Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes X No .
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No X .
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes X No .
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Website, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulations S-T (232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes X No .
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (229.405 of this chapter) is not contained herein, and will not be contained, to the best of registrant's knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. X .
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes No X .
At July 28, 2017, the aggregate market value of the voting stock of the Registrant held by stockholders who were not affiliates of the Registrant was approximately $7.0 billion (based upon the closing price of Registrant's Common Stock on the New York Stock Exchange on such date). At March 14, 2018, the Registrant had outstanding an aggregate of 168,236,899 shares of its Common Stock.
Portions of the Proxy Statement for the Registrant's Annual Meeting of Shareholders to be held on May 16, 2018 are incorporated into Part III.
Kohl's Corporation (the "Company," "Kohl's," "we," "our" or "us") was organized in 1988 and is a Wisconsin corporation. As of February 3, 2018, we operated 1,158 Kohl's department stores, a website (www.Kohls.com), 12 FILA outlets, and four Off-Aisle clearance centers. Our Kohl's stores and website sell moderately-priced proprietary and national brand apparel, footwear, accessories, beauty and home products. Our Kohl's stores generally carry a consistent merchandise assortment with some differences attributable to local preferences. Our website includes merchandise that is available in our stores, as well as merchandise that is available only online.
Our merchandise mix includes both national brands and proprietary brands that are available only at Kohl's. Our proprietary portfolio includes well-known established private brands such as Apt. 9, Croft & Barrow, Jumping Beans, SO and Sonoma Goods for Life and exclusive brands that are developed and marketed through agreements with nationally-recognized brands such as Food Network, Jennifer Lopez, Marc Anthony, Rock & Republic and Simply Vera Vera Wang. National brands generally have higher selling prices, but lower gross margins, than proprietary brands.
Our fiscal year ends on the Saturday closest to January 31st each year. Unless otherwise stated, references to years in this report relate to fiscal years rather than to calendar years. The following fiscal periods are presented in this report.
For discussion of our financial results, see Item 7, "Management's Discussion and Analysis of Financial Condition and Results of Operations."
We receive substantially all of our store merchandise at our nine retail distribution centers. A small amount of our merchandise is delivered directly to the stores by vendors or their distributors. The retail distribution centers, which are strategically located throughout the United States, ship merchandise to each store by contract carrier several times a week. Digital sales may be picked up in our stores or are shipped from a Kohl's fulfillment center, retail distribution center or store; by a third-party fulfillment center; or directly by a third-party vendor.
During 2017, we employed an average of approximately 137,000 associates, including approximately 33,000 full-time and 104,000 part-time associates. The number of associates varies during the year, peaking during the back-to-school and holiday seasons. None of our associates are represented by a collective bargaining unit. We believe our relations with our associates are very good.
The retail industry is highly competitive. Management considers style, quality and price to be the most significant competitive factors in the industry. Merchandise mix, brands, service, loyalty programs, credit availability, and customer experience and convenience are also key competitive factors. Our primary competitors are traditional department stores, upscale mass merchandisers, off-price retailers, specialty stores, internet and catalog businesses and other forms of retail commerce. Our specific competitors vary from market to market.
We purchase merchandise from numerous domestic and foreign suppliers. All business partners must meet certain requirements in order to do business with us. Our Terms of Engagement include provisions regarding laws and regulations, employment practices, ethical standards, environmental and legal requirements, communication, monitoring/compliance, record keeping, subcontracting and corrective action. Our expectation is that all business partners will comply with these Terms of Engagement and quickly remediate any deficiencies, if noted, in order to maintain our business relationship.
Approximately 25% of the merchandise we sell is sourced through a third-party purchasing agent. No vendors individually accounted for more than 10% of our net purchases in 2017. We have no significant long-term purchase commitments or arrangements with any of our suppliers, and believe that we are not dependent on any one supplier. We believe we have good working relationships with our suppliers.
Our business, like that of most retailers, is subject to seasonal influences. The majority of our sales and income are typically realized during the second half of each fiscal year. The back-to-school season extends from August through September and represents approximately 15% of our annual sales. Approximately 30% of our annual sales occur during the holiday season in the months of November and December. Because of the seasonality of our business, results for any quarter are not necessarily indicative of the results that may be achieved for the fiscal year.
KOHL'S® is a registered trademark owned by one of our wholly-owned subsidiaries. We consider this mark and the accompanying goodwill to be valuable to our business. This subsidiary has over 200 additional registered trademarks, most of which are used in connection with our private brand products.
Our corporate website is https://corporate.kohls.com. Through the "Investors" portion of this website, we make available, free of charge, our proxy statements, Annual Reports on Form 10-K, Quarterly Reports on Form 10-Q, Current Reports on Form 8-K, SEC Forms 3, 4 and 5 and any amendments to those reports as soon as reasonably practicable after such material has been filed with, or furnished to, the Securities and Exchange Commission ("SEC").
Information contained on our website is not part of this Annual Report on Form 10-K. Paper copies of any of the materials listed above will be provided without charge to any shareholder submitting a written request to our Investor Relations Department at N56 W17000 Ridgewood Drive, Menomonee Falls, Wisconsin 53051 or via e-mail to Investor.Relations@Kohls.com.
This Form 10-K contains "forward-looking statements" made within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as "believes," "anticipates," "plans," "may," "intends," "will," "should," "expects" and similar expressions are intended to identify forward-looking statements. Forward-looking statements also include comments about our future sales or financial performance and our plans, performance and other objectives, expectations or intentions, such as statements regarding our liquidity, debt service requirements, planned capital expenditures, future business initiatives, and adequacy of capital resources and reserves. There are a number of important factors that could cause our results to differ materially from those indicated by the forward-looking statements including, among others, those risk factors described below. Forward-looking statements relate to the date made, and we undertake no obligation to update them.
Our sales, gross margin, expenses and operating results could be negatively impacted by a number of factors including, but not limited to those described below. Many of these risk factors are outside of our control. If we are not successful in managing these risks, they could have a negative impact on our sales, gross margin, expenses, and/or operating results.
General economic conditions, consumer spending levels and/or other conditions could decline.
Consumer spending habits, including spending for the merchandise that we sell, are affected by many factors including prevailing economic conditions, levels of employment, salaries and wage rates, prevailing interest rates, housing costs, energy and fuel costs, income tax rates and policies, consumer confidence, consumer perception of economic conditions, and the consumer's disposable income, credit availability and debt levels. The moderate income consumer, which is our core customer, is especially sensitive to these factors. A slowdown in the U.S. economy or an uncertain economic outlook could adversely affect consumer spending habits. As all of our stores are located in the United States, we are especially susceptible to deteriorations in the U.S. economy.
Consumer confidence is also affected by the domestic and international political situation. The outbreak or escalation of war, or the occurrence of terrorist acts or other hostilities in or affecting the United States, could lead to a decrease in spending by consumers.
Our competitors could make changes to their pricing and other practices.
The retail industry is highly competitive. We compete for customers, associates, locations, merchandise, services and other important aspects of our business with many other local, regional and national retailers. Those competitors include traditional department stores, upscale mass merchandisers, off-price retailers, specialty stores, internet and catalog businesses, and other forms of retail commerce.
We consider style, quality and price to be the most significant competitive factors in our industry. The continuing migration and evolution of retailing to digital channels has increased our challenges in differentiating ourselves from other retailers especially as it relates to national brands. In particular, consumers are able to quickly and conveniently comparison shop with digital tools, which can lead to decisions based solely on price. Unanticipated changes in the pricing and other practices of our competitors may adversely affect our performance.
Tax and trade policies could adversely change.
Uncertainty with respect to tax and trade policies, tariffs and government regulations affecting trade between the United States and other countries has recently increased. We source the majority of our merchandise from manufacturers located outside of the United States, primarily in Asia. Major developments in tax policy or trade relations, such as the imposition of tariffs on imported products, could have a material adverse effect on our business, results of operations and liquidity.
We may be unable to offer merchandise that resonates with existing customers and attracts new customers as well as successfully manage our inventory levels.
Our business is dependent on our ability to anticipate fluctuations in consumer demand for a wide variety of merchandise. Failure to accurately predict constantly changing consumer tastes, preferences, spending patterns and other lifestyle decisions could create inventory imbalances and adversely affect our performance and long-term relationships with our customers. Additionally, failure to accurately predict changing consumer tastes may result in excess inventory, which could result in additional markdowns and adversely affect our operating results.
We may be unable to source merchandise in a timely and cost-effective manner.
Approximately 25% of the merchandise we sell is sourced through a third-party purchasing agent. The remaining merchandise is sourced from a wide variety of domestic and international vendors. Our ability to find qualified vendors and access products in a timely and efficient manner is a significant challenge which is typically even more difficult for goods sourced outside the United States, substantially all of which are shipped by ocean to ports in the United States. Political or financial instability, trade restrictions, tariffs, currency exchange rates, transport capacity and costs, work stoppages, port strikes, port congestion and delays and other factors relating to foreign trade are beyond our control and could adversely impact our performance.
Increases in the price of merchandise, raw materials, fuel and labor or their reduced availability could increase our cost of merchandise sold. The price and availability of raw materials may fluctuate substantially, depending on a variety of factors, including demand, weather, supply conditions, transportation costs, energy prices, work stoppages, government regulation and policy, economic climates, market speculation and other unpredictable factors. An inability to mitigate these cost increases, unless sufficiently offset with our pricing actions, might cause a decrease in our profitability. Any related pricing actions might cause a decline in our sales volume. Additionally, a decrease in the availability of raw materials could impair our ability to meet our production or purchasing requirements in a timely manner. Both the increased cost and lower availability of merchandise, raw materials, fuel and labor may also have an adverse impact on our cash and working capital needs as well as those of our suppliers.
If any of our significant vendors were to become subject to bankruptcy, receivership or similar proceedings, we may be unable to arrange for alternate or replacement contracts, transactions or business relationships on terms as favorable as current terms, which could adversely affect our sales and operating results.
Our vendors may not adhere to our Terms of Engagement or to applicable laws.
A substantial portion of our merchandise is received from vendors and factories outside of the United States. We require all of our suppliers to comply with all applicable local and national laws and regulations and our Terms of Engagement for Kohl's Business Partners. These Terms of Engagement include provisions regarding laws and regulations, employment practices, ethical standards, environmental and legal requirements, communication, monitoring/compliance, record keeping, subcontracting and corrective action. From time to time, suppliers may not be in compliance with these standards or applicable laws. Significant or continuing noncompliance with such standards and laws by one or more suppliers could have a negative impact on our reputation and our results of operations.
Our marketing may be ineffective.
We believe that differentiating Kohl's in the marketplace is critical to our success. We design our marketing and loyalty programs to increase awareness of our brands and to build personalized connections with new and existing customers. We believe these programs will strengthen customer loyalty, increase the number and frequency of customers that shop our stores and website and increase our sales. If our marketing and loyalty programs are not successful, our sales and operating results could be adversely affected.
The reputation of the Kohl's brand or our proprietary brands could be damaged.
We believe the Kohl's brand name and many of our proprietary brand names are powerful sales and marketing tools. We devote significant resources to promoting and protecting them. We develop and promote proprietary brands that have generated national recognition. In some cases, the brands or the marketing of such brands are tied to or affiliated with well-known individuals. Damage to the reputations (whether or not justified) of the Kohl's brand, our proprietary brand names or any affiliated individuals, could arise from product failures; concerns about human rights, working conditions and other labor rights and conditions where merchandise is produced; perceptions of our pricing and return policies; litigation; vendor violations of our Terms of Engagement; or various other forms of adverse publicity, especially in social media outlets. Damage to our reputation may result in a reduction in sales, earnings, and shareholder value.
There may be concerns about the safety of products that we sell.
If our merchandise offerings do not meet applicable safety standards or our customers' expectations regarding safety, we could experience lost sales, experience increased costs, and/or be exposed to legal and reputational risk. Events that give rise to actual, potential or perceived product safety concerns could expose us to government enforcement action and/or private litigation. Reputational damage caused by real or perceived product safety concerns, could have a negative impact on our sales and operating results.
We may be unable to adequately maintain and/or update our information systems.
The efficient operation of our business is dependent on our information systems. In particular, we rely on our information systems to effectively manage sales, distribution, and merchandise planning and allocation functions. We also generate sales though the operations of our Kohls.com website. We frequently make investments that will help maintain and update our existing information systems. The potential problems and interruptions associated with implementing technology initiatives or the failure of our information systems to perform as designed could disrupt our business and harm our sales and profitability.
We regularly have internal information technology projects in process. Although the technology is intended to increase productivity and operating efficiencies, these projects may not yield their intended results or may deliver an adverse user or customer experience. We may incur significant costs in connection with the implementation, ongoing use, or discontinuation of technology projects, or fail to successfully implement these technology initiatives or achieve the anticipated efficiencies from such projects, any of which could adversely affect our operations, liquidity and financial condition.
Weather conditions could adversely affect consumer shopping patterns.
A significant portion of our business is apparel and is subject to weather conditions. As a result, our operating results may be adversely affected by severe or unexpected weather conditions. Frequent or unusually heavy snow, ice or rain storms; natural disasters such as earthquakes, tornadoes, floods, fires, and hurricanes; or extended periods of unseasonable temperatures could adversely affect our performance by affecting consumer shopping patterns, diminishing demand for seasonal merchandise and/or causing physical damage to our properties.
We may be unable to successfully execute an omnichannel strategy.
Customer expectations about the methods by which they purchase and receive products or services are evolving. Customers are increasingly using technology and mobile devices to rapidly compare products and prices and to purchase products. Once products are purchased, customers are seeking alternate options for delivery of those products. We must continually anticipate and adapt to these changes in the purchasing process. Our ability to compete with other retailers and to meet our customer expectations may suffer if we are unable to provide relevant customer-facing technology and omnichannel experiences. Our ability to compete may also suffer if Kohl's, our suppliers, or our third-party shipping and delivery vendors are unable to effectively and efficiently fulfill and deliver orders, especially during the holiday season when sales volumes are especially high. Consequently, our results of operations could be adversely affected.
Our business is seasonal in nature, which could negatively affect our revenues, operating results and cash requirements.
Our business is subject to seasonal influences, with a major portion of sales and income historically realized during the second half of the fiscal year, which includes the back-to-school and holiday seasons.
If we do not properly stock or restock popular products, particularly during the back-to-school and holiday seasons, we may fail to meet customer demand, which could affect our revenue and our future growth. If we overstock products, we may be required to take significant inventory markdowns or write-offs, which could reduce profitability.
We may experience an increase in costs associated with shipping digital orders due to complimentary upgrades, split shipments, and additional long-zone shipments necessary to ensure timely delivery for the holiday season. If too many customers access our website within a short period of time, we may experience system interruptions that make our website unavailable or prevent us from efficiently fulfilling orders, which may reduce the volume of goods we sell and the attractiveness of our products and services. Also, third-party delivery and direct ship vendors may be unable to deliver merchandise on a timely basis.
This seasonality causes our operating results and cash needs to vary considerably from quarter to quarter. Additionally, any decrease in sales or profitability during the second half of the fiscal year could have a disproportionately adverse effect on our results of operations.
Changes in credit card operations could adversely affect our sales and/or profitability.
Our credit card operations facilitate merchandise sales and generate additional revenue from fees related to extending credit. The proprietary Kohl's credit card accounts are owned by an unrelated third-party, but we share in the net risk-adjusted revenue of the portfolio, which is defined as the sum of finance charges, late fees and other revenue less write-offs of uncollectible accounts. Changes in funding costs related to interest rate fluctuations are shared similar to the revenue when interest rates exceed defined amounts. Though management currently believes that increases in funding costs will be largely offset by increases in finance charge revenue, increases in funding costs could adversely impact the profitability of this program.
Changes in credit card use, payment patterns and default rates may also result from a variety of economic, legal, social and other factors that we cannot control or predict with certainty. Changes that adversely impact our ability to extend credit and collect payments could negatively affect our results.
We may be unable to attract, develop and retain quality associates while controlling costs, which could adversely affect our operating results.
Our performance is dependent on attracting and retaining a large number of quality associates, including our senior management team and other key associates. Many associates are in entry level or part-time positions with historically high rates of turnover. Many of our strategic initiatives require that we hire and/or develop associates with appropriate experience. Our staffing needs are especially high during the holiday season. Competition for these associates is intense. We cannot be sure that we will be able to attract and retain a sufficient number of qualified personnel in future periods.
Our ability to meet our labor needs while controlling costs is subject to external factors such as unemployment levels, prevailing wage rates, minimum wage legislation, actions by our competitors in compensation levels, potential labor organizing efforts, and changing demographics. Competitive and regulatory pressures have already significantly increased our labor costs. Further changes that adversely impact our ability to attract and retain quality associates could adversely affect our performance and/or profitability. In addition, changes in federal and state laws relating to employee benefits, including, but not limited to, sick time, paid time off, leave of absence, wage-and-hour, overtime, meal-and-break time and joint/co-employment could cause us to incur additional costs, which could negatively impact our profitability.
We may be unable to raise additional capital or maintain bank credit on favorable terms, which could adversely affect our business and financial condition.
We have historically relied on the public debt markets to raise capital to partially fund our operations and growth. We have also historically maintained lines of credit with financial institutions. Changes in the credit and capital markets, including market disruptions, limited liquidity and interest rate fluctuations, may increase the cost of financing or restrict our access to these potential sources of future liquidity. Our continued access to these liquidity sources on favorable terms depends on multiple factors, including our operating performance and maintaining strong debt ratings. If our credit ratings fall below desirable levels, our ability to access the debt markets and our cost of funds for new debt issuances could be adversely impacted. Additionally, if unfavorable capital market conditions exist if and when we were to seek additional financing, we may not be able to raise sufficient capital on favorable terms and on a timely basis (if at all). If our access to capital was to become significantly constrained or our cost of capital was to increase significantly, our financial condition, results of operations and cash flows could be adversely affected.
Our capital allocation could be inefficient or ineffective.
Our goal is to invest capital to maximize our overall long-term returns. This includes spending on inventory, capital projects and expenses, managing debt levels, and periodically returning value to our shareholders through share repurchases and dividends. To a large degree, capital efficiency reflects how well we manage our other key risks. The actions taken to address other specific risks may affect how well we manage the more general risk of capital efficiency. If we do not properly allocate our capital to maximize returns, we may fail to produce optimal financial results and we may experience a reduction in shareholder value.
Regulatory and legal matters could adversely affect our business operations and change financial performance.
Various aspects of our operations are subject to federal, state or local laws, rules and regulations, any of which may change from time to time. The costs and other effects of new or changed legal requirements cannot be determined with certainty. For example, new legislation or regulations may result in increased costs directly for our compliance or indirectly to the extent such requirements increase prices of goods and services, reduce the availability of raw materials or further restrict our ability to extend credit to our customers.
We continually monitor the state and federal legal/regulatory environment for developments that may impact us. Failure to detect changes and comply with such laws and regulations may result in an erosion of our reputation, disruption of business and/or loss of associate morale. Additionally, we are regularly involved in various litigation matters that arise out of the conduct of our business. Litigation or regulatory developments could adversely affect our business operations and financial performance.
Sensitive or confidential customer, associate or company information could be improperly disclosed or lost, which could severely damage our reputation, expose us to risks of litigation and liability, disrupt our operations and harm our business.
As part of our normal course of business, we collect, process and retain sensitive and confidential customer, associate and company information. The protection of this data is extremely important to us, our associates and our customers. Despite the considerable security measures we have in place, our facilities and systems, and those of our third-party service providers, may be vulnerable to security breaches, system failures, acts of vandalism, fraud, misappropriation, computer viruses, misplaced or lost data, programming and/or human errors or employee negligence, or other similar events. Any security breach involving the misappropriation, loss or other unauthorized disclosure of confidential information, whether by us or our vendors, could disrupt our operations, damage our reputation and customers' willingness to shop in our stores or on our website, violate applicable laws, regulations, orders and agreements, and subject us to additional costs and liabilities which could be material.
As of February 3, 2018, we operated 1,158 Kohl's department stores with 82.8 million selling square feet in 49 states. We also operate four Off-Aisle clearance centers and 12 FILA outlets.
Our typical store lease has an initial term of 20-25 years and four to eight renewal options for consecutive five-year extension terms. Substantially all of our leases provide for a minimum annual rent that is fixed or adjusts to set levels during the lease term, including renewals. Approximately one-fourth of the leases provide for additional rent based on a percentage of sales over designated levels.
The following table summarizes key information about each of our distribution centers.
We own all of the distribution centers except Corsicana, Texas, which is leased.
We own our corporate headquarters in Menomonee Falls, Wisconsin. We also own or lease additional buildings and office space, which are used by various corporate departments, including our credit operations.
We are not currently a party to any material legal proceedings, but are subject to certain legal proceedings and claims from time to time that arise out of the conduct of our business.
Mr. Mansell is responsible for Kohl's strategic direction, long-term growth and profitability. He has served as Chairman since September 2009, Chief Executive Officer since August 2008 and President and Director since February 1999. We previously announced Mr. Mansell's retirement as the Chairman of the Board, Chief Executive Officer and President and as a director of Kohl's effective as of the close of the 2018 Annual Meeting of Shareholders or any adjournment thereof. Mr. Mansell began his retail career in 1975.
Ms. Gass joined Kohl's in June 2013 as Chief Customer Officer and was named Chief Merchandising and Customer Officer in June 2015 and CEO-elect in September 2017. She is responsible for all of Kohl's merchandising, planning and allocation, and product development functions as well as the company's overall customer engagement strategy, including marketing, public relations, social media and philanthropic efforts. Previously, she served in a variety of management positions with Starbucks Coffee Company since 1996, most recently as President, Starbucks Coffee EMEA (Europe, Middle East, Russia and Africa) from 2011 to May 2013. Ms. Gass began her retail career in 1991.
Ms. Chawla joined Kohl's in November 2015 as Chief Operating Officer and was named President-elect in September 2017. She is responsible for Kohl's full omnichannel operations. She oversees all store operations, logistics and supply chain network, information and digital technology, and omnichannel strategy, planning and operations. Previously, she had served with Walgreens as President of Digital and Chief Marketing Officer from February 2014 to November 2015 and President, E-Commerce from January 2011 to February 2014. Ms. Chawla began her retail and digital career in 2000.
plan of liquidation was confirmed by the Bankruptcy Court on September 14, 2010. In addition to his business experience, he served 26 years in the U.S. Air Force where he rose to the rank of Lieutenant Colonel. Mr. Besanko began his retail career in 1996.
Mr. Schepp was promoted to the principal officer position of Chief Administrative Officer in June 2015 and is responsible for Kohl's human resources, legal, risk management and compliance, real estate, business development and store construction and design functions. He previously served as Senior Executive Vice President, Human Resources, General Counsel and Secretary from April 2013 to June 2015, Senior Executive Vice President General Counsel and Secretary from May 2011 to April 2013 and Executive Vice President, General Counsel and Secretary from August 2001 to May 2011. Mr. Schepp began his retail career in 1992.
Our Common Stock has been traded on the New York Stock Exchange ("NYSE") since May 19, 1992, under the symbol "KSS." The prices in the table set forth below indicate the high and low sales prices of our Common Stock per the New York Stock Exchange Composite Price History and our quarterly cash dividends per common share for each quarter in 2017 and 2016.
On February 28, 2018, our Board of Directors approved an 11% increase in our dividend to $0.61 per common share. The dividend will be paid on March 28, 2018 to shareholders of record as of March 14, 2018. In 2017, we paid aggregate cash dividends of $368 million.
As of March 14, 2018, there were approximately 4,000 record holders of our Common Stock.
The graph below compares our cumulative five-year shareholder return to that of the Standard & Poor's ("S&P") 500 Index and a Peer Group Index that is consistent with the retail peer group used in the Compensation Discussion & Analysis section of our Proxy Statement for our May 16, 2018 Annual Meeting of Shareholders. The Peer Group Index was calculated by S&P Global, a Standard & Poor's business and includes Bed, Bath & Beyond Inc.; The Gap, Inc.; J.C. Penney Company, Inc.; L Brands, Inc.; Macy's, Inc.; Nordstrom, Inc.; Ross Stores, Inc.; Sears Holding Corporation; Target Corporation; and The TJX Companies, Inc. The Peer Group Index is weighted by the market capitalization of each component company at the beginning of each period. The graph assumes an investment of $100 on February 2, 2013 and reinvestment of dividends. The calculations exclude trading commissions and taxes.
We did not sell any equity securities from 2015 through 2017 that were not registered under the Securities Act.
In 2016, our Board of Directors increased the remaining share repurchase authorization under our existing share repurchase program to $2.0 billion. Purchases under the repurchase program may be made in the open market, through block trades and other negotiated transactions. We expect to execute the share repurchase program primarily in open market transactions, subject to market conditions. There is no fixed termination date for the repurchase program, and the program may be suspended, discontinued or accelerated at any time.
The selected consolidated financial data presented below should be read in conjunction with our consolidated financial statements and related notes included elsewhere in this document.
Kohl's store sales are included in comparable sales after the store has been open for 12 full months. Digital sales and sales at remodeled and relocated Kohl's stores are included in comparable sales, unless square footage has changed by more than 10%. Fiscal 2017 compares the 52 weeks ended January 27, 2018 and January 28, 2017.
Net sales per selling square foot includes comparable in-store and digital sales. 2017 excludes the impact of the 53rd week.
Adjustments include $156 million of state tax settlement and tax reform benefits in 2017, $186 million of impairments, store closing, and other costs in 2016, and $169 million of debt extinguishment losses in 2015. See GAAP to non-GAAP reconciliation in Results of Operations.
Free cash flow is a non-GAAP financial measure which we define as net cash provided by operating activities and proceeds from financing obligations less capital expenditures and capital lease and financing obligation payments. See GAAP to non-GAAP reconciliation in Liquidity and Capital Resources.
Fiscal 2017 was a 53-week year. During the 53rd week, net sales were approximately $170 million; selling, general and administrative expenses were approximately $30 million; interest was approximately $3 million; net income was approximately $15 million and diluted earnings per share was approximately $0.10.
As of February 3, 2018, we operated 1,158 Kohl's department stores, a website (www.Kohls.com), 12 FILA outlets, and four Off-Aisle clearance centers. Our Kohl's stores and website sell moderately priced proprietary and national brand apparel, footwear, accessories, beauty and home products. Our Kohl's stores generally carry a consistent merchandise assortment with some differences attributable to local preferences. Our website includes merchandise which is available in our stores, as well as merchandise that is available only online.
Sales increased 2.2% to $19.1 billion for 2017. We saw consistent improvement during the year in sales trends which culminated in a 6.3% increase in our 4th quarter comparable sales and contributed to a 1.5% increase in our comparable sales for the year.
Gross margin as a percentage of sales increased 15 basis points as effective inventory management contributed to fewer permanent and promotional markdowns. These increases were partially offset by higher shipping costs caused by online sales growth.
Selling, general and administrative expenses ("SG&A") as a percentage of sales decreased 11 basis points as all areas effectively managed their expenses consistent with improving sales trends throughout the year.
For the year, net income on a GAAP basis was $859 million, or $5.12 per diluted share.
Tax reform and a favorable state tax settlement reduced our 2017 tax expense by $156 million and increased our diluted earnings per share by $0.93. The 53rd week in the 2017 retail calendar increased our diluted earnings per share by approximately $0.10.
Excluding the tax benefits, our net income was $703 million and our diluted earnings per share were $4.19, an increase of 11% over 2016, excluding $0.65 per diluted share of impairment, store closing and other costs in 2016.
See "Results of Operations" and "Liquidity and Capital Resources" for additional details about our financial results, how we define comparable sales, the impact of the 53rd week and tax reform and the state tax settlement in 2017, and the impairment, store closing and other costs in 2016.
This guidance excludes the impact of the new revenue recognition standard which we are required to adopt in 2018. For additional details on the standard, see Note 1 to our Consolidated Financial Statements.
The retail calendar for fiscal January 2018 included a fifth week, resulting in a 14-week fiscal fourth quarter and a 53-week year. During this 53rd week, net sales were approximately $170 million; selling, general and administrative expenses were approximately $30 million; and interest was approximately $3 million. The 53rd week increased our net income by approximately $15 million and our diluted earnings per share by approximately $0.10 for the year. Our comparable sales in 2017 exclude the impact of the 53rd week and compare the 52 weeks ended January 27, 2018 to the 52 weeks ended January 28, 2017.
Digital customers can chose to have most online orders either shipped to their home or picked up in any of our stores.
Approximately 75% of our digital customers also shop in our stores.
Digital orders may be shipped from a dedicated E-Commerce fulfillment center, a store, a retail distribution center, direct ship vendors or any combination of the above.
Stores increase digital sales by providing customers opportunities to view, touch and/or try on physical merchandise before ordering online.
Online purchases can easily be returned in our stores.
Kohl's Cash coupons and Yes2You rewards can be redeemed online or in store regardless of where they were earned.
In-store customers can order from online kiosks in our stores.
Customers who utilize our mobile app while in the store may receive mobile coupons to use when they check out.
Because we do not have a clear distinction between "store" sales and "digital" sales, we do not report them separately.
Kohl's store sales are included in comparable sales after the store has been open for 12 full months. Digital sales and sales at remodeled and relocated Kohl's stores are included in comparable sales, unless square footage has changed by more than 10%.
Net sales increased $409 million, or 2.2%, to $19.1 billion for 2017. Approximately $170 million of the increase was due to the 53rd week in the fiscal 2017 calendar. The remaining increase was primarily due to a 1.5% increase in comparable sales. The increase in comparable sales reflects higher average transaction values as increases in selling prices were only partially offset by decreases in units per transaction. During the year, number of transactions improved sequentially each quarter and increased in the fourth quarter, but were slightly negative for the full year.
By line of business, Home and Footwear were the strongest categories. Men's also outperformed the Company average. Accessories and Kids also reported higher comparable sales. Comparable sales trends in the Women's business improved each quarter, but sales decreased for the year.
Geographically, all regions reported higher sales in 2017.
Net sales decreased $518 million, or 2.7%, to $18.7 billion for 2016. The decrease was primarily due to a 2.4% decrease in comparable sales. The lower comparable sales were due to fewer transactions, partially offset by higher average transaction values due to increases in both selling prices and units per transaction.
By line of business, Footwear and Men's were the strongest categories. All other categories underperformed the Company average.
From a regional perspective, the West, Southeast, and Midwest outperformed the Company average and the South Central, Mid-Atlantic and Northeast underperformed.
Gross margin includes the total cost of products sold, including product development costs, net of vendor payments other than reimbursement of specific, incremental and identifiable costs; inventory shrink; markdowns; freight expenses associated with moving merchandise from our vendors to our distribution centers; shipping and handling expenses of digital sales; terms cash discount; and depreciation of product development facilities and equipment. Our gross margin may not be comparable with that of other retailers because we include distribution center and buying costs in selling, general and administrative expenses while other retailers may include these expenses in cost of merchandise sold.
Gross margin as a percent of sales increased 15 bps in 2017. The increase was driven by inventory management and less promotional and permanent markdowns, slightly offset by higher shipping costs.
Gross margin as a percentage of sales in 2016 was consistent with 2015 as higher merchandise margin was substantially offset by higher shipping costs.
Selling, General and Administrative Expenses ("SG&A") include compensation and benefit costs (including stores, headquarters, buying and merchandising and distribution centers); occupancy and operating costs of our retail, distribution and corporate facilities; freight expenses associated with moving merchandise from our distribution centers to our retail stores and among distribution and retail facilities; marketing expenses, offset by vendor payments for reimbursement of specific, incremental and identifiable costs; net revenues from our Kohl's credit card operations; and other administrative revenues and expenses. We do not include depreciation and amortization in SG&A. The classification of these expenses varies across the retail industry.
Many of our expenses, including store payroll and distribution costs, are variable in nature. These costs generally increase as sales increase and decrease as sales decrease. We measure both the change in these variable expenses and the expense as a percent of sales. If the expense as a percent of sales decreased from the prior year, the expense "leveraged" and indicates that the expense was well-managed or effectively generated additional sales. If the expense as a percent of sales increased over the prior year, the expense "deleveraged" and indicates that sales growth was less than expense growth.
SG&A increased $77 million, or 2%, to $4.5 billion for 2017. Approximately $30 million of the increase was due to the 53rd week in the fiscal 2017 calendar. As a percentage of sales, SG&A decreased, or leveraged, by 11 basis points.
The increase in corporate expenses reflects higher technology spend as we migrate to the cloud and higher incentive compensation as a result of our strong financial performance in 2017.
Distribution costs, which exclude payroll related to online originated orders that were shipped from our stores, were $303 million for 2017, $23 million higher than 2016. The increase was due to growth in digital sales and the opening of our fifth E-Commerce facility.
In our stores, decreases in controllable expenses were substantially offset by higher store payroll due to on-going wage pressure and omnichannel support of ship-from-store and buy online, pick-up in store operations.
Earnings from our credit card operations, net of servicing and other credit-related expenses, were $496 million in 2017, $12 million higher than 2016. The increase is due to lower marketing and operating costs.
Marketing costs, excluding credit card costs, reflect efficiencies in our non-customer facing spend and the benefit of not repeating a non-productive marketing event.
SG&A decreased $17 million to $4.4 billion for 2016. As a percentage of sales, SG&A increased, or deleveraged, by 55 basis points in 2016.
Marketing costs, excluding credit card costs, reflect higher digital media spending.
Distribution costs, which exclude payroll related to online originated orders that were shipped from our stores, were $280 million for 2016, $2 million higher than 2015. Increases due to higher fulfillment costs resulting from our growing digital business were partially offset by lower store distribution costs.
The decrease in corporate expenses reflects higher technology spending which was more than offset by expense management in other corporate areas.
The decrease in store expenses includes reductions in store controllable expense, partially offset by higher store payroll due to on-going wage pressure and omnichannel support of ship-from-store and buy online, pick-up in store operations.
Earnings from our credit card operations, net of servicing and other credit-related expenses, were $484 million in 2016, $28 million higher than 2015. The increase is due to higher finance charges and late fees due to growth in the portfolio. Additionally, lower marketing costs were partially offset by higher servicing costs.
The increase in depreciation and amortization from 2016 to 2017 includes a $22 million write-off of information technology ("IT") projects that no longer fit into our strategic and cloud migration plans. The increase was also driven by the opening of our fifth E-commerce fulfillment center and other IT investments. The increase from 2015 to 2016 reflected higher IT amortization which was partially offset by lower store depreciation due to maturing of our stores and store closures.
The decreases in net interest expense in both periods were due to lower interest on capital leases as the portfolio matures. Also contributing to the decreases were higher interest income due to higher yields and investment balances in 2017 and favorable interest rates achieved during our $1.1 billion debt refinancing in 2015.
During 2015, we completed a cash tender offer and redemption for $1,085 million of senior unsecured debt. We recognized a $169 million loss on extinguishment of debt which included a $163 million bond tender premium paid to holders of the debt and a $6 million non-cash write-off of deferred financing costs and original issue discounts associated with the extinguished debt.
On December 22, 2017 the Tax Cuts & Jobs Act ("the Act") was signed into law. The Act contains several key tax provisions including the reduction of the corporate income tax rate from 35% to 21% effective January 1, 2018, and a variety of other changes including the acceleration of certain business asset expenses and reductions in the amount of executive pay that could qualify as a tax deduction.
Accounting standards require us to recognize the effect of the tax law changes in the period of enactment. However, the SEC staff issued Staff Accounting Bulletin ("SAB") 118, which allows us to record provisional amounts during a measurement period.
We have calculated our best estimate of the impact of the Act on our 2017 income tax provision in accordance with our understanding of the Act and guidance available as of the date of this filing. For 2017, the reduction in the tax rate is prorated, resulting in a current year statutory federal tax rate of 33.7%. In 2017, we recorded a total tax benefit of $136 million related to the current year federal tax rate reduction and the re-measurement of our deferred tax assets and liabilities as well as a $20 million benefit from the settlement of a significant state tax dispute.
We believe adjusted results are useful because they provide enhanced visibility into our results for the periods excluding the impact of infrequent items such as the tax settlement and federal reform in 2017, impairments, store closing and other costs in 2016, and the loss on extinguishment of debt in 2015. However, these non-GAAP financial measures are not intended to replace GAAP measures.
Although we expect that our operations will be influenced by general economic conditions, including food, fuel and energy prices, and by costs to source our merchandise, we do not believe that inflation has had a material effect on our results of operations. However, there can be no assurance that our business will not be impacted by such factors in the future.
The following table presents our primary cash requirements and sources of funds.
Our working capital and inventory levels typically build throughout the fall, peaking during the November and December holiday selling season.
The following table includes cash balances and changes.
Net cash provided by operations decreased $462 million to $1.7 billion in 2017. The decrease was primarily attributable to changes in accounts payable.
Net cash provided by operations increased $669 million to $2.2 billion in 2016. The increase is primarily due to reductions in inventory and increased accounts payable.
Net cash used in investing activities decreased $107 million to $649 million in 2017. The decrease was primarily due to the completion of the beauty rollout, corporate improvements, and new stores in 2016.
Net cash used in investing activities increased $75 million to $756 million in 2016, primarily due to higher spending for our fifth E-Commerce fulfillment center.
We expect total capital expenditures of approximately $700 million in fiscal 2018. The actual amount of our future capital expenditures will depend on the number and timing of new stores and refreshes; expansion and renovations to distribution centers; the mix of owned, leased or acquired stores; and IT and corporate spending. We do not anticipate that our capital expenditures will be limited by any restrictive covenants in our financing agreements.
Net cash used in financing activities decreased $222 million to $808 million in 2017, primarily due to a $251 million decrease in treasury stock purchases. Share repurchases are discretionary in nature. The timing and amount of repurchases is based upon available cash balances, our stock price and other factors.
Net cash used in financing activities decreased $473 million to $1.0 billion in 2016, primarily due to a $444 million decrease in treasury stock purchases.
During 2015, we completed a cash tender offer and redemption for $1.1 billion of our higher coupon senior unsecured debt and issued $650 million of 4.25% notes due in July 2025 and $450 million of 5.55% notes due in July 2045. Both notes include semi-annual, interest-only payments that began in January 17, 2016. Proceeds of the issuances and cash on hand were used to pay the principal, premium and accrued interest of the acquired and redeemed debt.
We may again seek to retire or purchase our outstanding debt through open market cash purchases, privately negotiated transactions or otherwise. Such repurchases, if any, will depend on prevailing market conditions, our liquidity requirements, contractual restrictions and other factors. The amounts involved could be material.
On November 3, 2017 we amended and restated our existing credit facility with various lenders which provides for a $1.0 billion senior unsecured five-year revolving credit facility that will mature in November 2022. Among other things, the agreement includes a maximum leverage ratio financial covenant and restrictions on liens and subsidiary indebtedness.


text:
Johnny Miller is Back for Callaway's new podcast series
Chris Harrison and Johnny Miller (Callaway photo)
Johnny Miller returned to the airwaves today, sharing his opinions on the game in the first episode of Callaway's new podcast, Real Golf Talk.
>> Listen to Episode 1 of Real Golf Talk (on Soundcloud)
>> Listen to Episode 1 of Real Golf Talk (on Spotify)
The Hall of Fame player and longtime NBC announcer retired earlier this year but couldn't stay away for long, hooking up with ABC's Chris Harrison (himself an avid golfer) for the podcast series, which will feature six episodes this year and eight in future years.
Speaking of the chance to work with Miller, Harrison could not hide his excitement. "Johnny Miller was a legend on the course and in the TV booth there was no equal", he said. "I know he's got more to say on the world of golf and the world in general. There's no chance I'm missing the opportunity to sit next to him and hear what he has to say."
Miller, who has a long history of representing Callaway, had this to say: "I am proud be returning to Callaway and working with the company's incredible team on some exciting new projects. I've had so many great experiences with the company, from playing their equipment to working with Mr. Callaway and so many amazing people over the years. It feels like a homecoming for me, and I think golf fans will really enjoy what we have coming, starting with our new Real Golf Talk podcast."
In addition to Spotify and Soundcloud, the podcast will be available on Apple.

redpajama_set_name: RedPajamaCommonCrawl


An idea came up to me to post all the inventions that changed our lives and the things we can't live without. Every morning, we wake up and use these tools that shaped the modern era, and simply we can't ignore these tools that has become part of our daily lives. I will also be citing its unique qualities that makes it useful. Giving you some historical information about the inventor, his traits and accomplishments, so we can learn from them and be our inspiration. For all of us are inventors, we just don't know it.


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Li Hongbo's mesmerizing sculptures are currently on view at Klein Sun Gallery in New York. After years of trial and error, he's perfected his method of layering thousands of sheets of paper and carving them into busts, replicas of nature and human forms.
Produced by Alana Kakoyiannis. Additional camera by Justin Gmoser.
-------------------------------------------------- Business Insider is the fastest growing business news site in the US. Our mission: to tell you all you need to know about the big world around you. The BI Video team focuses on technology, strategy and science with an emphasis on unique storytelling and data that appeals to the next generation of leaders – the digital generation.


Using control theory and computational modeling, Dr. Khoo and colleagues have published several seminal studies to demonstrate the periodic breathing and recurrent apnea are a common manifestation of feedback control instability in the respiratory system. The model analyses of the mechanisms that underlie sleep disordered breathing have had a significant impact on pulmonary sleep physiology and medicine by providing a rational framework with which to approach the treatment of various phenotypes of sleep apnea. Three of his seminal publications in this area have received a combined total of over 950 citations.
Khoo MCK, Kronauer RE, Strohl KP, Slutsky AS. Factors inducing periodic breathing in humans: a general model. J Appl Physiol: Respirat Environ Exercise Physiol 53(3):644-659, 1982.
Khoo MCK, Gottschalk A, Pack AI. Sleep-induced periodic breathing and apnea: a theoretical study. J Appl Physiol 70:2014-2024, 1991.
Khoo MCK. Determinants of ventilatory instability and variability. Respir Physiol 122:167-182, 2000.
Khoo MCK. Quantitative models of periodic breathing and Cheyne-Stokes respiration. In: Sleep Disorders and Cardiovascular and Cerebrovascular Disease, 2nd Edition, eds. Bradley TD, Floras JT, p.275-301, Lung Biology in Health and Disease Series, Marcel Dekker, New York, 2009.


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There are many construction principles applicable to rodmaking. Just to name a few, one can make quadratic, pentagonal or even octagonal types. Each of them has their advantages and disadvantages or, rather, let's say "specifics". I for one prefer making them in the classic hexagonal shape. For each rod I make, I only use the very best well-seasoned cane (Arundinaria Amabilis).
The culm selected for a specific rod will then be split very carefully by hand. After the splitting, all nods will be straightened – also very carefully by hand. After being planed into a triangular, untapered shape the strips are heat treated in a purpose built oven. This procedure extracts the remaining moisture from the strips and gives them their unbelievable tensile strength. Subsequently all strips are planed to their final dimensions before being glued together under pressure. The final assembly follows with a multiple immersion coating to protect the new rod from the elements.
Today, modern materials in varnishes and adhesives enable rodmakers to make split cane rods with enormous casting dynamics. These rods have nothing in common anymore with rods you might probably know from your Grandfather.
All rods I make are purely handcrafted. I pay the utmost attention to detail and only use the best materials available. For instance I only use stabilized wooden inserts for my reelseats and as far as I know, I'm the only rodmaker in Europe who has the knowledge and the devices for stabilizing burlwood. Only if I'm fully satisfied with the finished rod, is it delivered. This is my personal attitude and I hope that you as a client would expect nothing less.


text:
Die Liste geographischer Gesellschaften (von ) führt geographische Gesellschaften von überregionaler Bedeutung bzw. langer Tradition auf. Angegeben sind jeweils Sitz (sofern nicht aus dem Namen ersichtlich) und Gründungsjahr. Es existieren in Deutschland 29, in Österreich 2 und in der Schweiz 7 solcher Gesellschaften. Neben diesen Amateurgesellschaften gibt es Berufsverbände von Geographen, die ebenfalls aufgeführt sind. Nicht aufgelistet sind hingegen geographische Forschungsinstitute.

Die ältesten geographischen Gesellschaften entstanden in der ersten Hälfte des 19. Jahrhunderts, etwa die Société de géographie 1821, die Gesellschaft für Erdkunde 1828 und die Royal Geographical Society 1830. In ihnen organisierten sich allgemein an der Geographie interessierte, meist dem Bürgertum entstammende Personen, um Handels- und Forschungsreisen, oftmals Expeditionen in entlegene Gebiete, durchzuführen. Mit der universitären Institutionalisierung der Geographie schwand jedoch die Bedeutung der Gesellschaften für die geographische Forschung.

Deutschsprachiger Raum

Deutschland
 Deutsche Gesellschaft für Geographie, 1995– (Dachverband)
 Deutscher Verband für Angewandte Geographie, 1950–
 Gesellschaft für Erdkunde, Berlin, 1828–
 Geographische Gesellschaft Bremen, 1877–
 Verein für Erdkunde zu Dresden, 1863–1943
 Geographische Gesellschaft zu Greifswald
 Geographische Gesellschaft der DDR, 1953–1990
 Fränkische Geographische Gesellschaft, Erlangen, 1954–
 Frankfurter Geographische Gesellschaft, 1836–
 Geographische Gesellschaft in Hamburg, 1873–
 Geographische Gesellschaft zu Hannover, 1878–
 Verein für Erdkunde zu Halle (als "Sächsisch-Thüringischer Verein für Erdkunde in Halle")
 Geographische Gesellschaft zu Leipzig, 1861– (als "Gesellschaft für Erdkunde zu Leipzig")
 Geographische Gesellschaft zu Lübeck, 1882–
 Marburger Geographische Gesellschaft, 1985–
 Geographische Gesellschaft zu Rostock
 Geographische Gesellschaft München, 1869–
 Gesellschaft für Erd- und Völkerkunde zu Stuttgart, 1882– (als "Württembergischer Verein für Handelsgeographie")
 Schwäbische Geographische Gesellschaft, Augsburg, 2003–
 Verband Deutscher Schulgeographen, 1912–

Österreich
 Österreichische Geographische Gesellschaft, Wien, 1856–

Schweiz
 Geographisch-Ethnologische Gesellschaft Basel, 1923–
 Geographische Gesellschaft Bern, 1873–
 Société neuchâteloise de géographie, 1885–
 Geographisch-Ethnographische Gesellschaft Zürich, 1899–
 Mittelschweizerische Geographisch-Commercielle Gesellschaft, Aarau, 1884–1905
 Ostschweizerische Geographische Gesellschaft, 1878–
 Société de Géographie de Genève, 1858–

Sonstiges Europa
 EUGEO – Verband der geographischen Gesellschaften in Europa, 1994–
 EUROGEO – Europäisches Netzwerk der Geographie-Lehrerverbände, 1979–
 Italienische Geographische Gesellschaft, 1867–
 Königliche Dänische Geographische Gesellschaft, Kopenhagen, 1876–
 Königlich Niederländische Gesellschaft für Erdkunde, Utrecht, 1873–
 Real Sociedad Geográfica de España, Madrid, 1876–
 Royal Geographical Society, London, 1830–
 Royal Scottish Geographical Society, Perth, 1884–
 Russische Geographische Gesellschaft, St. Petersburg, 1845–
 Schwedische Gesellschaft für Anthropologie und Geographie, 1878–
 Sociedade de Geografia de Lisboa, 1875–
 Société de géographie, Paris, 1821–
 Türk Coğrafya Kurumu, Istanbul 1942–
 Zveza geografov Slovenije, Ljubljana 1922–

Weltweit
 American Geographical Society, New York, 1851–
 Association of American Geographers, Washington, D.C., 1904–
 Egyptian Geographic Society (Société de géographie d'Egypte), 1875–
 National Geographic Society, Washington, D.C., 1888–
 Royal Canadian Geographical Society, Ottawa, 1929–
 Sociedad Mexicana de Geografía y Estadística, 1833–
 Sociedade Brasileira de Geografia, Rio de Janeiro, 1883–
 Society of Woman Geographers, Washington, D.C., 1925–

Internationale Dachverbände
 International Association of Geomorphologists, 1989–
 Internationale Geographische Union, 1922–

Siehe auch
 Liste von Asiatischen Gesellschaften
 Liste geographischer Zeitschriften

Einzelnachweise

!
Geographische Gesellschaften

redpajama_set_name: RedPajamaWikipedia


text:
Q: content inside extended div outside of parent div not showing in mobile I'm using the following CSS to allow my content on a wordpress page to extend outside of the parent div. It worked great except when I view the website on a mobile device. The content is not adjusting according to the size of the browser. Any advice on fixing this issue?

.extended-content-container {
 width: 500%;
 margin-left: -200%;
 padding-top: 0;
 padding-bottom: 60px;
 background-color: #333;
}

.extended-content {
 width: 100%;
 height: 300px;
 text-align: center;
}

HELLO THERE.

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A: You shouldn't use
width: 500%;
margin-left: -200%;

to do that. Since you do use it, the content is doing exactly what you told it to do, be 5 times wider and go to the left in width of two times itself.
If you would insist on using those declarations on desktop, than use @media queries and set
width: 100%;
margin-left: 0;

UPDATE
When you have full-width parent element with padding and child element that has to be full width, and you can't use position absolute on child, than this is the one of the solutions;
Move child left, and increase child width, with following formula, assuming x is the sum of parent element left and right padding percentage
$child-width-in-percentage = 100 + (x / (100 - x) * 100)
$child-left-margin-in-percentage = x / (100 - x) * 100 / -2
So, in example of parent div
.single-themes-page {
    padding: 0 10%;
}

child gets following style:
.extended-content-container {
    width: 125%;
    margin-left: -12.5%;
}

If you have different parent padding percentage values in @media queries, change child (.extended-content-container) width and margin-left values per above formula in those @media rules.
This way you will have fully responsive browser window full width child.

redpajama_set_name: RedPajamaStackExchange


text:
BUNDLING REFLECTIONS
When the Euro invaders got to the Blackfeet/foot in America, they were not so much Christian as what the idea of Christianity had turned into, which is to say the Roman Empire. They made it "holy." That is, they ignored Jesus and went back to the Old Testament about kings and war. God was simply a king writ large in the sky.
But then the idea of "empire" didn't cross the Atlantic Ocean unbroken, meaning it was unenforceable, so the colonies became a "nation." A "nation" took precedence over ecologies, as it had in Europe. Anyway, the idea of an ecology hadn't been invented yet. Many people still haven't gotten their heads around it.
What some people call "religion" is an aspect of empire, but real holiness/sacrality is ecological. It doesn't fit itself to the land (human culture) but arises out of the land. Humans have evolved in stages and experiments over the millennia and built many layers of culturally informed ways of living on the land. Perhaps it is the Industrial Revolution with its dynamite, railroads, chemistry, aggregation, barbed wire, corrogated tin, and skyscrapers that has left the land the farthest, even attempted its destruction. (Even the poisonous Butte mining lake -- does it have a name? -- will go back to some form of geology in the end.)
The deepest and most persistent recurring Sacredness is the human family. The New Testament recognizes that. That trope had not gotten through to me until I saw small living animals wrapped like babies in order to handle and heal them.
One amazing photo showed fruit bat babies in a time of fire. They had been smoked out of trees by the wild fire, gathered and wrapped (swaddled) and laid in rows for counting and evaluating. (This is a different set who were caught in a flood.) https://www.thedodo.com/why-baby-animals-in-blankie-bu-684284906.html This whole article discusses the image.
In the Pipe Bundle an owl is the most potent and therefore more dangerous animal, but in a modern veterinary clinic, an owl is humorous, a toy. We weigh and measure everything, losing touch with the terrifying "who".
The animals in a Medicine Pipe Bundle are wrapped the same way, with their heads sticking out, but photographing them is discouraged. Of course, they are adult and they are dead. In the ceremony they function as a kind of hymnal, each with its own song and dance. To "perform" the animal, the celebrant takes it in his hands and dances around the circle of the congregants. This is felt to honor that species and re-energize the wrapped packet, reminding everyone the way a really good hymn gets into your guts.
The not-quite-subconscious concept is that humans are creatures of the place and the animals are our brothers and sisters, or like our children, or maybe even like our ancestors. It is a ceremony of inclusion, rather than being a marker of exclusive knowledge, entitled only to the baptised the way Christian baptism is supposed to be. Today's cutting edge science speaks of the continuousness of all life, one boundary pressing up against another with some permeability. The fate of one affects all others.
But Christians have a materialistic grip on objects as the doorknob to God, and tend to worship the communion materials, obsessing over the chalice and platen (which some reduce to cup and saucer), the bread and wine. Those who are very fundamental and source-confined note that in Jesus' tabletop template, the bread was unleavened "flat" bread and the wine was a kind of watered vinegar for the daily table. Today pretentious people use risen bread, maybe artisanal, and expensive wine. Gullible people imagine that the bread, Jesus' symbolic flesh, actually turns into human flesh, scandalizing literalist children who accidentally bite it or get "Jesus" stuck to the top of their mouth.
When the missionaries got hold of any outstanding compassionate person in Blackft mythology, like Blood Clot Boy, they declared him to be Jesus. When they were offered berry soup at a Pipe ceremony, an homage and prompter for the berry crop, they declared it Communion. This was easy since they had no relationship to the land, never watched the animals, never picked berries and spread them out to dry on a clean buffalo robe. The first thing missionaries did was break the relationship to the land because Christianity came from the arid desertified "Holy" land where wells had to be guarded with force. They were conditioned to ownership, which was decided and enforced by authorities. The prairie people defined the relationship with objects as being of "use" rather than ownership.
A recent book, "We Are Coming Home: Repatriation and the Restoration of Blackfoot Cultural Confidence", edited by Robert R. Janes also suggested to me the idea of Sacred Objects as being children, as it is the pattern for growing-up children to try their power by leaving, succeeding or failing in the world, and then coming home. But I'm not sure that everyone understands that it is the objects themselves who are the children who come back, though it is also a powerful calling out to the many tribal members who have scattered off the rez, that they can come home. The Holiness of the place itself has not been dispersed after all.
This is not a statement of moral or legal truth, nothing to do with treaties or Euro-churches, but merely the recognition of something underlying and constituting reality. But if a genetic descendant, entitled whether by "blood" or by provenance, wanted to come home the return would not be complete until after many hours of "being with" the land. Not necessary to go to a high place and starve. Just sit in the grass, watch the sky, and listen.
One of the chapters in this book is about the return of the Blackfoot Sacred Bundles in all of Alberta's museums to Allan Pard, who was felt to be honorable enough to protect them. This included the Bundles in the Scriver collection. When I talked to Pard on the phone, I could hear many child voices -- he was also a receiver of grandchildren.
I do not object to this decision to repatriate, though I know Bob would have a different reaction. His name and the Scriver collection are listed in the index and I think some of this writing is influenced by what happened when he sold the collection. He had some not-quite-acknowledged reasons for what he did. Much of it just happened over the hundred years his family was on that piece of land. Some of it was a kind of proof of success, since many pieces were acquired by his dad as gifts or pawn. A little was to establish belonging, since his lifelong wound was being excluded from the Browning Merc. Some of it was to stick a finger in the eye of the Sacred Euro Masonics who threw him out. And most of it, which I shared, was understanding it as a felt connection -- mystic if you want to call it that -- to the Mysterium Tremendum et Fascinans that rises out of the land itself. Feeling it. Embodiment.
PS When I told all this to a Blackfeet friend, he said he had a relative whose name was "Wrapped Up Child."
Not in a Blackfeet Bundle. It's an English hedgehog.
Labels: Thunder Pipe Bundles
A PODCAST THAT THROWS A GRENADE
MAPS AT LAST
IT ALL COMES OUT IN THE WASH
MY BLACKFEET, MY LIBRARY
DYING IN THE ATTEMPT
SAFE SUICIDE
"OUT THERE" TABLE OF CONTENTS
MY TWEETS FROM TODAY
DON'T HOLD YOUR BREATH, BUT . . .
TODAY'S TWEETS: A compendium
OUR FIRST MEDICINE PIPE BUNDLE OPENING (a re-post)...
DISORDERING THE LAW
CHESS OR PARCHEESI?
IN THE BEGINNING -- DID I SAY THAT?
A COLD HAILSTORM (fiction)
TAKING THE AIR
I NEVER HEARD THAT BEFORE
WHAT DO YOU MEAN, "LOVE"?
BRAIN MISFIRES
A POCKET GUIDE TO FEELING SAFE
WRITING TO PREOCCUPATIONS
THE REZ TROPE IN EAST GLACIER
WHEN GO BECOMES STOP
BEARS IN PAIRS
CLATHRIN -- SO?
THE BEST FAMILY IN THE NEIGHBORHOOD
BOYS AGAINST THE GIRLS
ORIGINS OF MORALITY
WHAT IS SACRED?
JOHN FERY, FAMOUS AT LAST
ANN AND RAYNE PILGERAM
FORMING A PERSON
WHO SHALL I SAY THAT YOU ARE?
TRUMP'S RULES FOR INTELLIGENCE
"THE LONGING TO BE PURE IS OVER"
THE INFECTION OF CORRUPTION


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Since ancient times, the use of herbal tea has been closely linked to men's care and well-being; drinking herbal tea has always been one of the simplest methods to enjoy the benefits derived from plants. The medicine itself, by extracting active ingredients, uses the plants for the creation of more or less complex drugs. Dried herbs, both individually and in combination with others, can be used in domestic extractive processes such as herbal teas or infusions which are the simplest forms of extraction of the active ingredients, these, unlike medicines, act more slowly but have a longer effect. For these preparations, water is used as a solvent and the extraction methods are simple and easy for everyone!
After Meal, Herbal Tea 80g
Mix of fennel, chamomile, mint, bay leaf and sage, five long-known plants for their digestive action and for the carminative effect against intestinal gases.
Ingredients: Foeniculum vulgare, Matricaria chamomilla, Mentha routundifolia, Laurus nobilis, Salvia officinalis
Pack of 80 g
Aloe Arborescens and Mallow 70-500g
Mallow and Aloe arborescens are both well known in herbal medicine for their digestive, anti-inflammatory and laxative properties. Taken together, as decoctions, they help you to relieve stomach and bowel pains.
Aloe Arborescens leaves, mallow flowers and leaves
Pack of 70g and 500g
70 gr. 500 gr.
Aloe Arborescens Flowers and Green Tea, 80g
Mixture of green tea and Aloe Arborescens flowers. A perfect mix of wellness and antioxidants with a pleasant surprise of aromas and flavors.
Ingredients: Aloe Arborescens flowers, Green Tea (Camellia sinensis)
Origin: Aloe flowers are a product of our farm, first choice organic green tea (Vietnam)
Appetite Suppressant, Herbal tea 70g
A fruit mix to be used as an herbal tea to stop nervous hunger and the constant desire for food. We recommend it to those who want to lose weight.
Italian product
Ingredients: apple, raspberries, aronia fruits, blueberries.
Artemisia Annua, dried leaves and flowers 100-500g
In ancient times, in China, Artemisia annua, also commonly known as Sweet Annie, was taken as an infusion to fight fever, intestinal parasites, poor digestion and especially malaria, a disease that we still fight nowadays with artemisinin, the active ingredient extracted from its leaves.
Ingredients: Artemisia Annua, dried leaves and flowers
Pack of 100g and 500g
Bee Pollen, 120g
The bee pollen is loaded with a concentrate of nutrients and it has been used worldwide for centuries as a tonic in case of fatigue, anemia, physical and mental decay, stress, low immunitary defenses and as a sport supplement.
Produced by our farm!
Ingredients: Bee Pollen in granules
Pack of 120 g
Birch, Herbal tea 80g
Birch (Betula Pendula) is a well-known herbal remedy to promote diuresis and purification of the body from waste and uric acids. In traditional medicine it is recommended as an herbal tea to remove excess fluids.
Ingredients: Birch (Betula pendula), leaves
80 gr 1 kg
Black Currant Leaves, Herbal tea 80g
Blackcurrant leaves are well-known in natural medicine for their ability to promote the elimination of excess fluids and uric acids and to regulate some blood values, such as triglycerides and cholesterol.
Ingredients: Black currant (Ribes Nigrum), leaves
Blood circulation and Cellulite, herbal tea
A skilful blend of officinal herbs with draining and fluidifying properties of the blood, able to improve the peripheral circulation and favor the disappearance of adipose tissue and cellulite.
Ingredients: Crataegus oxyacantha flowers, Betula pendula leaves, Equisetum arvense leaves, Melilotus officinalis flowers, Ginkgo biloba leaves, Vitis vinifera leaves.
Pack of: 70g
Pack of:
Calendula, Herbal tea 50-500g
Calendula is used in traditional medicine as a purifying and regulating plant of the blood values. The infusion is notoriously recommended also for the typical female problems, both the period and menopause.
Ingredients: Calendula officinalis, dried flowers
Pack of 50 g and 500 g
Dandelion leaves, Herbal tea 90g
In the popular tradition the dandelion is well-known for its diuretic virtues. This makes it suitable for those suffering from cellulite and water retention. It is also used for its laxative and purifying properties.
Ingredients: Dandelion (Taraxacum officinale), leaves
Dandelion roots, Herbal tea 90g
Dandelion root is widely used in traditional medicine for its known diuretic and purifying properties. It is also an excellent digestive, as a matter of fact, once the roots were used as a coffee substitute.
Ingredients: Dandelion (Taraxacum officinale), roots
Echinacea Pallida, Herbal tea 60g
The use of Echinacea (Echinacea Pallida) as a support for immune defenses dates back to the Indians of North America, who used it in the treatment of infections, against colds, coughs, flu and sore throats.
Ingredients: Echinacea Pallida, root
Elderberry (Sambucus nigra), Herbal tea 100g
Elderberry flowers, in herbal tea, are a natural remedy commonly used in natural medicine to stimulate diuresis and increase sweating, ensuring also a reduction of fever.
Ingredients: Elderberry (Sambucus nigra), flowers
Epilobium Parviflorum, Herbal tea 100g
Epilobium is the medicinal herb that the famous herbalist, Maria Treben, recommends in her books for the treatment of all prostate disorders (prostatitis, prostatic hypertrophy, etc.) and bladder.
Ingredients: Epilobium Parviflorum, dried leaves and flowers
Fennel seeds, Herbal tea 60g
In traditional herbal use, fennel seeds are widely used in cases of poor digestion and abdominal swelling. Fennel seeds are also known for their ability to increase the milk supply.
Fennel (Foeniclum vulgare), seeds
Fenugreek - Seed Infusion 130-500g
Fenugreek has long been known in the herbal tradition for its properties. Its seeds have been used for centuries as a depurative, to regularize the values of blood, as a tonic and anti-anemic for tired and debilitated people.
Ingredients: Fenugreek (Trigonella foenum-graecum) seeds
Pack of 130g and 500 g
130 gr 500 gr. 1 kg
Fig leaves, Herbal tea 70-500g
In traditional medicine, fig leaves are used for their particular ability to regulate blood glucose and triglyceride levels, a characteristic which makes them interesting to those people with overweight and diabetes problems.
Ingredients: Fig (Ficus carica), dried leaves
Ginger powder 150g
Ginger is a spice that is widely used both in medicine and in oriental cuisine. In Ayurveda, it is recognized as an excellent remedy for colds, digestive disorders, diarrhea, nausea and vomiting.
Ginger (Zingiber officinale), dried rhizome
Good Morning Herbal tea, 70g
A different and tastier way to enjoy your breakfast. A mix of fruits and aromatic herbs that will surprise you.
Ingredients: wild strawberries, lemon balm, raspberry, elderberry, fennel, hibiscus, odorous verbena, sage, lemon peel, rosemary.
Gynostemma pentaphyllum, Herbal tea 60g
Gynostemma, also called jiaogulan, is a herbaceous climbing vine which grows wild in Southern China. It is used as an herbal tea to stimulate the immune system, to strengthen memory, to fight tiredness, to improve the function of the liver and digestion, as well as for many other disorders and diseases.
Ingredients: Gynostemma pentaphyllum, dried leaves
60 gr. 500 gr. 1 kg
Hawthorn, Herbal tea 70g
Hawthorn is a natural remedy known in phytotherapy as a "friendly plant of the heart", for its ability to tone the whole cardio-circulatory apparatus, to regulate the beats and to calm the anxious states.
Ingredients: Hawthorn (Crataegus monogyna), flowers and leaves
Healthy Woman, herbal tea 60g
The perfect herbal tea for women of all ages, tired of all the symptoms and discomforts related to menstruation and menopause.
Ingredients: Achillea millefolium flowers and leaves, Calendula officinalis flowers, Matricaria chamomilla flower heads, Melissa officinalis leaves, Salvia officinalis leaves.
Helichrysum Italicum, Herbal tea 60g
The therapeutic properties of helichrysum are known thanks to the studies of the Doctor Santini, who recommends its use, as a decoction, for the treatment of respiratory problems, allergies, psoriasis and other skin disorders.
Ingredients: Helichrysum (Helichrysum italicum), flowers
Horsetail (Equisetum arvense), Herbal tea 70g
In traditional medicine horsetail is a natural remedy to stimulate diuresis and alleviate urinary tract disorders. Due to its richness of minerals and silicon, it is also considered an excellent product for osteoporosis.
Ingredients: Equisetum arvense, stems and dried leaves
Kalanchoe Daigremontiana, Herbal tea, 70g
In the South American folk tradition, where this plant is native, the Kalanchoe daigremontiana is used for the treatment of hypertension, diabetes and degenerative diseases.
Ingredients: Kalanchoe daigremontiana leaves, dried
Lemon Balm, Herbal tea, 50-500g
Thanks to its special content of essential oils, lemon balm (Melissa Officinalis) has long been used as a relaxing remedy against stress and irritability. Traditional medicine recommends its use also as an herbal tea, for its digestive and soothing properties.
Melissa Officinalis, dried leaves
Mallow, Herbal tea 80-500g
Mallow is a very popular herb in traditional medicine for its efficacy and its delicacy. It has always been used to relieve stomach and intestine pains, as well as for constipation and colds.
Mallow (Malva silvestris), flowers and leaves
80 gr 500 gr.
Matricaria Chamomilla, Herbal Tea 60g
Chamomile is a well-known herb of herbal tradition that has always been used as a natural remedy to relax, promote sleep, improve digestion and alleviate abdominal pain.
Matricaria chamomilla, dried flower heads
Melilot, Herbal tea 80gr
The phytotherapeutic use of melilot (also known as yellow sweet clover, or yellow melilot) is recommended in cases of poor digestion and insomnia. It is also known and appreciated for its fluidizing properties of the blood, suitable for preventing and treating cardiovascular disorders.
Melilot (Melilotus officinalis), flowers
Milk Thistle, Herbal tea 110g
Milk thistle seeds are used in traditional medicine as a natural remedy for various liver disorders. This is thanks to the presence of silymarin, a substance with a known hepatoprotective power.
Ingredients: Milk thistle (Silybum marianum), seeds
Moroccan Tea - Thirst-quenching and refreshing 80g
Moroccan tea is a mixture of green and mint tea with a thirst-quenching and refreshing action. The Bedouins of North Africa have been drinking it for centuries to better withstand the torrid heat of those areas.
Ingredients: Mentha rotundifolia, Camellia sinensis (green tea)
Provenance: mint (grown and produced by our farm), green tea (Vietnam, of biological origin)
Nettle, Herbal tea 50g
In traditional medicine, the use of nettle is especially indicated in seasonal changes, due to its known purifying properties. It has also always been used as an antianemic, in case of fatigue, poor digestion and diarrhea.
Ingredients: Nettle (Urtica dioica), leaves 95%, stems 5%
No Cold, Herbal tea 80g
Thyme, mint, elderberry and plantain, a mixture of four herbs known in traditional medicine for the ability to relieve the cold symptoms, such as cough, sore throat, stuffy nose, etc.
Ingredients: Thymus vulgaris, Mentha routundifolia, Sambucus nigra, Plantago lanceolata
Olive Leaf tea, 80g - 1kg
Olive leaves are used in traditional Mediterranean medicine for the ability to regulate blood pressure and blood values. It is also considered an excellent remedy against fatigue and joint pains.
Ingredients: Olive tree (Olea europaea), leaves
Pack of 80 g and 1 kg
Peppermint, Herbal tea 70-500g
In phytotherapy, peppermint is used as an herbal tea to treat respiratory and digestive disorders. Taken in the evening in small quantities, mint is useful for relaxing and encouraging sleep. In summer it is indicated for its thirst-quenching action.
Mentha Piperita, dried leaves
Plantain, Herbal tea 70g
Historically, plantain is part of the popular tradition for the treatment of colds (cough, sore throat, bronchitis, etc.), anemia, and to purify the blood.
Ingredients: Plantain (Plantago lanceolata), leaves
Roman Chamomile, Herbal tea 45g
In traditional medicine, roman chamomile has always been considered an excellent natural remedy to relax the mind, promote sleep, improve digestion, relieve abdominal colic and a great remedy for other digestive disorders.
Ingredients: Roman chamomile (Chamaemelum nobile L.), dried flower heads
Rose Herbal tea, 50g
Digestive and relaxing herbal tea with a gentle and delicate taste of rose petals and aromatic plants. Italian product
Ingredients: rose buds, bramble leaves, verbena odorosa, rosehip, mallow, elderberry, chamomile, hibiscus, lemon peel.
Rose Hip berries, Herbal tea 50g
Rose hip berries are known in natural medicine for their very high concentration of vitamin C and for their ability to stimulate the natural defenses of our body. Rosehip berries are also famous for their re-mineralizing and anti-anemic action.
Ingredients: Rose hip, berries
Rosemary, Herbal tea 100g
Although you probably think of rosemary as a herb to season your dishes, the plant is also medicinal and has been used as a traditional herbal remedy for its digestive properties, useful in case of heaviness after meals, or abdominal pain. It is also considered very beneficial for the liver and for the memory.
Ingredients: Rosemary (Rosmarinus officinalis L.), leaves
Sage, Herbal tea 70g
Sage is traditionally used to stimulate and purify the body, as a digestive, to improve memory and, for women, as a natural regulator of period, and also reliever of its symptoms.
Ingredients: Sage (Salvia officinalis), leaves
Sleep Well, Herbal tea 60g
A mixture of lemon balm, St. John's wort and elderberry, three plants known in traditional medicine for their relaxing action of the nervous system and therefore indicated against stress, nervousness and insomnia.
Ingredients: Melissa officinalis leaves, Sambucus nigra flowers, Hypericum perforatum flowers
St. John's wort, Herbal tea 70g
In the past, St. John's wort was nicknamed "the herb that drives devils away" because of its ability to free people from depression and bad thoughts. Today in Germany it is the most used natural remedy in place of psychotropic drugs.
Ingredients: Hypericum perforatum, dried flowers and tops
Stevia Rebaudiana powder, 70-280 g
Stevia is a sweet-tasting plant, used for centuries by the natives of South America as a natural sweetener, replacing the common sugar.
Ingredients: Stevia rebaudiana, dried leaves reduced to powder
Stevia Rebaudiana, dried leaves 100-500g
Ingredients: Stevia rebaudiana, dried leaves
Pack of 100 g and 500 g
Super Depur, Herbal tea 60g
The "Super Depur" is a mixture of medicinal plants, often recommended by the well-known herbalist Maria Treben, both for the general purification of the body, as well as a preventive and for the treatment of numerous diseases.
Ingredients: Urtica dioica leaves, Calendula officinalis flowers, Achillea Millefolium flowers
Super Detox Herbal tea, 70g
A mix of plants with a marked purifying action. Your liver will thank you!
Ingredients: Aloe Arborescens leaves, Pimpinella anisum seeds, Rosmarinus officinalis leaves, Salvia officinalis leaves, Taraxacum officinale leaves, Urtica dioica leaves.
Pack of 70g
Super Dyuretix Herbal tea
Mix of aromatic and officinal plants characterized by a strong diuretic and purifying action.
Ingredients: Betula pendula leaves, Equisetum arvense leaves and stems, Lavender angustifolia flowers, Lippia citriodora leaves, Ribes nigrum leaves, Taraxacum officinale leaves.
Super Mineral Herbal tea 70g
A mixture of medical and aromatic herbs used in natural medicine as a mineral salts supplement in case of need and intense sport, especially recomended in the hot season.
Ingredients: rose hip, nettle, gramigna, horsetail, hibiscus, yarrow, verbena, hyssop, solidago.
Super Relax, herbal tea 70g
Do you often suffer from agitation, nervousness, stress and anxiety? Well, in this case this herbal tea will be for you. A blend of specific aromatic plants that act on the nerve centers by dissolving the tension and helping you to relax.
Ingredients: Crataegus oxyacantha flowers, Lavanda officinalis flowers, Lippia citriodora leaves, Origanum majorana L. leaves, Mentha piperita leaves, Tilia tomentosa leaves and flowers.
Sweet Flowers Mix, Herbal tea, 50g
The taste and delicacy of spring flowers concentrated in an herbal tea. We recommend it to those who want to try a good drink, different from the usual ones.
Ingredients: lemon balm, wild strawberries, fragrant verbena, cornflower petals, sunflower petals.
Thyme (Thymus vulgaris), herbal tea 70g
Thyme (Thymus vulgaris) is a medicinal herb highly appreciated for its digestive, antibacterial and balsamic properties. In traditional medicine the leaves and flowers of thyme are used against coughs, colds, sore throats and other respiratory problems.
Thyme (Thymus vulgaris), leaves and flowering tops
Turmeric powder 200g
Turmeric is the famous oriental spice of the color of gold, whose anti-inflammatory and antioxidant properties, known for millennia by those who practice Ayurvedic medicine in the East, have now been recognized also by science.
Ingredients: Curcuma longa, dried rhizome
Package of 200 gr
Valerian, Herbal tea 70g
Valerian root is an ancient remedy known in natural medicine for its ability to treat anxiety, stress, nervousness and problems of insomnia.
Ingredients: Valeriana officinalis, root
Yarrow Herbal tea, Tisana 70g
Yarrow (Achillea Millefolium) is considered by natural medicine as the most precious herb for the health of women. The herbal tea is in fact recommended for the treatment and reduction of disorders related to the period and menopause.
Ingredienti: Yarrow (Achillea Millefolium), dried flowers


text:
Sammie Moreels (nacido el 27 de noviembre de 1965 en Gante) es un ciclista belga retirado, profesional entre los años 1989 y 1996.

Palmarés

Resultados en las Grandes Vueltas y Campeonatos del Mundo

-: no participa
Ab.: abandono

Equipos
 Lotto (1989-1992)
 WordPerfect (1993-1994)
 Lotto-Isoglass (1995)
 Palmans (1996)

Notas y referencias

Enlaces externos

 Ficha de Sammie Moreels

Ciclistas de Bélgica
Nacidos en Gante