Answer:
Civilizations expand through trade, conflict, and exploration. Usually, all three elements must be present for a civilization to grow and remain stable for a long period of time.
Explanation:
Answer:
Bills may originate in either house, but may be amended or rejected by the other
Explanation:
Bills may originate in either house, but may be amended or rejected by the other." In general, a bill becomes law after passing both houses of the General Assembly with a majority vote and receiving the Governor's signature of approval. A bill may start out in either the House or the Senate.
A bill is researched in a chamber, given a number, and sent to a committee. ... Then, the bill is brought to the floor of the chamber and put to a vote. If the bill passes, it is sent to the other chamber of the General Assembly, who then sends it to a committee. If that house approves, it is sent to the floor for a vote.
The governor has the power to veto a bill. If the governor vetoes a bill the legislature may override the veto by a three-fifths majority vote in each house. Laws that have passed the legislature and signed by the governor are called public laws or statutes. A bill may be introduced in either the House or the Senate
January 17, 2018 09:00 ET | Source: Umbra Applied Technologies Group, Inc.
TAMPA, Fla., Jan. 17, 2018 (GLOBE NEWSWIRE) -- via OTC PR WIRE Umbra Applied Technologies, Inc. (OTC:UATG) Chairman is pleased to issue the following letter to shareholders today:
January 17, 2018
UATG Shareholders
Re: Umbra Applied Technologies Group, Inc.
2018 Chairman’s Letter
(UATG:PK) Year 2018
Chairman's Letter
“UAT Group and its subsidiaries, operate with the understanding that what we do matters and as such our decisions bear consequences.”
Dear Fellow Shareholders,
First, I would like to wish everyone a prosperous New Year and I hope everyone enjoyed the holidays.
As the Chief Executive of a publicly traded company I am the fiduciary for all shareholders, many of whom have invested in UAT Group based on long-term goals such as retirement or to pay for a childs higher education. As such, I advocate and otherwise direct corporate governance practices that are in keeping with long-term value creation for our shareholders and clients. Last year I asked my executive team to help me outline a new strategic frame-work for long-term value creation that could be completed within the year. I am pleased to report that we have been successful in our execution and were so against significant odds.
Over the course of the past 12 months, many of the assumptions on which our plans were based, including low interest rates on capital and an expectation for continued globalization, have failed to sustain despite indicators to the contrary. With U.S. reflation, increasing rates, renewed growth, the increasing turbulence in Asia as a catalyst to geopolitical tensions, the prospective withdrawal of the United Kingdom from the European Union reshaping Europe and the United States undergoing a fundamental reformation of long held fiscal strategies; the economic environment has been and remains quite volatile. This does not mean that this company or the market at large is expected to be impacted negatively but it is a factor when crafting a long-term execution strategy.
Chartered by the Georgia General Assembly<span> in 1785, UGA was the first university in America to be created by a </span>state government<span>, and the principles undergirding its charter helped lay the foundation for the American system of public higher education. UGA strives for excellence in three fundamental missions: providing students with outstanding instruction in classrooms and laboratories, providing Georgia citizens with information and assistance to improve quality of life in the state, and discovering new knowledge and information through advanced research.</span>
