solid economic outlook . The ISM Manufacturing Purchasing Managers ’ Index declined to 57.3 in April , the lowest level since July 2017 , but even with softer growth in production , exports and hiring , the latest survey remained consistent with healthy expansions in the sector . Along those lines , new orders were robust , with that measure at 60 or higher — a threshold suggesting very strong growth — for 12 straight months . The sample comments tend to echo that finding , with respondents noting healthy growth in activity and a promising outlook , even as they cite some trade worries . At the same time , manufacturers report accelerated input costs , with the data on raw material prices at levels not seen in seven years . There were similarly encouraging findings in the latest manufacturing survey from the Dallas Federal Reserve Bank and in the most recent factory orders data .
 Improved international economic growth has also helped , with exports building in the early months of 2018 on the rebound in global demand in 2017 . U.S.-manufactured goods exports totaled $ 280.56 billion through the first three months of 2018 , up 6.34 percent from the year - to - date total of $ 263.83 billion in 2017 . In addition , the U.S. trade deficit fell back to earth in March after soaring to the highest level since October 2008 in the prior release . The trade deficit declined from $ 57.74 billion in February to $ 48.96 billion in March — a six - month low . More importantly , goods exports rose to a new all - time high , up to $ 140.88 billion . With that said , it is worth noting that the U.S. dollar has risen 3.4 percent since January 25 against major currencies , according to the Federal Reserve . Still , the dollar remains 8.6 percent lower than it was at the end of 2016 , helping the overall competitiveness of U.S. exports .
 As noted earlier , manufacturers continue to report a pickup in pricing pressures . Indeed , the personal consumption expenditures ( PCEs ) deflator has risen 2.0 percent over the past 12 months , the fastest year - over - year pace since February 2017 . Excluding food and energy , core PCE inflation rose 1.9 percent year - over - year in March , accelerating for the seventh consecutive month after bottoming out at 1.3 percent in August . At the conclusion of its May 1–2 meeting , the Federal Open Market Committee ( FOMC ) acknowledged that inflation had approached the committee ’s 2 - percent goal , but as expected , participants chose not to raise short - term rates . The Federal Reserve did note continued strength in the U.S. economy , especially in the labor market , and the FOMC is widely expected to hike the federal funds rate again at its June 12–13 meeting for the second time so far this year .
 Given the healthy gains in manufacturing employment described above , the latest Job Openings and Labor Turnover Survey report will be one of the highlights this week . In February , there were 426,000 job postings in the sector , with hiring at the highest level since November 2007 . Indeed , manufacturers continue to cite their inability to attract and retain quality workers as the primary challenge for their business , according to the most recent NAM survey . There will also be additional data on inflation , with updates on consumer and producer prices . Other releases out this week include new figures on consumer credit , consumer sentiment and small business optimism .
 ADP reported that manufacturers added 10,000 workers in April , easing somewhat but extending the 18,000 gain in March . Through the first four months of 2018 , the manufacturing sector has hired an additional 17,942 employees per month , up from an average of 14,823 per month for all of 2017 . The data show strong growth in hiring activity since the end of 2016 , especially as production and the overall economic outlook have improved . In contrast , manufacturing employment was more sluggish in 2016 , illustrating the turnaround in the labor market since then . More importantly , continued strength in job growth is expected moving forward .
 Meanwhile , total nonfarm private employment increased by 204,000 in April , off from 228,000 in March . Nonetheless , it was the fifth consecutive month with job growth of at least 200,000 in the U.S. economy , according to ADP ’s estimates . Over the past four months , nonfarm payrolls have risen by 228,542 workers per month , up from an average of 185,415 per month for all of 2017 . This is yet another indication that the U.S. labor market remains quite robust .
 In April , the largest employment growth included professional and business services ( up 58,000 ) , education and health services ( up 39,000 ) , leisure and hospitality ( up 36,000 ) , construction ( up 27,000 ) and trade , transportation and utilities ( up 14,000 ) . Small and medium - sized businesses ( i.e. , those with fewer than 500 employees ) accounted for 73.5 percent of the net job growth for the month .
 The Bureau of Labor Statistics reported that manufacturers added 24,000 workers in April , extending the 22,000 gain in March . It was the seventh consecutive month with robust hiring growth in the sector , averaging 26,571 per month over that time frame . As such , the latest jobs numbers confirm that the labor market has tightened significantly , with manufacturers increasing employment by a rather strong 19,000 per month on average since the end of 2016 . That is quite a turnaround from the sluggish job growth in 2016 , and it is a sign that firms have continued to accelerate their hiring as the economic outlook has strengthened and demand and production have improved considerably .
 The latest report is very encouraging . Strong job growth in April shows that economic confidence remains high in the wake of historic , pro - growth tax reform . Moreover , manufacturers continue to invest , raise wages and hire more workers as they expand their businesses and plan for the future . Congress and the president delivered on their promises , and now manufacturers , through our “ Keeping Our Promise ” campaign , are showing how we are delivering on ours .
 Along those lines , average weekly earnings for production and nonsupervisory employees in the manufacturing sector rose from $ 901.39 in March to $ 907.78 in April . That translated into a whopping 4.2 percent increase over the past 12 months , up from $ 871.10 in April 2017 , which further illustrates the strength of the labor market right now .
 The Census Bureau reported that private manufacturing construction spending slipped for the second straight month , down 1.1 percent in March after decreasing 0.9 percent in February . The value of construction put in place in the sector rose to $ 67.73 billion at the annual rate in January , the fastest pace since May 2017 , but it eased to $ 67.14 billion in February and $ 66.38 billion in March . Overall , construction in the sector has drifted lower since achieving the all - time high of $ 82.13 billion in May 2015 . Along those lines , manufacturing construction has declined 6.9 percent year - over - year . Even with some recent softness , construction activity should accelerate in the coming months with the solid economic outlook and robust growth in demand , production and hiring .
 Overall , private nonresidential construction spending declined 0.4 percent in March , but with year - over - year growth of a modest 2.2 percent . In the latest figures , the data showed mixed results . There were more dollars spent on construction projects in the amusement and recreation ( up 4.5 percent ) , religious ( up 3.5 percent ) , communications ( up 1.6 percent ) , office ( up 1.1 percent ) and educational ( up 0.9 percent ) segments , among others . In addition to manufacturing , the other major sectors with decreased construction spending in March included health care ( down 3.5 percent ) , commercial ( down 2.2 percent ) and lodging ( down 0.4 percent ) .
 Meanwhile , private residential construction spending fell 3.5 percent in March , but with 5.3 percent growth over the past 12 months . In the latest data , single - family and multifamily construction declined 0.4 percent and 2.7 percent in March , respectively . More encouragingly , single - family activity jumped 9.7 percent year - over - year . In addition to those components , public construction spending was flat in March , with a gain of 3.0 percent over the past year .
 The Dallas Federal Reserve Bank reported that manufacturing activity continued to expand solidly in April . The composite index of general business conditions declined from 22.8 in March to 21.8 in April , but growth remained strong overall . In fact , most of the key measures of activity accelerated in the latest survey , including new orders ( up from 10.3 to 27.9 ) , production ( up from 14.4 to 25.3 ) , capacity utilization ( up from 11.1 to 18.7 ) , shipments ( up from 10.3 to 19.3 ) , employment ( up from 11.7 to 17.8 ) , hours worked ( up from 10.2 to 14.3 ) and capital expenditures ( up from 18.2 to 23.9 ) . At the same time , the strong economy has lifted both wages and benefits ( up from 24.1 to 29.3 ) and prices for raw materials ( up from 43.0 to 46.3 ) . Input costs in April grew at the fastest pace in seven years , mirroring the rise in other data . This trend is seen continuing over the next six months as well , with 53.7 percent of respondents predicting higher costs and just 4.6 percent anticipating declines .
 Meanwhile , manufacturers in the Dallas Federal Reserve ’s district continued to be very positive in their overall outlook for the next six months . The forward - looking measure inched up from 31.6 to 31.9 , which remained encouraging . More than half of respondents anticipate new orders , production , capacity utilization and shipments increasing over the next six months , with 41.3 percent and 39.1 percent planning to hire more workers and spend more on capital investments , respectively .
 The Census Bureau reported that new factory orders rose 1.6 percent for the second straight month in March . Strong nondefense aircraft and parts orders helped boost the data in both February and March , and in the latest data , that segment jumped 44.5 percent . Aircraft sales are highly volatile from month to month , however , with orders often bunched around key events . Excluding transportation equipment , new orders for manufactured goods increased 0.3 percent in March . Overall , new factory orders have trended sharply higher over the past year . Along those lines , sales of manufactured goods soared 8.1 percent since March 2017 , or 6.6 percent with transportation equipment excluded .
 Nonetheless , core capital goods — or nondefense capital goods excluding aircraft — fell 0.4 percent in March . These can often be seen as a proxy for capital spending in the U.S. economy , and as such , the data suggest that capital investments might have been softer in March than we might prefer . Encouragingly , much like the headline number , there was a healthy gain of 6.8 percent over the past 12 months .
 Durable goods demand increased 2.6 percent in March , but excluding transportation equipment , new orders edged up just 0.1 percent . At the same time , sales of nondurable goods increased 0.5 percent in March . Looking specifically at durable goods activity in March , new orders strengthened for primary metals ( up 2.1 percent ) , computers and electronic products ( up 1.0 percent ) , electrical equipment , appliances and components ( up 0.6 percent ) and fabricated metal products ( up 0.3 percent ) . In contrast , sales decreased for machinery ( down 1.9 percent ) , furniture and related products ( down 1.5 percent ) and motor vehicles and parts ( down 1.0 percent ) .
 Meanwhile , shipments of manufactured goods rose 0.4 percent in March , with durable and nondurable goods shipments increasing 0.4 percent and 0.5 percent , respectively . On a year - over - year basis , factory shipments have risen 6.8 percent since March 2017 , or 6.6 percent with transportation equipment excluded . Core capital goods shipments pulled back 0.1 percent from February ’s all - time high , but with year - over - year growth of 7.6 percent .
 The Bureau of Economic Analysis and the Census Bureau reported that the U.S. trade deficit fell back to earth in March after soaring to the highest level since October 2008 in the prior release . The trade deficit declined from $ 57.74 billion in February to $ 48.96 billion in March — a six - month low . More importantly , goods exports rose to a new all - time high , up from $ 137.13 billion to $ 140.88 billion . Also helping to push the trade deficit lower , goods imports dropped from $ 214.09 billion to $ 210.37 billion . In addition , the service - sector trade surplus rose from $ 19.21 billion to $ 20.54 billion .
 More importantly for manufacturers , exports have started 2018 on a positive note , extending the nice rebound in 2017 . U.S.-manufactured goods exports totaled $ 280.56 billion through the first three months of 2018 , up 6.34 percent from the year - to - date total of $ 263.83 billion in 2017 . In addition , U.S.-manufactured goods to our top six trading partners were also better year - to - date this year relative to last year : Canada ( up from $ 66.96 billion to $ 73.19 billion ) , Mexico ( up from $ 58.70 billion to $ 63.93 billion ) , China ( up from $ 29.50 billion to $ 32.02 billion ) , Japan ( up from $ 16.03 billion to $ 17.46 billion ) , the United Kingdom ( up from $ 13.08 billion to $ 17.18 billion ) and Germany ( up from $ 12.95 billion to $ 14.76 billion ) .
 Digging deeper into the latest release , goods exports mostly increased , as noted above , led by gains in nonautomotive capital goods ( up $ 1.90 billion ) , foods , feeds and beverages ( up $ 1.05 billion ) and industrial supplies and materials ( up $ 947 million ) . At the same time , goods imports fell across the board , including declines for nonautomotive capital goods ( down $ 1.51 billion ) , consumer goods ( down $ 928 million ) and industrial supplies and materials ( down $ 704 million ) , among others .
 The Institute for Supply Management ( ISM ) reported that manufacturing activity continued to expand modestly in April , even as it pulled back for the second straight month from February ’s best reading since May 2004 . The ISM Manufacturing Purchasing Managers ’ Index declined from 60.8 in February , to 59.3 in March , to 57.3 in April , the lowest level since July 2017 . Softer growth in production ( down from 61.0 to 57.2 ) , exports ( down from 58.7 to 57.7 ) and employment ( down from 57.3 to 54.2 ) help to explain the weaker headline number in April . The exports figure eased for the second consecutive month , down from the February rate , which had been the fastest since April 2011 .
 Despite some weakening in other measures , new orders decelerated slightly but remained robust overall ( down from 61.9 to 61.2 ) , which was encouraging . To illustrate just how strong demand has been in the manufacturing sector , it was the 12th straight month with the new orders index at 60 or higher — a threshold suggesting robust sales growth . The sample comments tend to echo that finding , with respondents noting healthy growth in activity and a promising outlook , even as they cite some trade worries .
 With ever - stronger economic growth , manufacturers report accelerated input costs . Indeed , prices for raw materials remained highly elevated ( up from 78.1 to 79.3 ) , with the measure at a level not seen in seven years . More than 61 percent of manufacturing respondents said their costs had risen in April , with just 2.6 percent suggesting they decreased . This reflects a rebound in some commodity costs , even as overall pricing pressures continue to be largely modest , at least for now .
 In other news , inventories expanded in April for the fourth straight month ( down from 55.5 to 52.9 ) , even as the pace of growth slowed from February ’s near eight - year high . More than anything , the recent growth in inventories is consistent with the healthy growth in overall production .
 The Bureau of Economic Analysis reported that personal spending rebounded , up 0.4 percent in March after being unchanged in February . Americans consumed more durable goods in March , up 0.8 percent , but they bought fewer nondurable goods , which fell 0.2 percent for the month . Strong motor vehicle sales helped to boost the durable goods numbers . Overall , consumer spending remained a bright spot in the economy , with personal consumption expenditures ( PCEs ) up 4.4 percent over the past 12 months , down slightly from 4.5 percent year - over - year in the prior report . In addition , goods spending for durable and nondurable goods also increased at very healthy rates over the past 12 months , up 3.9 percent and 4.1 percent year - over - year , respectively .
 At the same time , personal income rose 0.3 percent for the second straight month in March . Since March 2017 , personal incomes have risen 3.6 percent . As such , income growth has remained at modest levels . For manufacturers , total wages and salaries slipped from $ 869.9 billion in February to $ 857.6 billion in March . Despite some easing , manufacturing wages and salaries have increased by a solid 3.8 percent rate year - over - year , up from $ 826.3 billion in March 2017 .
 The saving rate had fallen to 2.4 percent in December — the lowest rate since September 2005 — but it has ticked higher since then . With more spending in the latest report , the saving rate dropped from 3.3 percent in February to 3.1 percent in March . One year ago , the saving rate registered 3.9 percent , illustrating an increased willingness to spend over the past 12 months .
 In other news , the PCE deflator was unchanged in March , pulling back from a gain of 0.2 percent in February . The drag on the PCE deflator in March stemmed largely from energy costs , which decreased 2.8 percent . Core inflation , which excludes food and energy , increased 0.2 percent in March .
 More importantly , the PCE deflator has risen 2.0 percent over the past 12 months , up from 1.7 percent in the previous report and the fastest year - over - year pace since February 2017 . Excluding food and energy , core PCE inflation rose 1.9 percent year - over - year in March , accelerating for the seventh consecutive month after bottoming out at 1.3 percent in August . This mirrors the recent pickup in other price measures , and since this is the Federal Reserve ’s preferred measure of inflation , its appreciation will get a lot of attention .
 The Bureau of Labor Statistics reported that manufacturing labor productivity rose 0.5 percent in the first quarter , easing from the solid rebound of 4.5 percent in the fourth quarter . More importantly , it was the second straight quarterly increase in output per worker following a significant amount of choppiness over the past few years . Manufacturing output increased 3.3 percent in the first quarter , led by strong growth in durable goods , which had output growth soar by 5.5 percent . Nondurable goods output increased a more modest 1.1 percent . Overall , hours worked in the sector rose 2.8 percent , with unit labor costs up 2.7 percent . Durable and nondurable goods labor productivity increased 1.3 percent and 0.6 percent in the first quarter , respectively .
 The latest release featured revisions to the historical data . In 2017 , manufacturing labor productivity increased 0.4 percent , down from the prior estimate of 0.6 percent . Output and unit labor costs rose 1.5 percent and 1.1 percent in 2017 , respectively . The annual figure for manufacturing labor productivity growth was slightly better than the average from 2013 to 2017 , which registered just 0.2 percent . Indeed , sluggish productivity growth continues to be one of the larger frustrations in the U.S. economy in the aftermath of the Great Recession . In comparison , the average growth rate for manufacturing labor productivity registered 3.9 percent in both the 1990–2000 and 2002–2008 time frames , or the two prior economic recoveries .
 Meanwhile , nonfarm labor productivity rose 0.7 percent in the first quarter , up from the 0.3 percent increase in the fourth quarter . Nonfarm output decelerated from 3.7 percent growth in the fourth quarter to 2.8 percent in the first quarter , but that was still a decent figure . Hourly compensation costs jumped 3.4 percent in the first quarter , with unit labor costs up 2.7 percent . Similar to the manufacturing data described above , nonfarm labor productivity has slowed considerably since the recession , averaging 0.7 percent per year from 2011 to 2017 . That remains lower than the 2.7 percent annual growth rate average from 2000 to 2007 .


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Jan Erik has served several years as an advisor to the Norwegian Prime Minister, as a state secretary to the prime minister, advisor in Parliament and as a political consultant.
He has also background as executive editor for A-pressen and as Managing director for Tidens Krav.
Now acting as owner and senior advisor at Kruse Larsen AS.
Jan Erik is known for his skills in strategic communications and public relations.
She has long experience from business strategy and business development. She has worked as special advisor, consultant, and latest CEO for Navitas.
She is now working as communications advisor for Shell.
Ingrid Sara holds a Masters degree in International corporate management.
Thomas Christian has an extensive career within the oil&gas and finance industry, including years of experiance as as corporate advisor and board member for various companies.
Thomas Cristian holds a civil engineer degree from NTH.
Victor is CEO and owner of Abyss Group and chairman of the board in both Abyss Aqua and Abyss Subsea. His main experience is from the Royal Norwegian Air Force, Umoe Sterkoder and Noomas/Abyss Group, as well as several board positions.
Victor is educated from the Royal Norwegian Air force Academy and holds a bachelor degree in economy and mathematics from UIO.

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Jan Erik has served several years as an advisor to the Norwegian Prime Minister , as a state secretary to the prime minister , advisor in Parliament and as a political consultant .
 He has also background as executive editor for A - pressen and as Managing director for Tidens Krav .
 Now acting as owner and senior advisor at Kruse Larsen AS .
 Jan Erik is known for his skills in strategic communications and public relations .
 She has long experience from business strategy and business development . She has worked as special advisor , consultant , and latest CEO for Navitas .
 She is now working as communications advisor for Shell .
 Ingrid Sara holds a Masters degree in International corporate management .
 Thomas Christian has an extensive career within the oil&gas and finance industry , including years of experiance as as corporate advisor and board member for various companies .
 Thomas Cristian holds a civil engineer degree from NTH .
 Victor is CEO and owner of Abyss Group and chairman of the board in both Abyss Aqua and Abyss Subsea . His main experience is from the Royal Norwegian Air Force , Umoe Sterkoder and Noomas / Abyss Group , as well as several board positions .
 Victor is educated from the Royal Norwegian Air force Academy and holds a bachelor degree in economy and mathematics from UIO .


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Grace is a beautiful word. This is God’s word to describe what He is prepared to do for all of us. When we are ready to make a vow of devotion to Jesus (which is to accept His sacrifice on our behalf by devoting ourselves to a lifelong journey of being a follower of Jesus) grace is given. Does God still see all my imperfections? Of course He does. Grace does not mean God ignores my faults. Grace means that now my faults can be forgiven.
When we are honest about God’s expectations and encouragingly patient with people in their efforts to change, everyone can feel safe to be authentic. Why? Because something deep inside of me longs to know what my Creator expects of me. And, something deep inside of me longs for a community of people to lovingly walk with me while I try to both learn and embrace those expectations.
Here is another great Bible verse for you to read. It comes from Hebrews 10:14 (NLT). “For by that one offering he forever made perfect those who are being made holy.” He treats us like we are perfect while leading us on a wonderful journey of learning how to overcome our imperfections! Hypocrisy is pretending to be perfect. Christianity is reaching beyond my imperfections.
I will always be desperate for grace. My need for God is immeasurable. Paul writes in Philippians 1:6 (NLT) “And I am certain that God, who began the good work within you, will continue His work until it is finally finished on the day when Christ Jesus returns.” There is a work that God is doing in you! This desire you feel to be more like Jesus comes from God working in you! This model for discipleship is to help focus you on the work that you need to be doing, that we all need to be doing…reaching beyond our imperfections while forever relying on His grace! The Praxis Booklet will provide you with everything you need to begin your discipleship journey!

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Grace is a beautiful word . This is God ’s word to describe what He is prepared to do for all of us . When we are ready to make a vow of devotion to Jesus ( which is to accept His sacrifice on our behalf by devoting ourselves to a lifelong journey of being a follower of Jesus ) grace is given . Does God still see all my imperfections ? Of course He does . Grace does not mean God ignores my faults . Grace means that now my faults can be forgiven .
 When we are honest about God ’s expectations and encouragingly patient with people in their efforts to change , everyone can feel safe to be authentic . Why ? Because something deep inside of me longs to know what my Creator expects of me . And , something deep inside of me longs for a community of people to lovingly walk with me while I try to both learn and embrace those expectations .
 Here is another great Bible verse for you to read . It comes from Hebrews 10:14 ( NLT ) . “ For by that one offering he forever made perfect those who are being made holy . ” He treats us like we are perfect while leading us on a wonderful journey of learning how to overcome our imperfections ! Hypocrisy is pretending to be perfect . Christianity is reaching beyond my imperfections .
 I will always be desperate for grace . My need for God is immeasurable . Paul writes in Philippians 1:6 ( NLT ) “ And I am certain that God , who began the good work within you , will continue His work until it is finally finished on the day when Christ Jesus returns . ” There is a work that God is doing in you ! This desire you feel to be more like Jesus comes from God working in you ! This model for discipleship is to help focus you on the work that you need to be doing , that we all need to be doing … reaching beyond our imperfections while forever relying on His grace ! The Praxis Booklet will provide you with everything you need to begin your discipleship journey !


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DRAGON-STAR and its successor project DRAGON-STAR Plus come to an end after almost six years of operation, having organised its last Think Tank Workshop on THE FUTURE OF MANUFACTURING: ´INDUSTRY 4.0´ MEETS ´MADE IN CHINA 2025´ on 14 November 2017 in Shanghai.
About 80 participants, experts, representatives from universities and industry, policy makers and stakeholders from China and Europe discussed and critically highlighted the pros and cons of Made in China 2025 and its counterpart Industry 4.0 in Europe.
All experts agreed that a lot of jobs will be lost on their way but significant new profile jobs will be created.
According to Mr.Kay Matzner, Fraunhofer Institute for Factory Operation and Automation IFF, major characteristics of Industry 4.0 in Europe, mainly Germany, are the shift from mass production to individual products and that salaries in regions will not be important any more. Industrial Ecosystems are located close to the customer to produce customised products and new job profiles will not be physically demanding any more due to the increasing use of robots. This raises already and will increasingly raise ethical questions after Industry 4.0.
A next step to be following is SME involvement to pick up technologies easier and get better access to Industry 4.0. Research will also need to be connected better, standardisation will need to be improved, and the legal framework of Industry 4.0 will need to be evolved. Also international cooperation will have to increase in order to assure a win-win situation between Europe and China!
Prof. Zhang Chidong, CASTED China Academy of Science and Technology for Development, highlighted why Made in China 2025 was put forward in China. According to him Chinese companies were still at the bottom of the global industrial value chain and the goal of Made in China 2025 was to reach the medium and top level of global industrial value chain. The support and encouragement of SMEs and enterprises play a very important role in the formation of strategic alliances in China.
Mr. Roland Sommer, Industry 4.0 Austria, outlined that the digitalisation of the complete supply chain goes hand-in-hand with the switch from hardware to software, from products to services and from single product to platforms. Consequently the business model is key to reassure the positive effect on economy!
He also highlighted that it was about cooperation between industry, science, policy makers, regions, and other stakeholders addressing social issues, i.e. the great fear of workers losing their jobs.
Expert groups need to work on strategies and RDI on developing technology road maps bridging the gaps between research needs and science, norms and standards, business models targeted towards SMEs, security and safety issues, qualifications and continuous trainings, etc.
Smart logistics need to address the whole supply chain, platforms need to exchange views on international developments and regional strategies facing the concrete effects of Industry 4.0.
Prof. Tang Tang, Tongji University, stated that the mobile communication as biggest market opportunity became the world´s fastest growing technological innovation. The Internet of Things and the Internet of Services were important forces leading the world´s strategic developments.
Also Cloud Computing, Big data and Artificial Intelligence will guide China in three steps, i.e. Made in China 2025 to a manufacturing giant, Made in China 2035 to a manufacturing power and Made in China 2045 to a world power.
Talent cultivation will be the main requirement for intelligent manufacturing, i.e. cultivating systematic talents with interdisciplinary backgrounds. Also according to him international cooperation is a key to talent cultivation.
New technologies will add new aspects to the qualifications, so cross competences and soft skills will become crucial, such as intercultural skills, problem solving skills and qualifications, such as handling complex systems, taking responsibility for whole processes or production lines. In parallel social issues need to be addressed and systematically communicated and employees´ fears of losing their jobs need to be discussed and taken seriously.
Future challenges will be similar in China and Europe. SME will have to incorporate the new technologies! Open policy strategies on both sides will bring a lot of opportunities.
Policy makers on both sides need to become aware that there is a big opportunity and importance to collaborate in intelligent manufacturing, besides the different culture, different industries, different policies, and different market. Goal is a win-win situation for Europe and China and a trustful environment allowing the learning from each other so both sides can reach their targets. ´Only through cooperation we can go further together´ (Roland Sommer, Industry 4.0 Austria).
After its last event THE FUTURE OF MANUFACTURING: ´INDUSTRY 4.0´ MEETS ´MADE IN CHINA 2025´ on 14 November 2017 in Shanghai, DRAGON-STAR Plus and ENRICH-China share a booth at China Hi-Tech Fair 2017 between 16-21 November 2017 in Shenzhen.
The China Hi-Tech Fair is an international trade fair for electronics and electrical engineering, which takes place annually at the Convention & Exhibition Centre in Shenzhen. The fair is the largest Hi-Tech fair in China and therefore the largest Chinese technology fair. It is with exhibitors from about 50 countries the most extensive public platform to exchange latest technologies, concepts and solutions in electronic and electrical engineering industry. It also focuses on advanced technologies and products in the fields of energy saving, environmental protection, production of high-end appliances, new energies and materials.
With this last important promotion campaign and presence at the largest Chinese technology fair, DRAGON-STAR and DRAGON-STAR Plus close the doors after having successfully supported the European and Chinese research communities for almost six years to establish collaborations under Horizon 2020 and beyond and after fruitfully establishing a platform for policy makers enhancing Sino-European STI cooperation.

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DRAGON - STAR and its successor project DRAGON - STAR Plus come to an end after almost six years of operation , having organised its last Think Tank Workshop on THE FUTURE OF MANUFACTURING : ´ INDUSTRY 4.0 ´ MEETS ´ MADE IN CHINA 2025 ´ on 14 November 2017 in Shanghai .
 About 80 participants , experts , representatives from universities and industry , policy makers and stakeholders from China and Europe discussed and critically highlighted the pros and cons of Made in China 2025 and its counterpart Industry 4.0 in Europe .
 All experts agreed that a lot of jobs will be lost on their way but significant new profile jobs will be created .
 According to Mr. Kay Matzner , Fraunhofer Institute for Factory Operation and Automation IFF , major characteristics of Industry 4.0 in Europe , mainly Germany , are the shift from mass production to individual products and that salaries in regions will not be important any more . Industrial Ecosystems are located close to the customer to produce customised products and new job profiles will not be physically demanding any more due to the increasing use of robots . This raises already and will increasingly raise ethical questions after Industry 4.0 .
 A next step to be following is SME involvement to pick up technologies easier and get better access to Industry 4.0 . Research will also need to be connected better , standardisation will need to be improved , and the legal framework of Industry 4.0 will need to be evolved . Also international cooperation will have to increase in order to assure a win - win situation between Europe and China !
 Prof. Zhang Chidong , CASTED China Academy of Science and Technology for Development , highlighted why Made in China 2025 was put forward in China . According to him Chinese companies were still at the bottom of the global industrial value chain and the goal of Made in China 2025 was to reach the medium and top level of global industrial value chain . The support and encouragement of SMEs and enterprises play a very important role in the formation of strategic alliances in China .
 Mr. Roland Sommer , Industry 4.0 Austria , outlined that the digitalisation of the complete supply chain goes hand - in - hand with the switch from hardware to software , from products to services and from single product to platforms . Consequently the business model is key to reassure the positive effect on economy !
 He also highlighted that it was about cooperation between industry , science , policy makers , regions , and other stakeholders addressing social issues , i.e. the great fear of workers losing their jobs .
 Expert groups need to work on strategies and RDI on developing technology road maps bridging the gaps between research needs and science , norms and standards , business models targeted towards SMEs , security and safety issues , qualifications and continuous trainings , etc .
 Smart logistics need to address the whole supply chain , platforms need to exchange views on international developments and regional strategies facing the concrete effects of Industry 4.0 .
 Prof. Tang Tang , Tongji University , stated that the mobile communication as biggest market opportunity became the world´s fastest growing technological innovation . The Internet of Things and the Internet of Services were important forces leading the world´s strategic developments .
 Also Cloud Computing , Big data and Artificial Intelligence will guide China in three steps , i.e. Made in China 2025 to a manufacturing giant , Made in China 2035 to a manufacturing power and Made in China 2045 to a world power .
 Talent cultivation will be the main requirement for intelligent manufacturing , i.e. cultivating systematic talents with interdisciplinary backgrounds . Also according to him international cooperation is a key to talent cultivation .
 New technologies will add new aspects to the qualifications , so cross competences and soft skills will become crucial , such as intercultural skills , problem solving skills and qualifications , such as handling complex systems , taking responsibility for whole processes or production lines . In parallel social issues need to be addressed and systematically communicated and employees ´ fears of losing their jobs need to be discussed and taken seriously .
 Future challenges will be similar in China and Europe . SME will have to incorporate the new technologies ! Open policy strategies on both sides will bring a lot of opportunities .
 Policy makers on both sides need to become aware that there is a big opportunity and importance to collaborate in intelligent manufacturing , besides the different culture , different industries , different policies , and different market . Goal is a win - win situation for Europe and China and a trustful environment allowing the learning from each other so both sides can reach their targets . ´ Only through cooperation we can go further together ´ ( Roland Sommer , Industry 4.0 Austria ) .
 After its last event THE FUTURE OF MANUFACTURING : ´ INDUSTRY 4.0 ´ MEETS ´ MADE IN CHINA 2025 ´ on 14 November 2017 in Shanghai , DRAGON - STAR Plus and ENRICH - China share a booth at China Hi - Tech Fair 2017 between 16 - 21 November 2017 in Shenzhen .
 The China Hi - Tech Fair is an international trade fair for electronics and electrical engineering , which takes place annually at the Convention & Exhibition Centre in Shenzhen . The fair is the largest Hi - Tech fair in China and therefore the largest Chinese technology fair . It is with exhibitors from about 50 countries the most extensive public platform to exchange latest technologies , concepts and solutions in electronic and electrical engineering industry . It also focuses on advanced technologies and products in the fields of energy saving , environmental protection , production of high - end appliances , new energies and materials .
 With this last important promotion campaign and presence at the largest Chinese technology fair , DRAGON - STAR and DRAGON - STAR Plus close the doors after having successfully supported the European and Chinese research communities for almost six years to establish collaborations under Horizon 2020 and beyond and after fruitfully establishing a platform for policy makers enhancing Sino - European STI cooperation .


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Inquiries concerning Profit Builder Millennium? Call -LRB-800-RRB- 827-1151 and speak with a software application expert currently. You will uncover the most convenient, fastest as well as least expensive means to start generating income online. When they lastly PREPARE to be motivated to act (typically towards completion of the message or after remarks) Landing Page Guide, there’s excessive to capture their eye. If you are currently rather experienced in web marketing as well as have had some success, Profit Builder can be simply exactly what you have to take your online business to the next level.
Their landing pages are designed in collections to ensure your site visitors get a constant experience – throughout your entire channel. Add 100s and 1000s of products to your website automatically as well as totally SEO it for you. I can not inform you exactly just what each does or if they overlap yet they were advised by numerous blog posts. Simply put, WP Profit Builder permits you to create high-converting pages, sales web pages like the pros so you could obtain even more sales.
Utilizing it’s front-end visual editor, you can craft eye-catching personalized page designs with no hassle. I after that set up Profit builder and also take a very first check out worldwide settings – as well as the LAYOUTS that are included in your acquisition. By clicking on this option you will certainly be able to create a landing web page as well as personalize it as you like or include any function or graphic element.
This guide shows you precisely how you can get clients, set up Facebook campaigns as well as bring in enormous cause just days. About wp profit builder, Sean Donhaoe the developer of wp profit builder will show you all details concerning ways to make use of profit builder. I ‘d concur with you there, Optimize Press is a full on reconstruct, it’s not just an updated variation as well as the functions are outrageous. It is a clear champion over Property, yet Premise is still an unbelievable plugin.
You are most welcome Chetan I’m truly glad you suched as Wp Profit Builder and also I wish you attain the best results with it and If you have any questions, let me recognize. The Traditional series of 36-inch single stove professional ranges from Verona currently can be found in a light blue color. Create killer video clip review pages, include reward for affiliate purchase and gather buyers’ e-mail and send bonus offer.
We have been doing this for 5 years currently quietly making money on PLR Products, Certified Public Accountant Supplies, Affiliate Products too. Oh, incidentally, the installation was rather dang easy and I had no issues with that said component, thank goodness, and also Complete Profit Builder Review and Bonus I get on HostGator. Web traffic Generator is a 38 pagepdf report on ways to set up automated traffic-attracting machines that you could easily establish and leave running and also will continue to generate website traffic for you 24 × 7.
Second, the dragging capability is very shaky.Â I aimed to drag 2 various items and also struggled to move them where I desired both times. If you presently own WP Profit Builder 2.0 or planning to buy one, you could obtain a totally free upgrade to WP Profit Builder 2.0 2. It is the future generation of WP Profit Builder 2.0 which is set to introduce this March 28, 2017.
Every wondered how those gurus made those gorgeous looking webinar opt-in pages? Now you could begin to sell to your target market using webinars for those large ticket things. Well, Adam you absolutely should have a cameo duty as Harry Concierge’s blogging wizard sidekick … because you know your stuff cold. Not any longer – this is where Azon Profit Builder comes in & makes it extremely very easy for anyone to produce Amazon.com associate sites in just 43 seconds.
This is your cash cow. there are simply a lot of ways to earn loan with these sales letters as well as copywriting devices. Update: My close friend’s site is significantly slow.Â I might be missing something or it could be the motif I’m using yet it’s slow.Â 5.18 s load time on Pingdom. A wonderful write up, Adam! I have been a significant fan of Hybrid Attach. I set up WP Touchdown Pages (together with their other 2 plugins– WP CTA & WP Leads). A fantastic concept that rather matches Hubspot. I have actually deactivated both the Leads & CTA plugins as I was having many concerns.
Cutting is a helpful means to gather as well as arrange one of the most vital slides from a discussion. You could maintain your terrific finds in clipboards arranged around topics. Also I intend to be clear that Im not supporteding Or Otherwise supporting WP Profit Builder (since I could not evaluate it). Im just letting every person know that you should make sure the ION Cube encryption is not going to be an issue prior to you consider buying.
© 2019 Chyder Internet Strategies | Proudly powered by WordPress | Theme: Blogghiamo by CrestaProject WordPress Themes.

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Inquiries concerning Profit Builder Millennium ? Call -LRB-800 - RRB- 827 - 1151 and speak with a software application expert currently . You will uncover the most convenient , fastest as well as least expensive means to start generating income online . When they lastly PREPARE to be motivated to act ( typically towards completion of the message or after remarks ) Landing Page Guide , there ’s excessive to capture their eye . If you are currently rather experienced in web marketing as well as have had some success , Profit Builder can be simply exactly what you have to take your online business to the next level .
 Their landing pages are designed in collections to ensure your site visitors get a constant experience – throughout your entire channel . Add 100s and 1000s of products to your website automatically as well as totally SEO it for you . I can not inform you exactly just what each does or if they overlap yet they were advised by numerous blog posts . Simply put , WP Profit Builder permits you to create high - converting pages , sales web pages like the pros so you could obtain even more sales .
 Utilizing it ’s front - end visual editor , you can craft eye - catching personalized page designs with no hassle . I after that set up Profit builder and also take a very first check out worldwide settings – as well as the LAYOUTS that are included in your acquisition . By clicking on this option you will certainly be able to create a landing web page as well as personalize it as you like or include any function or graphic element .
 This guide shows you precisely how you can get clients , set up Facebook campaigns as well as bring in enormous cause just days . About wp profit builder , Sean Donhaoe the developer of wp profit builder will show you all details concerning ways to make use of profit builder . I ‘ d concur with you there , Optimize Press is a full on reconstruct , it ’s not just an updated variation as well as the functions are outrageous . It is a clear champion over Property , yet Premise is still an unbelievable plugin .
 You are most welcome Chetan I ’m truly glad you suched as Wp Profit Builder and also I wish you attain the best results with it and If you have any questions , let me recognize . The Traditional series of 36 - inch single stove professional ranges from Verona currently can be found in a light blue color . Create killer video clip review pages , include reward for affiliate purchase and gather buyers ’ e - mail and send bonus offer .
 We have been doing this for 5 years currently quietly making money on PLR Products , Certified Public Accountant Supplies , Affiliate Products too . Oh , incidentally , the installation was rather dang easy and I had no issues with that said component , thank goodness , and also Complete Profit Builder Review and Bonus I get on HostGator . Web traffic Generator is a 38 pagepdf report on ways to set up automated traffic - attracting machines that you could easily establish and leave running and also will continue to generate website traffic for you 24 × 7 .
 Second , the dragging capability is very shaky . Â I aimed to drag 2 various items and also struggled to move them where I desired both times . If you presently own WP Profit Builder 2.0 or planning to buy one , you could obtain a totally free upgrade to WP Profit Builder 2.0 2 . It is the future generation of WP Profit Builder 2.0 which is set to introduce this March 28 , 2017 .
 Every wondered how those gurus made those gorgeous looking webinar opt - in pages ? Now you could begin to sell to your target market using webinars for those large ticket things . Well , Adam you absolutely should have a cameo duty as Harry Concierge ’s blogging wizard sidekick … because you know your stuff cold . Not any longer – this is where Azon Profit Builder comes in & makes it extremely very easy for anyone to produce Amazon.com associate sites in just 43 seconds .
 This is your cash cow . there are simply a lot of ways to earn loan with these sales letters as well as copywriting devices . Update : My close friend ’s site is significantly slow . Â I might be missing something or it could be the motif I ’m using yet it ’s slow . Â 5.18 s load time on Pingdom . A wonderful write up , Adam ! I have been a significant fan of Hybrid Attach . I set up WP Touchdown Pages ( together with their other 2 plugins – WP CTA & WP Leads ) . A fantastic concept that rather matches Hubspot . I have actually deactivated both the Leads & CTA plugins as I was having many concerns .
 Cutting is a helpful means to gather as well as arrange one of the most vital slides from a discussion . You could maintain your terrific finds in clipboards arranged around topics . Also I intend to be clear that I m not supporteding Or Otherwise supporting WP Profit Builder ( since I could not evaluate it ) . I m just letting every person know that you should make sure the ION Cube encryption is not going to be an issue prior to you consider buying .
 © 2019 Chyder Internet Strategies | Proudly powered by WordPress | Theme : Blogghiamo by CrestaProject WordPress Themes .


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O primeiro passo é reconhecer o problema. Mesmo bons gestores perdem os primeiros sinais de alerta.
It’s next to impossible to come up with one working definition of a company in distress—and dangerous to think that you have one for your own company. Depending on the situation, there are probably 25 different signs of potential distress (exhibit). The problem is seldom made up of just one or two of these things, however. Rather, it is the result of a greater number of them interacting together and with other external factors.
There are numerous signs of distress—and a distressed company is typically dealing with multiple signs.
Such trigger points should be oriented both to operational and market performance as well as to basic financial metrics and cash flow. Look at where you are as a company using basic financial and cash milestones, and then look at where you are with respect to your industry and competitors. If you’re not moving with the rest of the industry (or not outpacing it, if the industry is struggling), then your plan may be obsolete. And don’t forget to look back at your performance over past cycles to identify any trends. If you keep missing performance targets, ask why.
The beauty of a board is that it has enough distance from the company to see the forest for the trees. Managers often treat their board as a necessary evil to placate so they can get on with their business, but that undermines the board’s role as an early-warning system when a company is heading for distress.
It’s also the board’s responsibility to look the CEO, the CFO, and the chief operating officer (COO) in the eye and say, “OK, we like your plan. Now let’s talk about what it would take to cut costs not just by 3 percent but by 20. Let’s talk about all the things that can go wrong—the risks to the business.” Sometimes significant events happen that no one could have foreseen, of course. But in a typical distress situation, a company has usually just had 18 to 24 months of poor performance, and the board hasn’t been aware or hasn’t asked the right questions. Independent board members—truly independent ones—can have a big impact here.
The senior team at one company maintains a list of risks to the business, employees, and the plan. They review those risks with the board on a quarterly basis to ensure that they’re staying top of mind. It’s an excellent way to have conversations that you wouldn’t normally otherwise have in a business operation.
A successful turnaround really comes down to one thing, which is a focus on cash and cash returns. That means bringing a business back to its basic element of success. Is it generating cash or burning it? And, even more specifically, which investments in the business are generating or burning cash?
I like to think about this in the same way one would if running a local hardware store. By that, I mean asking fundamental questions, such as whether there is enough cash in the register to pay the utility bill, for example, or to pay for the pallet of house paint that will arrive next week, or how much more cash I can make by investing in a new delivery truck. When you bring a business back to those basic elements, the actions you need to take to get back on track become pretty clear. In many of the cases I have seen, the management team and board are focused on complex metrics related to earnings before interest and taxes (EBIT) and return on investment that exclude major uses of cash. For example, variations on EBIT commonly exclude depreciation and amortization but also exclude things like rents or fuel. These are all fine metrics, but nasty surprises await when no one is focused on cash.
Keeping track of cash isn’t just about watching your bank balance. To avoid surprises, companies also need a good forecast that keeps a midterm and longer view. For example, failing to pay attention to the cash component of capital investments routinely gets companies in trouble. Project net present values can look the same whether the return begins gradually at year two or jumps up dramatically at year five. But if you’re not focusing on the cash that goes out the door while you’re waiting for that year-five infusion, you can suddenly find yourself with very little cash left to run the business, sending you into a spiral you may not recover from.
If you can tell that story in a paragraph or less, in a way that means something to the average guy on the front line, then people will get on board. In this case, employees wanted to have their children and their grandchildren work for this company in the same remote mining location, and the change story spurred them to action. The key was a simple message, not fancy metrics.
Without a crisis mind-set, you get a stable company’s response to change: risk is to be avoided, and incrementalism takes over. Your workers are asked to do a little more (or the same) with less. More aggressive ideas will be analyzed ad nauseam, and the implementation will be slow and methodical.
In contrast, a crisis demands significant action, now, which is what a distressed company needs. Managers need to use words like crisis and urgency from the first moment they recognize the need for a turnaround. A company that’s in true crisis will be willing to try some things that it normally wouldn’t consider, and it’s those bold actions that change the trajectory of the company. Crisis drives people to action and opens managers up to consider a full range of options.
The tendency of most managers is to put all of their focus and resources into three or four big bets to turn a company around. That can be a high-risk approach. Even if big bets are sometimes necessary, they take a lot of time and effort—and they don’t always pay off. For example, say you decide to change suppliers of raw materials so you can source from a low-cost country, expecting 30 percent lower direct costs. If you realize six months later that the material specifications don’t meet your needs, you’ll have spent time you don’t have, perhaps interrupted your whole production schedule, and probably burned a bunch of cash on something that didn’t pay off.
In addition to going after big bets, managers should focus on getting a series of quick wins to gain traction within the organization. Such quick wins can be cost focused, cutting off demand for some external service they don’t need. Or it could be policy focused, such as introducing a more stringent policy on travel expense.
Not only do such moves improve the bottom line, they also generate support among employees. In any given company, you’re likely to find that a fifth of employees across the organization are almost always supportive. They work hard. And they will change what they’re doing if you just ask them. These are the people you’ll want to spend most of your time with, and they’re the ones you’ll promote—but you’ll probably spend too much time with the bottom fifth of employees. These are the underachieving ones who actively resist change, look for ways to avoid it, or are simply high maintenance.
What often gets ignored is the remaining 60 percent of the organization. These are the fence-sitters, and they are tuned into action, not just talk. They see the changes going on, and if you proactively work with them, then 80 percent of the organization will be behind you. But if you don’t give them a reason to stand up and be positive about the company, they’ll go negative. That’s the importance of quick wins. When you quickly take real action, and when those actions affect the management team as well, you send a powerful message.
In a turnaround, take a lesson from the private-equity industry and throw out your old plans. Instead, offer managers incentives tied specifically to what you want them to do. Do you need $10 million of improvement from pricing? Then make it a big part of your sales staff’s incentive plan. Need $150 million from procurement? Give your chief purchasing officer a meet-or-beat target. Be willing to forgo bonus payments for those that don’t achieve 100 percent of their target—and to pay out handsomely for those whose results are beyond expectations.
Experience tells me that most successful turnarounds involve changing out one or two top-team members. This isn’t about “bad” managers. In my 20 years of doing this, I’ve only seen a small handful of managers I thought were truly incompetent. But it’s a practical reality that there are managers who must own the decline. And more often than not, they are incapable of the shift in mind-set needed to make fundamental changes to the operating philosophy they’ve believed in for years. Whether they realize it or not, they block that change because they’re bent on defending what they believe to be true. Although it’s difficult, removing those people sends another signal to your stakeholders that there will be changes and you’re not afraid to make tough moves.
Beyond the leadership team, there are two types of people I look for immediately. First are those that have the institutional knowledge. They may not be your top performers, but they know all the ins and outs of the company—and are vital to understanding the impact of potential changes on the business. Many times they are the disgruntled ones, unhappy with the company’s performance. But you need people who are willing to point out the uncomfortable truths.
A turnaround is also a real opportunity to find the next level of talent in an organization. I’ve been through multiple crises where the people who added the most value and impact weren’t the ones sitting around the table at the beginning. I have often found great leaders two and three levels down who are just waiting for an opportunity—and the fact that they can be part of something bigger than themselves, saving a company, is often enough to attract and retain them.
For both groups, it’s important to realize that retention isn’t always about money and bonuses. It’s also about figuring out the individual’s needs. Good turnaround managers actively look for those people and find a way to get them involved.
Doug Yakola is a senior partner in McKinsey’s Recovery & Transformation Services, which focuses on turnarounds and financially distressed companies.
The editors would like to thank Ryan Davies and Bill Huyett for their contributions to this article.

tokenized:
O primeiro passo é reconhecer o problema . Mesmo bons gestores perdem os primeiros sinais de alerta .
 It ’s next to impossible to come up with one working definition of a company in distress — and dangerous to think that you have one for your own company . Depending on the situation , there are probably 25 different signs of potential distress ( exhibit ) . The problem is seldom made up of just one or two of these things , however . Rather , it is the result of a greater number of them interacting together and with other external factors .
 There are numerous signs of distress — and a distressed company is typically dealing with multiple signs .
 Such trigger points should be oriented both to operational and market performance as well as to basic financial metrics and cash flow . Look at where you are as a company using basic financial and cash milestones , and then look at where you are with respect to your industry and competitors . If you ’re not moving with the rest of the industry ( or not outpacing it , if the industry is struggling ) , then your plan may be obsolete . And do n’t forget to look back at your performance over past cycles to identify any trends . If you keep missing performance targets , ask why .
 The beauty of a board is that it has enough distance from the company to see the forest for the trees . Managers often treat their board as a necessary evil to placate so they can get on with their business , but that undermines the board ’s role as an early - warning system when a company is heading for distress .
 It ’s also the board ’s responsibility to look the CEO , the CFO , and the chief operating officer ( COO ) in the eye and say , “ OK , we like your plan . Now let ’s talk about what it would take to cut costs not just by 3 percent but by 20 . Let ’s talk about all the things that can go wrong — the risks to the business . ” Sometimes significant events happen that no one could have foreseen , of course . But in a typical distress situation , a company has usually just had 18 to 24 months of poor performance , and the board has n’t been aware or has n’t asked the right questions . Independent board members — truly independent ones — can have a big impact here .
 The senior team at one company maintains a list of risks to the business , employees , and the plan . They review those risks with the board on a quarterly basis to ensure that they ’re staying top of mind . It ’s an excellent way to have conversations that you would n’t normally otherwise have in a business operation .
 A successful turnaround really comes down to one thing , which is a focus on cash and cash returns . That means bringing a business back to its basic element of success . Is it generating cash or burning it ? And , even more specifically , which investments in the business are generating or burning cash ?
 I like to think about this in the same way one would if running a local hardware store . By that , I mean asking fundamental questions , such as whether there is enough cash in the register to pay the utility bill , for example , or to pay for the pallet of house paint that will arrive next week , or how much more cash I can make by investing in a new delivery truck . When you bring a business back to those basic elements , the actions you need to take to get back on track become pretty clear . In many of the cases I have seen , the management team and board are focused on complex metrics related to earnings before interest and taxes ( EBIT ) and return on investment that exclude major uses of cash . For example , variations on EBIT commonly exclude depreciation and amortization but also exclude things like rents or fuel . These are all fine metrics , but nasty surprises await when no one is focused on cash .
 Keeping track of cash is n’t just about watching your bank balance . To avoid surprises , companies also need a good forecast that keeps a midterm and longer view . For example , failing to pay attention to the cash component of capital investments routinely gets companies in trouble . Project net present values can look the same whether the return begins gradually at year two or jumps up dramatically at year five . But if you ’re not focusing on the cash that goes out the door while you ’re waiting for that year - five infusion , you can suddenly find yourself with very little cash left to run the business , sending you into a spiral you may not recover from .
 If you can tell that story in a paragraph or less , in a way that means something to the average guy on the front line , then people will get on board . In this case , employees wanted to have their children and their grandchildren work for this company in the same remote mining location , and the change story spurred them to action . The key was a simple message , not fancy metrics .
 Without a crisis mind - set , you get a stable company ’s response to change : risk is to be avoided , and incrementalism takes over . Your workers are asked to do a little more ( or the same ) with less . More aggressive ideas will be analyzed ad nauseam , and the implementation will be slow and methodical .
 In contrast , a crisis demands significant action , now , which is what a distressed company needs . Managers need to use words like crisis and urgency from the first moment they recognize the need for a turnaround . A company that ’s in true crisis will be willing to try some things that it normally would n’t consider , and it ’s those bold actions that change the trajectory of the company . Crisis drives people to action and opens managers up to consider a full range of options .
 The tendency of most managers is to put all of their focus and resources into three or four big bets to turn a company around . That can be a high - risk approach . Even if big bets are sometimes necessary , they take a lot of time and effort — and they do n’t always pay off . For example , say you decide to change suppliers of raw materials so you can source from a low - cost country , expecting 30 percent lower direct costs . If you realize six months later that the material specifications do n’t meet your needs , you ’ll have spent time you do n’t have , perhaps interrupted your whole production schedule , and probably burned a bunch of cash on something that did n’t pay off .
 In addition to going after big bets , managers should focus on getting a series of quick wins to gain traction within the organization . Such quick wins can be cost focused , cutting off demand for some external service they do n’t need . Or it could be policy focused , such as introducing a more stringent policy on travel expense .
 Not only do such moves improve the bottom line , they also generate support among employees . In any given company , you ’re likely to find that a fifth of employees across the organization are almost always supportive . They work hard . And they will change what they ’re doing if you just ask them . These are the people you ’ll want to spend most of your time with , and they ’re the ones you ’ll promote — but you ’ll probably spend too much time with the bottom fifth of employees . These are the underachieving ones who actively resist change , look for ways to avoid it , or are simply high maintenance .
 What often gets ignored is the remaining 60 percent of the organization . These are the fence - sitters , and they are tuned into action , not just talk . They see the changes going on , and if you proactively work with them , then 80 percent of the organization will be behind you . But if you do n’t give them a reason to stand up and be positive about the company , they ’ll go negative . That ’s the importance of quick wins . When you quickly take real action , and when those actions affect the management team as well , you send a powerful message .
 In a turnaround , take a lesson from the private - equity industry and throw out your old plans . Instead , offer managers incentives tied specifically to what you want them to do . Do you need $ 10 million of improvement from pricing ? Then make it a big part of your sales staff ’s incentive plan . Need $ 150 million from procurement ? Give your chief purchasing officer a meet - or - beat target . Be willing to forgo bonus payments for those that do n’t achieve 100 percent of their target — and to pay out handsomely for those whose results are beyond expectations .
 Experience tells me that most successful turnarounds involve changing out one or two top - team members . This is n’t about “ bad ” managers . In my 20 years of doing this , I ’ve only seen a small handful of managers I thought were truly incompetent . But it ’s a practical reality that there are managers who must own the decline . And more often than not , they are incapable of the shift in mind - set needed to make fundamental changes to the operating philosophy they ’ve believed in for years . Whether they realize it or not , they block that change because they ’re bent on defending what they believe to be true . Although it ’s difficult , removing those people sends another signal to your stakeholders that there will be changes and you ’re not afraid to make tough moves .
 Beyond the leadership team , there are two types of people I look for immediately . First are those that have the institutional knowledge . They may not be your top performers , but they know all the ins and outs of the company — and are vital to understanding the impact of potential changes on the business . Many times they are the disgruntled ones , unhappy with the company ’s performance . But you need people who are willing to point out the uncomfortable truths .
 A turnaround is also a real opportunity to find the next level of talent in an organization . I ’ve been through multiple crises where the people who added the most value and impact were n’t the ones sitting around the table at the beginning . I have often found great leaders two and three levels down who are just waiting for an opportunity — and the fact that they can be part of something bigger than themselves , saving a company , is often enough to attract and retain them .
 For both groups , it ’s important to realize that retention is n’t always about money and bonuses . It ’s also about figuring out the individual ’s needs . Good turnaround managers actively look for those people and find a way to get them involved .
 Doug Yakola is a senior partner in McKinsey ’s Recovery & Transformation Services , which focuses on turnarounds and financially distressed companies .
 The editors would like to thank Ryan Davies and Bill Huyett for their contributions to this article .


text:
Each year, we hold a fantastic Summer School programme available for all our Year 7 students that are due to start with us in September of the new academic year. The Summer programme lasts for the first week of the summer holidays. Students will be able to participate in 15 workshops which are cross curricular and fun. So whatever your interests there will be something for you!!
Many parents would expect a breakfast club to provide a safe environment where students can have something to eat and socialise with their friends. The academy offers this and a little extra, with active activities should students which to participate. We are aware that when students arrive earlier to school they can socialise and such active sessions will help students to be ready to learn from the second they step into the classroom. The club runs daily from 7:45am to 8:30am. We are in the process of applying for the Breakfast Club Plus Award.
The academy offers a wide menu of activities for students both before and after school and during the forthcoming summer holidays. Details can be found below and in our Extra Curricular Activities programme (see our DOWNLOADS and NEWSLETTERS page).

tokenized:
Each year , we hold a fantastic Summer School programme available for all our Year 7 students that are due to start with us in September of the new academic year . The Summer programme lasts for the first week of the summer holidays . Students will be able to participate in 15 workshops which are cross curricular and fun . So whatever your interests there will be something for you ! !
 Many parents would expect a breakfast club to provide a safe environment where students can have something to eat and socialise with their friends . The academy offers this and a little extra , with active activities should students which to participate . We are aware that when students arrive earlier to school they can socialise and such active sessions will help students to be ready to learn from the second they step into the classroom . The club runs daily from 7:45am to 8:30am . We are in the process of applying for the Breakfast Club Plus Award .
 The academy offers a wide menu of activities for students both before and after school and during the forthcoming summer holidays . Details can be found below and in our Extra Curricular Activities programme ( see our DOWNLOADS and NEWSLETTERS page ) .