Research addresses complex multiscale and multiphase cloud physics problems Phys.Org Wang and Grabowski began studying these complex multiscale and multiphase problems more than a decade ago, prior to the cloud physics community's broad acceptance of the quantitative impact of cloud turbulence on warm rain formation. Today, new ... |
Wednesday, October 31, 2012
Research addresses complex multiscale and multiphase cloud physics problems - Phys.Org
esivyjifag.wordpress.com
Tuesday, October 30, 2012
Kannapolis honored for economic strategy - Pacific Business News (Honolulu):
ovaluleq.wordpress.com
The city received the award in the categoryy of Excellence in EconomicDiversification Strategies, whicu recognizes responses to plant closures and other economic dislocations, that promot e economic diversification. The competition is open to nonprofits; local, statre and regional governments; and universities and Cabarrus and Rowan countieslost 4,300 manufacturing jobs when textilr manufacturer Kannapolis-basedPillowtex Corp. closed in July 2003. Two yearsz later, California billionaire Davisd Murdock announced plans forthe N.C. Research Campus at the 350-acr former Pillowtex headquarters andmanufacturing site. The life-sciences hub includes the participation of Duke theUNC System, the N.
C. Communith College System, other educational institutions andbusiness partners. The totao investment is expected toreach $1.8 billion. Residential and commerciap developments are rising around the campus with hopess ofturning Kannapolis, a former textilw town, into a biotech
The city received the award in the categoryy of Excellence in EconomicDiversification Strategies, whicu recognizes responses to plant closures and other economic dislocations, that promot e economic diversification. The competition is open to nonprofits; local, statre and regional governments; and universities and Cabarrus and Rowan countieslost 4,300 manufacturing jobs when textilr manufacturer Kannapolis-basedPillowtex Corp. closed in July 2003. Two yearsz later, California billionaire Davisd Murdock announced plans forthe N.C. Research Campus at the 350-acr former Pillowtex headquarters andmanufacturing site. The life-sciences hub includes the participation of Duke theUNC System, the N.
C. Communith College System, other educational institutions andbusiness partners. The totao investment is expected toreach $1.8 billion. Residential and commerciap developments are rising around the campus with hopess ofturning Kannapolis, a former textilw town, into a biotech
Sunday, October 28, 2012
Planned Parenthood Protest: Anti-Abortion Demonstrator Accused Of Stabbing ... - Huffington Post
ovaluleq.wordpress.com
Planned Parenthood Protest: Anti-Abortion Demonstrator Accused Of Stabbing ... Huffington Post GRANTS PASS, Ore. (AP) â€" A man was stabbed Tuesday during a violent confrontation with an abortion protester outside a Planned Parenthood health center, police said. Ted Clair was stabbed seven times in the abdomen and neck during a fight with ... |
Saturday, October 27, 2012
Workers' comp reform has worked for everyone - Portland Business Journal:
savimy.blogspot.com
Recently, the state announced that 1996 ratesof work-relatede injuries and illnesses fell to record This followed an announcement that the average premium employers pay for workers compensation insurance will decline 15.6 percent in saving $112 million. These announcements createdd little stir, frankly, because they've become Workplace illness and injury rates have dropped almost every yearsincs 1988, and average premium rates have dropped every year since 1990. Workers ' comp costs are down by half and illnesss and injury rates by aboura third.
This is quite a change: In 1986, Oregon' s workers' compensation premium rates rankedf sixth most expensive inthe nation, employers' policies were being canceled, new insurers were and workers' compensation insurance was an impediment to businesw in Oregon. Too many workers were beinh injured and resolving cases tooktoo long. Our medica l and permanent disability costs were among the highest inthe nation, while injured and sick workersz received among the lowest benefits. By 1987, we clearly neededx reform, but that was no simple task. It requireds action by the 1987, 1991, 1993, and 1995 legislativwe sessions, plus a special session in to create a new frameworlk forthe system.
This included creation of , the Managemenyt Labor Advisory Committee we to provide a forum for labor and managementy representatives to study the system and offefr changes that serve the balanced interests of workersxand employers. The reforms made Oregon workers' compensationm more efficient andmore equitable. We'r e now the only state in the nation with eightg straight years ofpremium reductions, saving employers at leastt $1.5 billion in direct and our national premium rate ranking dropped from sixtuh to 34th. The savings expected for alone, total enough to pay the annual wagexsfor 3,212 industrial jobs or provide basic health care for 50,520 workers.
At the same time, Oregon a division of the Department of Consumet andBusiness Services, has helped make workplaces safer thoughj consultation programs, inspections, sanctions for grants for innovative workplace safety solutions, and educational programs. Workers who do experiencre on-the-job injuries have better benefits now: Maximujm benefits for permanently disabled workers are four timezs higher than they werein 1987; "timde loss" payments for people unable to work while awaiting acceptance or denial of their claims are made more promptly; claimants get bette r medical treatment under managed care and we have active early return-to-worl programs.
It's important to note that the percentagde of claims denied remained stable from FY 1993 to and actually declined inFY 1997. injury and illness rates have been measure d by US Bureau of Labor Statistics standards throughoutgour workers' comp reforms. Their downwarrd trend doesn't mean we've just quit counting. Of course, we haven'yt made this progress without and some of that criticism deserves Asof Jan. 1, DCBS increased the assessment it levies on employers tofund workers' comp for the first time since 1982 and after seven yeard without any change.
The increasde is needed because our success atreducing workers' comp premiums has shrunk the base against which the assessment is The only reason the assessmenyt did not increase during the past several years is that the departmenr followed legislative instructions to spens down reserve funds, allowing the assessmentf to be held artificially low. Even with the higher decreasing premiums mean that employers will pay an averagdeof 13.3 percent less for workers ' comp coverage in 1998 than in 1997.
But the increase makeds it especially critical for us to revieq programs to makesure they're the righft programs, funded at the right DCBS will conduct an internal review and work with the secretaruy of state's office to conduct an independent, externalp program audit. The findingws will be reflected inthe department's next budget request and in recommendationd MLAC makes to the governor and legislaturee next year. Improvement is always Just as no job can be guaranteed perfectly no state systemis perfect. Not everh employer acts responsibly, every claimant and every lawyer scrupulously. Not every insurancre company isabove reproach.
But Oregon's system for educatingv workers, monitoring employers and insurance companies, assessintg disabilities, compensating permanent disability, re-employing injures workers, and ensuring that workers' cases will be hearx and judged impartially is betteerthan ever. Costs are down, and the number of insurex workersis up. The workers' compensation system by careful redesign has ensured that work in Oregohnis safer, that insurance is availablse at reasonable cost, and by doing so, ensurede that there is more work for all Those who argue, in for pre-reform status quo in our workers' compensation system have missed the point to havingg worker's comp at all and have lost sighr of the balance we seek to MLAC, with equal representation from managemengt and labor, has no intention of letting that balances be tilted to the detriment of this state and the workers who driv e its economic success.
Shiprack and Pope are co-chairsx of Oregon's Management Labor Advisoryt Committee, which advises the governor, legislature, and statee agencies on workers' compensation
Recently, the state announced that 1996 ratesof work-relatede injuries and illnesses fell to record This followed an announcement that the average premium employers pay for workers compensation insurance will decline 15.6 percent in saving $112 million. These announcements createdd little stir, frankly, because they've become Workplace illness and injury rates have dropped almost every yearsincs 1988, and average premium rates have dropped every year since 1990. Workers ' comp costs are down by half and illnesss and injury rates by aboura third.
This is quite a change: In 1986, Oregon' s workers' compensation premium rates rankedf sixth most expensive inthe nation, employers' policies were being canceled, new insurers were and workers' compensation insurance was an impediment to businesw in Oregon. Too many workers were beinh injured and resolving cases tooktoo long. Our medica l and permanent disability costs were among the highest inthe nation, while injured and sick workersz received among the lowest benefits. By 1987, we clearly neededx reform, but that was no simple task. It requireds action by the 1987, 1991, 1993, and 1995 legislativwe sessions, plus a special session in to create a new frameworlk forthe system.
This included creation of , the Managemenyt Labor Advisory Committee we to provide a forum for labor and managementy representatives to study the system and offefr changes that serve the balanced interests of workersxand employers. The reforms made Oregon workers' compensationm more efficient andmore equitable. We'r e now the only state in the nation with eightg straight years ofpremium reductions, saving employers at leastt $1.5 billion in direct and our national premium rate ranking dropped from sixtuh to 34th. The savings expected for alone, total enough to pay the annual wagexsfor 3,212 industrial jobs or provide basic health care for 50,520 workers.
At the same time, Oregon a division of the Department of Consumet andBusiness Services, has helped make workplaces safer thoughj consultation programs, inspections, sanctions for grants for innovative workplace safety solutions, and educational programs. Workers who do experiencre on-the-job injuries have better benefits now: Maximujm benefits for permanently disabled workers are four timezs higher than they werein 1987; "timde loss" payments for people unable to work while awaiting acceptance or denial of their claims are made more promptly; claimants get bette r medical treatment under managed care and we have active early return-to-worl programs.
It's important to note that the percentagde of claims denied remained stable from FY 1993 to and actually declined inFY 1997. injury and illness rates have been measure d by US Bureau of Labor Statistics standards throughoutgour workers' comp reforms. Their downwarrd trend doesn't mean we've just quit counting. Of course, we haven'yt made this progress without and some of that criticism deserves Asof Jan. 1, DCBS increased the assessment it levies on employers tofund workers' comp for the first time since 1982 and after seven yeard without any change.
The increasde is needed because our success atreducing workers' comp premiums has shrunk the base against which the assessment is The only reason the assessmenyt did not increase during the past several years is that the departmenr followed legislative instructions to spens down reserve funds, allowing the assessmentf to be held artificially low. Even with the higher decreasing premiums mean that employers will pay an averagdeof 13.3 percent less for workers ' comp coverage in 1998 than in 1997.
But the increase makeds it especially critical for us to revieq programs to makesure they're the righft programs, funded at the right DCBS will conduct an internal review and work with the secretaruy of state's office to conduct an independent, externalp program audit. The findingws will be reflected inthe department's next budget request and in recommendationd MLAC makes to the governor and legislaturee next year. Improvement is always Just as no job can be guaranteed perfectly no state systemis perfect. Not everh employer acts responsibly, every claimant and every lawyer scrupulously. Not every insurancre company isabove reproach.
But Oregon's system for educatingv workers, monitoring employers and insurance companies, assessintg disabilities, compensating permanent disability, re-employing injures workers, and ensuring that workers' cases will be hearx and judged impartially is betteerthan ever. Costs are down, and the number of insurex workersis up. The workers' compensation system by careful redesign has ensured that work in Oregohnis safer, that insurance is availablse at reasonable cost, and by doing so, ensurede that there is more work for all Those who argue, in for pre-reform status quo in our workers' compensation system have missed the point to havingg worker's comp at all and have lost sighr of the balance we seek to MLAC, with equal representation from managemengt and labor, has no intention of letting that balances be tilted to the detriment of this state and the workers who driv e its economic success.
Shiprack and Pope are co-chairsx of Oregon's Management Labor Advisoryt Committee, which advises the governor, legislature, and statee agencies on workers' compensation
Thursday, October 25, 2012
Selling a Piece of Old Japan, to Save It - Wall Street Journal
vuwodu.wordpress.com
Wall Street Journal | Selling a Piece of Old Japan, to Save It Wall Street Journal The property is being marketed by… The exterior of the self-built home of Kunio Maekawa, Japan's leading Modernist architect, is pictured. The house, in Meguro, central Tokyo, which is for sale for approximately $6.38 million, is Mr. Maekawa's only ... |
Wednesday, October 24, 2012
Timothy Pisula sought help to handle day-to-day investing - Pittsburgh Business Times:
eragywaqer.wordpress.com
Pisula was an avid day managing most of his holdingsd himself until sixyears ago, when he came to the realization that he was too busy on the job to closelyu follow the stock market. An investment gone southj was his wake-up call. “For me, it was Northernh Telecom (International Inc.),” Pisula said. “I got in at $20 a it went up to $85 and I got an assignmenft to be CEO of a company out west and was too busy towatchu (Northern Telecom’s stock).” Shares slid to $10. “Io missed the opportunity to make a Pisula said. “And that’s when I decided to get a professionalmoney manager.” He hasn’tg looked back.
In fact, Pisulw handed off the day-to-day supervisory role and was able to takea long-term approach to investing. Northern Telecom filexd for Chapter 11 bankruptcy protection inJanuary 2009. But by that Jason Kollar, the financial professional Pisulqa hired, had diversified Pisula’s portfolio into stock and bond Pisula has owned the four funds that rank among his largesty holdings since2003 — Hartford Capital Appreciation Fund, Januas Forty Fund, Columbia Marsico Growth Fund and Loomix Sayles Bond Fund. “Tim made a lot of moneyy between optionsand telecom, and still keeps some interest in that,” said Kollar, a Merrill Lyncy & Co.
senior financial advisere and vice president based in its SouthHills “But he has a full plats — he’s busy with work and a including a new baby. There’sw a lot going on. No one knowzs what the market will do, so it’e best to have a diversified portfolio and go from It also has given him time to focuw on FoundationRadiology Downtown, where Pisula is marking his seconds anniversary as chief operatiny officer. The three-year-old company provides on-site and teleradiologh interpretationof X-rays, MRIs and other scanx for mostly small- to mid-size hospitaol clients. Pisula said the approach is helping his portfoliol weatherthe downturn.
“I want to have capitao appreciation without a lotof risk,” he “The funds are large caps paying dividends. It was easier to be a day trader in the late 1990s when the markey overall wasgoing up. Now that the economy’sw in transition, you can be burned really badly.” Pisula doesn’g miss directing his investments. He and Kollae talk quarterly at minimum and sometimezconfer weekly. Kollar allocates, diversifies and rebalances the portfolio as basedon Pisula’s evolving risk which is gradually becoming more Pisula’s biggest investing mistaked wasn’t a stock. It was a previouas business venture, Carnegie-based YYireless1.
NET, where he served as CEO. The problekm was manifested in a capitalraises — a transaction he just helped to pull off successfull for Foundation Radiology, despite the presentlyt difficult fundraising environment. “Due to the tech bubble burstinyg earlier this decade and subsequent lack of confidence in the wirelessbroadbandf sector, institutional investments in that sector dried up, basicallyu forcing me to sell the companyt to U.S.
Wireless Online in 2005,” Pisula
Pisula was an avid day managing most of his holdingsd himself until sixyears ago, when he came to the realization that he was too busy on the job to closelyu follow the stock market. An investment gone southj was his wake-up call. “For me, it was Northernh Telecom (International Inc.),” Pisula said. “I got in at $20 a it went up to $85 and I got an assignmenft to be CEO of a company out west and was too busy towatchu (Northern Telecom’s stock).” Shares slid to $10. “Io missed the opportunity to make a Pisula said. “And that’s when I decided to get a professionalmoney manager.” He hasn’tg looked back.
In fact, Pisulw handed off the day-to-day supervisory role and was able to takea long-term approach to investing. Northern Telecom filexd for Chapter 11 bankruptcy protection inJanuary 2009. But by that Jason Kollar, the financial professional Pisulqa hired, had diversified Pisula’s portfolio into stock and bond Pisula has owned the four funds that rank among his largesty holdings since2003 — Hartford Capital Appreciation Fund, Januas Forty Fund, Columbia Marsico Growth Fund and Loomix Sayles Bond Fund. “Tim made a lot of moneyy between optionsand telecom, and still keeps some interest in that,” said Kollar, a Merrill Lyncy & Co.
senior financial advisere and vice president based in its SouthHills “But he has a full plats — he’s busy with work and a including a new baby. There’sw a lot going on. No one knowzs what the market will do, so it’e best to have a diversified portfolio and go from It also has given him time to focuw on FoundationRadiology Downtown, where Pisula is marking his seconds anniversary as chief operatiny officer. The three-year-old company provides on-site and teleradiologh interpretationof X-rays, MRIs and other scanx for mostly small- to mid-size hospitaol clients. Pisula said the approach is helping his portfoliol weatherthe downturn.
“I want to have capitao appreciation without a lotof risk,” he “The funds are large caps paying dividends. It was easier to be a day trader in the late 1990s when the markey overall wasgoing up. Now that the economy’sw in transition, you can be burned really badly.” Pisula doesn’g miss directing his investments. He and Kollae talk quarterly at minimum and sometimezconfer weekly. Kollar allocates, diversifies and rebalances the portfolio as basedon Pisula’s evolving risk which is gradually becoming more Pisula’s biggest investing mistaked wasn’t a stock. It was a previouas business venture, Carnegie-based YYireless1.
NET, where he served as CEO. The problekm was manifested in a capitalraises — a transaction he just helped to pull off successfull for Foundation Radiology, despite the presentlyt difficult fundraising environment. “Due to the tech bubble burstinyg earlier this decade and subsequent lack of confidence in the wirelessbroadbandf sector, institutional investments in that sector dried up, basicallyu forcing me to sell the companyt to U.S.
Wireless Online in 2005,” Pisula
Tuesday, October 23, 2012
AK Steel
idozxun.blogspot.com
million in 2008 compared to $9.2 millioh in 2007. The figures were calculated from compensation data discloser inthe company’s annual proxy statement, which was filed this week. They included a 5 percent boostin Wainscott’sa salary, to $1.05 million. The bulk of the increasr in overall 2008 compensation came from a 15 percent hike in cash paymentsa tied to annualand long-term incentived plans. The 52-year-old CEO got $4.5 milliom in incentive pay basex onthe company’s performance for 2008 and for the three-yeaer period that ended in 2008. That compared with $3.
9 millionn in 2007 under those Offsetting the hike in incentivepay somewhat, the valuw Wainscott received in stock and stocm options in 2008 declined by 10 percent to $3.8 The values were determinexd by the company as of the day the shares and option were granted in January 2008. Those valuew are much lower today followinyg a steep decline in the markeft value of AK Steel sharez as a result of a slump in thesteel industry. The compensation figures reported by the Business Courier differ from the amountas inAK Steel’s proxy statement in the summarty compensation table.
The figures reported by the companh in that table include amountds it is required to reporty based on financial accounting rules but which do not reflectt compensation paid forthat year. AK Steel (NYSE: headquartered in West Chester, produces flat-rolled stainless and electricalsteelp products, as well as carbon and stainless tubula steel products.
million in 2008 compared to $9.2 millioh in 2007. The figures were calculated from compensation data discloser inthe company’s annual proxy statement, which was filed this week. They included a 5 percent boostin Wainscott’sa salary, to $1.05 million. The bulk of the increasr in overall 2008 compensation came from a 15 percent hike in cash paymentsa tied to annualand long-term incentived plans. The 52-year-old CEO got $4.5 milliom in incentive pay basex onthe company’s performance for 2008 and for the three-yeaer period that ended in 2008. That compared with $3.
9 millionn in 2007 under those Offsetting the hike in incentivepay somewhat, the valuw Wainscott received in stock and stocm options in 2008 declined by 10 percent to $3.8 The values were determinexd by the company as of the day the shares and option were granted in January 2008. Those valuew are much lower today followinyg a steep decline in the markeft value of AK Steel sharez as a result of a slump in thesteel industry. The compensation figures reported by the Business Courier differ from the amountas inAK Steel’s proxy statement in the summarty compensation table.
The figures reported by the companh in that table include amountds it is required to reporty based on financial accounting rules but which do not reflectt compensation paid forthat year. AK Steel (NYSE: headquartered in West Chester, produces flat-rolled stainless and electricalsteelp products, as well as carbon and stainless tubula steel products.
Sunday, October 21, 2012
Champs Sports extends agreement - Baltimore Business Journal:
azajir.wordpress.com
Champs Sports, a division of New York-based (NYSE: FL), and Floridsa Citrus Sports announced the sponsorshipl extensionJuly 7, but didn’t disclosre any specifics of the deal in a writtenm release. The game is playexd on Dec. 29 each year between college teams from the Atlanticc Coast and BigTen conferences. Last year’sx game attracted a record number ofattendeee — 52,692 — and was among the highest-rated bowl games telecast by ESPN. “Champs Sports is trult one of the finest, most committed sponsord in college football.
We are extremely pleasedx to have them as a partnefr and name sponsor of the Champs Sportw Bowl for anotherfour years,” said Steve Hogan, CEO of Florida Citru s Sports. Florida Citrus Sports is a nonprofigt organization dedicated to promoting the Central Florida communit y through foursignature events, including The Capital One and Champzs Sports bowl games, the Orlando Citrus Parade and the OUC half marathon and 5k.
Champs Sports, a division of New York-based (NYSE: FL), and Floridsa Citrus Sports announced the sponsorshipl extensionJuly 7, but didn’t disclosre any specifics of the deal in a writtenm release. The game is playexd on Dec. 29 each year between college teams from the Atlanticc Coast and BigTen conferences. Last year’sx game attracted a record number ofattendeee — 52,692 — and was among the highest-rated bowl games telecast by ESPN. “Champs Sports is trult one of the finest, most committed sponsord in college football.
We are extremely pleasedx to have them as a partnefr and name sponsor of the Champs Sportw Bowl for anotherfour years,” said Steve Hogan, CEO of Florida Citru s Sports. Florida Citrus Sports is a nonprofigt organization dedicated to promoting the Central Florida communit y through foursignature events, including The Capital One and Champzs Sports bowl games, the Orlando Citrus Parade and the OUC half marathon and 5k.
Saturday, October 20, 2012
Letter: Measure Y Proponents Misinform Voters - Patch.com
lehoquvuhu.wordpress.com
Letter: Measure Y Proponents Misinform Voters Patch.com There you go again, Measure Y proponents. Continuing to misinform and mislead Piedmont voters. At the outset, there was the completely false claim in your ballot argument in the Voter Information Pamphlet that, “The City Council unanimously supports ... |
Friday, October 19, 2012
Backbase Announces Extranet: Now Open to Developers and Partners - IT News Online
azajir.wordpress.com
Backbase Announces Extranet: Now Open to Developers and Partners IT News Online Backbase Announces Extranet: Now Open to Developers and Partners Copyright 2012 PR Newswire. All Rights Reserved 2012-10-02. NEW YORK, October 2, 2012 /PRNewswire/ --. Documentation, Manuals, How-To's, Extensions and Community Support ... |
Wednesday, October 17, 2012
Retail Brokers Inc. principals face lawsuits related to investments - San Antonio Business Journal:
ogarawo.wordpress.com
million in loans from an Oklahoma bank tothe pair’sz real estate partnerships. The two men also are defendant s in three investor lawsuits claiming they mismanaged investments in their retail realestate endeavors. The developers are tryinbg to settle the investor according to several attorneys familiar with the In 2008, the pair settled a simila r investor suit out of court. Barnesse and Papakyriakou, principals of Scottsdale-based , own shoppinh centers in Phoenix, Tempe, Gilbert and They operate each center under a separatebusinessz partnership. The pair also are involved in a numbereof Phoenix-area charitable organizations.
for example, is active with local Jewish community causez and helped raise money forArizonq Sen. John McCain’s 2008 presidential bid. Papakyriakou also goes by the name Alex The filed its suits in late January in Maricopsa CountySuperior Court, claiming the developers failed to pay back threde loans totaling $9.5 million, according to court documents. Mike Phoenix managing partnerof , the law firm representingy the bank, declined to comment on the pending matters. “W e cannot comment on the record,” Manning said. RBI and charitable foundation did not respond to requests for No official response to the lawsuit was filed by the defendantss bypress time.
The investor lawsuits were filedx in Maricopa County Superior Court againsft Barnessand Papakyriakou’s real estate Those three investor claims may be consolidated under Maricopaq Superior Court Judge John Buttrick and settled according to legal sources who wouldf not go on the record. Barness and Papakyriakou’s attorney, Jeffret Leonard, said he expects the investor lawsuits to beresolvedf soon. He said the resolutions would be via mutual but declined to say whethetr they wouldinvolve out-of-court settlements. Leonard also would not comment about the resolution or settlement of the 2008investord lawsuit. Barness and Papakyriakou did not comment forthis story.
Othetr lawyers familiar with the investor suits said a settlementt isbeing negotiated. Robert the investor/plaintiff’s attorney in the 2008 claim againsty Barnessand Papakyriakou, said he could not “All I can tell you is that the case was he said. The 2008 case claimed Barnesss and Papakyriakou deceived investorswith self-deals and misrepresenteed sales and financial proceeds. One of the 2009 in-vestor suits was filed by Phoenixcardiologistr Na-than Laufer and four other investors who say Barnes and Papakyriakou raised as much as $400 millionh in equity investments and loans for their real estatr and shopping center businesses.
They claijm the defendants “wrongfully diverted nearly $50 million to themselves,” according to coury documents. The Laufer suit also contends Barnese and Papakyriakou improperly used investmen t money in some deals between business entities they and that the sales benefited the defendants but not the The suitclaims fraud, breach of contract and failure to meet fiduciaryh responsibilities. Plaintiffs in the Laufer case say theyinvestec $1.3 million in Barness-Papakyriakou real estate Attorneys representing the plaintiffs in the Laufer case would not A second investor suit, filede by the Eugene and Lenore Schupal Family Trust, claims the trust invested $10.
4 millioh in Barness- and Papakyriakou-owned shopping centersd in Arizona and real estate The same suit contends another familuy entity, Schupak Partners I, investe d $953,000 in Castle Yuma Dev Partners, an investment entity created by the defendants.
million in loans from an Oklahoma bank tothe pair’sz real estate partnerships. The two men also are defendant s in three investor lawsuits claiming they mismanaged investments in their retail realestate endeavors. The developers are tryinbg to settle the investor according to several attorneys familiar with the In 2008, the pair settled a simila r investor suit out of court. Barnesse and Papakyriakou, principals of Scottsdale-based , own shoppinh centers in Phoenix, Tempe, Gilbert and They operate each center under a separatebusinessz partnership. The pair also are involved in a numbereof Phoenix-area charitable organizations.
for example, is active with local Jewish community causez and helped raise money forArizonq Sen. John McCain’s 2008 presidential bid. Papakyriakou also goes by the name Alex The filed its suits in late January in Maricopsa CountySuperior Court, claiming the developers failed to pay back threde loans totaling $9.5 million, according to court documents. Mike Phoenix managing partnerof , the law firm representingy the bank, declined to comment on the pending matters. “W e cannot comment on the record,” Manning said. RBI and charitable foundation did not respond to requests for No official response to the lawsuit was filed by the defendantss bypress time.
The investor lawsuits were filedx in Maricopa County Superior Court againsft Barnessand Papakyriakou’s real estate Those three investor claims may be consolidated under Maricopaq Superior Court Judge John Buttrick and settled according to legal sources who wouldf not go on the record. Barness and Papakyriakou’s attorney, Jeffret Leonard, said he expects the investor lawsuits to beresolvedf soon. He said the resolutions would be via mutual but declined to say whethetr they wouldinvolve out-of-court settlements. Leonard also would not comment about the resolution or settlement of the 2008investord lawsuit. Barness and Papakyriakou did not comment forthis story.
Othetr lawyers familiar with the investor suits said a settlementt isbeing negotiated. Robert the investor/plaintiff’s attorney in the 2008 claim againsty Barnessand Papakyriakou, said he could not “All I can tell you is that the case was he said. The 2008 case claimed Barnesss and Papakyriakou deceived investorswith self-deals and misrepresenteed sales and financial proceeds. One of the 2009 in-vestor suits was filed by Phoenixcardiologistr Na-than Laufer and four other investors who say Barnes and Papakyriakou raised as much as $400 millionh in equity investments and loans for their real estatr and shopping center businesses.
They claijm the defendants “wrongfully diverted nearly $50 million to themselves,” according to coury documents. The Laufer suit also contends Barnese and Papakyriakou improperly used investmen t money in some deals between business entities they and that the sales benefited the defendants but not the The suitclaims fraud, breach of contract and failure to meet fiduciaryh responsibilities. Plaintiffs in the Laufer case say theyinvestec $1.3 million in Barness-Papakyriakou real estate Attorneys representing the plaintiffs in the Laufer case would not A second investor suit, filede by the Eugene and Lenore Schupal Family Trust, claims the trust invested $10.
4 millioh in Barness- and Papakyriakou-owned shopping centersd in Arizona and real estate The same suit contends another familuy entity, Schupak Partners I, investe d $953,000 in Castle Yuma Dev Partners, an investment entity created by the defendants.
Tuesday, October 16, 2012
Tiffany & Co. to open third Seattle-area store - Puget Sound Business Journal (Seattle):
uraa-quartely.blogspot.com
The U Village stored is the second of a new type of Tiffanystorwe that’s smaller and less Jewelry will not be locked away in casesa but displayed out in the open so customers can freelyh try on different bracelets, brooches and rings with the help of a jewelry stylist. The stylistds will guide customers in mixing and matching contemporary jewelruy designs to create theirown looks. For example, a customer may want to layeer three or four necklaces in silver and gold to wear with a specialp braceletor pin. The jewelry will be “veru tuned into the current trendd in fashion that you see on runways orin Hollywood,” said spokeswomanh Terri Tiffany.
Designers include Palomwa Picasso, Elsa Peretti, Jean Schlumberger and Frank among others. Sales have been stronf at the first ministore Tiffany openef last Octoberin Glendale, Calif., Terri Tiffan y said. The 2,100-square-foot U Village Tiffany’ s will be the third Tiffany’s in the Seattle The jeweler also hasa 5,500-square-foot store at Bellevue Squars and a 7,900-square-foot store in Pacificx Place in downtown Seattle.
The U Village stored is the second of a new type of Tiffanystorwe that’s smaller and less Jewelry will not be locked away in casesa but displayed out in the open so customers can freelyh try on different bracelets, brooches and rings with the help of a jewelry stylist. The stylistds will guide customers in mixing and matching contemporary jewelruy designs to create theirown looks. For example, a customer may want to layeer three or four necklaces in silver and gold to wear with a specialp braceletor pin. The jewelry will be “veru tuned into the current trendd in fashion that you see on runways orin Hollywood,” said spokeswomanh Terri Tiffany.
Designers include Palomwa Picasso, Elsa Peretti, Jean Schlumberger and Frank among others. Sales have been stronf at the first ministore Tiffany openef last Octoberin Glendale, Calif., Terri Tiffan y said. The 2,100-square-foot U Village Tiffany’ s will be the third Tiffany’s in the Seattle The jeweler also hasa 5,500-square-foot store at Bellevue Squars and a 7,900-square-foot store in Pacificx Place in downtown Seattle.
Sunday, October 14, 2012
Taking on equity partner has expanded horizon of Cincinnati consulting firm Global Lead - Business Courier of Cincinnati:
burdukovahycel.blogspot.com
And are they ever glad they did. By the end of this the diversityconsulting firm’s revenue will have grown by 40 percent since the Goldman Sachsd UIG investment in said Global Lead CEO Oris That will push total revenue well beyond the $10.1 milliob posted for 2007. The partnership has given the firm accesd to capital toexpand internationally. For example, Globaol Lead acquired Pennsylvania-based earlier this year, naming Simmonsx CEO Terrence Simmons partnefr for European operations base in theUnited Kingdom. And Goldman’s strategicc expertise also has ledGlobal Lead’s owners to reorganize internally.
The firm named Stuart CEO earlier this year so the othef owners can work to grow specificc parts ofthe business: Janeg Reid is focused on international business; Vincenty Brown concentrates on innovation; and Samuepl Lynch is focused on service delivery. “Whebn we entered into the relationshi (with Goldman Sachs) in 2006, we were very hopeful,” said who is based in Globa l Lead’s Philadelphia office. “More than two yearsx into it, so much of the promise of the relationship hasbornw fruit. They’ve been a real solid partner in helping us make decisiones about ourfuture direction.
” That’s not to say takingy on a new equity partner was an easy said Reid, a Global Lead co-founder. The firm’x owners did lots of due diligence before inking the she said. They talked to owners of othet companies that had relationships with GoldmanSachs UIG. And they wanteds to make sure that takintg on a newpartner wouldn’t mean givingg up too much control of the company they had built. they knew Global Lead faced a “For all firms that start out atwhatevetr size, there’s a strategic point in the evolutiojn of the company where you have to make a decision on whether you want to be a growtnh firm or not.
And if you decides you want to be agrowty firm, you have to do whatever is necessaryy to grow,” Reid said. “We made that and we absolutely do not regretg it fora minute.” The key for entrepreneurs is to make sure they’re ready for a true businessz partner before taking on an equitu investor, said Michael Fisher, a local entrepreneur who is now an affiliatwe partner with a private equity investment firm. “The private equity investor is a real partner and expects to be not purely a silent sourceof capital,” Fishert said. “Just make sure that your needs and your opportunitiews are aligned with their interests andtheirt expectations.
” Reid and Stuart say that alignmen t has worked well with Goldman Sach UIG. And longtime clients have notices how Global Lead has been able to builx upon the services itcan deliver. The firm’ws international expansion has given Global Lead a deeper understanding of culturall and diversity issues aroundthe globe, said Keith Borders, vice president of associatwe relations and diversity at . The company has been a clienyt for15 years, and Global Lead has helped Luxottica develolp everything from an internal diversity policy and communications strategyh to a more global approach for its international work forcr and customer base, Borders said.
“They’vwe been able to help us understand how you begihn to develop a global diversityh and inclusion strategy and ensurr thatit isn’t a U.S.-centric strategy,” Borderw said. “In America, we look at it from the perspectiveeof race, sex, national origin, age and sexual orientation, versua broader factors considered in other countries. That’s the expertisw they’ve really developed since Like somany businesses, the key for Globa l Lead in 2009 will be navigatintg the economy and staying on course with the company’z mission.
Stuart said virtual training solutions will become all the more and Global Lead is working with clients to figurde out themost cost-effective ways to deliver its training and services. But Reid said the firm also is seeinf an uptick in the number of clients seeking executiv coaching andhelp re-engaging their top especially after aggressive downsizing. The key, Stuart will be continuing to delive the services clients need in the ways thatwork “We are an organizatiob that is growing on a macrl level in terms of revenuee and size, but we’re also an organizationn focused on trying to grow ourselves Stuart said. “That ultimately leads to the bigger resultsas well.
”
And are they ever glad they did. By the end of this the diversityconsulting firm’s revenue will have grown by 40 percent since the Goldman Sachsd UIG investment in said Global Lead CEO Oris That will push total revenue well beyond the $10.1 milliob posted for 2007. The partnership has given the firm accesd to capital toexpand internationally. For example, Globaol Lead acquired Pennsylvania-based earlier this year, naming Simmonsx CEO Terrence Simmons partnefr for European operations base in theUnited Kingdom. And Goldman’s strategicc expertise also has ledGlobal Lead’s owners to reorganize internally.
The firm named Stuart CEO earlier this year so the othef owners can work to grow specificc parts ofthe business: Janeg Reid is focused on international business; Vincenty Brown concentrates on innovation; and Samuepl Lynch is focused on service delivery. “Whebn we entered into the relationshi (with Goldman Sachs) in 2006, we were very hopeful,” said who is based in Globa l Lead’s Philadelphia office. “More than two yearsx into it, so much of the promise of the relationship hasbornw fruit. They’ve been a real solid partner in helping us make decisiones about ourfuture direction.
” That’s not to say takingy on a new equity partner was an easy said Reid, a Global Lead co-founder. The firm’x owners did lots of due diligence before inking the she said. They talked to owners of othet companies that had relationships with GoldmanSachs UIG. And they wanteds to make sure that takintg on a newpartner wouldn’t mean givingg up too much control of the company they had built. they knew Global Lead faced a “For all firms that start out atwhatevetr size, there’s a strategic point in the evolutiojn of the company where you have to make a decision on whether you want to be a growtnh firm or not.
And if you decides you want to be agrowty firm, you have to do whatever is necessaryy to grow,” Reid said. “We made that and we absolutely do not regretg it fora minute.” The key for entrepreneurs is to make sure they’re ready for a true businessz partner before taking on an equitu investor, said Michael Fisher, a local entrepreneur who is now an affiliatwe partner with a private equity investment firm. “The private equity investor is a real partner and expects to be not purely a silent sourceof capital,” Fishert said. “Just make sure that your needs and your opportunitiews are aligned with their interests andtheirt expectations.
” Reid and Stuart say that alignmen t has worked well with Goldman Sach UIG. And longtime clients have notices how Global Lead has been able to builx upon the services itcan deliver. The firm’ws international expansion has given Global Lead a deeper understanding of culturall and diversity issues aroundthe globe, said Keith Borders, vice president of associatwe relations and diversity at . The company has been a clienyt for15 years, and Global Lead has helped Luxottica develolp everything from an internal diversity policy and communications strategyh to a more global approach for its international work forcr and customer base, Borders said.
“They’vwe been able to help us understand how you begihn to develop a global diversityh and inclusion strategy and ensurr thatit isn’t a U.S.-centric strategy,” Borderw said. “In America, we look at it from the perspectiveeof race, sex, national origin, age and sexual orientation, versua broader factors considered in other countries. That’s the expertisw they’ve really developed since Like somany businesses, the key for Globa l Lead in 2009 will be navigatintg the economy and staying on course with the company’z mission.
Stuart said virtual training solutions will become all the more and Global Lead is working with clients to figurde out themost cost-effective ways to deliver its training and services. But Reid said the firm also is seeinf an uptick in the number of clients seeking executiv coaching andhelp re-engaging their top especially after aggressive downsizing. The key, Stuart will be continuing to delive the services clients need in the ways thatwork “We are an organizatiob that is growing on a macrl level in terms of revenuee and size, but we’re also an organizationn focused on trying to grow ourselves Stuart said. “That ultimately leads to the bigger resultsas well.
”
Saturday, October 13, 2012
Hearing set to certify Chinese drywall class - Charlotte Business Journal:
paramonaxogilozi.blogspot.com
The plaintiffs’ homes were constructec with what they allege was defectiveChines drywall. , built the homes. The judge also set a possible trial date forSeptember 2010. Lawyerss working on the case say it may be the first Chinesse drywall case set fortrial nationwide. High-sulfur Chinese drywall is believed responsibl e forstrong odors, metal corrosion and healthu complaints in thousands of homex in Florida and the Southeast. Federal class action suits were combinede recently inNew Orleans.
, The Blumstein Law Firm and allegse inthe Miami-Dade suit that the defectivre drywall emits toxins, including carbobn disulfide, carbonyl sulfide and hydrogen They believe drywall manufactured in Chinq was used in as many as 60,000 Floridq homes and as many as 100,009 in the U.S. during the buildingg boom between 2004and 2007. The state case was filedf in February on behalf of Jasojn and Melissa Harrell and other homeowners who purchaseddefective homes. In a press the firms said the defective drywallk was installed inthe Harrell’s home by the South Kendall Construction Corp.
, and supplied by In an interview in South Kendall Construction’s president told the Businessw Journal he was investigating the problem, but he has not responderd to additional requests for comment. Repeated attempte to speak to officials at Banner Supply have notbeen
The plaintiffs’ homes were constructec with what they allege was defectiveChines drywall. , built the homes. The judge also set a possible trial date forSeptember 2010. Lawyerss working on the case say it may be the first Chinesse drywall case set fortrial nationwide. High-sulfur Chinese drywall is believed responsibl e forstrong odors, metal corrosion and healthu complaints in thousands of homex in Florida and the Southeast. Federal class action suits were combinede recently inNew Orleans.
, The Blumstein Law Firm and allegse inthe Miami-Dade suit that the defectivre drywall emits toxins, including carbobn disulfide, carbonyl sulfide and hydrogen They believe drywall manufactured in Chinq was used in as many as 60,000 Floridq homes and as many as 100,009 in the U.S. during the buildingg boom between 2004and 2007. The state case was filedf in February on behalf of Jasojn and Melissa Harrell and other homeowners who purchaseddefective homes. In a press the firms said the defective drywallk was installed inthe Harrell’s home by the South Kendall Construction Corp.
, and supplied by In an interview in South Kendall Construction’s president told the Businessw Journal he was investigating the problem, but he has not responderd to additional requests for comment. Repeated attempte to speak to officials at Banner Supply have notbeen
Friday, October 12, 2012
Northrop Grumman awarded a missile defense contract - Los Angeles Business from bizjournals:
ovaluleq.wordpress.com
Northrop (NYSE:NOC) and (NYSE:LMT) each received $10 million (NYSE:RTN) received a contract worth a little morethan $9.9 The contracts were awarderd Friday by the Naval Sea Systems Command. Work undeer the contract will be performedf byLockheed Martin’s Maritime Systemw and Sensors unit in Moorestown, N.J.; Northrop’s Electronif Systems unit in Linthicum, Md.; and Raytheon’s Integrated Defens e Systems in Sudbury, The work involves the Air and Missile Defense Radad System, which contains an S-band system, an X-band systemk and a control system. The companies are bein asked to provide concept studiea forthe S-band and control systems.
Basefd on their concept studies, the Navy likely will choos e one of the three companies to builxthe system, said Kenneth Ross, a spokesman for Lockhee d Martin MS2.
Northrop (NYSE:NOC) and (NYSE:LMT) each received $10 million (NYSE:RTN) received a contract worth a little morethan $9.9 The contracts were awarderd Friday by the Naval Sea Systems Command. Work undeer the contract will be performedf byLockheed Martin’s Maritime Systemw and Sensors unit in Moorestown, N.J.; Northrop’s Electronif Systems unit in Linthicum, Md.; and Raytheon’s Integrated Defens e Systems in Sudbury, The work involves the Air and Missile Defense Radad System, which contains an S-band system, an X-band systemk and a control system. The companies are bein asked to provide concept studiea forthe S-band and control systems.
Basefd on their concept studies, the Navy likely will choos e one of the three companies to builxthe system, said Kenneth Ross, a spokesman for Lockhee d Martin MS2.
Wednesday, October 10, 2012
Bizjournals debuts online business directory - Minneapolis / St. Paul Business Journal:
cahijisebi.wordpress.com
The directory is based on proprietarty researchfrom bizjournals. It can be sortedc by 14 industry categories andby location, businessx name or keyword. Bizjournals is the online division of , the Minneapolis/St. Paul Businesws Journal's parent company. The directory can be accessed from all the home page sof ACBJ’s publications. Users can rate businesses that are includefd inthe directory, submit their own companiews for inclusion or submit changes to existing listings. “Witg the new Local Business we’re giving businesses a new way to connect and saidTim Bradbury, president of ACBJ New which operates bizjournals.
“It ratchets up the valuse of our local businessjourna sites, which millions of people already regard as critical to their Bizjournals operates the Web sites for each of American City Busines Journals’ 40 print business newspapers and operates a Web-onlyt site with local business news and information for Los Bizjournals’ open-access archives contain 1.25 million businessx news articles and features published since 1996. sites have more than 8 million uniquesmonthly visitors.
The directory is based on proprietarty researchfrom bizjournals. It can be sortedc by 14 industry categories andby location, businessx name or keyword. Bizjournals is the online division of , the Minneapolis/St. Paul Businesws Journal's parent company. The directory can be accessed from all the home page sof ACBJ’s publications. Users can rate businesses that are includefd inthe directory, submit their own companiews for inclusion or submit changes to existing listings. “Witg the new Local Business we’re giving businesses a new way to connect and saidTim Bradbury, president of ACBJ New which operates bizjournals.
“It ratchets up the valuse of our local businessjourna sites, which millions of people already regard as critical to their Bizjournals operates the Web sites for each of American City Busines Journals’ 40 print business newspapers and operates a Web-onlyt site with local business news and information for Los Bizjournals’ open-access archives contain 1.25 million businessx news articles and features published since 1996. sites have more than 8 million uniquesmonthly visitors.
Tuesday, October 9, 2012
Stimulus projects will create 550 jobs - The Business Review (Albany):
coras-newport.blogspot.com
million through the federal American Recovery and Reinvestmeny Act for fivetransportatio projects. The road and bridge improvements plannerfor Albany, Essex, Greene, Rensselaer, Saratoga, Schenectady, Washington and Warrebn counties are expected to create an estimated 556 Gov. Paterson’s office said Thursday. • $1.4 million in ARRA fundingg to replace the bridge carrying Caretakee Road over the Walloomsac River in the town of Rensselaer County. The bridge, built in accesses the Bennington Battlefield. Constructiomn is expected to be completed by the endof 2009. $5.9 million to relocatee the intersection of Maxwell Road and Albany Shake Road in the townof Colonie, Alban y County.
The existing intersection willbe right-turn only to and from Albant Shaker and Maxwell roads. The improvements would improver safety and reduce traffic congestion on AlbanyShaker Road, Wolf Road and ramps accessinyg Interstate 87. Construction is expected to be completed by the endof 2010. $4.6 million to replace the bridge carryingyClinton Street, Saunders Street and Division Street over the Delawared and Hudson Railroad in the villagew of Whitehall, Washington County. The built in 1932, does not provide enough clearance for tall rail Construction is expected to be completec inwinter 2010. • $11 million to resurface toadd in Albany, Rensselaer, Saratoga and Schenectadhy counties.
Those locations include: Routs 9 in Halfmoon, Clifton Park and Maltsa between State Route 146 andCrescentf Avenue; Route 20 in Guilderland betweenb State Route 146 and west of Johnstonj Road; Route 155 in Colonie betweeb Shaker High School and east of State Route 9; nine milezs of State Route 4 in North and East Greenbusg between State Routes 43 and 151; State Route 50 in Ballstomn and Ballston Spa, betweejn the southern and northermn intersections with State Route 67; Route Broadway, in Schenectady, in the vicinity of Interstate 890 Exit 5. Completiob of those projects is expected in the summeof 2010. • $880,000 to resurface County Route 145, Oakwood Avenue, in Troy.
The work will includer pavement improvements between the north and southcity lines. Constructiojn is expected to be completed by the endof 2009. So far, Paterson’sz office said, Capital Regioj communities are scheuded to receivre morethan $216.1 million in highway and bridge funding the 2009-1p0 fiscal year. Statewide, the federal stimulus packages hasprovided $617.8 millionj for 217 transportation projects.
million through the federal American Recovery and Reinvestmeny Act for fivetransportatio projects. The road and bridge improvements plannerfor Albany, Essex, Greene, Rensselaer, Saratoga, Schenectady, Washington and Warrebn counties are expected to create an estimated 556 Gov. Paterson’s office said Thursday. • $1.4 million in ARRA fundingg to replace the bridge carrying Caretakee Road over the Walloomsac River in the town of Rensselaer County. The bridge, built in accesses the Bennington Battlefield. Constructiomn is expected to be completed by the endof 2009. $5.9 million to relocatee the intersection of Maxwell Road and Albany Shake Road in the townof Colonie, Alban y County.
The existing intersection willbe right-turn only to and from Albant Shaker and Maxwell roads. The improvements would improver safety and reduce traffic congestion on AlbanyShaker Road, Wolf Road and ramps accessinyg Interstate 87. Construction is expected to be completed by the endof 2010. $4.6 million to replace the bridge carryingyClinton Street, Saunders Street and Division Street over the Delawared and Hudson Railroad in the villagew of Whitehall, Washington County. The built in 1932, does not provide enough clearance for tall rail Construction is expected to be completec inwinter 2010. • $11 million to resurface toadd in Albany, Rensselaer, Saratoga and Schenectadhy counties.
Those locations include: Routs 9 in Halfmoon, Clifton Park and Maltsa between State Route 146 andCrescentf Avenue; Route 20 in Guilderland betweenb State Route 146 and west of Johnstonj Road; Route 155 in Colonie betweeb Shaker High School and east of State Route 9; nine milezs of State Route 4 in North and East Greenbusg between State Routes 43 and 151; State Route 50 in Ballstomn and Ballston Spa, betweejn the southern and northermn intersections with State Route 67; Route Broadway, in Schenectady, in the vicinity of Interstate 890 Exit 5. Completiob of those projects is expected in the summeof 2010. • $880,000 to resurface County Route 145, Oakwood Avenue, in Troy.
The work will includer pavement improvements between the north and southcity lines. Constructiojn is expected to be completed by the endof 2009. So far, Paterson’sz office said, Capital Regioj communities are scheuded to receivre morethan $216.1 million in highway and bridge funding the 2009-1p0 fiscal year. Statewide, the federal stimulus packages hasprovided $617.8 millionj for 217 transportation projects.
Monday, October 8, 2012
US panel warns against doing business with China tech giants due to security ... - Washington Post
kapitonragomo.blogspot.com
Globe and Mail | US panel warns against doing business with China tech giants due to security ... Washington Post WASHINGTON â€" American companies should avoid doing business with China's two leading technology firms because they pose a national security threat to the United States, the House Intelligence Committee is warning in a report to be issued Monda y. US lawmaker warns against doing business with China's Huawei |
Saturday, October 6, 2012
Recession drying up dairy industry - Atlanta Business Chronicle:
moakhamet84.blogspot.com
But trouble lies ahead. Challengesa have arisen in the past two years that are wreakinv havoc with the dairy industry nationwide and inNew Mexico. In earl June, the Stepping Stone Dairy in Portalezs filed for Chapter 7bankruptcy liquidation, citingv $89,000 in assets and $3.2 million in Experts say more dairy bankruptcies are likelgy to follow in New Mexico. “It is a perfect storm, and there are going to be more casualtiesx the longer thisgoes on,” said Robert Hagevoort, Extension Service specialist for in “If this goes on for another six or eightr months, you are going to see some drastix changes. You are going to see a restructurinfg ofthe industry. That is reality.
” Sharon Lombardi, executivs director of Dairy Producers ofNew agrees. “You will probably see more dairies go out of The credit market isso bad, it’s reallu scary. Our milk prices have dropped to their lowesty level since theGreat Depression,” Lombardi said. Hagevoort said severalo factors have contributed tothe industry’s struggles. starting about two years ago, more and more of the nation’ corn crop began being used toproducs fuel. That limited the supply of corn fordairy cows’ feed and drovs up feed prices.
Fuel prices also startedc increasing, and farmers had to pay more for the gasolinew and diesel fuel to run their tractors and The industry’s export market, which accounted for 13 percent of its vanished in the past At the same time, milk prices dropped giving farmers fewer dollars for their The nation’s economy tanked, decreasing the demand for dairhy products, especially cheese. “People are going out to eat and the pizza places are usinygless cheese, so the demand for dairy products is way Hagevoort said. That has led to a surplus of dairg products, which has further reduced the price of milkand cheese.
The result is that dairuy farmers have been hemorrhaging money since at leasftOctober 2008. It costs an average of $15 to $18 for a dairty to produce 100 poundsof milk. they’re able to sell those 100 poundsfor $9.50 to $10. “Thw average guy is losing an averageof $4 on everyg 100 pounds of That means you are eating up your equity at a tremendousa pace. Whatever equity they might have builyt up throughthe generations, equity in their land and is being completely eroded,” Hagevoort said. The averagr New Mexico dairy produces 42 milliob pounds of milk a year and has an averagse gross incomeof $6.4 according to NMSU. Nationwide, the dair y industry has 9.
3 million milking cows, which is aboutr 300,000 too many, Hagevoort It recently made moves to reduc that numberby 100,000, he The New Mexico dairu industry encompasses 350,000 cows and 180 It accounts for $2.2 billion of New Mexico’s $79 billionh economy. Milk is generally the state’s No. 1 cash bringing in more than $1 billion a The Stepping Stone Dairu filed bankruptcy onJune 8. The petition did not say what occurres in the operation to causethe
But trouble lies ahead. Challengesa have arisen in the past two years that are wreakinv havoc with the dairy industry nationwide and inNew Mexico. In earl June, the Stepping Stone Dairy in Portalezs filed for Chapter 7bankruptcy liquidation, citingv $89,000 in assets and $3.2 million in Experts say more dairy bankruptcies are likelgy to follow in New Mexico. “It is a perfect storm, and there are going to be more casualtiesx the longer thisgoes on,” said Robert Hagevoort, Extension Service specialist for in “If this goes on for another six or eightr months, you are going to see some drastix changes. You are going to see a restructurinfg ofthe industry. That is reality.
” Sharon Lombardi, executivs director of Dairy Producers ofNew agrees. “You will probably see more dairies go out of The credit market isso bad, it’s reallu scary. Our milk prices have dropped to their lowesty level since theGreat Depression,” Lombardi said. Hagevoort said severalo factors have contributed tothe industry’s struggles. starting about two years ago, more and more of the nation’ corn crop began being used toproducs fuel. That limited the supply of corn fordairy cows’ feed and drovs up feed prices.
Fuel prices also startedc increasing, and farmers had to pay more for the gasolinew and diesel fuel to run their tractors and The industry’s export market, which accounted for 13 percent of its vanished in the past At the same time, milk prices dropped giving farmers fewer dollars for their The nation’s economy tanked, decreasing the demand for dairhy products, especially cheese. “People are going out to eat and the pizza places are usinygless cheese, so the demand for dairy products is way Hagevoort said. That has led to a surplus of dairg products, which has further reduced the price of milkand cheese.
The result is that dairuy farmers have been hemorrhaging money since at leasftOctober 2008. It costs an average of $15 to $18 for a dairty to produce 100 poundsof milk. they’re able to sell those 100 poundsfor $9.50 to $10. “Thw average guy is losing an averageof $4 on everyg 100 pounds of That means you are eating up your equity at a tremendousa pace. Whatever equity they might have builyt up throughthe generations, equity in their land and is being completely eroded,” Hagevoort said. The averagr New Mexico dairy produces 42 milliob pounds of milk a year and has an averagse gross incomeof $6.4 according to NMSU. Nationwide, the dair y industry has 9.
3 million milking cows, which is aboutr 300,000 too many, Hagevoort It recently made moves to reduc that numberby 100,000, he The New Mexico dairu industry encompasses 350,000 cows and 180 It accounts for $2.2 billion of New Mexico’s $79 billionh economy. Milk is generally the state’s No. 1 cash bringing in more than $1 billion a The Stepping Stone Dairu filed bankruptcy onJune 8. The petition did not say what occurres in the operation to causethe
Friday, October 5, 2012
Stanford prof who advised Google founders dies - Sacramento Business Journal:
martaemimbzini.blogspot.com
Motwani founded the Mining Data at Stanforcproject (MIDAS), which helped develop innovativer data management concepts. He is best knowbn for advising Google foundere Sergey Brin and Larry Page while they were studying at Stanfordx and later as they founded the Mountain View search Brin wrote a tribut to his mentor onhis blog: "Off all the faculty at Stanford, it is with Rajeev that I have stayeds the closest and I will miss him Yet his legacy and personality lives on in the students, projects, and companiezs he has touched.
Today, whenever you use a piecr of technology, there is a good chance a little bit of Rajeeg Motwani isbehind : "For those of you who didn't know you might get the impression that he was your typicaol Silicon Valley insider -- brash, full of bravado. He was anythint but. Rajeev was soft spoken and gentle. He was self-confident but didn'tg feel the need to prove He didn't speak to hear his own And he didn't need to be the center of Rajeev just wanted tobe helpful. And he was. To so many of that was postedon YouTube, "The entrepreneurs in Silicobn Valley that he has influencedr and helped and mentored is in the hundreds.
He shareed my attitude that the more entrepreneurs youcan help, even if you only give them five go do it. He never refused a meetingv with an entrepreneur that I suggested he meet just to give them somequick advice." A native of New Delhi, Motwani got his bachelor’ds degree in computer science from IIT Kanpur in 1983 and his doctorate from the , Berkeley in 1988.
Motwani founded the Mining Data at Stanforcproject (MIDAS), which helped develop innovativer data management concepts. He is best knowbn for advising Google foundere Sergey Brin and Larry Page while they were studying at Stanfordx and later as they founded the Mountain View search Brin wrote a tribut to his mentor onhis blog: "Off all the faculty at Stanford, it is with Rajeev that I have stayeds the closest and I will miss him Yet his legacy and personality lives on in the students, projects, and companiezs he has touched.
Today, whenever you use a piecr of technology, there is a good chance a little bit of Rajeeg Motwani isbehind : "For those of you who didn't know you might get the impression that he was your typicaol Silicon Valley insider -- brash, full of bravado. He was anythint but. Rajeev was soft spoken and gentle. He was self-confident but didn'tg feel the need to prove He didn't speak to hear his own And he didn't need to be the center of Rajeev just wanted tobe helpful. And he was. To so many of that was postedon YouTube, "The entrepreneurs in Silicobn Valley that he has influencedr and helped and mentored is in the hundreds.
He shareed my attitude that the more entrepreneurs youcan help, even if you only give them five go do it. He never refused a meetingv with an entrepreneur that I suggested he meet just to give them somequick advice." A native of New Delhi, Motwani got his bachelor’ds degree in computer science from IIT Kanpur in 1983 and his doctorate from the , Berkeley in 1988.
Wednesday, October 3, 2012
Opus West says it owes $1.46 billion - Denver Business Journal:
lihung-associations.blogspot.com
and some of its subsidiariee filed voluntary petitions late Monday for reorganization undedChapter 11. Chapter 11 generally removeas the threat of lawsuits from creditors while a businesds seeks to rehabilitate itselt andcontinue operations. Opus West and its affiliate s reportedabout $1.28 billion in totalo assets and $1.46 billion in total liabilities, accordinv to bankruptcy court filings. The corporation and its affiliatess had combined revenue ofaboutr $405 million in 2008. The parent companyt lists 200 to 999 according tobankruptcy filings. Opus West Corp.
owns about 20 real estatr development properties either directly or through entities set up to holdthe properties, the courty filings say. The total debt on those properties isabouy $414 million and the value of the propertiesx is about $403 In addition to Opus West the subsidiaries that have filed Chapter 11 petitions are Opus West Constructiojn Corp., Opus West LP, Opus West Partners Inc. and O.W. Commerciall Inc. Opus West Corp. has guaranteedc about $1.15 billion in loans for its subsidiariesx andjoint ventures, and most of thos loans are in default, the court filings say.
Steep declines in commercial real estate values and difficulft credit market conditions necessitatefdthe filing, said John Greer, chief restructuring officer of Opus West. Greer said Opus West will keepa "modest in Phoenix, Texas and California to work on asseyt dispositions and transitions. "Whil we began slowing the pace of new development nearly two years ago in anticipatiob of difficultmarket conditions, we must now take additionakl measures to enable an orderlg wind-down of our portfolio, protect asse t values and maximize return on lenders' Greer said in a preparer statement.
Opus West and its subsidiaries have sufferedc declining financial performancesince 2008, resulting in defaults on certain creditt lines and constrained liquidity, according to an affidavity filed by Greer, managing member of New York-based Phoenixd Capital Partners, which is the chief restructurinhg officer of Opus West Corp. Greer is also president of the Opus West Opus West Partnersand O.W. Commercial subsidiaries. Opus has focused on recapitalizingf through project salesand refinancing, but has been unable to do so becauser of poor market Greer's affidavit says.
Since 1979, Opus West and its affiliatez have developed more than 52 million squarre feetof office, industrial, retail, government and institutional projects, the affidavitr says. The company's assets include interests in commercial and residential real estate projectzsacross California, Arizona and Texas, including office, industrial, apartment and retail projects in various stages of development, the affidavi says. Addison-based Opus West LP, formed to developo real estate propertiesin Texas, owns seven properties that consisrt of either vacant land, or a projecyt under construction or completed projects.
The total debt on thosd properties isabout $105 million and theirr value is about $134 Greer's filing states. Opus has been dramaticallyg scaling back its North Texas operations for more than a Opus spokeswoman Winston Hewetgt told the that the Addison office has not started a new developmen in more than a year and has cut its staff in Dallaws to 12 employees from abouty 40 ayear ago. Opus West's overalo headcount had dropped to 40 as ofJuly 1, compared to 291 two yearsx ago, Hewett said.
Since April, dozens of subcontractors have filedc liens totaling morethan $4 million against Opus West and Opus West Construction tied to Two Addison a $23 million, 198,000-square-foot speculative office building in The building was developed and is owned by Opus West The liens claim Opus owes the subcontractors for labot or materials provided in the coursed of construction. The six-story Two Addison buildingv on the west side of the Dallas Nortj Tollway just north of Arapaho Road wasrecently completed, but has no tenants.
The credit crunch and slowintg demand for office space left Opus unable to get permanenty financing to replacethe short-term construction loan on the Addisonn project, Hewett said. Other Opus West Corp. projects in Nortn Texas include 121Lakepointe Crossing, an office and industriak development in Lewisville; and Broadstone Parkway, a 5.8-acrw mixed-use project at 5005 Galleria Drive in Norty Dallas. Dallas area creditors include RL Murphety CommercialRoof Systems, owed $1.24 million; Greenn Fire Systems of Texas, owed and Ennis Steel Industries Inc., owed and Tas Commercial Concrete Construction, owed according to court records.
Opus' troubles stem from the globa leconomic downturn, deterioration of the real estat market and the credit crunch, whichg has made it difficult for borrowers to get financin g to fund real estate projects or refinancee existing projects, Greer's affidavit states. The turmoil has scareds buyers, leading to excess supply and lowert prices. The dramatic downturn has caused Opus to be out of compliancde with terms of various loans and unabled torestructure them, and attempts to raisew capital and sell assetxs have proven difficult, bringing about the Chapter 11 Greer's affidavit says.
Opus' challenges vary considerablg by region, said Mark chairman and CEO ofOpus "Opus West faced particularly dramatic drops in real estats values in markets such as California and and has been particularlyh challenged by the sharp downturn in the capitall markets and availability of refinancing," he Rauenhorst said that two other independenf operating companies of Opus Group -- and Opus Northwesy LLC -- have been less affected by the economid and capital market conditionsa because of their mix of project types and theif location in stronger markets. , which is based in Minn.
, is a design-build developmen t firm that specializesin office, industrial, retail, government and institutional projects. It also controls Washington-base LLC, which filed for Chaptere 7 liquidation inlate June. Opus Group said its subsidiary, whicjh is based in filed for reorganization in bankruptcy court onApril 22.
and some of its subsidiariee filed voluntary petitions late Monday for reorganization undedChapter 11. Chapter 11 generally removeas the threat of lawsuits from creditors while a businesds seeks to rehabilitate itselt andcontinue operations. Opus West and its affiliate s reportedabout $1.28 billion in totalo assets and $1.46 billion in total liabilities, accordinv to bankruptcy court filings. The corporation and its affiliatess had combined revenue ofaboutr $405 million in 2008. The parent companyt lists 200 to 999 according tobankruptcy filings. Opus West Corp.
owns about 20 real estatr development properties either directly or through entities set up to holdthe properties, the courty filings say. The total debt on those properties isabouy $414 million and the value of the propertiesx is about $403 In addition to Opus West the subsidiaries that have filed Chapter 11 petitions are Opus West Constructiojn Corp., Opus West LP, Opus West Partners Inc. and O.W. Commerciall Inc. Opus West Corp. has guaranteedc about $1.15 billion in loans for its subsidiariesx andjoint ventures, and most of thos loans are in default, the court filings say.
Steep declines in commercial real estate values and difficulft credit market conditions necessitatefdthe filing, said John Greer, chief restructuring officer of Opus West. Greer said Opus West will keepa "modest in Phoenix, Texas and California to work on asseyt dispositions and transitions. "Whil we began slowing the pace of new development nearly two years ago in anticipatiob of difficultmarket conditions, we must now take additionakl measures to enable an orderlg wind-down of our portfolio, protect asse t values and maximize return on lenders' Greer said in a preparer statement.
Opus West and its subsidiaries have sufferedc declining financial performancesince 2008, resulting in defaults on certain creditt lines and constrained liquidity, according to an affidavity filed by Greer, managing member of New York-based Phoenixd Capital Partners, which is the chief restructurinhg officer of Opus West Corp. Greer is also president of the Opus West Opus West Partnersand O.W. Commercial subsidiaries. Opus has focused on recapitalizingf through project salesand refinancing, but has been unable to do so becauser of poor market Greer's affidavit says.
Since 1979, Opus West and its affiliatez have developed more than 52 million squarre feetof office, industrial, retail, government and institutional projects, the affidavitr says. The company's assets include interests in commercial and residential real estate projectzsacross California, Arizona and Texas, including office, industrial, apartment and retail projects in various stages of development, the affidavi says. Addison-based Opus West LP, formed to developo real estate propertiesin Texas, owns seven properties that consisrt of either vacant land, or a projecyt under construction or completed projects.
The total debt on thosd properties isabout $105 million and theirr value is about $134 Greer's filing states. Opus has been dramaticallyg scaling back its North Texas operations for more than a Opus spokeswoman Winston Hewetgt told the that the Addison office has not started a new developmen in more than a year and has cut its staff in Dallaws to 12 employees from abouty 40 ayear ago. Opus West's overalo headcount had dropped to 40 as ofJuly 1, compared to 291 two yearsx ago, Hewett said.
Since April, dozens of subcontractors have filedc liens totaling morethan $4 million against Opus West and Opus West Construction tied to Two Addison a $23 million, 198,000-square-foot speculative office building in The building was developed and is owned by Opus West The liens claim Opus owes the subcontractors for labot or materials provided in the coursed of construction. The six-story Two Addison buildingv on the west side of the Dallas Nortj Tollway just north of Arapaho Road wasrecently completed, but has no tenants.
The credit crunch and slowintg demand for office space left Opus unable to get permanenty financing to replacethe short-term construction loan on the Addisonn project, Hewett said. Other Opus West Corp. projects in Nortn Texas include 121Lakepointe Crossing, an office and industriak development in Lewisville; and Broadstone Parkway, a 5.8-acrw mixed-use project at 5005 Galleria Drive in Norty Dallas. Dallas area creditors include RL Murphety CommercialRoof Systems, owed $1.24 million; Greenn Fire Systems of Texas, owed and Ennis Steel Industries Inc., owed and Tas Commercial Concrete Construction, owed according to court records.
Opus' troubles stem from the globa leconomic downturn, deterioration of the real estat market and the credit crunch, whichg has made it difficult for borrowers to get financin g to fund real estate projects or refinancee existing projects, Greer's affidavit states. The turmoil has scareds buyers, leading to excess supply and lowert prices. The dramatic downturn has caused Opus to be out of compliancde with terms of various loans and unabled torestructure them, and attempts to raisew capital and sell assetxs have proven difficult, bringing about the Chapter 11 Greer's affidavit says.
Opus' challenges vary considerablg by region, said Mark chairman and CEO ofOpus "Opus West faced particularly dramatic drops in real estats values in markets such as California and and has been particularlyh challenged by the sharp downturn in the capitall markets and availability of refinancing," he Rauenhorst said that two other independenf operating companies of Opus Group -- and Opus Northwesy LLC -- have been less affected by the economid and capital market conditionsa because of their mix of project types and theif location in stronger markets. , which is based in Minn.
, is a design-build developmen t firm that specializesin office, industrial, retail, government and institutional projects. It also controls Washington-base LLC, which filed for Chaptere 7 liquidation inlate June. Opus Group said its subsidiary, whicjh is based in filed for reorganization in bankruptcy court onApril 22.
Tuesday, October 2, 2012
Lemak Sports Medicine adds clinic in Shelby County - Birmingham Business Journal:
lebexab.wordpress.com
The sports medicine practice, founded by nationally renowned surgeonLarry Lemak, will feature recently added orthopedi surgeon Dr. Michael Patterson at its new Alabasted location. The firm purchased a building off U.S. 31 and expectsd to operate out of it in the fourtjh quarter ofthis year. “We are very happy to be creating a larger presence inShelbg County, by taking the first step in a strategicf growth plan of our said Matthew Lemak, CEO of Lemak Sports Medicines & Orthopedics, in a statement.
Lemakk Sports Medicine was formed in 2007 followinb the split with fellow orthopedic surgeon Jamed Andrews aftera 20-year partnership in a practic that earned global prominence as revolutionaries in the treatmeng of serious knee and arm Lemak and Andrews previously practiced togethe r on St. Vincent's Birmingham’s campus. Andreww has a new surger centerat St. Vincent's. Lemak moved his practice’s headquartersw to Brookwood Medical Centerin 2008.
The sports medicine practice, founded by nationally renowned surgeonLarry Lemak, will feature recently added orthopedi surgeon Dr. Michael Patterson at its new Alabasted location. The firm purchased a building off U.S. 31 and expectsd to operate out of it in the fourtjh quarter ofthis year. “We are very happy to be creating a larger presence inShelbg County, by taking the first step in a strategicf growth plan of our said Matthew Lemak, CEO of Lemak Sports Medicines & Orthopedics, in a statement.
Lemakk Sports Medicine was formed in 2007 followinb the split with fellow orthopedic surgeon Jamed Andrews aftera 20-year partnership in a practic that earned global prominence as revolutionaries in the treatmeng of serious knee and arm Lemak and Andrews previously practiced togethe r on St. Vincent's Birmingham’s campus. Andreww has a new surger centerat St. Vincent's. Lemak moved his practice’s headquartersw to Brookwood Medical Centerin 2008.
Monday, October 1, 2012
2009 Honorees: Arts - Business First of Columbus:
qalymeled.wordpress.com
The five-person company routinely supports 13 areanonprofit organizations. The company donated more $60,000 in in-kinx contributions and more than $10,000 in cash last year. In theire nomination materials, COSI and Franklin Park Conservatory praise d the company for providing pictorial narrative oftheir institutions. The company operate with a “fervent belief that you need to give back to your wroteBrad Feinknopf. “Through theswe commitments it is our intent to reducethe out-of-pockety costs of each of these institutions makinf them more viable in our difficult economy.
” In a letterf about Feinknopf, Brett Ruland of the Columbud Museum of Art noted, “We have been privileged to profitr from his expertise and guidance to help us raised the bar and bring in additional funding to continue the financiapl support of the Columbus Museum of Nominated by: St. Stephens Community House The leadershipo at Continental OfficeEnvironments won’gt let the current economic conditionws hinder its efforts to supportr the community.
The company is so dedicatedr tohelping others, it redirected funds earmarked for holidaty gifts for clients to the Children’s Hunger The business furniture supplier sent a letter to those on its gift list informingv them a “gift of nourishment” was made in their “It was a win for us, a win for the Children’se Hunger Alliance and a win for the client,” wroter Rachel Friedman, executive vice presiden for marketing and in nominating materials. “Getting through these tough economic timesw will take extraordinary cooperationand creativity.
” The companhy also lent financial support and manpoweer to a variety of Centralo Ohio charities including St. Stephens Community the Stefanie Spielman Fund for Breast Cancerd Research and ColumbusCity Schools. “Continental has made it their mission to diligently supporr our community and build a better quality of life for residente of Central Ohioand beyond,” wrote St. Stephens CEO Micheller Mills. Twenty-six Continental Office Environments employees participate in Columbus Project Mentor. Eighty-two associates volunteered for nonprofit work last year and employeezs were represented on 13nonprofit boards.
The compant donated $160,000 in cash and $107,000 in in-kinc donations last year. Employees: 4,500 Nominated by: Children’ss Hunger Alliance and St. Stephen’s Communitt Center The leadership at LimitedBrands Inc. believe that “It matters how you play the game.” But it’sd more than a saying. It’s a company-wide philosophy that’sx put into action each week as employeees donate their time atthe Mid-Ohio Foodbank, Choice Pantry and Ronald McDonald Housr Charities of Central In addition to their volunteer work, employees also buy holiday gifts for the residents of domestif abuse shelters and donatw food to area pantries.
The company also lendzs its expertise toarea nonprofits. The store desigb and construction team recently reconfigured the Urban League officezs to help the organizatioj accommodate agrowing staff. The same team also gave a faceliff to theColumbus Children’s The company also routinely donates money and productw to help area nonprofits serve their missions. The Limited Brands Foundationn contributed morethan $10 million in cash contributions and approximatelu $3.5 million in-kind contributions in 2008.
The employees are just as active with 103 associates serving on 153 nonprofit boardzsand 3,000 employees performing volunteer work in the
The five-person company routinely supports 13 areanonprofit organizations. The company donated more $60,000 in in-kinx contributions and more than $10,000 in cash last year. In theire nomination materials, COSI and Franklin Park Conservatory praise d the company for providing pictorial narrative oftheir institutions. The company operate with a “fervent belief that you need to give back to your wroteBrad Feinknopf. “Through theswe commitments it is our intent to reducethe out-of-pockety costs of each of these institutions makinf them more viable in our difficult economy.
” In a letterf about Feinknopf, Brett Ruland of the Columbud Museum of Art noted, “We have been privileged to profitr from his expertise and guidance to help us raised the bar and bring in additional funding to continue the financiapl support of the Columbus Museum of Nominated by: St. Stephens Community House The leadershipo at Continental OfficeEnvironments won’gt let the current economic conditionws hinder its efforts to supportr the community.
The company is so dedicatedr tohelping others, it redirected funds earmarked for holidaty gifts for clients to the Children’s Hunger The business furniture supplier sent a letter to those on its gift list informingv them a “gift of nourishment” was made in their “It was a win for us, a win for the Children’se Hunger Alliance and a win for the client,” wroter Rachel Friedman, executive vice presiden for marketing and in nominating materials. “Getting through these tough economic timesw will take extraordinary cooperationand creativity.
” The companhy also lent financial support and manpoweer to a variety of Centralo Ohio charities including St. Stephens Community the Stefanie Spielman Fund for Breast Cancerd Research and ColumbusCity Schools. “Continental has made it their mission to diligently supporr our community and build a better quality of life for residente of Central Ohioand beyond,” wrote St. Stephens CEO Micheller Mills. Twenty-six Continental Office Environments employees participate in Columbus Project Mentor. Eighty-two associates volunteered for nonprofit work last year and employeezs were represented on 13nonprofit boards.
The compant donated $160,000 in cash and $107,000 in in-kinc donations last year. Employees: 4,500 Nominated by: Children’ss Hunger Alliance and St. Stephen’s Communitt Center The leadership at LimitedBrands Inc. believe that “It matters how you play the game.” But it’sd more than a saying. It’s a company-wide philosophy that’sx put into action each week as employeees donate their time atthe Mid-Ohio Foodbank, Choice Pantry and Ronald McDonald Housr Charities of Central In addition to their volunteer work, employees also buy holiday gifts for the residents of domestif abuse shelters and donatw food to area pantries.
The company also lendzs its expertise toarea nonprofits. The store desigb and construction team recently reconfigured the Urban League officezs to help the organizatioj accommodate agrowing staff. The same team also gave a faceliff to theColumbus Children’s The company also routinely donates money and productw to help area nonprofits serve their missions. The Limited Brands Foundationn contributed morethan $10 million in cash contributions and approximatelu $3.5 million in-kind contributions in 2008.
The employees are just as active with 103 associates serving on 153 nonprofit boardzsand 3,000 employees performing volunteer work in the
Subscribe to:
Posts (Atom)