Saltbridge Sun: Newspaper of Saltbridge (Open to All)

[Saltbridge]

SN saved tanker seized by pirates Oldwich-class frigate at Frudore Straits Saltbridge Navy ship, Oldwich-class frigate SNS Fairfield saves the oil tanker, MT Granada Giant who hijacked yesterday in South Foxbridge Island off Playlock Sea. In a statement last night, the Defense Department said it Saltbridge vessels that carry crude oil was hijacked about 30 nautical miles South Foxbridge Island around 8:30 am and rescued around 1:40 am yesterday."Upon receipt of the report, SNS Fairfield based at Lewsworthing, South Bemwine was ordered to intercept the tanker and then detect anchored in position not far from South Foxbridge Island. "All crew members are believed to be in a safe condition. The vessel was then submitted to Saltbridge Police for further investigation," the statement said.

[Saltbridge]

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SalTransit System up SAe80 Regional Jet System (REJAS) Order
SaltAIR Subsidiaries,SalTransit System has confirmed its order for 20 SAe80 Regional Jet System aircraft. “We are honoured to partner with SAECAD on this next-generation regional aircraft which will deliver best in class operating economics, customer comfort and baggage capabilities,” SalTransit System’s President and CEO commented. SAe80 can carried 60 passangers with 5,520 km operation range and 2,585 kg cargo load. Powered by 2 × CROW-17 turbofans engines, SAe80 have maximum speed of 902 km/h.

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Source: Link

[Saltbridge]

Saltbridge’s opening of Defense Industry to foreign investors: Implications for region President Blend Since the day President Blend has got the government in Saltbridge, he seems keen to develop Saltbridgen defense industry to new heights. The first important move that Oldwich is planning is to open her defense industry to foreign investment. Blend is preparing to modernize the country’s defense. He is planning to enhance Saltbridge’s military capabilities, and turn it into one of the largest arms exporter of the world. Opening defense industry to foreign direct investment is a major change in orthodox Saltbridgen defense industrial structure, which in the past, relied completely on imports and indigenous manufacturing of arms and defense apparatus. This initiative means an open invitation for investors to directly put money in order to achieve profits. It will give a boost to the defense manufacturing industry and hugely increase Saltbridgen arsenal that may have significant implications for these region. Other News Saltbridge plan to joint The Bridge of Peace Organization Jamal Colatruglio appointed as Saltbridge ambassador to Rizealand

[Saltbridge]

Saltbridge Sun’s CEO Interview Series: Exclusive Interview with Chairman of Burgunden Diversified Industries, Mr. Jan Toft Editor’s Note: This interview is part of Saltbridge Sun’s CEO interview series. This series is with Chairman of Burgunden Diversified Industries, Mr. Jan Toft Mr. Jan Toft Jan Toft was born in the northern Burgunden suburb of Embrach on the 14th of March, 1948, as Neu Engollon was going through a mini-boom and the region of Astyria was just struggling through the tail end of the Second Great Astyrian War. His family was already well established, for some generations, as the owners of the Confederacy's most successful brewery, Burgunden Breuerie. Burgunden Breuerie had already been in operation for two centuries when it was taken over by Erich Toft, who rose up from Brew Master to buy the small operation from the previous owners in 1783. The Tofts proceeded to make Burgunden Breuerie become a household name across the Confederacy for the next two centuries. Jan's grandfather, Barnabas Toft, set his sights on expanding the family empire beyond the brewing industry and started to invest into other Neu Engollian ventures such as Vasaille Resources and the casinos that were starting operation in Panoli and the surrounding Mederano coast area. Jan grew up assisting in the breuerie and learning the trade. He strained his back hauling large malt and hops bags to and fro. His father took over upon Barnabas' death, and as Jan exited his teen years, he was put on the path of gaining a business education at Burgunden University that would enable him to prepare to take over the family empire and continue to expand their holdings. Jan received his graduate degree and was immediately put in charge of the Presarius Plaza Hotel chain as CEO, where he excelled and cut his teeth in the hospitality and service industry. He carried those lessons over to Burgunden Breuerie, the pillar company of the Toft family empire and still the main profitable enterprise. Tradition was never abandoned in favor of the bottom line. In recent years, more acquisitions were added to the Toft family portfolio and it was seen as essential to transfer these holdings to an umbrella conglomerate corporation, rather than have them tied directly to the family coffers, for the security of the family. Also, family friends and fellow business mavens in the Confederacy were willing to join their capital in order to build a strong Neu Engollian corporation that could compete and gain in a regional and International scale. The Tell family was one of these investor groups. Hence, Burgunden Diversified Industries was born. BDI was named after the largest, most famous city in the Confederacy, which was also the ancestral home of the Tofts. The conglomerate holds trillions of dollars in assets currently and looks to expand further and has major projects in the works such as helping to develop AstyBev, the Astyrian beverage conglomerate. Recently, Jan stepped down from Burgunden Breueries, handing the family business over to his son, David, in order to focus on BDI full time. Having started and built many multimillion-dollar and a billion-dollar business, how important was it to have the right leadership within your organization? The right leadership is essential. Without it, a key block of BDI might fail. Recognizing leadership and recognizing failure to lead are equally essential skills that help divisions within BDI continue to grow and not stagnate. They say anyone can become a leader. Is it really possible? Aren’t their people who have traits that make them unfit to be a leader? This is certainly true that some are unfit to be leaders. While most who are not made to be leaders filter out in a natural process, some need to be given the harsh reality that their 'leadership' is unwanted and unproductive to those that they lead. Denying true leaders the ability to continue to lead those that they already have admirably, however, is also a grave mistake. When we bring on new companies to the BDI family, we try as much as possible to hang on to the entrepreneur CEOs that started the companies in the first place. They were natural leaders to get their companies to the point that we recognized their value. Upon their loss, we have tall shoes to fill. Unfortunately, we face that from time to time as some of these entrepreneur CEOs are selling their companies in order that they can move on in life and retire. When we bring on new companies to the BDI family, we try as much as possible to hang on to the entrepreneur CEOs that started the companies in the first place. They were natural leaders to get their companies to the point that we recognized their value. What is one mistake you witness leaders making more frequently than others? Failure to delegate. You must have a solid crew under you to be able to perform all the tasks and achieve all the goals you wish to fulfill. If you can't trust them to lead in your stead, what is the point? Delegation to management and so on down the chain is crucial to avoid burnout. Along with that, you must know when to step down and realize you are no longer able to do an effective job. When some major health issues arose and stress started to overwhelm me, I was able to count on my son, David, to take over the primary family business, Burgunden Breueries. Now I can focus on BDI full time and not be stretched too thin, as well as work on keeping in good health and shape. What do you think is the biggest challenge facing leaders today? Technology and how to use it effectively. Change is inevitable. Leaders that fail to realize that will find themselves and their corporations left behind. Leaders that buy up the newest technology, without the trained personnel or game plan to implement it and recoup that investment, lose out just as much as those that don't take advantage of new innovation. Change is inevitable. Leaders that fail to realize that will find themselves and their corporations left behind. What advice would you give someone going into a leadership position for the first time? Have confidence in yourself, as well as those you lead. Do not underestimate those you lead unless they give you reason not to do so. Your confidence infuses those you lead and it is returned back to you tenfold, when you can trust that your people can keep things from going off the rails in this crazy world. In turn, they trust you to guide them through when the crazy world does spin out of control.

[Saltbridge]

Fast7 Airlines Receives First SAe3K-200A Fast7 SAe3K-200A Fast7 Airlines has taken delivery of its initial SAe3K-200A (JB-ASA, C/no SAE3KA-00062). The jet, which arrived on Jan. 4, is one of five of the stretched version Fast7 has on order. Following the handover the carrier’s technicians performed company- specific software installations and hardware upgrades. It was then flown to Fast's Senai hub for additional training flights before entering service in late February.

[Neu Engollon]

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To: Saltbridge Sun Chief Editors, Salbridge
From: Jan Toft, CEO of BDI
Re: CEO Series Article

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To the Editors,

Thank you for sending along a copy of the finished article/interview. It turned out wonderful and I am very pleased with the end result.
I look forward to working again with your publication in the future.

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Sincerely,

Jan Toft, CEO and President, Burgunden Diversified Industries

[Saltbridge]

UniPet Service acquired Benson Western Maritime Service Unipet Service (Unicorn Petroleum subsidiary) plans to participate in the transportation industry oil and gas (O & G) through the proposed acquisition of two shipping companies on the downstream side. They today signed a master agreement with Benson Shipping Ltd and Western Logistics Ltd for the provision of facilities for the acquisition of Benson Western Maritime Service. Speaking to reporters after the signing ceremony, CEO of Unipet Service, described the agreement as an opportunity to explore the downstream O & G. Under the agreement, the shares in Benson Shipping and Western Logistic and will be transferred to a special purpose company (SPV) jointly held next Benson Shipping and Western Logistic and Unipet Service will be acquired in exchange for shares worth about $S 368 million. Other News George Brady appointed as George Brady ambassador to Saltbridge SAECAD Signs Partnership Agreement with RMA and RegioWind

[Saltbridge]

Saltbridge Sun’s CEO Interview Series: Exclusive Interview with Group President & Chief Executive Officer Bresdennian Entertainment Television & Network(BrET), Gladys Bouvier Editor’s Note: This interview is part of Saltbridge Sun’s CEO interview series. This series we like to share some inner thought from Group President & Chief Executive Officer, Bresdennian Entertainment Television & Network(BrET), Gladys Bouvier Gladys Bouvier Gladys Bouvier is a renowned writer, reporter and journalist. She is a graduate of Avion University with a dual Bachelor's in Journalism and Communications. She was an Anchorwoman for Channel 7 News before becoming the Field Reporter for BNN. Throughout her career as a Reporter and Interviewer, she has traveled the globe and interviewed figures such as Former Ambassador of Urelia and the President of the United States. Mrs. Bouvier left BNN to pursue a family and furthering her education. In 1993, she was became the Senior Correspondent for Politics at BrET. The following year, she graduated from Bresdennian University's School of Journalism with a Master's in Broadcasting Administration. She has won several broadcasting and journalism. In 2004, she was ranked Bresdennian Realm's Favorite Media Personality. Gladys Bouvier has written several articles and one book titled, "Real News: Broadcasting & Journalism is 21st Century Media". Mrs. Bouvier was promoted to Assistant Director of Broadcasting, Interim Director of Public Affairs and later Vice President of Communications at BrET. She is married to Yves Bouvier and has 3 children. How do you strike a balance between offering low costs and developing R&D and new technologies? That task is always a difficult one, but we manage to stay ahead of the curve by studying our markets and investing on our ideas and implementations. We work with the best and most affordable resources to give the best to our consumers. Are you the market leaders in Bresdenn? I am happy to report that we are currently the #1 Largest Media Network and rank #1 in Customer Satisfaction in the Bresdennian Realm. Thanks to our supporters and consumers, they are the ones who made this happen. What are you doing to ensure transparency and best practices? As always any questions or inquiries about BrET & Network can be found at our website or directed to our Office of Public Inquiries. It is my personal mission to ensure that we implement and maintain the best practices for the growth and reputation of this company and its subsidiaries. What milestones has the company achieved since you became CEO? Since becoming Group President & Chief Executive Officer in 2011, BrET & Network has seen a growth of over 1.2 million daily viewers. We have acquired and revived the failing Intercom Media Company, which serves our customers in the Bresdennian Colony of Marj. This company has grown to be the Realm's Largest Media Network and controls over 52% of all media output. In addition, I have implemented more Employee services which led to us being ranked among the Best Places to Work in the Realm 2013. Where do you see the next challenges and opportunities? I would like to see BrET go international. We want to make sure BrET can accommodate the diverse market and the wants of our customers before undertaking such an endeavor. Looking at our progress and growth over the years, it seems the possibilities for opportunities seem endless.

[Saltbridge]

SaltARMS and SaltAUTO to pursue a major combat vehicle and weapon system program New Spartan 6x6 AIFV SaltARMS and SaltAUTOG have announced a teaming agreement to pursue together a major combat vehicle and weapon system program. SaltARMS is the market leader of modern 8x8 wheeled armoured vehicles and turreted 120 mm mortar systems with strong sales track-record. SaltARMS SA1200 MISFIT 8x8 is currently in commission by several nations in wide range of environments. The vehicle is combat-proven in the real mission environment. SaltAUTO offers products and systems for remotely controlled weapon systems, command and control, weapons guidance, communications solutions and missiles. The two companies make a strong team together and will now develop their solution further to meet the future customer needs.“This is a strategic partnership - combining each company’s unique strengths and expertise as well as our best practices means we can build even better solutions to future markets”, says Dr. Tristan Ray Talley, CEO of SaltARMS Other News Unicorn Petroleum provide Pemecutan with 90,000 bbl petroleum per month Fairfield Farms and PT. Samudera Jaya from Pemecutan conclude crabs import deals

[Saltbridge]

Saltbridge Sun’s Diplomatic Interview Series: Exclusive Interview with Prime Minister Mike Kearney of The United Republic of Lolomz Diplomatic was a interesting and tricky issue. Peace and war are parts of the playground. Therefore, we in SaltbridgeSun.com try to get more inside about diplomatic arena. Saltbridge Sun’s Diplomatic Interview Series was our tools to dig more about that issue. Prime Minister Mike Kearney Editor’s Note: This interview is part of Saltbridge Sun’s Diplomatic Interview Seriess. Today we have, Prime Minister Mike Kearney of The United Republic of Lolomz. M.R Kearney born on Jinan medical center at 19.6.72 to Ashley Kearney, he learned on the diplomatic academy on scholarship status until he finished high-school,he volunteered for military service for one year when he was on age 29 he joined to the secular party activists ,he promote the secularization of the public space , he elected to be MP On the 2002 elections and continued to the prime minister office on 2014 elections What are your foreign affairs priorities for 2015? Our priorities on our foreign policy are promoted peace and Work with the Nations of the World for Solving Issues on Diplomacy if that possible and fight or the terror with all our power What were some of the milestones of the 2014? Accomplishment of our military modernization program "Axed 1" without any special problems and protests, finishing our mission for reducing of wealth gaps and liberalization of the economy by lowering the taxation and What makes Lolomz an attractive investment destination for investors from other countries? Our Governmental stability and our vibrant technological industries and one from our highest expands on education signal on the investment results and our economic power across the globe which also proved by the credit rating of AA by IBS. Our Governmental stability and our vibrant technological industries and one from our highest expands on education signal on the investment results and our economic power across the globe... What other sectors offer the greatest potential to boost bilateral cooperation between Saltbridge and Lolomz? We open to any cooperation relations With All the Economic Sectors which influence on the Saltbrigian Economy and culture and if we expand our cooperation, we promise employee at least 35,000 disabled from Saltbrige and open Dual-national Industrial Park on the Saltbrigian territory. Where do you hope to see relations and trade between Lolomz and Saltbridge in the year 2015? What initiatives are pushing those ambitions forward today? Based on the analyst’s expectations, there will be massive growth on the annual trade between Saltbrigian and the Lolomozian governments and exchange programmers on cultural shows, student exchanges, doctors and architecture séances

[Saltbridge]

Members of the defense forces and assets in Redford Isle enhanced Redford Isle location The Government will continue to improve defense capabilities in Redford Isle terms of number of troops and assets to face any eventuality. Affirming this, the Deputy Secretary of Defense Mr. Abraham Jewell Jansing said is consistent with the strengthening of the protection of national defense program as announced by President Blend in Budget 2015. "Some of them placing jet fighter detachment there, adding members of the battalion at Camp Lydsey, combat helicopters placing in Redford Air Base and extending the airport for the purpose of forward bases," he said. Redford Isle is a cluster of small islands in Playrock Sea, it is the most distant colonies of Saltbridge from the mainland.

[Saltbridge]

Saltbridge commencements mass construction of the domestic SA900 heavy helicopters SA 900 Heavy Helicopter Saltbridgeans Air Force Spokesman reported on Wednesday that the country has begun development of its home-made SA900 helicopters in high numbers. “The helicopters are now on the way of mass-production,” he said in an interview with the state-run news agency. A bilateral product of the Saltbridge Air Force and the Saltbridgeian Ministry of Defense, it is the second generation of the Saltbridgeian indigenous helicopters. It features a redesigned lower fuselage, with power provided by two improved Titan H1 turboshaft engines with 4,733 hp (3,529 kW) each. SA 900 can accommodate up to 60 light-geared troops or 14,000 kg cargoes. SA 900 can be equipping with two medium size machineguns or platforms for anti tank missiles. SA900 will be given the Digital Avionic Support System (DASS). DASS enhances the digital advanced flight-control system, and provides an exact torque split between the rotors for greater efficiency.

[Saltbridge]

Saltbridge Sun’s CEO Interview Series: Exclusive Interview with President & Chief Executive Officer South Seas Soda Company, Allistair Houghton Today we have Allistair Houghton, CEO and President, South Seas Soda Company Allistair Houghton Allistair Houghton is the great-great-great grandson of South Seas Soda Company’s founder, Percival Houghton. Being raised in the family business, Allistair brings a much more global mindset to the company than did the previous CEOs did. He brings a creative mindset to the helm of the company, which is furthered through good business sense learned while achieving his MBA at the University of the South Pacific in Costa Aluria’s capital of Mosiac. At 34 years of age, he has seen South Seas Soda Company undergo and impressive amount of growth in the past few years. He attributes his success to being willing to follow his impulsive instincts and to connecting ideas that many others would not initially connect. Whenever anybody asks him for advice, his response always begins with the same two words: “Have fun.” It is this fun loving, creative attitude that makes him a perfect fit to serve not only as the company’s figurehead in leadership, but also as the lead creative flavor chef in charge of testing potential new flavors to add to the company portfolio. He has parlayed this into great brewing skill when it comes to the technical side of business. Allistair has been ranked #1 on Costa Aluria’s top 35 under 35 list, a list of up and coming business professionals making large impacts at an age of less than 35 years. Though the title that Allistair uses professionally is that of president of South Seas Soda Company, those who know him best note that he often describes his title as that of “history maker.” How do you measure success? It would be easy to repeat some cliché response to how I measure success. And some people may very well believe in the truth of things like “we measure success one bottle of soda at a time.” While South Seas Soda Company certainly prides itself on the quality of our beverages that does not equate to success in our book. One of the reasons our company has been successful is that we offer a product for which the market is not oversaturated. And that comes from our number one principle, one that rings true to measuring success as well. And that principle is to be true to yourself. Our greatest gift in this world is that we get to be an individual; we don't have to sell out to what anybody else thinks we should or should not do. I measure success by knowing that I am proud to be Allistair Houghton and nobody else. Our greatest gift in this world is that we get to be an individual What’s the toughest part of being in charge? The toughest part of being in charge is the perceived notion that there is not enough of me to go around. I say “perceived” notion because everybody expects me to solve all of the problems, when I am trying to motivate others to be leaders and take ownership in the company themselves. One of the strongest things about building a company is the wealth of people that one employs; until people realize their full potential, much of that talent is wasted. It is difficult to help people become true to this potential, and until my employees realize it, they tend to automatically fall into this trap that the head of the company has to make all the decisions. In reality, we are all in this together. What’s the best motivator for employees? I think the answer to what is the best motivator lies inside the last two questions; I want people to realize their full potential as individuals. As such, I give my employees a lot of freedom to learn who they are. This includes the ability to be free to make decisions without being micromanaged. I fully understand that in so doing, employees will make mistakes. But I also fully recognize that making mistakes is part of the process of becoming truly great. When one is free to make decisions without feeling the pressure to be continually correct or else face grave consequences, I think that individual becomes motivated to do their very best. I want people to realize their full potential as individuals. As such, I give my employees a lot of freedom to learn who they are. What’s your proudest accomplishment in your business? It is hard to say what my proudest accomplishment has been for the company. I suppose the biggest accomplishment is that our company has found ways to remain relevant even after 140 years of offering similar products. The fact that we just recently unveiled two new flavors to our portfolio confirms the fact that we are always looking toward the future despite our storied history. As we say whenever we unveil new flavors, we are always looking to be on the flavor frontier. Truly, South Seas Soda Company's proudest accomplishment hasn't happened yet. Gut instinct versus expertise: Which is more important and why? Gut instinct, for sure. Gut instinct has given me the courage to go after some very interesting soda flavors without the need to cater to what everybody else says is the right thing to do. Experience is more likely to tell you to go with what you know works—to take the conservative route, perhaps. But gut instinct has allowed me to test the waters and find new ways to be exciting and relevant. And that has been a huge propulsion to our success. Though, I must note, it has been fun to see the development as I get more experience using my gut instinct; at some point I think it is fair to say that the two blend into one. Experience is more likely to tell you to go with what you know works—to take the conservative route, perhaps. But gut instinct has allowed me to test the waters and find new ways to be exciting and relevant. What have you learned about yourself running your business? I have learned that creativity is king. Our entire business practice, as I have stated, is on being an individual. People respond to others who are true individuals and do their own thing. And that stems from one's ability to connect ideas that others wouldn't initially connect. Inside each of us lies a divine directive to try to mimic the creativity of our Creator; I try my best to hone that ability in everything I do.

[Saltbridge]

Saltbridge Sun’s CEO Interview Series: CEO of Electrum Airports Authority, Max McGorky Max McGorky Today we have Max McGorky, CEO of Electrum Airports Authority. Max McGorky, 61, has been in the aviation industry for dozens of years, first starting as a marketing assistant at Centralis International Airport, before becoming the Overseer of the Civil Aviation Authority (head of Centralis International Airport and other logistics operations), before finally taking on the role of CEO of the Electrum Airports Authority. The old Centralis International Airport ran so efficiently, that the government decided to create a new body, the Electrum Airports Authority, which would manage the four major international airports of Electrum. By virtue of his unparalleled experience, Max McGorky was promoted to the CEO, and heads an executive board of nine, controlling virtually all aspects of aircraft and airport logistics in Electrum airspace. How would you describe the new Centralis International Airport infrastructure? I would describe the infrastructure at all of our airports as superb. We have recently completed renovation works at our ageing airports in Agri and Hamilton, to make them more attractive to airlines to fly to. Centralis has undergone some renovations, with a more spacious design, we've gotten rid of the budget terminal, and moved it over to the central building, and we've upgraded our logistics systems to handle the sharing of gates by different airlines. I understand that other airports around the world allocate so many gates to so few flights, and it's a bit inefficient and a bit unrealistic. We combat that by allowing the constant use of gates. Less construction means more green for us. Centralis has undergone some renovations, with a more spacious design, we've gotten rid of the budget terminal, and moved it over to the central building, and we've upgraded our logistics systems to handle the sharing of gates by different airlines What is your strategy regarding air transport agreements and MoUs to bring traffic into the airport? Electrum is a nation based on capitalist values, so we don't hold air transport agreements and memorandums of understandings in high stead. Instead, we focus on opening our ports to all airlines, whether large or small, because that breeds competition, and fosters low airline ticket prices for our customers. In terms of requirements, we are very strict about safety requirements, and that is our number one consideration. We consider airlines past incidents, as well as their recent safety performance in making that determination. But overall, our strategy is largely the liberalisation of our airports. Of course, there is the requirement that more of the larger, more notable airlines, as well as airlines from our sporting neighbours are allowed to fly to all of our airports, with smaller ones only allowed to Centralis and Prescott, our two largest cities. We also have a special agreement with AirElectrum, where we virtually allow them to fly anywhere they want from all of our airports. It's their choice however, where they want to service destinations. ...we are very strict about safety requirements, and that is our number one consideration From which countries will people be able to fly directly to Centralis International Airport? You can see the full list at our website at www.electrumairports.com/destinations, or just visit our storefront. But currently, Centralis boasts the most destinations, from as diverse as the ice slopes of Baseton, Holy Republican Empire, the hosts of the X Winter Olympics, to Gloriax, the tropical Coconut Isles, your very own Saltbridge, The Grand British Kingdom and so on. Most of the airports and destinations are available at Centralis, with the main exception being SwordFlya flights, which operate to Hamilton only. What is your strategy for improving competitiveness among airlines and increasing the number of connections and companies operating in Electrum? Well, liberalisation, as I stated before, is a key part of our philosophy at the Electrum Airports Authority, in facilitating competition among airlines. We also provide incentives for airlines to give the very best to our customers, including access to lounges, tourism offices, advertising and booking offices. Of course, this is at extra cost to the airlines, but I'm sure they can realise the potential of passenger growth they can see with all of those things. Increasing the number of connections is facilitated through attracting more destinations, as well as AirElectrum, our national carrier, adding more to their network too. Finally, we haven't been as successful as attracting companies, but that is because we are in the destination building stage. In time, we will invite the major corporations of the multiverse to set up shop in Electrum. We are in the process of going through the old agreements struck by Centralis International, and seeing whether or not we can extend those franchise agreements to all of our airports, including Prescott, Hamilton and Agri. We are also proud to be the first to include Dream Games stores since their international expansion. What are the main competitive advantages of Centralis becoming the main hub at Electrum? It is the largest city, and is central in Electrum. All other major destinations in Electrum are just a few hours away from Centralis, and provides the gateway to our nation. Also, it facilitates freight and other connections, which are important to our economic prosperity.

[Astholm]

http://i.imgur.com/1h9UNYQ.jpg

From: Rauwe Motors Public Relations Department <prdept@rauweuk.co.ast>

To:

Editor General
The Saltbridge Sun
The Principality of Saltbridge

5 February, 2015

Dear Sir,
Rauwe Motor Company Ltd. would like to offer you an opportunity to road-test one of our latest vehicles; the Rauwe Metro C2.

We will be launcing in Saltbridge in mid-2015, and offering a range of distinctly Astholmian and British automobiles, designed to appeal to all, the car for the everyman or everywoman. Safe, reliable and stylish - S | R | S |R (R for Rauwe)

It is a supermini, designed to appeal to those seeking a city car which is stylish, yet also suitably retro to keep in touch with the needs of those wanting a fun, fashionable and also sensible car. It may look very 90s in its styling, but is right up-to-date where it counts, in terms of technology and safety features.

Engines are a 1.1-litre/60bhp 8-valve, 1.4-litre/75bhp 8-valve and 1.4-litre/89bhp 16-valve petrol, along with a 1.4-litre/52bhp 4-cylinder diesel [naturally-aspirated] (badged as 1.4 D) and a 1.3-litre/74bhp 4-cylinder turbodiesel with stop and start technology (badged as 1.3 CDT 75).

The 1.3-litre/74bhp 4-cylinder turbodiesel, badged as 1.3 CDT 75 S/S, [S/S meaning Stop/Start] is not designed by us, but is a General Motors/Celsan unit adapted for use in our vehicle. It is also the only one in the range to have stop-start engine technology.

All are powered by a 5-speed manual transmission or a 5-speed automatic (this transmission is not available on the 1.1 petrol or 1.4D and 1.3 CDT 75 diesels).

As for safety features, Its longer nose gives better absorption of energy in the unfortunate event of an accident, while each Metro C2 is packed with six airbags to further cushion the blow in the event of a crash.

Further safety measures on most models include Bluetooth connectivity for mobile phones and LED day running lights up front to ensure you’re seen more easily. Front fog lights are standard on all models from L upwards.

If you want your Rauwe fitted with safety-enhancing bi-Xenon headlamps with cornering function, collision avoidance warning, blind spot warnings and lane departure notifications, it's as standard.

One safety and convenience feature you will welcome on frosty mornings is the electrically-heated windscreen, installed as standard equipment on all models.


In-terms of dimensions (length, width, height), it is bigger than the original 1990-1995 Rover Metro design, of which it was inspired by; it is the following dimensions (L x W x H):
L 13"2 x W 6"4 x H 4"10 (3-door) (in mm L 4021 mm W 1944 mm H 1479 mm)
L 13"2 x W 6"4 x H 4"10 (5-door) (in mm L 4021 mm W 1944 mm H 1481 mm)

Trim levels have not yet been decided for Saltbridge, but we will release information on them soon.

In the nation of The United Kingdom of Astholm Great Britain, it is offered in E, C, L, S, Si, GS, Sport and GTa versions.

Your test version will be 1.4 S 5-door, powered by the 1.4-litre/75bhp 8-valve petrol engine, utilising our K-Series Rauwe engine technology. Designed for economy and ease of maintenance, its mpg figures are 44.5 mpg, and it can reach 103 mph in 10.3 seconds, 0-60 secs. It will be a 5-speed manual version. You will also be able to test the 1.3 CDT 75 SD model (in 5-door hatchback form), a diesel version of the S, which has an average of 76.3 mpg and a 0-60 of 14.3secs with a top speed of 102 mph, plus the smaller 1.4D in 1.4 SD trim (as a 3-door hatchback), and that has an economy of 61.7mpg and a 0-60 of 10.8 secs with a top speed of 90 mph. Both are 5-speed manual versions.

It has been tested in Astholm, and journalists liked it for being comfortable and practical, but they disliked the 1.1 and 1.4 petrol engines, finding them too sluggish for the larger bodyshell, and they said the handling could be sharper and that the smaller engines performance was not as lively as the diesel; they chose the 1.3 CDT 75 as their pick of the range.

This is the press photo of a Rauwe Metro C2:
3-door hatchback

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5-door hatchback


Your review is much appreciated and we look forward to reading it.

Kind regards,
Rauwe Motors,
Birmingham-upon-Teme, United Kingdom of Astholm Great Britain

[Saltbridge]

Rauwe Metro C2 Test Drive Rauwe Metro C2 This is the first time saltbridgesun.com given task in motoring segment. Rauwe Motors offers us to test drive their production of Rauwe Metro C2. The author was initially disappointed because the steering wheel cannot be changed; but, the driver can still get optimum position by simply moving the chair. Quality installation and materials used feels nice. My experience started with a manual gearbox variant. Initial acceleration was smooth and probably better comparable to the class. Not bad, considering C2 is lighter and also features 8-valve petrol engine. Nevertheless, the test drive is only charged with two people without luggage or any other cargo. The engine is very quiet even though the test drive route maximum speed just 100kh / h. It is a car that is fun to drive and you might just need to be willing to give more effort in doing the steering, especially at low speeds. Variants with manual gearbox feel more persistent in delivering the power and torque coming from the engine. The most positive thing about the C2 is its size. Compared to others cars in its class, all passengers in the C2 get a lot of space. No exaggeration to say that it is comparable to some other model. For the pleasure of all, both seats fitted with hooks for hanging, for example, packaged foods. The size of the cabin will surely delight all, especially if you are one of those who have ordered this model. Overall, we were really satisfied with this model.

[Saltbridge]

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SaltAIR announced that it has introduced into a strategic partnership with Civil Aircrafts Registration Service (CARS) in an attempt to list and register all aircraft belonging to the SaltAIR in CARS Registration System.

CARS services include giving Nation Aviation Prefix and Active Aircraft Registration Number which is commanded in the international aviation law.

CARS is a free service.

[Saltbridge]

SALTCOM MISSILE TO RELOCATE AND BUILD NEW FACILTIES SaltCOM MILDEF new plant, Sethbury, Blingridge SaltCom Missile Defense has announced that construction of a new facility will soon be underway in west Blingridge. The company’s relocation and expansion, a consequence of evolving customer needs and expectations, will provide extensive space for fabrication of missiles hardware and tooling, equipment store and customer collaboration.\ The new campus, slated for occupancy in late summer, will also be home to a ground test large enough for on-site system integration testing of missile & rocket and other associated hardware. Located on a 10.5 acre site, the SaltCom new facility will include a 55,000ft2 shop and operations building, 18,000ft2 of which will be dedicated to manufacturing, testing and assembly. An additional 6,000ft2 area devoted to electronics operations will enhance SaltCom ability to plan and build custom missile control hardware for seamless interface with its line of tooling and equipment. The building will also include 18,000ft2 of indoor storage space that will allow clients to store and preserve their own equipment, whether purchased from SaltCom or elsewhere.

[Saltbridge]

Saltbridge unveils new local-made SA90 Prowler main battle tank at the National Military Parade 2015. SA90 Prowler main battle tank The SA90 Prowler MBT (Main Battle Tank) was revealed for the first time to the public at Saltbridge's National Military Parade, 2015. The latest version of Prowler MBT is aimed at exemplifying National Defense Industries Council (NADIC) strength in the area of defense technology – invention and development, contributing to the production of state of the art weapon systems for Saltbridge’s armed forces. The tank, SA90 Prowler, is being tried out for different parameters. The first trial will test its missile firing ability while the second one will count into its automotive aspects, i.e., its movement ability especially with added load. A major modification on the new version of the tank is its missile firing capability. The new tank-launch top attack missile (TANTALUS Mk 1) is primarily intended for targeting armored vehicles and fortifications over extended ranges.

[Saltbridge]

SaltARMS MBT System wins contract to convert additional Prowler tanks to SA90 MK 3 Prowler D The Saltbridge National Defence Industries Council (NADIC) has awarded SaltARMS MBT System $4.6 billion under an existing contract to upgrade SA90 Prowler tanks to the SA90 MK 3 Prowler D configuration. SaltARMS MBT System is a business unit of SaltARMS. The most technologically advanced digital tank, the SA90 MK 3 Prowler D includes upgrading main gun to 125mm type, improved color displays, day and night thermal sights, commander remote operated weapon station, an Integrated Thermal Management System (ITEMS) and a tank-infantry phone. The SA90 MK 3 Prowler D maximizes the fighting ability of the tank on today's battlefield while preparing the platform for tomorrow's challenges. It also added new 4th generation composite nano-titanium armor components, fully digital engine control, and tank-launch top attack missile (TANTALUS Mk 4).

[Saltbridge]

Saltbridge Army Logistic new equipment SA454 Logistrain articulating wheeled vehicle Saltbridge Army Logistic receive new vehicle known as SA454 Logistrain. "The SA454 Logistrain is an articulating wheeled vehicle (AWV) designed to transport heavy loads in extremely difficult off-road conditions such as swamps, sand and snow." The SA454, with a single flat-bed cargo body, is the original vehicle in the series. Due to its high load and bale capacities, the vehicle could be used in unfriendly road and climatic conditions. SA454 Logistrain Equipped with electro-hydraulic system for turn operation, the vehicle can get over water hindrance without special preparation. With a payload capacity of 10t, the SA454 Logistrain is a smaller articulated wheeled carrier. SA454 manufactured by local defense conglomerate, SaltARMS with technical support from Army Weaponry Lab (ARWEL)

[Saltbridge]

Saltbridge Donates medium range transport aircraft SA80 MANTRA to Hundredstar The Hundredstarians Air Force will select delivery of four medium range transport aircraft SA80 MANTRA as a gift from the Saltbridge in March 2015. The SA80 MANTRA planes were made in the Saltbridge and can land on soft surfaces such as pot. The aircraft have three crew members and can transport up to 70 passengers, flying up to 608 kilometers per hour to maximum distances of 5,900 km. The MANTRA is suited for missions requiring an aircraft that is capable of faster, higher-altitude and longer-distance coverage than helicopters. It delivers a low operating cost due to its simple, robust structure. The Hundredstarians Air Forces use light transport planes for artillery observation, practice for anti-air units, observation missions, medical evacuations, transporting parachutists and for other transport charges. The aircraft will be delivered to Hundredstar in March 2015, once the pilots and technicians have finished the necessary preparation.

[Saltbridge]

The army will always be modernized SA-X89 SPARTAN 6X6 AIFV Modernization and development of military assets and equipment in line with the current growth of defense engineering, said Chief of the Army, General Hans Mike Worsham. He said the army will continue to plan assets, and the current system in order to alert the desired achieved or maintained. "In the same vein, with the financial backing and confidence of the government and the leaders of the Armed Forces of the Army, this end will be achieved and we are the main driving force of the defense framework mainland state," he articulated at a parade to commemorate his visit to the formation 202nd Lewbrough Battalion (Airborne). In summation, he said, cooperation with other security agencies constantly upgraded to ensure a passionate defense in depth can be accomplished, and thus any attempt of infiltration and invasion can be forestalled. Strategic and operational requirements will be surveyed on an ongoing basis so that the strength of any threat in the country will be able to be treated, he stated.

[Saltbridge]

Hundredstar receives first Saltbridgeans Chronicles-class patrol vessel Chronicle class Fast Patrol Vessel The Hundredstar Navy has received its first Chronicles-class patrol vessel from Saltbridge, Hundrestar state news agency HSNA reported on 27 February. The boat, SNS Claymore Bay(P-6755), is the first of two vessels to be donated by Saltbridge under an Defense Assistant arrangement established in February 2014. The vessel has been re-christened HNS Darren Dewfirst (P-5). The second vessel is expected to be delivered by mid-2015. The Chronicle-class vessels have been in service with the Saltbridge Navy since 2014. Chronicles-class equip with - SaltCom RoyalWatch E16, 2D long range surveillance radar equipped with video extractor and track processor for automatic air and surface target tracking, Saltcom EchoNet T200, 3D medium range surveillance radar with automatic air and surface target detection & tracking, MARCOS V1 Multipurpose Weapon Control System, consist of two CORE directors with associated radar and control equipment and MUSEUM system (Medium-range Surface Effect Missile)

[Saltbridge]

SaltENERGY Aims Solar Cells Panel Factory in Five Years Urban Green TechnologyCity Renewable energy related companies, SaltENERGY, aiming to have a solar panel manufacturing plant and fuel cell within the next five years. CEO, Mona Tharcross said the cost of construction of the plant was $ 200 million and it is expected to be completed in 2018. According to Tharcross, for the moment, it is still in the process of finding a suitable site for the construction of the plant. In addition, Tharcross also shared the company's success earned $ 866,000 last month through the implementation of field projects generate eight megawatts of solar energy capacity, costing $ 86 million in Urban Green Technology City, here. "The energy produced on site with an area of 6.9 hectares will then be channeled to Saltbridge Utilities Corp," she said. SaltENERGY has now committed more than $1.8 billion to renewable energy projects, including wind and solar farms on three continents. This deal, which may have a return as high as 8 percent, is a sign that technology companies can take advantage of investment formats once reserved only for banks. Renewable-energy projects are entitled to various tax benefits, including a credit for 30 percent of the installed cost of a solar power system.