Abstract: We introduce and characterize a recursive model of dynamic choice that accommodates naiveté about present bias. The model incorporates costly self-control in the sense of Gul and Pesendorfer (2001) to overcome the technical hurdles of the Strotz representation. The important novel condition is an axiom for naiveté. We first introduce appropriate definitions of absolute and comparative naiveté for a simple two-period model, and explore their implications for the costly self-control model. We then extend this definition for infinite-horizon environments, and discuss some of the subtleties involved with the extension. Incorporating the definition of absolute naiveté as an axiom, we characterize a recursive representation of naive quasi-hyperbolic discounting with self-control for an individual who is jointly overoptimistic about her present-bias factor and her ability to resist instant gratification. We study the implications of our proposed comparison of naiveté for the parameters of the recursive representation. Finally, we discuss the obstacles that preclude more general notions of naiveté, and illuminate the impossibility of a definition that simultaneously incorporates both random choice and costly self-control. devices.


Spray or grease cookie sheet. Unroll dough on work surface. Press dough into 12x8-inch rectangle. With round cutter, cut dough into 20 rounds; place rounds 1 inch apart on cookie sheet. Spread each with pesto. Top each with 1 tomato slice. Sprinkle with cheese.


Studio Nenad 2 consists of kitchenette, bedroom and bathroom an it provides accommodation for 2 persons. Within a bedroom there is a terrace with partial sea view, equipped with the table and the chairs. Guests can use BBQ and free Internet access is also available. The advantage of this studio apartment is definitely its quiet location and closeness of the main beach as well as one smaller beach which is reachable by the short walk trough the small pine wood. Pets are allowed on request.
Vlasnik je stvarno dobar in ljubezniv.
Nur das große Doppelbett sollte gegen Klappsofa(Schlafsofa) ausgetauscht werden.


Cape Town – One of Mzansi's most popular shows has shut down production for the rest of the month following a decision by the cast and crew to suspend their services until they're paid their August salaries, which were due on the 25th.
Stained Glass Pictures also said they've carried the costs of production for as long as they were able to while waiting for the outstanding payments to be settled by the public broadcaster, according to executive producer of Stained Glass Pictures Pepsi Pokane.
"Since we were unable to make payments on 'payday', the 25th of August, the staff has exercised their right to withhold services until they receive their August salaries. We respect that decision and appreciate the work that they have put into the show this month despite the uncertainty. We are in constant communication with the broadcaster and are confident that this will all be resolved in the next week," Pepsi said.
Neo says they are also seeking assistance from the government.


Our glasses have been designed by an outdoor sports enthusiast, and keen golfer. He knows the importance of wearing a cap or visor in the sun; however that is not always enough. The Sports Sunglasses provide safety with 100% protection from harmful UV rays and dangerous glare. A cap and Sports Sunglasses go perfectly together.
For those people who do not enjoy the feel of ordinary sunglasses for long periods, the Super Eyeprotect System was designed for comfortable extended wear. We're very proud of our unique combination of advance joints and adjustable clips to fit any form of peak. They even provide the convenience of tilting up and down for a different perspective on that vital shot.
Whether you play Golf, Fish, Cycle, Run, Sail or spectate or simply enjoy the outdoor life, clip on your Sports Sunglasses.


text:
Molecular Mechanisms of Fluconazole Resistance in Candida dubliniensis Isolates from Human Immunodeficiency Virus-Infected Patients with Oropharyngeal Candidiasis
Sofia Perea, José L. López-Ribot, Brian L. Wickes, William R. Kirkpatrick, Olga P. Dib, Stefano P. Bachmann, Suzanne M. Keller, Marcos Martinez, Thomas F. Patterson
Sofia Perea
Department of Medicine, Division of Infectious Diseases
José L. López-Ribot
For correspondence: RIBOT@UTHSCSA.EDU
Brian L. Wickes
Department of Microbiology, The University of Texas Health Science Center at San Antonio
William R. Kirkpatrick
Olga P. Dib
Stefano P. Bachmann
Suzanne M. Keller
Marcos Martinez
Thomas F. Patterson
Department of Medicine, Division of Infectious DiseasesAudie L. Murphy Division, South Texas Veterans Health Care System, San Antonio, Texas
DOI: 10.1128/AAC.46.6.1695-1703.2002
Candida dubliniensis is a newly identified species of Candida that is phenotypically similar to but genetically distinct from C. albicans. This organism has been recovered with increasing frequency from the oral cavities of human immunodeficiency virus (HIV)-infected and AIDS patients and has been implicated as a causative agent of oral candidiasis and systemic disease. In the present study we characterized the molecular mechanisms of resistance to fluconazole (FLC) in C. dubliniensis clinical isolates from two different HIV-infected patients with oropharyngeal candidiasis. Isolates were identified to the species level by phenotypic and genotypic tests. DNA-typing techniques were used to assess strain identity. Antifungal susceptibility testing was performed by NCCLS techniques. Northern blotting analysis was used to monitor the expression of genes encoding lanosterol demethylase (ERG11) and efflux transporters (CDR and MDR1) in matched sets of C. dubliniensis-susceptible and -resistant isolates by using probes generated from their homologous C. albicans sequences. In addition, ERG11 genes were amplified by PCR, and their nucleotide sequences were determined in order to detect point mutations with a possible effect in the affinity for azoles. Decreasing susceptibilities to FLC were detected in C. dubliniensis isolates recovered from both patients during the course of treatment. FLC-resistant C. dubliniensis isolates from one patient demonstrated combined upregulation of the MDR1, CDR1, and ERG11 genes. Among the isolates from the second patient, all isolates showing decreased susceptibility to FLC demonstrated upregulation of MDR1, whereas the levels of mRNA for the ERG11 genes remained constant and the expression of CDR genes was negligible. Fourteen point mutations were found in the ERG11 genes of the isolates with decreased susceptibility to FLC. These data demonstrate that the development of azole resistance in C. dublinensis clinical isolates from HIV-infected patients treated with FLC is mediated by multiple molecular mechanisms of resistance, similar to the observations found in the case of C. albicans.
Antimicrobial Agents and Chemotherapy Jun 2002, 46 (6) 1695-1703; DOI: 10.1128/AAC.46.6.1695-1703.2002
You are going to email the following Molecular Mechanisms of Fluconazole Resistance in Candida dubliniensis Isolates from Human Immunodeficiency Virus-Infected Patients with Oropharyngeal Candidiasis

redpajama_set_name: RedPajamaCommonCrawl


text:
Home Features Industry adopts water-only policy for primary schools
Industry adopts water-only policy for primary schools
Drink manufacturers have agreed to a world-leading water-only policy for all New Zealand primary and intermediate schools.
By: Simon Collins
The NZ Beverage Council, which represents companies that sell 95 per cent of all juice and non-alcoholic drinks, will also stop selling sugar-sweetened soft drinks and energy drinks in secondary schools.
The industry pledge will be formally unveiled on Monday coinciding with a major conference organised by health researchers in Auckland to make a tax on sugary drinks an issue in the September election.
One of the conference organisers, Dr Simon Thornley, hailed the pledge as "a really significant step in the right direction", going further than other countries.
"I haven't seen it anywhere else," he said.
"I really applaud the intention of the document, but I think a major issue is to what extent it's going to be followed through."
But Secondary Principals Association president Mike Williams said almost all schools had already stopped selling soft drinks and energy drinks.
"You would be hard-pressed to find that stuff in secondary schools these days," he said.
"I think this is like catch-up. Maybe they have looked at their figures and seen that they are not selling much to schools anyway, so they decided they might as well get some credit for it."
NZ Principals Federation president Whetu Cormick, representing primary and intermediate schools, said most primary schools did not have tuck shops anyway, and most of those that did had already adopted water-only policies.
Research led by Dr Thornley has found that a water-only policy adopted by Yendarra Primary School in Otara in 2007 reduced tooth decay in Yendarra's children by about one-sixth compared with nine other schools within 3km of the school.
The Ministry of Health has asked all food and drink industries to sign a pledge to " identify and contribute solutions that will aim to help reduce rates of obesity for all children". Coca-Cola, a leading member of the Beverage Council, has already signed.
Beverage Council president Olly Munro said the new industry pledge would still allow the sale of fruit juice and zero-sugar fizzy drinks in secondary schools.
He said the policy was less restrictive for secondary schools because senior secondary students might duck out at lunchtime to buy drinks at the nearest dairy if they were restricted to buying only water in the school tuck shop.
"Primary and intermediate school kids are not allowed out during lunchtime and morning tea, whereas at secondary schools, I think when I was at school it was from fifth form up, they are able to go out at lunchtime," he said.
He said the council, which represents the main manufacturers and distributors, could not stop schools buying anything they liked from third-party suppliers such as supermarkets.
"So we are going to work with the Ministry of Education to try and put more framework around what schools can and can't stock," he said.
"In the past the Ministry of Education has said we won't tell them what to do.
"I think when it comes to primary and intermediate, there is a real appetite to try and get as many schools as possible into water-only, so I'm hoping we will get more traction with the Ministry of Education."
The ministry's stance is due to Government policy. The former Labour Government introduced a guideline in June 2008 that schools should only sell "healthy options", but that guideline was repealed by the incoming National Government in February 2009.
Auckland University nutrition professor Boyd Swinburn disagreed that the latest initiative was world-leading.
"A lot of countries don't allow it [sugary drinks] full stop," he said.
"When you see how they do school food in Japan, it's a different universe. It's all cooked on the premises and very traditional."
What New Zealand schools sell
4% sell energy drinks
9% sell sugary fizzy drinks
12% sell sugar-free fizzy drinks
35% sell bottled water
38% sell flavoured milk
39% sell fruit juice
Source: Ministry of Health survey of schools, 2016
Source: NZ Herald
NZ Beverage Council
Secondary Principals Association
water-only
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Secondary principals to vote on offer
Addiction is more prominent in your daily life than you actually think
Kiwi families say no to 50 tonnes of sugar
Foodstuffs has revealed today that its school-based Food for Thought nutrition education programme has resulted in New Zealand families reducing their sugar intake from soft drinks alone by a massive 50 tonnes.


Human beings are the ultimate data point. They can deliver accurate and actionable data with the most significant context. This results in higher productivity along with safer, more intelligent workspaces.
Welcome to the Human Sensor Network™.


We hope you are able to pause and reflect on the message shared in the Pathways to Peace presentation. As always, Pathways to Peace remains committed to providing wonderful and inspiring experiences of inner peace to all.
This page is meant to be a place men and women can discuss,chat, or simply browse to understand and honor the many different paths to heal strong emotions.
Growth House, Inc., provides this award-winning portal as your international gateway to resources for life-threatening illness and end-of-life care.
POMC® makes the difference through on-going emotional support, education, prevention, advocacy, and awareness.
GriefNet.org is an Internet community of persons dealing with grief, death, and major loss. We have 47 e-mail support groups and two web sites.
Our mission is to make a positive contribution to the well-being of our world, and to be a major and measurable force for good on the World Wide Web, by creating experiences of inspiration that warm the heart and touch the soul.


The Internet of Things (IoT) is here, but is your security program ready to handle it? For many reasons, such as network complexity, limited visibility, politics and other challenges that come along with emerging technologies in the enterprise, your organizations is likely underprepared.
To get up to speed, a good place to start is your application security program. Sure, the IoT is made up of traditional network systems and need to be managed in that regard. However, these systems are very application-centric. They're designed to do something, so they tend to have larger software attack surfaces compared to traditional network hosts. That means you need to look beyond and above the network layer — all the way up the stack to the application layer — if you're going to find, fix and manage security risks across your IoT environment.
Is Your Application Security Program Ready for the IoT?
To me, a great way to manage the critical aspects of IoT security is to integrate these systems with your application security program. The systems themselves will still need traditional network security management components involving inventory and asset control, system monitoring, patching and the like. Since the largest attack surface is at the software layer in most cases, why not pull IoT systems under the umbrella of application security?
HTTP redirection and open proxies, which enable network users, cybercriminals and malware to bypass network security controls and cover their tracks while attacking others via IoT systems.
The main focus of my clients in the context of IoT security — both IoT manufacturers and end users — is typically at the operating system (OS) and network levels. This includes options such as simple network management protocol (SNMP), audit logging and USB port management.
Those can still be areas of weakness, especially when reviewed from the perspective of a logged-in root user or administrator. Application-layer flaws still make up the bulk of any such IoT security assessment.
I've seen a lot of IoT systems and entire IoT environments that are out of the scope of enterprise security standards, policies and procedures. Even ongoing vulnerability scans and penetration tests seem to look at everything but the IoT.
Your security program may be similar at the moment, but you need to start thinking about how to integrate IoT into the mix. Don't overlook the importance of the application layer. This not only includes standards and policies, but also your software development life cycle and the source code analysis of IoT systems. If you focus on IoT security at the application layer, you can implement the Pareto Principle and find the 20 percent of the flaws that are creating 80 percent of your challenges within these systems.


New Employee Orientation is a program that focuses on the mission and values of Coastal Carolina University while building a culture of community and engagement. During orientation, new employees meet and hear from campus partners, network with other new employees and learn tips to be successful in their new positions. All new staff members must attend a New Employee Orientation program within a month of their hire date. Employees designated as "Temporary" will be required to participate in an Online New Employee Orientation. This Online Temporary New Employee Orientation must be completed within 30 days of initial notification. This notice will be sent to employees via a welcome email that lists all the mandatory training the Temporary Employee is required to complete.


First and foremost, of course, is the celebration of Easter on Sunday!
Our Jesus not only died to save us from our sins, but he didn't stay dead!
He defeated death and rose again. Light overcomes the darkness! Hallelujah!
A Easter dinner, and of course, the traditional Egg Rolling Contest!
... and we even introduced some new "rollers" to the tradition!
who reassured his grandma, "Don't worry, you can try again next time!" after her egg was cracked.
We're ending up the week with colds (oh the tissues!), but I'm grateful for hot tea, tissues with lotion, a sympathetic husband, and unnecessary fires in the fireplace just to make me happy.
That's one thing we've been so blessed with- lots of family, and so many of them are pretty nearby!


After 24 hours, lash lifts are easy to maintain. You are able to wash the eye area fully with even oil based cleansers, use mascara and wear false lashes and it will not ruin the lash lift.
Keep lashes dry for 24-48 hours. Do not shower, swim, or place any sleeping masks or anything that can apply pressure against the lash lift for the first 24-48 hours.


PALE FULL LONG LINEN PANT is rated 3.0 out of 5 by 2.
Rated 1 out of 5 by Benny from Poor quality Weak stitching at front.. I purchased 3 pairs and 2 both have split in the first couple of wears and both were loose fit..


text:
Sistemi di alimentazione computerizzati
Computerized cattle feeding
Feeding Stations
Automatic gates for feeding stations
Computerized sows feeding in group
Automatic feeders for horses
Automatic individual feeder for horses in box
Horses feeding in "Barn" box
Aqualine – System for heating water in the drinking troughs
Downolad les catalogues français
> Programmers
> Identification
> Feeding Stations
> Design
Today a large part of European breeders know that stabling sows in group presents a number of considerable advantages: simplicity of construction and consequent reduction of fixed costs; freedom of movement of the sow, which allows an important functional exercise and the search for the most comfortable areas inside the box.
Breeding sows in groups, associated with individual electronic feeding, puts animals in a situation of greater well-being. Breeders who have conceived this stabling system, even starting from different problems and assumptions, have generally found that it is the ideal solution.
This farming technique has several advantages, in particular the possibility of determining the ration for each cattle, in relation to its size, age, state productive state, etc…
Allowing muscular exercise to sows has the effect of avoiding prolonged labour, promoting the birth of piglets of considerable weight, almost cancelling the birth of mummified piglets. A very important matter is the cessation of foot and joint lesions.
In addition, the system is adaptable to any type of building, whether indoors or under canopies. Generally it is necessary only to equip the existing building with appropriate interior dividers and properly position the self-feeders to see it working at its best.
Thanks to new wireless technologies and the use of solar panels, it is possible to automatically feed with computerized system and also sows bred in semi-wild state in areas with no electrical connection.
The total cost of a shelter for pregnant animals, is less than the cost of a building specially constructed for tie stall stabling. There is also the possibility of keeping sows in not closed buildings and however without internal microclimate control: no fans and heating, with all their costs.
Some data:
In Italian farms that use our system, we have an average of piglets weaned at 7.4 kg. They reach the weight of 30 kg in 70 days. The average daily gain is around 0.56 kg with a conversion ratio of 1.63. The yearly sow deliveries are about 2.35. The percentage of stillbirths is 2.6%. Live births by delivery 11.8. Died in the delivery room 8.6%. Number weaned per litter 9.85. Number of piglets weaned per sow each year 23.1.
A study was conducted at the Institute of Rosmalen (Netherlands), which compared three groups of breeding systems, free access cages, trickle feeding (slow feed distribution), and ESF (electronic feeding for sows), and an individual breeding system (cages).
The economic evaluation quantified the following aspects: use of food, use of water and costs associated with the accommodation of manure, use of energy, weaning-insemination interval, labour demand and investment required.
The table summarizes the results found.
Free access cages
Trickle feeder
Medium no. of sows
Investment 170 sows (USD/sow)
Source: Comparison of 4 farming systems for sows Rosmalen Institute, Report P 1,171
In group stabling with individual ,each sow is equipped with a transponder that allows the system to recognize it. This transponder, which can be inserted under the skin, or placed in the ear as an ear tag, receives a signal from a transceiver unit located in the self-feeder and reflects it changed. The self-feeder is a steel hot-dip galvanized or stainless steel cage where the sow receives its own individual ration set on the computer, protected from the aggression of other animals in the group.
Our system allows a wide range of solutions: pelleted or flour feed, dry or with water addition in the desired percentage. Possibility to dispense the meal at once or in several stages. All this can be individually programmed for each cattle.
The gates of the feeding station (ESF) are all driven directly by the animal which, upon entering, operates the levers that lock the doors, making it impossible for other animals to enter.
The computer provides a list of all the animals that did not eat the meal, or part thereof, giving the opportunity to the breeder to check what is the nature of the problem.
After eating the meal, the sow, that can not lie down in the station because of a system that prevents laying down and disturbed by the inner gate, it goes out from the side gate. The computer can automatically store the animal selection date for gestation or imminent delivery inspection. In this case, when the computer recognizes the animal to select, it blocks the normal exit gate and opens the "selection gate" which introduces the animal in a box on the side, where the farmer can easily perform checks on the animal or take it to bring it to the delivery room.
Each feeder can serve 40/60 sows, if the group is larger, it is necessary to increase the number of self-feeders to maintain a constant animals/station ratio. Our computers monitor, depending on the model, from 12 to 64 self-feeders and from 500 to 3000 animals.
It can be possible to provide stabling only on grating, only on straw bedding or feeding area on grating and resting area on straw.
Placing a box with the boar in the gestation area it is possible to record the frequency with which sows go in front of the boar (boar visits). This data combined with the absence of feeding behaviour, is an important element to assess the sow estrus state.
FEEDING SYSTEMS FOR HORSES
For horses in box
"Barn" model for horses in box
FEEDING SYSTEMS FOR COWS
PROSAGRI srl
Via Guadiana, 8/4	Cella – Reggio Emilia Italy 42124
info@prosagri.net
Almel
Gruppo Zeta
MPS AGRI Ltd
© 2022 PROSAGRI | P.I. 01504900356 | Sito realizzato da Jessica Riccò


Color 2013 is an inspiration to design the latest trends of fashion. Actually, there are so many colors which can be applied in the summer or spring in 2013. We know that color is one of the most important things for a fashion style. It will be different color in different purpose. It shows that color is a thing that must be considered in designing fashion stuff. There are four color designs those can be inspiration of the fashion in 2013.
The colors which can be applied in fashion 2013 are chromatic, compass, citizen and cosmic color design. Those color 2013 designs will be good in the future. The first color is chromatic. Chromatic color theme is a color which is inspired from non – material objects like light, sound, and also moves which is combined with the reality and can interact with the human sense. Aural and dynamic color becomes the main power of this color theme.
The second one is compass color theme. This color theme is inspired from adventure which can be an interesting experience. The third color theme is citizen. This color theme tells about two main things, the first one is modernity as a dual-eyed sword which brings progress. It also bring imbalance of the world when the relation between human and nature sprawl. The second one is the awareness of the human to keep the balance of the nature. You can also read Plus Size Clothes Ideas.
The last one is cosmic color theme. This color theme is inspired by technology which has been successfully connected between virtual world with the real world and tangible and intangible. That inspiration makes this color theme will be used by many people. Actually, color becomes the most important thing of 5 main elements of a fashion design. Therefore, it is strongly needed to have a good color, especially from color 2013.


You would think that making a lot of money and having a lot of power makes you less more independent, less vulnerable. But often exact opposite happens.
As your income and prestige grow, you develop more expensive tastes. A modest-sized house is no longer enough. Wine at a low price slowly becomes undrinkable. Before you know it you have become dependent on an income which is much higher than what you would get from most available jobs. And it is much more painful to step down from a privileged position than it is enjoyable to climb up. You are creating a trap for yourself.
Your boss, your shareholders, your customers become more important than friends and relatives: Your spouse, your children, your parents. They will have to wait because first you have to please the people that control your income and your social status.
Why did we choose to climb to the top in the first place? For many it's a combination of having an exciting challenge at work, and providing for our families. But asked which is most important, most people would say their families.
Dependency can make us do things we rather wouldn't. We are often pressured to stand behind things we do not believe in. Budgets are cut in half while we are still expected to deliver the same results or better. We know that it will put unreasonable pressure on our staff. But what to do? Most managers will challenge the decision, but few are ready to back up their challenges with concrete action (such as resigning) and will ultimately bow to the decision and embrace it as their own.
When you tell lies – especially to yourself – you become enmeshed in a system you deplore. You can no longer blame your boss or your colleagues for the way things turn out.


text:
» Apidae
» Bombus
» Bombus vestalis
Bombus vestalis (Geoffroy,1785)
One of the socially parasitic bumblebees formerly placed in the genus Psithyrus, which is now regarded as a sub-genus of Bombus. It is known to parasitise the nests of Bombus terrestris. The general distribution is more southerly than that of its look-alike, Bombus bohemicus, which matches the situation in the known hosts of these two species (B. lucorum is the host of B. bohemicus). This may be a species which is showing signs of distribution change due to climatic change. In view of the northward extension of distribution of several bumblebee species it will be interesting to see whether B. vestalis has also extended its range northwards. Both males and females can be suspected by the narrow yellow patches at the base of the white tail. These patches are generally more intense and extensive than in B. bohemicus, however, microscopic examination will be required to reliably separate the two species.
Widely distributed in England, Wales and south-east Scotland. Now distinctly uncommon on the Isles of Scilly (Beavis 2000). Overseas, the species occurs in much of Europe, although it is scarce in Scandinavia, occuring in the extreme south only. In Asia, it is found from the Caucasus to northern Iran.
It is found in a wide variety of habitats, as is its host.
Females leave hibernation during April or May. New males and females are produced in July and August.
As this bee is parasitic, it does not collect pollen. This task is carried out by the host workers.
After emerging from hibernation during April the mated female seeks out a small B. terrestris nest with a few workers. The female sneaks into the nest and hides while it acquires the nest scent. It may dominate, or kill, the host queen and takes over the egg laying for the colony. These eggs produce only new B. vestalis females and males, which take no part in the running of the colony, all work being done by the host workers.
A wide range of plants from different families.
None specifically recorded in Britain.


Bethesda has just released the first trailer for it's post-apocalyptic franchise. The game is a long time in the making; the last entry was Fallout New Vegas, which released in late 2010. As expected, the title appears to only be releasing on next-gen consoles and PC. Check out the first trailer for Fallout 4.


text:
Ann Arbor, Mich. councilman removed from committee assignments over homophobic slur
Muri Assunção, New York Daily News
April 20, 2021, 11:45 AM ·2 min read
The Ann Arbor City Council voted on Monday to remove Councilman Jeff Hayner from committee assignments over his use of a homophobic slur in a Facebook post in which he attacked the the press.
Hayner came under fire earlier this month after quoting writer Hunter S. Thompson's 1971 novel "Fear and Loathing in Las Vegas," in a rant against journalists.
"The press is a gang of cruel fa—s. It is a cheap catch-all for f—s and misfits — a false doorway to the backside of life, a filthy p—s-ridden little hole nailed off by the building inspector, but just deep enough for a wino to curl up from the sidewalk and masturbate like a chimp in a zoo-cage," Hayner, a Democrat, wrote April 10 in a since-removed post.
In a virtual meeting on Monday evening, Ann Arbor City councilmembers passed a resolution to remove Hayner from all of his current appointments until Dec. 1. The resolution also requests that Hayner participate in sensitivity training.
According to The Michigan Daily, the resolution passed on a 8-2 vote after "over an hour of discussion and multiple failed amendments."
Initially Hayner had stood by his post.
A day after sharing the quote, on April 11, the councilman defended the use of the homophobic slur in an interview with The Michigan Daily.
"People who are offended by language like that are people who want to be offended by it … who let themselves be offended by it or who have an ulterior motive," he said, adding that those were not his own words.
At least five of his fellow council members didn't agree, and publicly expressed their disapproval.
The board of directors of Jim Toy Community Center, an organization serving the Ann Arbor LGBTQ community, issued a scathing rebuke demanding a "sincere apology," Pride Source reported.
The growing backlash eventually led the councilman to say that he was sorry. On April 11, Hayner shared another Facebook post acknowledging that the language he used "is considered offensive by many."
"I also recognize that as a semi-public figure, I should be more careful and considerate of what I post," he wrote.
During Monday's meeting Hayner repeated his apology saying that he understands the harm that the word caused members of the LGBTQ community, but added that he believes that the resolution "is a dangerous thing," The Michigan Daily reported.
"Words are dangerous, and the harm that they cause to the community is real, but I also feel that it's an inappropriate solution. I don't see how my quoting someone's foul language that was repeated at infinitum on social media and councilmember's websites makes me less able to steward our parks or read a liquor license report or read a Brownfield report," he said.
Fond du Lac strengthens position as top boys team in high school basketball rankings
The Northwestern
Rivera: Howell goes into spring as Commanders' starting QB


Joseph Cheaney & Sons, one of English shoemaking's heritage brands founded in 1886, have opened their latest store on Henrietta Street - their fifth in London - with a concept that celebrates the art and craftsmanship of shoemaking.
The new 50 square metre store provides a clean and contemporary space for Joseph Cheaney & Sons, focusing on showcasing the maker's collections, heritage and the craft – using depictions of shoemaking tools, examples of decorative broguing and gimping as well as sole and heel patterns.
Passers-by and store visitors can watch shoes getting polished at a 'polishing station' sitting in the window bay, promoting both the importance of shoe care and the complimentary service offered by the store. At the cash desk, customers can buy shoe care accessories and learn about Cheaney's refurbishment service.
The store sells both men's and ladies footwear. It offers a wide selection of shoes and boots, both casual and business footwear collections, all selected to play to the spirit of Henrietta Street and its customers.


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What is the Taubman Approach?
The Taubman Approach is a body of knowledge that successfully addresses how to solve the myriad challenges in playing the piano. Not only that, it provides the necessary tools to cure playing-related injuries and prevent them and the feelings of limitation, fatigue, and pain from happening in the first place. Dorothy Taubman (1917-1913) at first observed her students and was determined to understand why some people could play beautifully with very little effort while others practiced and practiced with poor results. With her brilliant inquisitiveness, she continued studying, watching and deconstructing the playing habits of prodigies and virtuosos. This led her to codify the principles that eventually coalesced to form her approach. At the center of the approach is coordination, meaning that coordinate movement leads to effortless playing, which in turn permits artistry of the highest level. In 2003, four of her longtime students and teachers of the approach, Edna Golandsky, Mary Moran, Robert Durso, and John Bloomfield, formed the Golandsky Institute to organize, preserve, and teach this extraordinary body of knowledge.
What distinguishes the Taubman Approach from other approaches to the piano? It is logical, efficacious, supports the physiology of the human body, and makes possible the highest musical aspirations of the person. The body already has everything required to play the piano. It is not a matter of strengthening fingers or other parts of the body, but rather achieving coordination such that each part does what it does best.
Who stands to benefit from the Taubman Approach? While it is often applied to virtuoso literature, the information organized in the Taubman Approach can be used in advanced, intermediate, and even beginner repertoire.
For more information, please visit: https://www.golandskyinstitute.org/


What is a waiver of deficiency?
When you carry out a short sale on a property with an underwater mortgage, the amount you receive from the buyer will be less than the amount you owe to the lender. For example, if you owe $300,000 on your home mortgage but can only sell it for $250,000, you will still obviously owe the bank $50,000. Therefore, why would you want to do a short sale, if it means that you will lose the house, make no profit from selling the property and end up still owing money to the bank?
The fact is that in most short sales, the homeowner walks away from the situation owing the lender nothing at all. This is thanks to the fact that the Chicago foreclosure defense attorney representing the seller will usually be able to obtain a waiver of deficiency from the bank. Such a waiver is essentially the lender's agreement to forego any right to pursue the borrower for payment on the balance of the loan, so that you are no longer held liable to pay.
The waiver of deficiency is one of the best reasons to pursue a short sale rather than allowing the lender to carry forward with a foreclosure on your home mortgage. If the property is upside-down - worth less on the market than the amount you still owe on the loan - the bank will most likely not recover sufficient proceeds by selling the property at auction to satisfy the loan balance. Under state law, the lender has the right to pursue you for a deficiency judgment to make you pay the remainder, and they may have recourse such as wage garnishments and liens on your personal property to enforce payment. The goal of short sale negotiations is not only to prevent a foreclosure but also to help the borrower to avoid the liability of being held responsible to pay on the remainder of the loan.
Looking for an attorney for foreclosure defense in Chicago? Contact us now at Whiteman Borden, LLC to learn more about how a Cook County waiver of deficiency lawyer can help you pursue a waiver of deficiency and to get started on your own short sale process.


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Lyle Welch
(Editor's Note: Emeritus professor of mathematics Lyle Welch moved to Joplin, Mo., following his retirement from Monmouth College in 2009. His following account was submitted on June 29.)
The most recent history of Joplin, Mo., will now be divided into two parts: that which leads up to 5:41 p.m. on Sunday, May 22, 2011, and that which follows. The history which follows is now five weeks old and has already matured beyond what we could have imagined.
The history of May 22 before 5:41 p.m. included the graduation ceremonies for the senior class of Joplin High School at nearby Missouri Southern State University. But instead of remembering that day as one of accomplishment, they will always remember it as the day when one of their classmates died as his father's Hummer was caught in the storm on their way home. The superintendent of Joplin's schools drove across the storm's path from north to south and was just enough south of the storm to be safe. He did not realize how much his job was about to change when he found that not only the high school but also one elementary building were completely leveled and more than 40 percent of the elementary school children were displaced from their homes. In his opening statement the following week, he announced that the classes would begin as scheduled on Aug. 17. Part of this plan included relocating the juniors and seniors of Joplin High into modular classrooms in the community mall.
The campuses of Missouri Southern and Ozark Christian College in Joplin quickly became valuable resources for housing-displaced victims and for localizing community aid. MSSU's gymnasium was transformed into emergency housing for storm victims. Their recreation center became the AmeriCorps Volunteer Resource Center. OCC's multipurpose building became headquarters for the American Red Cross.
The churches of Joplin have also been extremely valuable during the immediate recovery, functioning as drop-off points for donations, distribution centers for those affected by the storm and headquarters for volunteer coordination.
My personal story is relatively unremarkable. The early Sunday afternoon included a tornado watch, but the only storms on the weather radar were located at least 75 miles to the northwest in Kansas. At about four in the afternoon, I noticed that one storm was growing in intensity on the radar and that each pass of the radar brought it closer to Joplin. By 4:11 p.m., the tornado sirens had begun sounding, and at that moment, I knew that this wouldn't be an ordinary storm. My wife, Judy, and I took cover in an interior bathroom in our home. Fortunately, we didn't need it for protection as the storm track ended some two miles to the south of our home. When I later reviewed the damage to homes similar to ours, I realized that we were not nearly as safe as we had thought. Two miles away was certainly too close.
There was a message broadcast on the radio that evening, warning us to remain in our homes if we were not trained to provide emergency assistance. On Monday morning, I joined my oldest son, Doug, who also lives in Joplin, and whose home also escaped the storm, and met with a small group of volunteers at our church. Setting out to help our fellow church members, we were only able to get to the western edge of the storm's wake, but that was enough to understand the depth of our catastrophe. We did the best we could. We aided a family in recovering a few personal items from their home, which had only interior walls remaining. We helped another family cover the roof of their house with a blue tarp. In the afternoon, we walked on the street between Home Depot and Wal-Mart (both completely decimated) to help another family retrieve some clothes and personal items. Most of their roof was missing, but the side walls were surprisingly still intact. Their Sunday evening meal was still on the stove and the table was set ready for a meal that would never be eaten.
I spent the remainder of the week at my church, helping distribute the massive amounts of donated supplies and spending time with other volunteers who had humbly stepped up to serve a city in crisis. Each day was different and brought new challenges, both difficult and unexpected.
During those first few days, I was particularly struck by the three stories. There is a student at the Bible College in Joplin where my son teaches who is from Central Africa. When we saw him Monday morning, he said that he has been in three wars and has never seen anything like this. I have taught a low level math class at Missouri Southern the past two semesters. The very best student in my spring semester class was in the middle of the storm and lost everything. I only know this because she came to the church building where I was working to get a few things. The look in her eyes told the story of her past week and her near future. Finally, there is at least one family who moved to Joplin after losing everything in New Orleans. Now they have lost everything here. I will leave it to you to try to imagine what they must be thinking at this time.
The statistics of the storm: 18,000 cars destroyed, 6,954 homes destroyed (plus 875 homes damaged), 1,150 injuries, approximately 500 businesses affected and one hospital destroyed. The death toll is currently at 158 souls. The storm's path was 6-1/2 miles long and the amount of debris that needs to be removed will exceed the wreckage from the Twin Towers of 9/11.
Keith Stammer, Joplin's emergency management director, told me of the rule of ten in these destructive situations. The initial response -- which included sweeping the area six times in search and recovery, clearing streets and planning for debris removal -- took 10 days. The second phase of debris removal will take 10 times as long, or 100 days. Reconstruction will then take 10 times as long as that, for a total of 1,000 days.
I asked him, "What does Joplin need now?"
His answer was, understandably, "Time."
Let me conclude with some lessons learned on the ground. We were both blessed and burdened by the amount of donations coming into the city. The initial recovery would have been much more difficult without the donations of water, medicine, chain saws, portable generators, building materials, pet food and others. But we spent a lot of time dealing with supplies that we could not use, including a surplus of used clothing. When you donate to a disaster region in the future, please carefully listen to the needs of the area. The needs of the current flood victims in North Dakota and those along the Missouri River here in Missouri will be much different than the needs that existed in Joplin. In addition, if you deliver these supplies yourself, please be sure to allow enough time in the delivery process to make sure you get them to a location that can use them. I spent part of one morning loading up two pickup loads of used clothing that had be left on the church parking lot. I was forced to toss them in the dumpster because they had gotten wet and were molding.
So how can you help? Feel free to donate to Joplin, but understand that there are still those in your own community who have encountered their own personal storms of life. Most catastrophes won't make the front page of the New York Times. Spend some time this summer determining where in your community you are needed most and seek to meet that need. Not only will this help your community in the present but it will also provide necessary experience for the future in case some unexpected disaster would arise. Our church community was only performing kindergarten exercises in disaster relief before this storm forced us into a college-level course, but that experience was extremely valuable in organizing the first week,
Above all, continue to remember Joplin. We don't have the privilege of the media cycle. We can't move on, and we can't forget. We'll be here for a while, rebuilding. But while we are, continue to remember us and pray.
For the latest news from Joplin, you can visit www.rebuildjoplin.org.


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The partnership perception in higher ed housing
Universities not often involved in construction and management of private, off-campus housing
By: Web Editor | Issue: September, 2016
In 2016, news outlets across the nation reported several accidents and inconveniences in private student housing developments.
In Baltimore, a Morgan State University student was fatally stabbed in such a housing complex. At the College of Charleston in South Carolina, a student fell over a sixth-floor railing and was taken to the hospital in critical condition.
And on the eve of finals, 80 UNC-Charlotte students were evacuated from a private housing complex because their building was sinking and deemed unsafe.
"These private student housing developments are popping up all over near campuses," says Claire L. Turcotte, managing editor of the Society for College and University Planning's publication Planning for Higher Education. "Some of these developers are more focused on profit than safety and student needs."
The bigger problem is the perception that universities are involved in the construction and management of private, off-campus student housing developments, says Allan Blattner, president of ACUHO-I. "There are lots of private developments around colleges that have nothing do with the colleges. When something bad happens, universities often feel the backlash."
Since universities have no control over off-campus developments marketed to students, Blattner suggests that administrators encourage students and their parents to reconsider campus housing.
"What we can say is, 'We have room for you on campus; come back,' " he says.
New solution dramatically improves network performance at Washington College
Like most modern institutions, Washington College increasingly requires reliable, high-performance computer network access. That's why the 1,400-student Chestertown, Maryland, institution needed to address a significant networking bottleneck. "By late 2012, […]
College teachers-in-training prep with virtual students
The University of Wyoming now uses an augmented reality platform with a simulated class as part of its teacher education program. To use the program, a teacher-in-training faces a camera […]
Making teams work in higher ed
At Saint Leo University in Florida, Jeff D. Borden brings ideas, strategies and philosophies to transform learning at scale. He is also executive director for the Institute for Inter-Connected Education […]


Enjoy improv heavyweight TJ & Dave. with all the bells and whistles you could want in a New Year's Eve celebration. Included in the uncharacteristically hefty price tag is an open bar, appetizer buffet, late-night tacos and mini doughnuts and music and dancing in iO's new event space.


text:
Кубок Болгарії з футболу 2010—2011 — 71-й розіграш кубкового футбольного турніру в Болгарії. Титул здобув ЦСКА.

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Посилання
 Кубок Болгарії на soccerway

2010–2011
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Болгарія
2010 у болгарському спорті
2011 у болгарському спорті

redpajama_set_name: RedPajamaWikipedia


"We accelerated performance across 2018, with 3% underlying revenue growth in both the third and fourth quarters and a 7% uplift in full year trading profit. We start 2019 with a strengthened organisation and a new growth-oriented operating model."
An analyst meeting and conference call to discuss Smith & Nephew's results for the year ended 31 December 2018 will be held today, Thursday 7 February 2019 at 8.30am GMT / 3.30am EST. This will be webcast live and available for replay shortly after. The details can be found on the Smith & Nephew website at www.smith-nephew.com/results.
1. Unless otherwise specified as 'reported' all revenue growth throughout this document is 'underlying' after adjusting for the effects of currency translation and including the comparative impact of acquisitions and excluding disposals. All percentages compare to the equivalent 2017 period.
The 'constant currency exchange effect' is a measure of the increase/decrease in revenue resulting from currency movements on non-US Dollar sales and is measured as the difference between: 1) the increase/decrease in the current year revenue translated into US Dollars at the current year average exchange rate and the prior revenue translated at the prior year rate; and 2) the increase/decrease being measured by translating current and prior year revenues into US Dollars using the prior year closing rate.
2. Certain items included in 'trading results', such as trading profit, trading profit margin, tax rate on trading results, trading cash flow, trading profit to cash conversion ratio, EPSA, net debt to adjusted EBITDA ratio and underlying growth are non-IFRS financial measures. The non-IFRS financial measures reported in this announcement are explained in Note 8 and are reconciled to the most directly comparable financial measure prepared in accordance with IFRS. Reported results represent IFRS financial measures as shown in the Condensed Consolidated Financial Statements.
3. Reported growth rate guidance assumes exchange rates prevailing at 1 February 2019.
During the quarter we announced the acquisition of Ceterix Orthopaedics, Inc., the developer of the NovoStitch◊ Pro Meniscal Repair System. This unique device addresses complex meniscal tear patterns not adequately served by other repair systems and is highly complementary to Smith & Nephew's leading FAST-FIX◊ 360 Meniscal Repair System. The acquisition completed on 22 January 2019.
Adjusted Earnings per share "EPSA"
Cash generated from operations was $1,108 million (2017: $1,273 million), reflecting higher working capital outflows including increased inventory supporting sales growth, new product launches and an increase in safety stock levels in part in preparation for the UK's exit from the European Union (EU). Trading cash flow was $951 million (2017: $940 million) (see Note 8 for a reconciliation between cash generated from operations and trading cash flow). The trading profit to cash conversion ratio was again good at 85% (2017: 90%).
Adjusted earnings per share ('EPSA') was up 7% at 100.9¢ (201.8¢ per ADS) (2017: 94.5¢) as a result of the improved trading performance and lower tax rate on trading results. Basic earnings per share ('EPS') was down 13% to 76.0¢ (152.0¢ per ADS), primarily due to the impact of the restructuring charges related to the APEX programme as well as other non-trading costs (2017: 87.8¢).
2. Transform the business through enabling technologies - by acquiring and developing leading enabling technologies to transform procedures, including robotics, imaging and augmented reality.
3. Expand in high-growth segments - by accelerating portfolio growth, strengthening or establishing leadership positions, and driving meaningful synergies organically and through M&A and partnering.
4. Strengthen talent and capabilities - by developing a winning culture to improve retention and attract talent.
5. Become the best owner - through operations transformation and organisation simplification, hence driving meaningful margin expansion.
The strategic imperatives build on the previously announced new global commercial model. From 1 January 2019 a president is responsible for each of our three specialised global marketing franchises - Orthopaedics, Sports Medicine/ENT and Wound. The franchise presidents also have commercial responsibility for the US. Aligned with, and supporting the franchises, are presidents and regional commercial organisations for Europe, Middle East, and Africa (EMEA), and Asia Pacific (APAC).
The Group has also introduced a new brand purpose - Life Unlimited - and three supporting culture pillars - Care, Collaboration and Courage. Life Unlimited captures the essence of Smith & Nephew and our purpose to address meaningfully the health issues that hinder people from living their lives to the fullest. The culture pillars are grounded in the service of patients and practitioners. They guide employees to work together and couple the idea of continuous learning and improvement with the aspiration to lead in all our endeavours.
Smith & Nephew's management does not believe that the UK's decision to leave the EU will have a significant impact on our long-term ability to conduct business into and out of the EU or UK. The UK accounts for approximately 5% of global revenue and the majority of our manufacturing takes place outside the UK and EU. We are making good progress with our preparations for the various scenarios.
A Attributable to the equity holders of the parent and wholly derived from continuing operations.
B Cash and cash equivalents at the end of the period are net of overdrafts of $32 million (31 December 2017: $14 million).
C Shares issued in connection with the Group's share incentive plans are bought back on a quarterly basis. During the year ended 31 December 2018, a total of 2.7 million ordinary shares were purchased at a cost of $48 million and 3.3 million ordinary shares were cancelled (2017: 3.2 million ordinary shares were purchased at a cost of $52 million and 13.5 million ordinary shares were cancelled).
Smith & Nephew plc (the 'Company') is a public limited company incorporated in England and Wales. In these condensed consolidated financial statements ('Financial Statements'), 'Group' means the Company and all its subsidiaries. The financial information herein has been prepared on the basis of the accounting policies as set out in the annual accounts of the Group for the year ended 31 December 2017 except as noted below for new accounting standards effective from 1 January 2018. The Group prepares its annual accounts on the basis of International Financial Reporting Standards ('IFRS') as adopted by the European Union ('EU') and in accordance with the provisions of the Companies Act 2006. The Group also prepares its annual accounts in accordance with IFRS as issued by the International Accounting Standards Board ('IASB'). IFRS as adopted by the EU differs in certain respects from IFRS as issued by the IASB. However, the differences have no impact for the periods presented. Under IFRS, the Directors are required to adopt those accounting policies most appropriate to the Group's circumstances for the purpose of presenting fairly the Group's financial position, financial performance and cash flows. In determining and applying accounting policies, judgement is often required in respect of items where the choice of specific policy, accounting estimate or assumption to be followed could materially affect the reported results or net asset position of the Group; it may later be determined that a different choice would have been more appropriate. The Group's significant accounting policies which require the most use of management's judgement are: valuation of inventories; impairment; taxation; and liability provisions. There has been no change in the methodology of applying management estimation in these policies since the year ended 31 December 2017.
The Group has adequate financial resources and its customers and suppliers are diversified across different geographic areas. The Directors believe that the Group is well placed to manage its business risk appropriately. The Directors have a reasonable expectation that the Group has sufficient resources to continue in operational existence for the foreseeable future. Thus they continue to adopt the going concern basis for accounting in preparing these Financial Statements.
The principal risks and uncertainties that the Group is exposed to will be disclosed in the Group's 2018 Annual Report. These are: business continuity and business change; cyber security; quality and regulatory; new product innovation, design and development including intellectual property; talent management; pricing and reimbursement; mergers and acquisitions; legal and compliance risks; commercial execution; and political and economic.
The financial information set out above does not constitute the Company's statutory accounts for the years ended 31 December 2018 or 2017. The financial information for 2017 is derived from the statutory accounts for 2017 which have been delivered to the registrar of companies. The auditor has reported on the 2017 accounts; their report was (i) unqualified, (ii) did not include a reference to any matters to which the auditor drew attention by way of emphasis without qualifying their report and (iii) did not contain a statement under section 498 (2) or (3) of the Companies Act 2006. The statutory accounts for 2018 will be finalised on the basis of the financial information presented by the Directors in this announcement and will be delivered to the registrar of companies in due course.
On 1 January 2018, the Group adopted IFRS 15 Revenue from contracts with customers using the modified retrospective method for contracts which were not completed as of that date. The Group applied the practical expedients in relation to contracts with variable consideration and contracts that were completed at the beginning of the earliest period presented and/or modified before the beginning of the earliest period presented.
Under IFRS 15, revenue is recognised as the performance obligations to deliver products or services are satisfied and revenue is recorded based on the amount of consideration expected to be received in exchange for satisfying the performance obligations. The Group undertook a detailed impact assessment applying IFRS 15 to all the existing ways in which the Group delivers products or services to customers to identify divergence with previous accounting practice governed by IAS 18 Revenue and concluded that IFRS 15 does not have a significant impact on the timing and recognition of revenue. Accordingly, there was no adjustment required on transition to IFRS 15.
On 1 January 2018, the Group adopted IFRS 9 Financial Instruments. The Group has not restated comparative information for prior periods with respect to classification and measurement (including loss allowance) requirements.
The amendments to IFRS 9 mainly relate to the classification and measurement of financial instruments. IFRS 9 largely retains the existing requirements in IAS 39 Financial Instruments: Recognition and Measurement for the classification and measurement of financial liabilities; however, it eliminates the previous IAS 39 categories for financial assets of held to maturity, loans and receivables and available for sale. The Group elected, from 1 January 2018, to present changes in the fair value of trade investments in the income statement. The Group also elected to continue to apply the hedge accounting guidance in IAS 39 Financial Instruments: Recognition and Measurement.
With respect to loss allowances for trade receivables, IFRS 9 replaces the 'incurred loss' model in IAS 39 with an 'expected credit loss' (ECL) model. The Group, from 1 January 2018, will measure loss allowances for trade receivables at an amount equal to lifetime expected credit losses. In determining credit risk, the Group considers reasonable and supportable information that is relevant and available without undue cost or effort. This includes both quantitative and qualitative information and analysis based on the Group's historical experience and forward-looking information. The Group considers the model and some of the assumptions used in calculating these ECLs as sources of estimation uncertainty. The Group performed the calculation of ECL rates separately for customer groups which were segmented based on common risk characteristics such as credit risk grade and type of customer (for example government and non-government). The Group has determined that the application of IFRS 9 at 1 January 2018 results in an additional loss allowance for trade receivables of $14 million. This transition adjustment gives rise to a deferred tax credit of $3m.
A number of other new amendments to standards are effective from 1 January 2018 but they do not have a material effect on the Group's financial statements.
A number of new standards and amendments to standards are effective for annual periods beginning after 1 January 2019 and earlier application is permitted; however, the Group has not early adopted them in preparing these condensed consolidated financial statements. These are not expected to have a significant impact on adoption, apart from IFRS 16 Leases which is described below.
The Group will adopt IFRS 16 using the modified retrospective approach and the right of use asset on transition will equal the lease liability. The cumulative effect of initially adopting the IFRS 16 will be recognised as an adjustment to retained earnings at 1 January 2019 with no restatement of comparative information. The Group plans to apply the practical expedient to grandfather the definition of a lease on transition. This means that it will apply IFRS 16 to all contracts entered into before 1 January 2019 and identified as leases in accordance with IAS 17 and IFRIC 4.
The Group intends to avail itself of the exemptions for short-term leases and leases of low-value items. The Group will recognise new assets and liabilities, primarily with regard to its operating leases of property and motor vehicles. In addition the Group will no longer recognise accruals relating to the straight-lining of rent expense for leases which include a rent-free period.
The Group has designed a new lease accounting process and has implemented a new lease accounting software solution. The Group has assessed the estimated impact that initial application of IFRS 16 will have on its consolidated financial statements, as described below. The actual impacts of adopting the standard on 1 January 2019 may change because the Group has not finalised the testing and assessment of controls over its new lease accounting process, and the new accounting policies are subject to change until the Group presents its first financial statements that include the initial application of the standard.
Based on the information currently available, the Group estimates that it will recognise additional lease assets and liabilities of $145m to $165m as at 1 January 2019. The Group does not expect the adoption of IFRS 16 to have a material impact on the income statement.
In 2018 and 2017 the Group was engaged in a single business activity, being the development, manufacture and sales of medical technology products and services.
Development, manufacturing, supply chain and central functions are managed globally for the Group as a whole. Sales in 2018 and 2017 were managed through two geographical selling regions, US and International, with a president for each who was responsible for the commercial review of that region. The Executive Committee ('ExCo'), comprised geographical presidents and certain heads of function and is chaired by the Chief Executive Officer ('CEO'). ExCo is the body through which the CEO used the authority delegated to him by the Board of Directors to manage the operations and performance of the Group. All significant operating decisions regarding the allocation and prioritisation of the Group's resources and assessment of the Group's performance were made by ExCo, and whilst the members had individual responsibility for the implementation of decisions within their respective areas, it is at the ExCo level that these decisions were made. Accordingly, ExCo is considered to be the Group's chief operating decision maker as defined by IFRS 8 Operating Segments in 2018 and 2017.
In making decisions about the prioritisation and allocation of the Group's resources, ExCo reviewed financial information on an integrated basis for the Group as a whole and determines the best allocation of resources to Group-wide projects. This information is prepared substantially on the same basis as the Group's IFRS financial statements aside from the adjustments described in Note 8. In assessing performance, ExCo also considered financial information presented on a geographical selling region and product franchise basis for revenue. Financial information for corporate and functional costs is presented on a Group-wide basis.
The results of the single segment are shown below.
D The above financial measures are not prepared in accordance with IFRS. The reconciliation to the most directly comparable financial measures calculated in accordance with IFRS is presented in Note 8.
Further description of why ExCo focuses on the underlying revenue growth and trading measures, and how this reconciles to operating profit, is detailed in Note 8.
2c. The following table shows Group revenue by geographic area, including material countries. Sales are attributed to the country of destination. No individual customer comprises more than 10% of the Group's external sales.
E Established Markets comprises the US, Australia, Canada, Europe, Japan and New Zealand.
US revenue for the year was $2,354 million (2017: $2,306 million) and UK revenue for the year was $211 million (2017: $222 million).
The tax rate on trading results for the year to 31 December 2018 was 16.1% (2017: 17.1%) and benefited principally from: the enactment of US tax reform effective from 1 January 2018 which included the reduction in the US Federal corporate income tax rate from 35% to 21%; a tax provision release following expiry of statute of limitations; and a beneficial geographical mix of profits. The reported tax rate was 15.1% (2017: 12.7%). Details of the reconciliation between trading results and reported results are set out in Note 8.
As referenced in our 2017 Annual Report and the H1 2018 results, a factor that may have a future one-off effect on our tax charge is the review by the European Commission (EC) into whether the UK CFC financing exemption rules between 2013 and 2018 constituted illegal State Aid. The EC issued its preliminary view in October 2017 that the financing exemption did constitute State Aid and their final decision, following their investigation, is expected in 2019. Depending on the outcome, this may then be subject to a further legal process. If the preliminary findings of the EC investigation were ultimately to be upheld, we calculate our maximum potential liability as at 31 December 2018 to be approximately $147 million. We do not consider at present that any provision is required in respect of this amount based on our current assessment of the issue.
The 2017 final dividend of 22.7 US cents per ordinary share totalling $198 million was paid on 9 May 2018. The interim dividend of 2018 of 14.0 US cents per ordinary share totalling $123 million was paid on 31 October 2018.
A final dividend for 2018 of 22.0 US cents per ordinary share has been proposed by the Board and will be payable, subject to shareholder approval, on 8 May 2019 to shareholders whose names appear on the register at the close of business on 5 April 2019 (the record date). The sterling equivalent per ordinary share will be set following the record date. The ex-dividend date is 4 April 2019 and the final day for currency and dividend reinvestment plan ('DRIP') elections is 17 April 2019.
The Group made no acquisitions deemed to be business combinations within the scope of IFRS 3 in the year ended 31 December 2018. The cash outflow of $29 million relates to acquisitions completed in prior years.
On 5 December 2017 the Group completed the acquisition of 100% of the share capital of Rotation Medical, Inc., a developer of novel tissue regeneration technology for shoulder rotator cuff repair. The maximum consideration payable of $210 million has a fair value of $196 million, including $89 million of deferred and contingent consideration. The acquisition accounting was completed in 2018 with no adjustments to the provisional fair value disclosed in the Group's 2017 Annual Report.
The goodwill is attributable to the control premium, the acquired workforce and the synergies that can be expected from integrating Rotation Medical, Inc. into the Group's existing business. The goodwill is not expected to be deductible for tax purposes.
During the year ended 31 December 2017, the contribution to revenue and attributable profit from this acquisition is immaterial. If the acquisition had occurred at the beginning of the year, the contribution to revenue and attributable profit would have also been immaterial.
There were no transfers between Levels 1, 2 and 3 during the year ended 31 December 2018 and the year ended 31 December 2017. With the exception of private placement debt as presented above, the carrying amount of financial assets and liabilities not measured at fair value is considered to be a reasonable approximation of fair value. For cash and cash equivalents, short-term loans and receivables, overdrafts and other short-term liabilities which have a maturity of less than three months, the book values approximate the fair values because of their short term nature. The fair values of long-term borrowings, which are not traded publicly, are estimated by discounting future contractual cashflows to net present values at the current market interest rates available to the Group for similar financial instruments. The fair value of currency swaps and foreign exchange contracts is determined by reference to quoted market rates. As a result, foreign forward exchange contracts and currency swaps are classified as Level 2 within the fair value hierarchy.
During the year ended 31 December 2018, acquisition consideration decreased by $33 million due to $29m of payments for acquisitions made in prior years and $4m of remeasurements. The fair value of contingent acquisition consideration is estimated using a discounted cash flow model. The valuation model considers the present value of risk adjusted expected payments, discounted using a risk-free discount rate. The expected payment is determined by considering the possible scenarios, which relate to the achievement of established milestones and targets, the amount to be paid under each scenario and the probability of each scenario. As a result, contingent acquisition consideration is classified as Level 3 within the fair value hierarchy.
The fair value of investments is based upon third party pricing models for share issues. As a result, investments are considered Level 3 in the fair value hierarchy. During the year ended 31 December 2018, there were additions to investments of $4 million and fair value remeasurements of $9 million recognised in the income statement.
The discount rates applied to the future pension liabilities of the UK and US pension plans are based on the yield on bonds that have a credit rating of AA denominated in the currency in which the benefits are expected to be paid with a maturity profile approximately the same as the obligations. These have increased since 31 December 2017 by 30bps to 2.7% and 70bps to 4.2% respectively. The increase in discount rates and a change in mortality assumptions in the US to reflect revisions to long term mortality expectations more than offset unfavourable asset performances and led to a remeasurement gain of $11 million recognised in Other Comprehensive Income.
These Financial Statements include financial measures that are not prepared in accordance with IFRS. These measures, which include trading profit, trading profit margin, tax rate on trading results, Adjusted Earnings Per Ordinary Share (EPSA), trading cash flow, trading profit to trading cash conversion ratio, net debt to adjusted EBITDA ratio, and underlying growth, exclude the effect of certain cash and non-cash items that Group management believes are not related to the underlying performance of the Group. These non-IFRS financial measures are also used by management to make operating decisions because they facilitate internal comparisons of performance to historical results.
Non-IFRS financial measures are presented in these Financial Statements as the Group's management believe that they provide investors with a means of evaluating performance of the business segment and the consolidated Group on a consistent basis, similar to the way in which the Group's management evaluates performance, that is not otherwise apparent on an IFRS basis, given that certain non-recurring, infrequent, non-cash and other items that management does not otherwise believe are indicative of the underlying performance of the consolidated Group may not be excluded when preparing financial measures under IFRS. These non-IFRS measures should not be considered in isolation from, as substitutes for, or superior to financial measures prepared in accordance with IFRS.
Underlying revenue growth is used to compare the revenue in a given period to the previous period on a like-for-like basis. Underlying revenue growth reconciles to reported revenue growth (see Note 2), the most directly comparable financial measure calculated in accordance with IFRS, by making adjustments for the effect of acquisitions and disposals and the impact of movements in exchange rates (currency impact), as described below.
The effect of acquisitions and disposals measures the impact on revenue from newly acquired material business combinations and recent material business disposals. This is calculated by comparing the current year, constant currency actual revenue (which include acquisitions and exclude disposals from the relevant date of completion) with prior year, constant currency actual revenue, adjusted to include the results of acquisitions and exclude disposals for the commensurate period in the prior year.
Trading profit, trading profit margin (trading profit expressed as a percentage of revenue), trading cash flow and trading profit to cash conversion ratio (trading cash flow expressed as a percentage of trading profit) are trend measures, which present the long-term profitability of the Group. The adjustments made exclude the impact of specific transactions that management considers affect the Group's short-term profitability and cash flows. The Group has identified the following items, where material, as those to be excluded from operating profit and cash generated from operations when arriving at trading profit and trading cash flow, respectively: acquisition and disposal related items arising in connection with business combinations, including amortisation of acquisition intangible assets, impairments and integration costs; restructuring events; gains and losses resulting from legal disputes and uninsured losses. In addition to these items, gains and losses that materially impact the Group's profitability or cash flows on a short-term or one-off basis are excluded from operating profit and cash generated from operations when arriving at trading profit and trading cash flow. The cash contribution to fund defined benefit pension schemes that are closed to future accrual are also excluded from cash generated from operations when arriving at trading cash flow.
EPSA is a trend measure, which presents the long-term profitability of the Group excluding the post-tax impact of specific transactions that management considers affect the Group's short-term profitability and the one-off impact of US tax reform. The Group presents this measure to assist investors in their understanding of trends. Adjusted attributable profit is the numerator used for this measure and is determined by adjusting attributable profit for the items that are excluded from operating profit when arriving at trading profit and items that are recognised below operating profit that affect the Group's short-term profitability. The most directly comparable financial measure calculated in accordance with IFRS is basic earnings per ordinary share ('EPS').
Net debt to adjusted EBITDA ratio is used by the Group to measure leverage. Net debt is reconciled in Note 6. Adjusted EBITDA is defined as trading profit before depreciation of property, plant and equipment and amortisation of other intangible assets.
1 Represents a reconciliation of operating profit to trading profit.
2 Represents a reconciliation of reported profit before tax to trading profit before tax.
3 Represents a reconciliation of reported tax to trading tax.
4 Represents a reconciliation of reported attributable profit to adjusted attributable profit.
5 Represents a reconciliation of cash generated from operating activities to trading cash flow.
6 Represents a reconciliation of basic earnings per ordinary share to adjusted earnings per ordinary share (EPSA).
7 From 1 January 2017, the ongoing funding of defined benefit pension schemes is not included in management's definition of trading cash flow as there is no defined benefit service cost for these schemes.
Acquisitions and disposal related items: For the year to 31 December 2018 the credit relates to a remeasurement of contingent consideration for a prior year acquisition and adjustments to provisions on disposal of a business, partially offset by costs associated with the acquisition of Rotation Medical, Inc.
For the year to 31 December 2017 the credit relates to a remeasurement of contingent consideration for a prior year acquisition partially offset by costs associated with the acquisition of Rotation Medical, Inc.
Restructuring and rationalisation costs: For the year to 31 December 2018, these costs relate to the implementation of the Accelerating Performance and Execution (APEX) programme that was announced in February 2018.
Amortisation and impairment of acquisition intangibles: For both the years to 31 December 2018 and 31 December 2017 charges relate to the amortisation of intangible assets acquired in material business combinations. The year to 31 December 2017 includes an impairment charge of $10 million.
Legal and other: For the year ended 31 December 2018 charges primarily relate to legal expenses for ongoing metal-on-metal hip claims and an increase of $72 million in the provision that reflects the present value of the estimated costs to resolve all other known and anticipated metal-on-metal hip claims. The year to 31 December 2018 also includes costs for implementing the requirements of the EU Medical Device Regulations that will apply from May 2020. These charges in the year to 31 December 2018 were partially offset by a credit of $84 million relating to settlements with insurers related to product liability claims involving macrotextured components withdrawn from the market in 2003. $35 million of cash funding to closed defined benefit pension schemes is excluded from trading cash flow.
For the year ended 31 December 2017 charges primarily relate to legal expenses for patent litigation with Arthrex and ongoing metal-on-metal hip claims and an increase of $10 million in the provision that reflects the present value of the estimated costs to resolve all other known and anticipated metal-on-metal hip claims. These charges were offset by a $54 million credit following a settlement payment received from Arthrex relating to patent litigation. $44 million of cash funding to closed defined benefit pension schemes is excluded from trading cash flow.
On 22 January 2019 the Group completed the acquisition of 100% of the share capital of Ceterix Orthopaedics, Inc., the developer of the NovoStitch Pro Meniscal Repair System. This unique device addresses complex tear patterns not adequately served by other repair systems and is highly complementary to the Group's FAST-FIX 360 Meniscal Repair System.
This acquisition will be treated as a business combination under IFRS 3. The maximum consideration, all payable in cash, is $105 million and the provisional fair value consideration is $96 million and includes $5 million of deferred and $46 million of contingent consideration. The fair value of contingent consideration is determined from the acquisition agreement, the Board approved acquisition model and a risk-free discount rate of 3.3%. Acquired net assets have a provisional value of $2 million which is not expected to have material fair value adjustments. The remaining $94 million will be allocated between identifiable intangible assets including technology, research and development in-progress and goodwill, with the majority expected to be goodwill. Goodwill represents the control premium, the acquired workforce and the synergies expected from integrating Ceterix Orthopaedics, Inc. into the Group's existing business, and is not expected to be deductible for tax purposes. The contribution to revenue and attributable profit from this acquisition is expected to be immaterial for the year ending 31 December 2019.


This enjoyment comes from the Xp 38's high level of responsiveness, thanks to high ballast ratio, light and stuff epoxy infusion construction, carbon keel structure, and controllable sail plan. High stability and ease of handling makes the Xp 38 a rapid and comfortable yacht to cruise with excellent sea-keeping in all conditions, as well as a high performance racing design for both inshore and offshore. It has scored a host of race victories under both IRC and ORC.


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Back to A - C
Historical, Romance
UK PUBLICATION
BUY CAVALIER QUEEN
More by Fiona Mountain
Cavalier Queen
Fiona Mountain
She was the Princess Diana of her day. Her story is the English Gone With The Wind.
She loved clothes and jewels and parties. She had exquisite taste in interior design. She seemed destined to reign as one of England's most glamorous queens, famed for the beautiful palaces she designed and decorated.
Instead, Princess Henrietta Maria of France became caught up in the Civil War, one of the greatest cataclysms in English history. Swept from her life of luxury into the squalid brutality of battle and the loneliness of exile, her heart was torn by the two men she loved - her husband, tragic Charles I and charismatic Harry Jermyn, who designed and built most of London's West End, including the street which bears his name.
This is their story.
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World Rights: Preface Publishing, Random House Group
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Alison Weir, author of The Six Wives of Henry VIII
"You will be captivated until the last page."
D H H Literary Agency Ltd
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John Welch offers detailed information on the iPhone Configuration Utility (iPCU), and how to perform extensive/advanced management of iOS devices.
This is the "big" chapter for the iPhone Configuration Utility (iPCU), and for anyone who needs to perform extensive/advanced management of iOS devices. Configuration profiles are XML files that control the behavior of your iOS devices, restrict or allow specific features, and set up functions such as email and calendars. Once created, configuration profiles can be distributed via USB, email, or a web page.
You can also encrypt and sign a profile to restrict the devices it can be applied to, and password-protect it so that it cannot be removed short of wiping all the data on the device. Configuration profiles can be long and complicated, or kept simple and used only to point a device at a Mobile Device Management server that can push the desired settings to the devices.
When you're creating a configuration profile, the iPCU might have you thinking that the General settings are the only mandatory settings. That's not exactly correct. You need General plus at least one additional setting. This is logical because it doesn't make sense to have a configuration that has only the General section because the General section doesn't really do anything in terms of configuring your iOS device. It's just there to identify the profile.
But, if you aren't expecting that behavior, and you're testing a profile, it could be annoying when the device refuses to install a profile with only the General settings configured.
The General settings are concerned only with the profile identity security (Figure 4.1). As such, the number of settings here is pretty small. You can set the name of the profile, which is what users see when they go into the General settings on the device and select Profiles (Figure 4.2). That's not a misprint by the way; you can have multiple profiles on a single device. If you choose to have multiple profiles, however, please watch your settings. Choosing conflicting settings would be . . . bad.
Most of the settings here are descriptive, starting with a Name for the profile that the user will see on the device and a unique Identifier named similarly to plist files—for example, "com.bynkii.bookprofile"—that serves two important purposes: First, if no other profile on a device has that same identifier, the profile's settings are added to the device. Second, if a profile on the device does have the same identifier, the settings in the new profile replace the previous profile's settings.
This functionality can make it easy to update an existing profile. Rather than performing a full remove and replace, you can just edit an existing profile while retaining the same identifier, and re-install the profile on the device. The exception is when changing Exchange accounts. When changing an Exchange account, you must remove the profile with the Exchange info so that the Exchange data can be purged.
The Organization and Description fields are available for you to insert customized information that—like the Name field contents—are displayed on the device.
The Security setting controls the ability to remove the profile and has three settings: Always, With Authorization, and Never. Always is pretty self-explanatory: The profile can always be removed by clicking Remove in the profile's information section (Figure 4.3).
Figure 4.3. Click Remove to delete a profile from a device.
If you choose With Authorization, the profile can be removed only by entering a passcode that you set when you create the profile in the iPCU. You'll see a warning to that effect when you install a profile with this security setting (Figure 4.4).
If you choose the final option, Never, you're required to erase all the data from the device to remove the profile.
Realistically, don't choose Never unless you are in a high-security environment (and I mean "Lawrence Livermore National Laboratory where we perform nuclear weapons research," not just "I don't want people to know about our new website data" security); or unless you are not going to update that profile anytime soon. Choosing Never usually causes far more problems than it solves. Choosing With Authorization will cover you 99 percent of the time. If the device is a personal device that someone is using for work purposes, consider choosing Always. because it's kind of rude to lock someone out of her own phone.
If you're wondering how OS X Server 10.7 changes the iPhone Configuration Utility, the truth is, it doesn't. The iPCU still works the same way in OS X Server 10.7 and OS X 10.7 as it did in OS X Server 10.6 and OS X 10.6. OS X Server 10.7 does introduce some significant changes to managing iOS devices, but those primarily involve SCEP, Mobile Device Management, and Over The Air (OTA) management, and will be covered in detail in those chapters.


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Home Health Moderna plans to test its COVID-19 vaccine on Canadian children
Moderna plans to test its COVID-19 vaccine on Canadian children
Moderna says upcoming clinical trials for its COVID-19 vaccine will include Canadian children, but experts say it's unlikely students will receive one before the next school year in September.
The company announced details of its Phase 2/3 study of COVID-19 earlier this week. It's expected to involve 6,750 healthy pediatric participants aged six months to 12 years.
Moderna says initial participants are based in the United States but that Canadian sites will be added as the trial progresses.
The biotech company says it hasn't yet chosen the Canadian sites, nor Canadian participants.
Moderna CEO Stephane Bancel says it's an important age group to study.
The trial will evaluate the safety and effectiveness of two doses given 28 days apart. Participants will be followed for one year after the second vaccination.
In addition to Moderna, Canada has approved vaccines by Pfizer-BioNTech and Oxford-AstraZeneca for adult use, although the Pfizer product can be used by people as young as 16.
Dr. Caroline Quach of the National Advisory Committee on Immunization said Tuesday that she expected to see trial data from Pfizer involving 12-to-15-year-olds in two-to-three months.
But she said she didn't expect one would be ready and approved for Canadian children before the end of the year.
AstraZeneca has also started a trial with younger age groups, while Johnson & Johnson is expected to run a vaccine trial involving teens this spring in Toronto and Burlington, Ont.
But like Quach, Health Canada's chief medical adviser did not expect to have a vaccine ready for children by the time school starts in September.
"I think that timeline may be a bit optimistic," Dr. Supriya Sharma said earlier this month.
"The trials in children tend to be a bit slower to get up and running in terms of recruiting individuals. And then of course, we have to conduct the trials and then take that information and assess that.
"It's not inconceivable that we might have some data in the summer, and potentially by the end of this calendar year we might have some indications in children, but that's still pretty optimistic."
This report by The Canadian Press was first published March 17, 2021.
Cassandra Szklarski, The Canadian Press
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Auction ends November 20th. 6:00 P.M.
Wow! An exceptional Online Auction of quality Furniture and household items in McCartyville Ohio.
ENDS Tuesday, November 20th, 2018 @ 6:00 P.M.
PICK-UP: Wednesday, November 21st, 2018 From 2:30-5:30 P.M.
•Preview Date: Monday, November 19th, 2018 from 4:30-5:30 P.M.
•Auction End Date and Time: Tuesday, November 20th, 2018 @ 6:00 P.M.
•Auction Pick-Up Removal: Wednesday, November 21st, 2018 from 2:30-5:30 P.M.
REMOVAL OF PROPERTY SHIPPING TERMS: Buyer assumes full responsibility of property at time of purchase, and all risk of loss and damage to property. Property will not be removed from sale premises until payment in full has been received. Pick-Up Times are strongly enforced: Any items remaining after the designated pick-up time will be forfeited and the purchaser will be charged a $ 20.00 Non-Removal Fee as well as all disposal costs. Repeated tardiness and or failure to remove items will result in revocation of bidding privileges on all of our bidding platforms. Furthermore you the purchaser are responsible to furnish all labor for the removal of your items. If you are unable to secure the manpower for removal please do not bid, all methods of lifting, towing, andor hauling are the Buyers responsibility. Packing and shipping costs are the responsibility of Buyer and shall be conducted by a third party of choice. The final day of removal will be posted with property information. Any and all property not removed by Buyer by the final day of removal will revert back to the Auctioneer Seller, and may be resold at auction or disposed of in any other manner that seems to be suitable.


Rattan sofa and wicker sofa from Natural Rattan Furniture will fulfill your cozy corner. Complete your home built with comfort and natural ambience with our sofa. Emphasizes comfort without forgetting beauty. With additional cushion and pillow for extra comfort of rattan sofa and wicker sofa. We are welcome if you importer, project manager, wholesaler, also retailer or even personal use to complete your furniture stock. Certainly, we will help you to realize the dream home concept. If you have a new creative idea and taste of your rattan sofa or wicker sofa, we also welcome with custom design and modification. Our rattan arm chair is handmade by craftsmen. Experience in the furniture industry for more than two decade with full strong team works we believe that we can bring quality on you.


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USU Elections //
USU Board candidates 2021: Joe Fidler
Honi's profile and interview with 2021 USU Board candidate Joe Fidler.
by Honi Soit
Slogan: A Return of Decency on Campus
Quiz score: 11%
Faction: None
Joe Fidler is a 'fiercely independent' candidate, with a slew of policies that are sure to make anyone opposed to capitalism or concerned about the state of the environment quake. Whilst perceived as a 'joke candidate', Fidler maintains that there is no evidence to support such a claim — fervently clinging to the call to "bring back the BNOC" to USyd. With an outlook as refreshing as the mocktails that he made during his interview, Fidler's campaign is centred around the return of decency, captured by his choice of campaign colour, beige.
Gone are the days of trite policies! Fidler is a man of enterprise, with the introduction of a classy USyd uniform at the top of his plan of action. But if wide-brimmed hats, polo shirts and velcro shoes aren't quite your style, Fidler is also concerned with bringing class to USU food and beverage establishments, promising lobster pizza and Veuve Clicquot at Courtyard. Although his proposal to frack the historic University of Sydney Quadrangle has raised some environmental and ethical concerns, he argues that such are mitigated by the potential for considerable economic gain. In sum, take the policies of yesteryear, make them bigger, better and more expensive, and you have this campaign!
Fidler has no experience in campaign politics, and his quiz results also reveal a severe lack of institutional knowledge. However, a man that views Hamilton as one of USyd's identity campaigns is a man after the hearts of the people. Fidler offers a fresh outlook, unhampered by experience and knowledge, and is definitely one to watch this campaign period.
USU Board
USU Board Candidates