text:
WiFi studies: damage to health
vrijdag, 25 oktober 2013 - Categorie: Onderzoeken
Bron: wifiinschools.org.uk/30.html .
Een uitermate nuttig overzicht van peer-reviewed publicaties in officiële tijdschriften, met als titel:
Papers finding adverse biological effects or damage to health from Wi-Fi signals, Wi-Fi-enabled devices or Wi-Fi frequencies (2.4 or 5 GHz).
Papers listed are only those where exposures were 16V/m or below. Someone using a Wi-Fi-enabled tablet computer can be exposed to electromagnetic fields up to 16V/m. Papers are in alphabetical order. A file of first pages, for printing, can be found here (please pass on to schools).
Atasoy H.I. et al., 2013. Immunohistopathologic demonstration of deleterious effects on growing rat testes of radiofrequency waves emitted from conventional Wi-Fi devices. Journal of Pediatric Urology 9(2): 223-229. www.ncbi.nlm.nih.gov/pubmed/22465825
Avendaño C. et al., 2012. Use of laptop computers connected to internet through Wi-Fi decreases human sperm motility and increases sperm DNA fragmentation. Fertility and Sterility 97(1): 39-45. www.ncbi.nlm.nih.gov/pubmed/22112647
(Avendaño C. et al., 2010. Laptop expositions affect motility and induce DNA fragmentation in human spermatozoa in vitro by a non-thermal effect: a preliminary report. American Society for Reproductive Medicine 66th Annual Meeting: O-249 wifiinschools.org.uk/resources/laptops+and+sperm.pdf)
Aynali G. et al., 2013. Modulation of wireless (2.45 GHz)-induced oxidative toxicity in laryngotracheal mucosa of rat by melatonin. Eur Arch Otorhinolaryngol 270(5): 1695-1700. www.ncbi.nlm.nih.gov/pubmed/23479077
Gumral N. et al., 2009. Effects of selenium and L-carnitine on oxidative stress in blood of rat induced by 2.45-GHz radiation from wireless devices. Biol Trace Elem Res. 132(1-3): 153-163. www.ncbi.nlm.nih.gov/pubmed/19396408
Havas M. et al., 2010. Provocation study using heart rate variability shows microwave radiation from 2.4GHz cordless phone affects autonomic nervous system. European Journal of Oncology Library Vol. 5: 273-300. www.icems.eu/papers.htm?f=/c/a/2009/12/15/MNHJ1B49KH.DTL part 2.
Havas M. and Marrongelle J. 2013. Replication of heart rate variability provocation study with 2.45GHz cordless phone confirms original findings. Electromagn Biol Med 32(2): 253-266. www.ncbi.nlm.nih.gov/pubmed/23675629
Maganioti A. E. et al., 2010. Wi-Fi electromagnetic fields exert gender related alterations on EEG. 6th International Workshop on Biological Effects of Electromagnetic fields. www.istanbul.edu.tr/6internatwshopbioeffemf/cd/pdf/poster/WI-FI%20ELECTROMAGNETIC%20FIELDS%20EXERT%20GENDER.pdf
Margaritis L.H. et al., 2013. Drosophila oogenesis as a bio-marker responding to EMF sources. Electromagn Biol Med., Epub ahead of print. www.ncbi.nlm.nih.gov/pubmed/23915130
Naziroğlu M. and Gumral 2009. Modulator effects of L-carnitine and selenium on wireless devices (2.45 GHz)-induced oxidative stress and electroencephalography records in brain of rat. Int J Radiat Biol. 85(8): 680-689. www.ncbi.nlm.nih.gov/pubmed/19637079
Nazıroğlu M. et al., 2012. 2.45-Gz wireless devices induce oxidative stress and proliferation through cytosolic Ca2+ influx in human leukemia cancer cells. International Journal of Radiation Biology 88(6): 449–456. www.ncbi.nlm.nih.gov/pubmed/22489926
Nazıroğlu M. et al., 2012b. Melatonin modulates wireless (2.45 GHz)-induced oxidative injury through TRPM2 and voltage gated Ca(2+) channels in brain and dorsal root ganglion in rat. Physiol Behav. 105(3): 683-92. www.ncbi.nlm.nih.gov/pubmed/22019785
Oksay T. et al., 2012. Protective effects of melatonin against oxidative injury in rat testis induced by wireless (2.45 GHz) devices. Andrologia doi: 10.1111/and.12044, Epub ahead of print. www.ncbi.nlm.nih.gov/pubmed/23145464
Papageorgiou C. C. et al., 2011. Effects of Wi-Fi signals on the p300 component of event-related potentials during an auditory hayling task. Journal of Integrative Neuroscience 10(2): 189-202. www.ncbi.nlm.nih.gov/pubmed/21714138
(Wi-Fi alters brain activity in young adults: wifiinschools.org.uk/resources/wifi+brain+July+2011.pdf)
Shahin S. et al., 2013. 2.45 GHz Microwave Irradiation-Induced Oxidative Stress Affects Implantation or Pregnancy in Mice, Mus musculus. Appl Biochem Biotechnol 169: 1727–1751. www.ncbi.nlm.nih.gov/pubmed/23334843
Türker Y. et al., 2011. Selenium and L-carnitine reduce oxidative stress in the heart of rat induced by 2.45-GHz radiation from wireless devices. Biol Trace Elem Res. 143(3): 1640-1650. www.ncbi.nlm.nih.gov/pubmed/21360060
A few more studies of similar microwave frequencies at low exposures (6V/m or below):
(Not comprehensive)
Balmori A. 2010. Mobile phone mast effects on common frog (Rana temporaria) tadpoles: the city turned into a laboratory. Electromagn. Biol. Med. 29(1-2):31-35. www.ncbi.nlm.nih.gov/pubmed/20560769
Erdinc O. O. et al., 2003. Electromagnetic waves of 900MHz in acute pentylenetetrazole model in ontogenesis in mice. Neurol. Sci. 24:111-116. www.ncbi.nlm.nih.gov/pubmed/14600821
Fesenko E. E. et al., 1999. Stimulation of murine natural killer cells by weak electromagnetic waves in the centimeter range. Biofizika 44:737–741. www.ncbi.nlm.nih.gov/pubmed/10544828
Fesenko E. E. et al., 1999. Microwaves and cellular immunity. I. Effect of whole body microwave irradiation on tumor necrosis factor production in mouse cells, Bioelectrochem. Bioenerg. 49:29–35. www.ncbi.nlm.nih.gov/pubmed/10619445
Kesari K. K. and Behari J., 2009. Microwave exposure affecting reproductive system in male rats. Appl. Biochem. Biotechnol. 162(2):416-428. www.ncbi.nlm.nih.gov/pubmed/19768389
Kesari K. K. and Behari J., 2009. Fifty-gigahertz microwave exposure effect of radiations on rat brain. Appl. Biochem. Biotechnol. 158:126-139. www.ncbi.nlm.nih.gov/pubmed/19089649
Khurana V. G. et al., 2010. Epidemiological Evidence for a Health Risk from Mobile Phone Base Stations. Int. J. Occup. Environ. Health 16:263–267. www.ncbi.nlm.nih.gov/pubmed/20662418
Maier R. et al., 2004. Effects of pulsed electromagnetic fields on cognitive processes – a pilot study on pulsed field interference with cognitive regeneration. Acta Neurologica Scandinavica 110: 46-52. www.ncbi.nlm.nih.gov/pubmed/15180806
Nittby H. et al., 2008. Cognitive impairment in rats after long-term exposure to GSM-900 mobile phone radiation. Bioelectromagnetics 29: 219-232. www.ncbi.nlm.nih.gov/pubmed/18044737
Novoselova E. G. et al., 1998. Stimulation of production of tumor necrosis factor by murine macrophages when exposed in vivo and in vitro to weak electromagnetic waves in the centimeter range Bofizika 43:1132–1333.
Novoselova E. G. et al., 1999. Microwaves and cellular immunity. II. Immunostimulating effects of microwaves and naturally occurring antioxidant nutrients. Bioelectrochem. Bioenerg. 49:37–41. www.ncbi.nlm.nih.gov/pubmed/10619446
Otitoloju A. A. et al., 2010. Preliminary study on the induction of sperm head abnormalities in mice, Mus musculus, exposed to radiofrequency radiations from Global System for Mobile Communication Base Stations. Bull. Environ. Contam. Toxicol. 84(1):51-4. www.ncbi.nlm.nih.gov/pubmed/19816647
Panagopoulos D. J.et al., 2010. Bioeffects of mobile telephony radiation in relation to its intensity or distance from the antenna. Int. J. Radiat. Biol. Vol 86(5):345-357. www.ncbi.nlm.nih.gov/pubmed/20397839
Persson B. R. R. et al., 1997. Blood-brain barrier permeability in rats exposed to electromagnetic fields used in wireless communication. Wireless Networks 3: 455-461.
Pyrpasopoulou A. et al., 2004. Bone morphogenic protein expression in newborn kidneys after prenatal exposure to radiofrequency radiation. Bioelectromagnetics 25:216-27. www.ncbi.nlm.nih.gov/pubmed/15042631
Salford L. G. et al., 2010. Effects of microwave radiation upon the mammalian blood-brain barrier. European Journal of Oncology Library Vol. 5:333-355. www.icems.eu/papers.htm?f=/c/a/2009/12/15/MNHJ1B49KH.DTL part 2.
Salford L. G., et al., 2003. Nerve cell damage in mammalian brain after exposure to microwaves from GSM mobile phones. Environ. Health Perspect. 111:881-883. www.ncbi.nlm.nih.gov/pubmed/12782486 .


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text:
package com.riskvis.db.service;

import java.util.List;

import com.riskvis.entity.TurnsHistoryId;

/**
 * @author machadolucas
 *
 */
public interface ITurnsHistoryIdService {

	/**
	 * Add TurnsHistoryId
	 *
	 * @param TurnsHistoryId
	 *            turnsHistoryId
	 */
	public void addTurnsHistoryId(TurnsHistoryId turnsHistoryId);

	/**
	 * Update TurnsHistoryId
	 *
	 * @param TurnsHistoryId
	 *            turnsHistoryId
	 */
	public void updateTurnsHistoryId(TurnsHistoryId turnsHistoryId);

	/**
	 * Delete TurnsHistoryId
	 *
	 * @param TurnsHistoryId
	 *            turnsHistoryId
	 */
	public void deleteTurnsHistoryId(TurnsHistoryId turnsHistoryId);

	/**
	 * Get TurnsHistoryId
	 *
	 * @param int TurnsHistoryId Id
	 */
	public TurnsHistoryId getTurnsHistoryIdById(int id);

	/**
	 * Get TurnsHistoryId List
	 *
	 */
	public List<TurnsHistoryId> getTurnsHistoryIds();

	/**
	 * Get amount of turnsHistoryId
	 *
	 */
	public int getCount();
}

redpajama_set_name: RedPajamaGithub


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Beverly Cole
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Cole Renwick, LLC
Serves on Board of Directors for: Bank OZK
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Cole is also an entrepreneur and has been Limited Partner in a number of investment funds. From 2010 to 2013, Cole worked as a safety and soundness, bank compliance and Community Reinvestment Act Regulator with the FDIC and the Office of Thrift Supervision and as a member of the structured liquidation team at the Small Business Administration.
Previously, Cole held leadership positions at Walt Disney Company and Eastman Kodak Company. She is on the Federal Reserve Board of San Francisco's Economic Advisory Council and the National Association of Corporate Directors Pacific Southwest Chapter's Board of Directors.
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redpajama_set_name: RedPajamaCommonCrawl


text:
Company Strategy
Quarterly & Annual Reports
SEDAR Filings
Proxy Circulars & Offer Documents
Aimia Reports Second Quarter 2017 Results
Posted on August 9, 2017 by Aimia in News
MONTREAL, Aug. 9, 2017 /CNW Telbec/ – Data-driven marketing and loyalty analytics company Aimia Inc. (TSX: AIM) today reported its financial results for the quarter ended June 30, 2017.
This quarterly earnings release should be read in conjunction with the consolidated financial statements and the MD&A which can be accessed at: https://aimia.com/en/investors/quarterly-reports.html.
Q2 highlights – operational(1):
Gross Billings of $520.3 million, down 6.3% on a constant currency basis including the impact of divestitures; core business(2) broadly stable on a constant currency basis
Loyalty Units Gross Billings up 3.4% on a constant currency basis
Adjusted EBITDA margin of 11.9%, excluding an onerous contract provision of $20.3 million
Free Cash Flow before Dividends Paid of $54.1 million
2017 guidance maintained
Q2 highlights – strategic:
Aeroplan issuance up in the quarter, with no material change in redemption trends
Ongoing business simplification to drive accelerated savings, with expected annualized savings of $70 million from 2019
Capital expenditure reduction aligned with future business priorities
Mark Grafton to be appointed Chief Financial Officer from September 2017
Suspension of future quarterly dividends to common shareholders to provide financial flexibility
"We saw solid operating results in the second quarter, driven by our coalitions businesses," said David Johnston, Group Chief Executive. "Continuing to deliver this level of results, particularly in Aeroplan, supports our ongoing discussions with potential new partners for the program.
"Nonetheless, as we work on securing long-term strategic and commercial partnerships, we will not take our eye off the substantive work underway to reduce our cost base and maximize our financial flexibility through this period, for the benefit of our members, partners, our employees and our shareholders."
Consolidated Financial Highlights(1)
(in millions of Canadian dollars,
except per share amounts)
YoY % Constant
Currency (C.C.)
Gross Billings
Operating Loss(3)
Adjusted EBITDA(3)
ROIC(3)
1.1 pp
Net Earnings (Loss)(3)(4)(5)
Earnings (Loss) per Common Share(3)(4)(5)
Adjusted Net Earnings per Common Share(3)(4)(5)
Cash from Operating Activities
Free Cash Flow before Dividends Paid
Free Cash Flow before Dividends Paid per Common Share
** Information not meaningful
Please refer to "Notes" for details on notations that appear on tables in this Press Release.
Aeroplan update
The Aeroplan business continued to perform in line with our expectations. Gross Billings were supported by a 5% increase in the one-month active financial card base. Air Canada Gross Billings were also up compared to the same quarter last year. At the end of June, spend levels on Aeroplan credit cards remained consistent with pre-announcement levels for new and tenured members.
Aeroplan Miles redeemed in the second quarter of 2017 were up 2%, compared to a 5% increase in the same quarter last year and a 4% increase in the first quarter of 2017. Cost of rewards and direct costs for the Aeroplan program since the May 11 announcement of Air Canada's non-renewal rose less than $9 million, which represents a 1% increase on the annual Aeroplan cost of rewards of $807 million in 2016. On a year to date basis, total Aeroplan cost of rewards and direct costs are up 3.0%.
CFO appointment
Mark Grafton, currently Vice President & Head of Financial Planning & Analysis and Global Commercial Finance, will be appointed Chief Financial Officer of Aimia Inc. with effect from September 2017 after 10 years of progressively senior finance roles at Aimia. He has supported many of Aimia's key strategic and commercial partnerships and initiatives globally and was previously CFO, EMEA. Mark is a qualified accountant and began his career at EY. He will take on the leadership of the finance team in the streamlined organization.
"With strong experience in operational and commercial finance and a deep knowledge of our business, Mark is well placed to help us deliver against our strategic priorities," Johnston said.
Mark's appointment will provide a seamless transition on the departure of Tor Lønnum. Accordingly, Roman Doroniuk will not serve as Interim CFO, retaining his position as a Board Director and Chair of the Audit, Finance & Risk Committee.
Progress on simplifying and focusing the business
The company's ongoing process to simplify the business will result in a further streamlining of the business into two operating divisions, with implementation expected during the fourth quarter of 2017. The change is expected to result in a significant reduction in divisional overheads and corporate costs, including a further rationalization of investments in products and services.
Vince Timpano will lead the Coalitions business, comprising Aeroplan, Nectar, and i2c. Shailesh Baidwan will lead the Marketing Services business, regrouping the businesses currently reported as Global Loyalty Solutions as well as the company's other analytics platforms and services. Both divisional leaders will report to David Johnston.
The changes being implemented will be an enabler for the $70 million in annualized cost savings from 2019 and a meaningful decrease in capital expenditures, with initial savings expected from the fourth quarter of 2017 and full year capital expenditures in 2017 expected to be between $45 million and $50 million.
During the quarter, the Corporation also completed the exit of the U.S. Channel and Employee Loyalty business, recording a gain of $5.4 million in relation to the disposal.
Operational performance
Constant currency growth at Aeroplan and Nectar
Gross Billings were down 7.2% (or $40.4 million) to $520.3 million in the quarter. Gross Billings in the core business(2) were $509.3 million, down 0.4% on a constant currency basis.
Gross Billings from Loyalty Units in our coalition programs were up $8.0 million or 1.9%. On a constant currency basis, Gross Bilings from Loyalty Units increased 3.4% with growth at both Aeroplan and Nectar.
In Loyalty Services and Other, the decline of $49.7 million or 35.1% on a constant currency basis, included an impact of around $41.7 million due to the disposals of the U.S. Channel and Employee Loyalty business, Enhancement Services, New Zealand, and Cardlytics U.K. The outsourcing of the fulfilment of gift cards in the Americas Coalitions division which resulted in a net revenue accounting treatment had an impact of $6.6 million.
Americas Coalitions Gross Billings were up $3.9 million or 1.2%. Within this, Aeroplan Loyalty Unit Gross Billings were up 3.1% on higher purchase volumes on financial cards at TD Bank, higher Air Canada Gross Billings as a result of increased capacity and higher non-air travel.
International Coalitions Gross Billings were up $0.4 million or 0.3% on a constant currency basis, with Loyalty Units Gross Billings up $4.6 million or 4.3% on a constant currency basis. Nectar was the main contributor, with a $5.1 million increase due to the success of Sainsbury's bonusing campaigns in the quarter, while Air Miles Middle East was down $0.5 million.
Global Loyalty Solutions Gross Billings were down $6.4 million or 12.4% on a constant currency basis, with the divestiture of the New Zealand business being a contributor to lower rewards fulfillment.
In the quarter, Gross Billings from Corporate and Other, related to the U.S. Channel and Employee business which was sold in May 2017 and the Enhancement Services business sold in July 2016, were down $33.1 million or 75.7% on a constant currency basis.
Margin benefit from lower core operating expenses
Adjusted EBITDA was $41.7 million or 8.0% of Gross Billings, including an onerous contract provision of $20.3 million related to the exit of the U.S. Channel and Employee Loyalty business and restructuring expense of $5.1 million. Adjusted EBITDA was $54.6 million or 9.7% last year.
The core business(2) contributed $61.8 million of Adjusted EBITDA, representing a margin of 12.1%, compared to 10.3% in the previous year. Lower share-based compensation expense drove lower operating expenses in the current period. An improved Aeroplan contribution was partially offset by lower contribution from loyalty programs in the International Coalitions business.
Free Cash Flow increase with cash from operating activities up and capital expenditures down
Cash from operating activities was $66.9 million, with an $8.3 increase mainly due to changes in operating assets and liabilities, with lower cash operating expenses and lower cost of rewards and direct costs also being positive contributors. Lower Gross Billings and higher net interest paid were negative contributors. Capital expenditures were down $1.6 million to $12.8 million. Restructuring payments in the quarter were $4.3 million.
Free Cash Flow before Dividends Paid in the quarter was up $9.9 million to $54.1 million despite higher interest expense due to the early redemption of the Company's 2018 bonds, equating to $0.36 per common share. Free Cash Flow per common share on a normalized trailing 12-month basis was $1.24, reflecting a Free Cash Flow yield of 71.7% based on the closing share price at June 30, 2017.
Reserves held in relation to the company's coalition programs increased from $408 million at March 31, 2017, to $496 million at June 30, 2017, reflecting contractual terms in the company's contracts.
Total dividends paid were down $34.6 million, due to the suspension of dividends with effect from June 14, 2017.
Return on Invested Capital(3)
For the 12 months ended June 30, 2017, ROIC was 5.9%, compared to 4.8% for the 12 months ended June 30, 2016. An increase in adjusted operating income after taxes and a decrease in Invested Capital both contributed to the increase.
Aimia is maintaining the guidance issued previously for the year ending December 31, 2017:
Gross Billings: core business(2) broadly stable at around $2.1 billion
Adjusted EBITDA margin: core business(2) to be around 12.0%
Free Cash Flow before Dividends Paid: above $220 million
The guidance excludes the impact of asset disposals (including the onerous contract provision of $20.3 million), incremental interest expense and financing costs related to the early redemption of 2018 bonds of $10 million, and actions related to restructuring or as a consequence of any changes in major partner contracts.
Costs related to restructuring actions for the remainder of 2017 are expected to be between $20 and $25 million, with cash expense expected to be in the range of $15 to $20 million.
See "Forward-Looking Statements" below regarding assumptions underlying the above guidance and risks related thereto.
Update on Dividends to Shareholders
As communicated on June 14, 2017, the Company is prohibited from paying dividends declared on May 10, 2017, and originally scheduled to have been paid on June 30, 2017, as well as declaring any further dividends on any of the outstanding Common Shares or Preferred Shares, based on Aimia's determination that the capital impairment test set forth in paragraph 42(b) of the Canada Business Corporations Act (the "CBCA") would not be satisfied.
Recognizing the need to preserve the Company's financial flexibility, liquidity and capital resources in the coming years, the Board has further determined that the Company will not declare dividends on its Common Shares for the foreseeable future, irrespective of the capital impairment test.
With respect to the Company's Preferred Shares, dividends continue to accrue in accordance with their terms even if they are not declared.
There can be no assurance that the Company will, at some future point in time, be in a position to pay the dividends previously declared and declare and/or pay any future dividends.
Quarterly Conference Call and Audio Webcast Information
Aimia will host a conference call to discuss its second quarter 2017 financial results at 8:30 a.m. EDT on Thursday, August 10, 2017. The call can be accessed by dialling 1-888-231-8191 or 647-427-7450 for the Toronto area. The call will be simultaneously webcast at: https://event.on24.com/r.htm?e=1350495&s=1&k=793F93B2E226296CB6A97E384C754221
A slide presentation for Q2 2017 results intended for simultaneous viewing with the conference call will be available the evening of August 9, 2017 at: https://www.aimia.com/en/investors/presentations.html. and an archived audio webcast will be available at: https://aimia.com/content/aimiawebsite/global/en/investors/events.html for 90 days following the original broadcast.
This quarterly earnings release was reviewed by Aimia's Audit Committee and was approved by the company's Board of Directors, on the Audit Committee's recommendation, prior to its release.
Non-GAAP financial measures (Adjusted EBITDA, ROIC, Adjusted Net Earnings per common share, Free Cash Flow before Dividends Paid and Free Cash Flow before Dividends Paid per Common Share) and constant currency are explained in the section entitled "Non-GAAP Financial Measures."
The "core business" excludes the results of the U.S. Channel and Employee Loyalty business (sold in May 2017). Comparatives for the prior year also exclude the results of the Enhancement Services business sold in July 2016. The U.S. Channel and Employee Loyalty business and Enhancement Services results have been reported within the Corporate & Other division. The results of the New Zealand business until its sale in May 2017 are reported within the core business under Global Loyalty Solutions. At the sale completion date, Gross Billings for this business were $15 million with Adjusted EBITDA of $0.1 million, compared to an original expectation of $36 million and $0.4 million for 2017.
Operating Loss, Adjusted EBITDA, Net Loss, Net Loss per Common Share and Adjusted Net Earnings per Common Share for the three months ended June 30, 2017 include the unfavourable impact of an onerous contract provision of $20.3 million related to an IT outsourcing arrangement in the US. ROIC for the twelve-month period ended June 30, 2017 includes the unfavourable impact of the onerous contract provision of $14.9 million, net of an income tax recovery of $5.4 million, calculated on the basis of the Canadian statutory tax rate in effect during the period.
Net Loss, Net Loss per Common Share and Adjusted Net Earnings per Common Share for the three months ended June 30, 2017 include the impact of the gain on the disposal of the U.S. Channel and Employee Loyalty business of $5.4 million and the fair value gain on the convertible notes of Cardlytics of $7.7 million.
Net Earnings, Net Earnings per Common Share and Adjusted Net Earnings per Common Share for the three months ended June 30, 2016 include the impact of the gain on the disposal of the commercial rights in the U.K. card-linked marketing business of $23.2 million.
The highlights for the six months ending June 30, 2017 are as follows:
Net Loss(2)(3)(4)
Loss per Common Share(2)(3)(4)
Operating Loss, Adjusted EBITDA, Net Loss, Net Loss per Common Share and Adjusted Net Earnings per Common Share for the six months ended June 30, 2017 include the unfavourable impact of an onerous contract provision of $20.3 million related to an IT outsourcing arrangement in the US. ROIC for the twelve-month period ended June 30, 2017 includes the unfavourable impact of the onerous contract provision of $14.9 million, net of an income tax recovery of $5.4 million, calculated on the basis of the Canadian statutory tax rate in effect during the period.
Net Loss, Net Loss per Common Share and Adjusted Net Earnings per Common Share for the six months ended June 30, 2017 include the impact of the gain on the disposal of the U.S. Channel and Employee Loyalty Business of $5.4 million and the fair value gain on the convertible notes of Cardlytics of $7.7 million.
Net Loss, Net Loss per Common Share and Adjusted Net Earnings per Common Share for the six months ended June 30, 2016 include the impact of the gain on the disposal of the commercial rights in the UK card-linked marketing business of $23.2 million.
About Aimia
Aimia Inc. (TSX:AIM) is a data-driven marketing and loyalty analytics company. We provide our clients with the customer insights they need to make smarter business decisions and build relevant, rewarding and long-term one-to-one relationships, evolving the value exchange to the mutual benefit of both our clients and consumers.
With about 2,300 employees across 15 countries, Aimia partners with groups of companies (coalitions) and individual companies to help generate, collect and analyze customer data and build actionable insights.
We do this through our own coalition loyalty programs such as Aeroplan in Canada, Nectar in the U.K., and Air Miles Middle East, and through provision of loyalty strategy, program development, implementation and management services underpinned by leading products and technology platforms such as the Aimia Loyalty Platform – Enterprise and Aimia Loyalty Platform – SaaS, and through our analytics and insights business, including Intelligent Shopper Solutions. In other markets, we own stakes in loyalty programs, such as Club Premier in Mexico and Think Big, a partnership with Air Asia and Tune Group. Our clients are diverse, and we have industry-leading expertise in the fast-moving consumer goods, retail, financial services, and travel and airline industries globally to deliver against their unique needs.
For more information about Aimia, visit www.aimia.com.
Aimia uses the following non-GAAP financial measures which it believes provides investors and analysts with additional information to better understand results as well as assess its potential. GAAP means generally accepted accounting principles in Canada and represents International Financial Reporting Standards ("IFRS"). Please refer to the MD&A on pages 8 to 11 for a complete definition on all non-GAAP financial measures and page 14 for a reconciliation of non-GAAP financial measures to GAAP.
Adjusted EBITDA is not a measurement based on GAAP, is not considered an alternative to operating income or net earnings in measuring performance, and is not comparable to similar measures used by other issuers. We do not believe that Adjusted EBITDA has an appropriate directly comparable GAAP measure. As an alternative, we do however provide a reconciliation to operating income on page 14 of the Management Discussion & Analysis (MD&A) for the three months ended June 30, 2017. Adjusted EBITDA is used by management to evaluate performance, and to measure compliance with debt covenants. Management believes Adjusted EBITDA assists investors in comparing the Corporation's performance on a consistent basis without regard to depreciation and amortization and impairment charges, which are non-cash in nature and can vary significantly depending on accounting methods and non-operating factors such as historical cost.
Adjusted EBITDA is operating income adjusted to exclude depreciation, amortization and impairment charges, as well as adjusted for certain factors particular to the business, such as changes in deferred revenue and Future Redemption Costs. Adjusted EBITDA also includes distributions and dividends received or receivable from equity-accounted investments. Adjusted EBITDA should not be used as an exclusive measure of cash flow because it does not account for the impact of working capital growth, capital expenditures, debt repayments and other sources and uses of cash, which are disclosed in the statements of cash flows.
Return on invested capital ("ROIC") is not a measurement based on GAAP and is not comparable to similar measures used by other issuers. ROIC is used by management to assess the efficiency with which it allocates its capital to generate returns.
ROIC is calculated as adjusted operating income after taxes expressed as a percentage of the average invested capital. Adjusted operating income after taxes is Adjusted EBITDA less depreciation and amortization, tax effected at the Canadian statutory rate, on a rolling twelve-month basis. A description of Adjusted EBITDA as well as its reconciliation to operating income is presented in the preceding section. Invested capital is the sum of total equity, deferred revenue margin (calculated as deferred revenue less future redemption cost liability, tax effected at the Canadian statutory rate), accumulated amortization of Accumulation Partners' contracts and customer relationships, and net debt (calculated as long-term debt, including the current portion, less cash and cash equivalents, net of any contractually required redemption reserve amount included in cash and cash equivalents), averaged between the beginning and ending balance over a rolling twelve-month period.
Adjusted Net Earnings
Adjusted Net Earnings is not a measurement based on GAAP, is not considered an alternative to net earnings in measuring profitability, and is not comparable to similar measures used by other issuers.
Adjusted Net Earnings provides a measurement of profitability calculated on a basis consistent with Adjusted EBITDA. Net earnings attributable to equity holders of the Corporation are adjusted to exclude Amortization of Accumulation Partners' contracts, customer relationships and technology, share of net earnings (loss) of equity accounted investments and impairment charges. Adjusted Net Earnings includes the Change in deferred revenue and Change in Future Redemption Costs, net of the income tax effect and non-controlling interest effect (where applicable) on these items at an entity level basis. Adjusted Net Earnings also includes distributions and dividends received or receivable from equity-accounted investments.
Adjusted Net Earnings per Common Share
Adjusted Net Earnings per Common Share is not a measurement based on GAAP, is not considered an alternative to Net Earnings per Common Share in measuring profitability per Common Share and is not comparable to similar measures used by other issuers.
Adjusted Net Earnings per Common Share provides a measurement of profitability per Common Share on a basis consistent with Adjusted Net Earnings. Calculated as Adjusted Net Earnings less dividends declared on preferred shares divided by the number of weighted average number of basic and diluted common shares.
Free Cash Flow, Free Cash Flow before Dividends Paid and Free Cash Flow before Dividends paid per Common Share
Free Cash Flow and Free Cash Flow before Dividends Paid are non-GAAP measures and are not comparable to similar measures used by other issuers. They are used in order to provide a consistent and comparable measurement of cash generated from operations and used as indicators of financial strength and performance. Free Cash Flow is defined as cash flows from operating activities, as reported in accordance with GAAP, less adjustments for: (a) total capital expenditures as reported in accordance with GAAP; and (b) dividends paid.
Free Cash Flow before Dividends Paid is defined as cash flows from operating activities as reported in accordance with GAAP, less capital expenditures as reported in accordance with GAAP.
Free Cash Flow before Dividends Paid per Common Share is a measurement of cash flow generated from operations on a per share basis. It is calculated as follows: Free Cash Flow before Dividends Paid minus dividends paid on preferred shares and non-controlling interests over the weighted average number of common shares outstanding.
Reconciliation to GAAP
For a reconciliation of the above Non-GAAP financial measures to GAAP, please refer to page 14 of the Management Discussion & Analysis for the three months ended June 30, 2017.
Constant Currency
Because exchange rates are an important factor in understanding period to period comparisons, the presentation of various financial metrics on a constant currency basis or after giving effect to foreign exchange translation, in addition to the reported metrics, help improve the ability to understand operating results and evaluate performance in comparison to prior periods. Constant Currency information compares results between periods as if exchange rates had remained constant over the periods. Constant Currency is derived by calculating current period results using foreign currency exchange rates from the same period in the prior year. Results calculated on a Constant Currency basis should be considered in addition to, not as a substitute for, results reported in accordance with GAAP and may not be comparable to similarly titled measures used by other companies. Constant Currency is a basis of consideration mostly for Aimia's foreign operations (those with a functional currency which is not the Canadian dollar). Our International Coalitions and GLS segments operate under varying foreign currencies. The U.S. Channel and Employee Loyalty business reported within Corporate and Other until its disposal, operates in U.S. dollars. Global product development activities are primarily in pounds sterling.
Forward-looking statements are included in this news release. These forward-looking statements are typically identified by the use of terms such as "outlook", "guidance", "target", "forecast", "assumption" and other similar expressions or future or conditional terms such as "anticipate", "believe", "could", "estimate", "expect", "intend", "may", "plan", "predict", "project", "will", "would", and "should". Such statements may involve but are not limited to comments with respect to strategies, expectations, planned operations or future actions.
The above guidance (including Gross Billings, Adjusted EBITDA margin and Free Cash Flow before Dividends Paid) constitutes forward-looking statements. Aimia made a number of economic and market assumptions in preparing its above guidance as well as assumptions regarding currencies and the performance of the economies in which the Corporation operates and market competition and tax laws applicable to the Corporation's operations. The Corporation cautions that the assumptions used to prepare the above guidance, although reasonable at the time they were made, may prove to be incorrect or inaccurate. In addition, the above guidance does not reflect the potential impact of any non-recurring or other special items or of any new material commercial agreements, dispositions, mergers, acquisitions, other business combinations or other transactions that may be announced or that may occur after August 9, 2017. The financial impact of these transactions and non-recurring and other special items can be complex and depends on the facts particular to each of them. We therefore cannot describe the expected impact in a meaningful way or in the same way we presently know about the risks affecting our business. Accordingly, our actual results could differ materially from our expectations as set forth in this news release.
Forward-looking statements, by their nature, are based on assumptions and are subject to important risks and uncertainties. Any forecasts, predictions or forward-looking statements cannot be relied upon due to, among other things, changing external events and general uncertainties of the business and its corporate structure. Results indicated in forward-looking statements may differ materially from actual results for a number of reasons, including without limitation, dependency on Significant Accumulation Partners and clients, failure to safeguard databases, cyber security and consumer privacy, reliance on Redemption Partners, conflicts of interest, greater than expected redemptions for rewards, regulatory matters, retail market/economic conditions, industry competition, Air Canada liquidity issues or air travel industry disruptions, airline industry changes and increased airline costs, supply and capacity costs, unfunded future redemption costs, changes to coalition loyalty programs, seasonal nature of the business, other factors and prior performance, foreign operations, legal proceedings, reliance on key personnel, labour relations, pension liability, technological disruptions, inability to use third-party software and outsourcing, failure to protect intellectual property rights, interest rate and currency fluctuations (including currency risk on our foreign operations which are denominated in a currency other than the Canadian dollar, mainly the pound sterling, and subject to fluctuations as a result of foreign exchange rate variations), leverage and restrictive covenants in current and future indebtedness, uncertainty of dividend declarations and/or payments on either common shares or preferred shares, managing growth, credit ratings, audit by tax authorities, as well as the other factors identified throughout Aimia's public disclosure records on file with the Canadian securities regulatory authorities.
The forward-looking statements contained herein represent Aimia's expectations as of August 9, 2017 and are subject to change after such date. However, Aimia disclaims any intention or obligation to update or revise any forward-looking statements whether as a result of new information, future events or otherwise, except as required under applicable securities regulations.
SOURCE AIMIA
Contact: Analysts and Investors, Karen Keyes, 647-428-5280, karen.keyes@aimia.com; Media, Cheryl Kim, 647-329-5139, cheryl.kim@aimia.com
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text:
Conceptions of Community
November 12, 2017 Brian Menard
Sweater weather has come to Casablanca, and with it has come a load of firewood to heat our apartment this winter. Hicham, as GWA's industrious Housing Coordinator, coordinated the delivery of two truckloads of firewood to the apartments for residents that ordered it. (Of course, all our residents ordered it because – with no other heat source in our on-campus apartments – that is what will keep us warm during winter.) Brian, having paid Hicham a few days earlier for a full metric ton (1000 kilos/1.1 U.S. tons/2205 U.S. pounds) of beautiful olive wood, stood two nights ago on the roof of our building with Hicham to direct a pair of sinewy guys to where they could stack 25 large blue plastic bags each stuffed with 40 kilos of cut wood.
Last year we bought two tons, but burned only half of the well-dried wood; hence this year's smaller purchase that adds to the leftover supply enough extra to ensure we can heat our apartment, even if this year's winter proves longer and colder than last year. Watching the younger men hump the load on their backs a dozen times each (plus one) from the pile in front of our building up 54 stairs and onto the roof to drop it next to our year-old supply, Brian jokingly told Hicham with faux bravado, "I could carry an 80-pound bag up here, and I could probably carry 25 of them up here before my legs gave out, but the wood digging into my back would kill me." Hicham, avoiding cynicism in his response to his 50-year-old expat companion, said simply and kindly, "Yes, that wood is very hard to carry on your back."
It is good that the wood has come, because the drop in temperatures just these last couple weeks has brought the evening smell of fireplaces waking up for the season. Last week on a suddenly-chilly night, with our new wood shipment not yet arrived, a friend from one floor below us knocked on our door asking if he could buy a bag of our leftover wood in order to satisfy his wife's pleading for a fire. We love being part of a community where someone feels comfortable getting wood from us to start a fire, and people generally are happy to share what others may need. A few days ago Charlotte discovered mid-baking that our pantry was short of vegetable oil, so she brought a measuring cup down to our friend Megan on the first floor to borrow some. We laughed later as Megan hung out with us in our apartment and told us how she had filled the measuring cup, not thinking just to give Charlotte the bottle of oil, and then watched Charlotte climb the stairs carefully to the third floor trying not to spill precious oil along the way. Another time, Charlotte borrowed a sweater from our Kindergarten teaching next-door-neighbor to cover the spaghetti straps of a dress that she wanted to wear to a formal function. We share things with people; they share things with us. Folks here are deeply generous with their time and their stuff. Case in point, on Friday, Brian went out with the Admissions & Marketing Office to a staff appreciation lunch at a nice restaurant by the Corniche area of Casablanca that juts out into the Atlantic. Each course, from appetizers to entrees to dessert, began with plates moving around the table so that everyone could have a bit of what everyone else ordered. Polonius' caution to his son Laertes in Hamlet, "Neither a borrower nor a lender be," may fit Denmark; but he clearly never spent time in Morocco, where the prevailing culture is such that if you tell someone whom you barely know how much you like his [fill in the blank], he is likely to ask if he can give it to you.
Living abroad as expats on campus at the American school where we work, we exist at once as members of multiple conceptions of "community" that intertwine. We feel fortunate to have landed on our first foray into international school life abroad in circumstances that fit us well amid this mix of community conceptions. That said, they sometimes complement each other, sometimes conflict, and sometimes just require a healthy dose of Dissociative Identity Disorder to navigate.
One conception of community that we live is as Expats, which manifests in three different ways. First, as American expats, we find community with other Americans we encounter here. However misplaced our American likes and peculiarities may seem in Morocco, we find comfort in enjoying them with others who understand our preference for Heinz ketchup over Moroccan ketchup; who feel a bit of national pride standing in the historic Map Room (where FDR, Churchill, and DeGaul planned the 1943 invasion of Sicily) when attending an event at Villa Mirador, residence of the U.S. Consul General; and who get excited not about Star Wars: The Last Jedi opening worldwide on December 13, but about being able to see it the next day in English instead of with Arabic dubbing at the Morocco Mall's weekly Thursday English movie day.
Second, we have found friends from around the world in the general expat community, many through the group InterNations that we joined when we arrived in Morocco 16 months ago. One of our favorite evenings in this vein was a Moroccan Movie Night last year that a Moroccan friend set up, with 14 people from eight countries gathered in an Egyptian's flat to watch a Moroccan film and then discuss it with the Moroccan producer/director who was the guest of honor for the night. Like the American expat community, this general expat community keeps changing as people move to or from Morocco; but, even as people depart, our list of people we can visit while traveling around Europe and elsewhere grows.
An interesting third manifestation of this expat conception of community is as legal residents of Morocco. When our original one-year credentials expired this Fall, we applied to renew our cartes de séjour for the maximum 10-year term. While we do not stop being Americans, we do find ourselves sympathetic to things Moroccan. We love shopping in souks and hanouts. We nod our heads knowingly when someone talks about getting stuck in traffic waiting for a donkey or cow or herd of sheep to get out of the way. We salivate when we hear that another staff member at GWA will host a lunch of rfissa [see our Rfissa post from last year] in the Board Room for all to share in celebration of a new baby in the family. And today we celebrate the Moroccan national team's 2-0 victory last night over Côte d'Ivoire (Ivory Coast) that sends them to Russia for their first World Cup play in two decades. (Happily, Morocco gives us cause to keep cheering after Team USA embarrassingly bombed out of World Cup competition for the first time since 1986 last month.)
School defines the next conception of community in which we exist, and this again manifests in different ways. From an external view, the sense of a School Community unites us with all GWA stakeholder groups as we cast our school in the broader Casablanca, Moroccan, and international school environments. We cheer for our boys and girls soccer teams that this weekend each one championships in the nation-wide MASAC (Maroc-American Schools Athletic Conference) Tournament, and for our Speech & Debate team that travels to Fez next weekend for a national competition. We represent GWA when we participate in events in Casablanca and Morocco, or in venues such as the Mediterranean Association of Independent Schools (MAIS) annual conference to which Brian led a delegation of GWA faculty last week. The bifurcated conception of School Community, though, also includes an inward view that includes several elements different from – and sometimes at odds with – each other, such as academic vs. operations, or expat staff vs. Moroccan staff. As administrators working with a team to steer the school toward GWA's vision, the "healthy dose of Dissociative Identity Disorder" mentioned above most comes in handy here.
Narrowing from the general Expat Community and then the less broad School Community conceptions, the final conception of community into which we fit is our Neighborhood Community. Just like our Moroccan staff, all our expat staff live in neighborhoods of one sort or another, regardless of where in Casablanca they reside. In preparation for the arrival of this year's crop of new expat faculty this summer, "Housing Hicham" consolidated the location of many off-campus apartments GWA facilitates for staff to rent into a neighborhood off the CIL so our folks would not be as spread out across the city and can have an easier time getting together. Another sizable group of our expats live 15 minutes south of GWA in the oceanside suburb Dar Bouazza, where they carpool, socialize, surf, and otherwise interact in neighborly ways.
Meanwhile, those of us living on campus have a thriving neighborhood community. We have couples, families, and singles living alone or with roommates. We have people from the U.S., Canada, South Africa, England, Mexico, and more. We have faculty, staff, and administrators. We have people new to GWA and who have been here for years. One common quality amid this diversity is a strong intention NOT to live on "GWA Island." We love the school, but if we spent all our time on campus the wall marking its perimeter would quickly squeeze us into claustrophobia. That said, having our neighborhood community makes life here quite supportive and sustaining.
Some families, like ours, have older children with lives and friends that may take them off GWA Island. Other families have younger children whose daily reality is the area around the apartment buildings and for whom a trip down the hill to the playground equipment by our track and field is a major expedition. (Remember from previous posts that we have a mere 300-step commute to our offices.) In both cases, with exceptions, both parents typically work for GWA because single-income families generally have a harder time on the international school circuit. We have younger singles seeking friends for a social life while also becoming quasi-members of families that give a home feel, support, and an occasional family-style meal. We have middle aged and professionally mature international school professionals seeking professional and social camaraderie on their latest overseas gigs. Both types provide us with company, conversation, and support in ways akin to an extended family when they drop by to visit or for a meal.
Living on the top floor of our building, one of the best parts of this neighborhood is being able to look down from our windows or our balcony at the younger kids below deep into their very important work of being kids. In the grassy space behind the apartment buildings we watch and hear sword battles between chivalrous knights or Force-wielding Jedi (depending on the weapon of choice on any particular day). In the rough area across a fence from the grass there are great expeditions to find sticks or hunt for large game. On the other side of the buildings lies a race track, disguised as a parking lot, where bikes and scooters and roller blades roll down the drag strip. On one Disney "Frozen" bike with basket on the front, forward movement apparently comes exclusively from propulsion supplied somehow by the constant ringing of the bell on its handlebars. Propulsion for a toddler's scooter comes Fred Flintstone style as he zooms fearlessly at Mach speeds, even zooming into unsuspecting adults standing around that he presumes will get out of his way. Helmeted kids with pads on their elbows and knees and wheels on their feet play roller tag and jump like daredevils from curb to street while one mom cruises calmly back and forth on her own roller blades like a roller rink referee missing only a b/w striped jersey and a whistle. The coordination of kids' vehicles all happening at once sometimes rivals that of a Shriners Drill Team in their mini-cars in a Memorial Day parade. Whether pulling out of a parking space to head off campus or driving home up the hill after an outing, cars need to move slowly and be on high alert to avoid kids and their modes of local transportation left strewn anywhere and everywhere on the sidewalk, on the stairs, and in the parking lot.
Our block parties stand as a perfect example of our neighborhood at its best. Sometimes they arise from careful planning; sometimes they just happen spontaneously following a long week of teaching. The most recent one occurred two weeks ago on Halloween. A week before, our friend Emily sent around an invitation to participate in Trick-or-Treating in the apartments. No pressure, just leave your front door open if you want to participate or closed if you do not. Almost everyone really got into it, with several adults wearing costumes and playing spooky music for the kids who came around. For an entertaining half hour, we were treated to a dozen kids from toddlers through Fifth Grade parading through as superheroes, a bee, shepherds, and the requisite princess and noble knights. Afterwards, everyone gathered outside for a Halloween Evening "BYOBowl-and-spoon" Soup Potluck block party with Groaning Tables cluttered by eight pots of soup, bread, salads, desserts, and drinks. As a school night, it was all planned to end by 7:00 pm; however, it carried on almost to 9:00 pm because everyone was enjoying the evening and the company.
When we began making plans for life in Morocco almost two years ago, we decided we would live on campus for our first year so that we had time to explore and decide where we wanted to live after Year One. As we went through last year, we realized how much we valued being part of the community on campus and decided to stay. (We also really like our 180° view of the Atlantic one mile straight out from our balcony.) Our friends who live off campus value their neighborhoods as well. Any particular place can work well for some people while another place works best for others. As we sit by the dwindling fire tonight, having just spent another evening catching up with Megan when she came upstairs to drop by, we appreciate greatly living where we do with friends around us here on campus, around Casablanca, around Morocco, and around the world. It is good to be so blessed.
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What an awesome experience! Je suis jalouse!


Limits for storage allocation per Salesforce edition and number of users in your organization.
File storage includes files in attachments, the Documents tab, the Files tab, the File field, Salesforce CRM Content, Chatter (including user photos), and Site.com assets.
For file storage, Contact Manager, Group, Professional, Enterprise, Performance, and Unlimited Editions are allocated a per-user limit multiplied by the number of users in the organization plus an additional per-organization allocation. For example, an Enterprise Edition organization with 600 users receives 1,211 GB of file storage, or 2 GB per user multiplied by 600 users plus an additional 11 GB. A Professional Edition organization with 600 users receives about 370 GB of file storage, or 612 MB per user multiplied by 600 users plus an additional 11 GB.
For data storage, Contact Manager, Group, Professional, Enterprise, Performance, and Unlimited Editions are allocated either 1 GB or a per-user limit, whichever is greater. For example, a Professional Edition organization with 10 users receives 1 GB because 10 users multiplied by 20 MB per user is 200 MB, which is less than the 1 GB minimum. A Professional Edition organization with 100 users receives more than the 1 GB minimum because 100 users multiplied by 20 MB per user is 2,000 MB.
File storage and data storage are calculated asynchronously, so your organization's storage usage isn't updated immediately if you import or add a large number of records or files.


On August 5, 2010, Holly and I drove to the Roaring Plains Wilderness in the Monongahela National Forest. We arrived late and car bivvied. The next morning was cool and overcast and 46 degrees as we set out.
We started by hiking down FR70 to the Pancake Rock overlook. This is a quarter-mile bushwhack up a steep hill to a large boulder that gives a great view of the surrounding area. There is no trail, just a series of rock piles, or cairns, to follow. There is a geocache hidden at Pancake Rock.
After leaving Pancake Rock we went back up FR19 to the South Prong Trail and hiked the South Prong Trail to Jonathan Jessup's Hidden Passage Trail. We picked up a few more geocaches along the way. There is a nice campsite near the SPT/HPT intersection next to a creek so we set up our camp here and dropped off most of our supplies. We each carried daypacks with us so we took those with a lot of water and snacks and set off to hike the canyon rim.
We followed the hidden passage to the meadow, then picked up the old jeep trail to the pipeline swath. As we set out down the pipeline swath we ran into two hikers. They were geocachers, WestVirginiaAngler and LucyAmberAlex, on an epic 25 mile day to find all of the Roaring Plains goecaches. They were on their way to the Camp Cody geocache, one that was so remote it was only found twice in the past three years. They had already covered a lot of mileage, coming down FR70 to the Boars Nest Trail, then following the pipeline to the canyon rim trail. After Camp Cody, they would go back to the pipeline, then take the Roaring Plains Trail, summit Mount Porte Crayon, and finally hike the Flatrock Run Trail to FR19 and then take FR19 back to their car at FR70. What an amazing feat! I wouldn't believe it if I didn't see them doing it. I've found most of these geocaches (in three separate trips) and their signatures appear in the log books of each cache on this day so I have no doubt they did it.
Anyway, after co-finding the Camp Cody cache we parted ways and continued along the canyon rim. The canyon rim trail is an unofficial trail. It's not maintained by the forest service and isn't blazed. It's overgrown in sections, is unmarked in sections, and is generally confusing to follow. Even with a GPS and topo map it's hard to follow.
The trail follows the top of a canyon rim, 4,500' above sea level and 2,000' above the valley floor below. On a clear day you can see Seneca Rock, Shenandoah Mountain, and many other distant peaks. The trail goes from overlook to overlook along the way, and each view is spectacular. At one point the trail navigates through a massive talus field, the largest I have ever hiked through.
Eventually the trail goes through an old meadow and intersects the Roaring Plains Trail near Mount Porte Crayon. We followed the Roaring Plains Trail to FR70 and took that to the South Prong Trail, then took the SPT back to our campsite. We got back to the campsite just before dark. We cooked dinner and collapsed into our tent. This was a 15+ mile day for us and we were exhausted.
The next morning we had breakfast then broke camp and hiked to an overlook off of the hidden passage trail, and then hiked back to our vehicle. We drove to Seneca Rocks and ate lunch at the Front Porch Restaurant, then geocached our way to Shenandoah National Park and stayed there overnight before driving home on Sunday.


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In the modern world we live in a technological age – whether we like it or not. Part of this new trend towards digitisation can be seen not only in those businesses making the transfer to the online, global marketplace, but also in those businesses who recognise the growing dominance of Digital Marketing versus more traditional means. This new way of advertising – or 360 approach to Digital Marketing, is having a knock on impact that is seeing some companies achieve levels of brand recognition that they never thought possible.
So what are the methods that encompass this 360 approach and how can we harness them for our own businesses? Let's take a closer look and see if we can't find out.
SEO, stands for Search Engine Optimisation. It's about a bit more than just getting good search results though. SEO is the strategy of getting more people to your site, but also getting the right people to your site. It's not just about getting the hit counter turning over, it's about helping potential customers find you.
This reasonably simple process can be used to increase your website's ranking with certain search engines. As one of the biggest, Google is arguably the best to use. SEO articles can be written which mention your business in conjunction with a few choice keywords. When these keywords pop up in searches your business has more chance of popping up first the higher up in ranking it is. So get on those SEO articles now!
You can learn more about SEO by following this link, courtesy of Search Engine Land.
Social Media Marketing is huge at the moment, with Facebook second only to Google in the ads department. In today's world, social media marketing has become heavily sought after, and for good reason. Not only does it reach an incredible amount of people, but also is quite inexpensive. In fact, there are around 2.77 billion social media accounts in the networks, today. Ads can be created on most social media sites and will reach your followers and their followers and so on. You can read all about it through Facebook themselves. It's also important to consider that Social Media and SEO go hand-in-hand.
This simple Pay Per Click advertising scheme sees your company paying out only when your ad is clicked. Ads can be placed over videos, in search engines, in Applications – anywhere you like! You can find out more about PPC by following this link, thanks to our friends at Wordstream.
This works rather like the PPC option but the viewer doesn't always need to click to view. You mostly see these ads auto playing on Facebook or placed before an online stream on YouTube.
This is a reasonably new genre which goes hand in hand with Social Media Marketing. Social Media sites – all of them – have 'stars'; or at least well known faces with large followings. Having them involved via sponsorship or in reviewing your products is referred to as Influencer Marketing...and it's a whole new untested way of advertising. A word of warning with this one: you never know what sort of trouble your Influencer is going to get up to, so make sure you choose wisely.
You can learn more about Influencer Marketing here, from the Influencer Marketing Hub themselves.
This relies on providing engaging and interesting content through your web pages and online platforms that will amuse your customers and keep them coming back for more. Probably the most honest form of digital advertising; you can learn more about it by visiting the Content Marketing Institution, here.
Visitor tracking is a tool that allows you to get a much better return on the investment you have made in your website. There is no point spending money on building and maintain a website when more than 90% of the traffic it pulls it, just walks right on by. The power of visitor tracking is the power to turn your website into a supercharged lead generation machine.
While there are other strands of digital marketing constantly evolving, these are the ones you need to take care of first. Remember, if you don't know what you are doing online you can always hire a company that does - like us! Get in touch if you'd like to find out more about any of these services!


text:
class Browser;
class LaunchModeRecorder;
class Profile;
class StartupBrowserCreator;
class StartupTabProvider;
struct SessionStartupPref;

namespace base {
class CommandLine;
class FilePath;
}

namespace internals {
GURL GetTriggeredResetSettingsURL();
GURL GetWelcomePageURL();
}  // namespace internals

// Assists launching the application and appending the initial tabs for a
// browser window.
class StartupBrowserCreatorImpl {
 public:
  // There are two ctors. The first one implies a NULL browser_creator object
  // and thus no access to distribution-specific first-run behaviors. The
  // second one is always called when the browser starts even if it is not
  // the first run.  |is_first_run| indicates that this is a new profile.
  StartupBrowserCreatorImpl(const base::FilePath& cur_dir,
                            const base::CommandLine& command_line,
                            chrome::startup::IsFirstRun is_first_run);
  StartupBrowserCreatorImpl(const base::FilePath& cur_dir,
                            const base::CommandLine& command_line,
                            StartupBrowserCreator* browser_creator,
                            chrome::startup::IsFirstRun is_first_run);
  StartupBrowserCreatorImpl(const StartupBrowserCreatorImpl&) = delete;
  StartupBrowserCreatorImpl& operator=(const StartupBrowserCreatorImpl&) =
      delete;
  ~StartupBrowserCreatorImpl() = default;

  // If command line specifies kiosk mode, or full screen mode, switch
  // to full screen.
  static void MaybeToggleFullscreen(Browser* browser);

  // Creates the necessary windows for startup. |process_startup| indicates
  // whether Chrome is just starting up or already running and the user wants to
  // launch another instance.
  void Launch(Profile* profile,
              chrome::startup::IsProcessStartup process_startup,
              std::unique_ptr<LaunchModeRecorder> launch_mode_recorder);

  // Convenience for OpenTabsInBrowser that converts |urls| into a set of
  // Tabs.
  Browser* OpenURLsInBrowser(Browser* browser,
                             chrome::startup::IsProcessStartup process_startup,
                             const std::vector<GURL>& urls);

 private:
  FRIEND_TEST_ALL_PREFIXES(BrowserTest, RestorePinnedTabs);
  FRIEND_TEST_ALL_PREFIXES(BrowserTest, AppIdSwitch);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest, DetermineStartupTabs);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineStartupTabs_Incognito);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineStartupTabs_Crash);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineStartupTabs_InitialPrefs);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineStartupTabs_CommandLine);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineStartupTabs_Crosapi);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineStartupTabs_NewTabPage);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineStartupTabs_WelcomeBackPage);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineBrowserOpenBehavior_Startup);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineBrowserOpenBehavior_CmdLineTabs);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineBrowserOpenBehavior_PostCrash);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineBrowserOpenBehavior_NotStartup);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineStartupTabs_NewFeaturesPage);
  FRIEND_TEST_ALL_PREFIXES(StartupBrowserCreatorImplTest,
                           DetermineStartupTabs_PrivacySandbox);

  enum class LaunchResult {
    kNormally,
    kWithGivenUrls,  // URLs are given from platform, e.g. via command line.
  };

  struct DetermineStartupTabsResult {
    DetermineStartupTabsResult(StartupTabs tabs, LaunchResult launch_result);
    DetermineStartupTabsResult(DetermineStartupTabsResult&&);
    DetermineStartupTabsResult& operator=(DetermineStartupTabsResult&&);
    ~DetermineStartupTabsResult();

    StartupTabs tabs;  // List of startup tabs.
    LaunchResult launch_result;
  };

  enum class WelcomeRunType {
    NONE,                // Do not inject the welcome page for this run.
    FIRST_TAB,           // Inject the welcome page as the first tab.
    FIRST_RUN_LAST_TAB,  // Inject the welcome page as the last first-run tab.
  };

  // Window behaviors possible when opening Chrome.
  enum class BrowserOpenBehavior {
    NEW,                  // Open in a new browser.
    SYNCHRONOUS_RESTORE,  // Attempt a synchronous session restore.
    USE_EXISTING,         // Attempt to add to an existing tabbed browser.
  };

  // Boolean flags used to indicate state for DetermineBrowserOpenBehavior.
  enum BehaviorFlags {
    PROCESS_STARTUP = (1 << 0),
    IS_POST_CRASH_LAUNCH = (1 << 1),
    HAS_NEW_WINDOW_SWITCH = (1 << 2),
    HAS_CMD_LINE_TABS = (1 << 3),
  };

  using BrowserOpenBehaviorOptions = uint32_t;

  // Creates a tab for each of the Tabs in |tabs|. If browser is non-null
  // and a tabbed browser, the tabs are added to it. Otherwise a new tabbed
  // browser is created and the tabs are added to it. The browser the tabs
  // are added to is returned, which is either |browser|, the newly created
  // browser, or nullptr if browser could not be created.
  Browser* OpenTabsInBrowser(Browser* browser,
                             chrome::startup::IsProcessStartup process_startup,
                             const StartupTabs& tabs);

  // Determines the URLs to be shown at startup by way of various policies
  // (welcome, pinned tabs, etc.), determines whether a session restore
  // is necessary, and opens the URLs in a new or restored browser accordingly.
  LaunchResult DetermineURLsAndLaunch(
      chrome::startup::IsProcessStartup process_startup);

  // Returns a tuple of
  // - the tabs to be shown on startup, based on the policy functions in
  //   the given StartupTabProvider, the given tabs passed by the command line,
  //   and the interactions between those policies.
  // - Whether there's launch tabs.
  DetermineStartupTabsResult DetermineStartupTabs(
      const StartupTabProvider& provider,
      chrome::startup::IsProcessStartup process_startup,
      bool is_ephemeral_profile,
      bool is_post_crash_launch,
      bool has_incompatible_applications,
      bool promotional_tabs_enabled,
      bool welcome_enabled,
      bool whats_new_enabled,
      bool privacy_sandbox_confirmation_required);

  // Begins an asynchronous session restore if current state allows it (e.g.,
  // this is not process startup) and SessionService indicates that one is
  // necessary. Returns true if restore was initiated, or false if launch
  // should continue (either synchronously, or asynchronously without
  // restoring).
  bool MaybeAsyncRestore(const StartupTabs& tabs,
                         chrome::startup::IsProcessStartup process_startup,
                         bool is_post_crash_launch);

  // Returns a browser displaying the contents of |tabs|. Based on |behavior|,
  // this may attempt a session restore or create a new browser. May also allow
  // DOM Storage to begin cleanup once it's clear it is not needed anymore.
  Browser* RestoreOrCreateBrowser(
      const StartupTabs& tabs,
      BrowserOpenBehavior behavior,
      SessionRestore::BehaviorBitmask restore_options,
      chrome::startup::IsProcessStartup process_startup,
      bool is_post_crash_launch);

  // Determines how the launch flow should obtain a Browser.
  static BrowserOpenBehavior DetermineBrowserOpenBehavior(
      const SessionStartupPref& pref,
      BrowserOpenBehaviorOptions options);

  // Returns the relevant bitmask options which must be passed when restoring a
  // session.
  static SessionRestore::BehaviorBitmask DetermineSynchronousRestoreOptions(
      bool has_create_browser_default,
      bool has_create_browser_switch,
      bool was_mac_login_or_resume);

  // Returns whether `switches::kKioskMode` is set on the command line of
  // the current process. This is a static method to avoid accidentally reading
  // it from `command_line_`.
  static bool IsKioskModeEnabled();

  const base::FilePath cur_dir_;
  const base::CommandLine& command_line_;
  raw_ptr<Profile> profile_ = nullptr;
  raw_ptr<StartupBrowserCreator> browser_creator_;
  chrome::startup::IsFirstRun is_first_run_;
};

#endif  // CHROME_BROWSER_UI_STARTUP_STARTUP_BROWSER_CREATOR_IMPL_H_


This tune is a two-chord jam by Mythology that kicks off with the greasiest funk lick we could think of. It was written about my dad's kidney stones. It's pretty funny but it still has a great groove.
OOOOO, tight, very nice! Great fun. Great licks. I've had them there stones, I feel the pain!
fanatstic! too much fun! gets those stones rockin'!! thanks.
I see that talent doesn't fall far from the tree, or however that a-corny saying goes :-) Excellently put together and well played... love the smirky lyrics and screaming chorus, and snicker at the end. Great "chunk" of funk there! Welcome to Macjams!
what it`s like to feel the pain, when you got stones in your kidneys.
got the ear from your father it seems, which is really good in my book.
guitar soloing is not 100% tight, sounds like the guitarist is a bit overstrained with playing those fast little notes.
first play pretty slow and you will see, that the fast ones comin automatically.
What a opener. Make dad proud. A good laugh and a fine track. You guys got it goin here. Nice and tight. Welcome.
THIS is the part of the 70's I've been wanting to return..... Plus, breaking yer Dad's stones is always a good idea.
This song has a great groove. Sounds like a you had fun recording it. Scott's Stones!
first of all, welcome to MJ!! secondly - clearly YOU were not the one with the kidney stones, not that i'd ever EVER wish that on you! now, to the music - WOWZA!! this is absolutely a terrific song - i love your vox here, and guitar work is first rate. as drakonis said, the talent doesn't fall too far from the tree. i very much look forward to following your music here at MJ!
when I spotted the name. Because I can tell by how much TALENT you have that it HAS to carrry on to the next generation. Just hope it DOESN"T come to get me too :) as for as those dreaded stones. The only stones I enjoyed was when i was in my first rock group :) I hope and pray that you get over them SOON! God bless.
So much talent in one family ! Amazing !
Thanks for sharing and introducing your son !
Always room for another "stones" jam.
Hey everyone, thanks for the feedback and for just listening. I'm glad you all liked it and I'm happy to be on your websight. Lovin' the music!
Huh! Love it! The production is thru the roof! Your Dad could of used some of that "grease" from that riff. Outstanding!
when it is someone else's trauma!!! Awesome job!
kidney stones, then there wouldn't be all of that screaming. You never know what the kids are going to make fun of. As the famous line from Buckaroo Banzai, stated,..." laugh while you can, monkey-boy." Heck of a good rock song.
Making fun of Dad's pain took a lot of stones. Thanks.
Very funky tune, great bass. Poor Scott, great original theme. Voice is good.
Like I already said really FAB bass.
those kick off vocal "UHs" about sez it all.
cool vocal delivery - love the all out approach.
music is strong and confident - holds my ear with no problem.
ow - i really feel the pain here. poor scott!
(I can laugh because I haven't had kidney stones - yet). Cool playing and some nice riffing.
The tune is excellent, as is the playing - sounds like you all had a ball!


text:
Age of Dragons MUD
Mud Address: ageofdragons.com 4000
Web Address: http://www.ageofdragons.com/
Codebase: [Circlemud] Heavily Modified. Many New Features and Systems
Level-Based Training System
Level-Based Equipment System
Large World (8,000+ rooms)
Generally Adult-Oriented
Age of Dragons is an old-school style Dragonlance game set after the War of the Lance. We have a large, well-described world with quests, plenty of gear to hunt for, and the occasional puzzle to solve.
The game is set after the end of the War of the Lance, during what is commonly termed 'the 4th age'. The Knights of Solamnia and Forces of Whitestone defeated the Dragonarmies of Takhisis with the instrumental assistance of the heroes of the lance. Things are far from peaceful, but the grip of fear throughout Ansalon has ended for most.
In this new era, adventurers are aplenty. The dangers of the land differ from locale to locale, and skirmishes most often occur between small groups as opposed to large armies. The potential for wealth and fame is abound for adventurers in this era.
At the same time, while routed, the dragonarmies are not destroyed. In addition, new and dark forces are arising, and the Knights of Solamnia and the Forces of Whitestone cannot sit on their heels and wait. They continue to remain active and recruiting; as do their adversaries, known and otherwise.
The game is currently undergoing heavy development. We're adding new things each week, from new quests to new features and much in our pipeline. We also listen and sincerely consider player input, as you're the ones that make what we do, as developers, worthwhile.
Mud Theme: Dragonlance 4th Age Post War of the Lance
Age of Dragons MUD Mud Reviews
2 reviews found, Post a review
Review posted by Chris
Posted on Mon Apr 10 18:03:55 2006 / 0 comments
Age of Dragons was the very first mud I had ever tried. Some of my friends at the time were playing and wanted me to join. I can honestly say that as soon as I got into it I was addicted. Not only was I having a great amount of fun playing the mud but there were countless other players and imms that were there to help me out when I had questions about the way things worked.
After starting Aod I thought I would try a few other muds since I was having so much fun. Unfortunately I didn't have the same luck at some of the others. There was a couple that I liked but none of them compared to the fun I had at Aod.
Over the years I have been at Aod I have seen many changes. There have been changes within the playing world itself and there have been changes among staff members. For the most part the changes have been positive but like anything else there have also been low times. I think that the staff have done quite well in keeping things fair and keeping things interesting. I have been involved with many quests (as a player) that the imms have created from character backgrounds sent in by players. Within these quests I have received many interesting items including unique equipment and weapons.
I would like to invite anyone interested in Dragonlance to come join us and hopefully enjoy it as much as I do. See you there.
Review posted by Stephen Squires
Posted on Thu Mar 2 19:16:25 2006 / 0 comments
Age of Dragons was one of my first MUDs, and I am happy to say that when I turn old and grey this is the MUD that I will think of when I think of the good old days.
Age of Dragons has been a developing project since the day I joined. When I started out the MUD was less than 6 months old, and there really was not a whole lot done with the code or zones. However there was a certain ambiance in the game. The roleplaying was dedicated and enjoyable, and when I played there I really became absorbed in my character, and truly felt as if I was a Knight of Solamnia, or in my darker days, a notorious assassin.
Those days are long gone, and much has happened since. I have left to start my own mud several years ago, but I keep coming back to Age of Dragons to play when my time is available.
Although many things have changed, mostly in the way of adding new features, the atmosphere remains the same, and that is truly what gets us absorbed in a game isn't it? The feeling of this mud, the interaction with the other characters, is incredibly fun. Age of Dragons could be said to be a roleplaying training ground, because virtually everyone who walks down the road to Palanthas, skips along the treetop bridges in Solace, or treacherously navigates their way through the lava-filled streets of Saction, comes to learn through the example of those around them what true roleplaying is.
Age of Dragons is not a MUD for everyone. For a lone player, it can be difficult to get started. Mostly due to the way things are set up in, that the world is huge, and you do not know anyone, even see anyone when you type 'who' at first. However after a few days of logging on at peak hours (weekends, weekday nights), you will get to know some of the more prominent characters in the realm, and will then start to truly experience the charm of this fantastic game.
If you're coming with a group of friends, you are in a perfect position to jump right into this world, and experience all it has to offer. Apart from the added social benefits of knowing people right away, much of this game's content is highly geared towards groups. Some of it absolutely cannot be done without it. Just be sure to drop the admins a line on the staff email before you guys get too serious. There's no multi-playing on this game, so if you guys share IPs or even ISPs, it's best to give them a heads up.
If you are an avid player killer, this is probably not the place for you. There is a dueling system in place, but the staff has little tolerance for rampant senseless killing sprees, whether by good or evil characters. This MUD focuses on role playing, and for this reason pkilling is allowed, but it is only there to give players the freedom to fully express themselves in their roleplay. Players who go on a temper tantrum will soon find themselves in the red with the staff.
Most of all, this game is for roleplayers, and avid roleplayers at that. True dragonlance fans will find themselves perfectly at home here, in the 4th Age Dragonlance setting.
If you are looking for a true home on the Internet, one without l33t speak, where you can spend your time with mature individuals who share your interests in dragonlance and roleplaying, and where you will be taken care of well by staff who dedicate many hours in the game, giving players roleplaying opportunities, holding contests, and adding new content to the game... well then, Age of Dragons is for you.
Log in and make your character now. It might be a little scary at first, as it is different than most muds, but invest a week, and you will be living the MUD life like it was always meant to be lived.
But enough talk... Krynn awaits!
Age of Dragons MUD Stats
Total Telnet Attempts 1646 0.402
Total Website Attempts 2014 0.492


Genealogist since 1982, passionately specializing in early Western Maine families and their settlements. Migration patterns from Europe to Maine, Massachusetts, New Hampshire, Nova Scotia and New Brunswick. New England genealogy, probate, deed and title research, associated heir searches, historical research for any purpose. Transcriptions, abstracts, living history interviews, photographic identification.


text:
This is a very flexible component which generates breadcrumb trail as you navigate through the app. It is loosely based on the [ng2-breadcrumb](https://github.com/gmostert/ng2-breadcrumb), but was completely rewritten.

The main idea behind it is to add *reactivity* to the path names. The reason is that static path configuration is not enough sometimes, for example you would like to render breadcrumb with an entity name which is loaded asynchronously:

```typescript
// Say, we configure a path name
breadCrumbService.configureRoute({
    path: '/entity/1',
    name: entity.name
}); // Uh-oh, we do not have the name yet
```

Adding observables to the game allows us to do this and even much more. We can use an Observable or a Promise, which will return the name later, we can even make an ajax call!

```typescript
breadCrumbService.configureRoute({
    path: '/entity/1',
    name: this.http.get('api/entity/1').map(data => data.name)
});
```

Observables are really a game changer here. But if you're looking for a simple static configuration - it is supported as well.

## Dependencies

There are no dependencies actually. The built-in component uses Bootstrap breadcrumb class, but you can overwrite it or define your own template the way you like it.

## Install

## How to use

1. Import the breadcrumb module in your project:

```typescript
import { NgReactiveBreadCrumbModule } from 'ng-reactive-breadcrumb';

@NgModule({
    imports: [
        NgReactiveBreadCrumbModule
    ]
})
export class AppModule {}
```

2. Configure the breadcrumb service (optional!):

```typescript
import { BreadCrumbService } from 'ng-reactive-breadcrumb';

export class AppComponent {
    constructor(private _breadCrumbService: BreadCrumbService) {
        this._breadCrumbService.configure([
            {path: '/one', name: 'ONE'},
            {path: '/two', name: 'TWO'},
            {path: '/three', name: 'THREE'}
        ]);
    }
}
```

3. Configure your app routing

4. Use the breadcrumb component in your own component's template:

```html
<ng-reactive-breadcrumb></ng-reactive-breadcrumb>
```

## Service configuration

If you use simple route names, then you don't have to configure the service at all, the service will auto-generate names from the paths. For example:

```
/first -> First
/first/second -> Second
/first/second/third -> Third
/foo_bar -> Foo_bar
etc.
```

If your routes is a bit more complicated, the service has to be configured.
There are two methods to configure the service, the latter one is just a nifty shortcut:
- ```configureRoute``` method ([link](https://cdn.rawgit.com/mndholder/ng-reactive-breadcrumb/f352419b/docs/classes/_src_services_breadcrumb_service_.breadcrumbservice.html#configureroute))
- ```configure``` method ([link](https://cdn.rawgit.com/mndholder/ng-reactive-breadcrumb/f352419b/docs/classes/_src_services_breadcrumb_service_.breadcrumbservice.html#configure))

### configureRoute method

This method accepts an Object, which must define the path we are configuring:

```typescript
import { BreadCrumbService } from 'ng-reactive-breadcrumb';

export class AppComponent {
    constructor(private _breadCrumbService: BreadCrumbService) {
        this._breadCrumbService.configureRoute({
            path: '/one',
            name: 'ONE'
        });
    }
}
```

The path can be either a ```string``` or a ```RegExp```, so it is possible to configure more than one route with the same name:

```typescript
this._breadCrumbService.configureRoute({
    path: /\/one$/,
    name: 'ONE'
});
```

The name can be anything that is compatible with [Angular async pipe](https://angular.io/docs/ts/latest/api/common/index/AsyncPipe-pipe.html). It can be just a static string or, for example, an Observable:

```typescript
this._breadCrumbService.configureRoute({
    path: /\/one$/,
    name: Observable.of('ONE')
});
```

Using the Observable allows changing the name reactively, whenever you like, for example:

```typescript
let subject = new BehaviorSubject('ONE');
this._breadCrumbService.configureRoute({
    path: /\/one$/,
    name: subject.asObservable()
});
...
subject.next('TWO'); // The name in the breadcrumb will change to TWO
...
subject.next('THREE'); // The name in the breadcrumb will change to THREE
...
```

It can even be an ajax request, if you like:
```typescript
this._breadCrumbService.configureRoute({
    path: /\/one$/,
    name: this._http.get('something')
});
```

### configure method

This is just a simple shortcut, which allows configuring many routes at once:

```typescript
this.breadCrumbService.configure([
  {path: '/one', name: 'ONE'},
  {path: '/one/two', name: 'TWO'},
  {path: '/one/two/three', name: 'Three'}
]);
```

### Hiding routes

Some routes can be hidden. If they are hidden, they won't be shown in the breadcrumb trail. To hide the route, use ```hidden``` property:

```typescript
this.breadCrumbService.configure([
  {path: '/one', name: 'ONE'},
  {path: '/one/two', name: 'TWO', hidden: true}, // // This will not show up in the breadcrumb,
  {path: '/one/two/three', name: 'Three'}
]);
```

## Documentation

Auto-generated documentation is in the repository. Refer to ```docs``` directory or alternatively use these links:
- [Documentation index](https://cdn.rawgit.com/mndholder/ng-reactive-breadcrumb/f352419b/docs/index.html);
- [BreadCrumbComponent documentation](https://cdn.rawgit.com/mndholder/ng-reactive-breadcrumb/f352419b/docs/classes/_src_components_breadcrumb_component_.breadcrumbcomponent.html);
- [BreadCrumbService documentation](https://cdn.rawgit.com/mndholder/ng-reactive-breadcrumb/f352419b/docs/classes/_src_services_breadcrumb_service_.breadcrumbservice.html)

## Examples

- [Zero configuration](https://embed.plnkr.co/0bycsEZb4tQvfJlg4ofc/)
- [Static configuration](https://embed.plnkr.co/IsrPHX9clEI1l40KpFa0/)

```javascript
this.breadCrumbService.configure([
  {path: '/one', name: 'ONE'},
  {path: '/one/two', name: '2-as-two'},
  {path: '/one/two/three', name: 'Three'},
  {path: '/one/two/three/four', name: 'FOUR (4)'},
  {path: '/one/two/three/four/five', name: 'Just five'}
]);
```

# License

[MIT](/LICENSE)