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Kotter International, Contributor
Kotter International helps leaders deliver transformational change.
Kodak is bankrupt. Usually, when this hits the news it is analyzed by the numbers people who, looking at five years' worth of financial data, give their quantitative and financial explanation of the failure. More qualitative types will go back 10 years sometimes, and even go beyond finances to talk about strategy, CEOs, competition, and the like. Recent well-done Financial Times articles (here and here) go back even further for Kodak. And yet people still fail to see Kodak's real problem.
The Kodak problem, on the surface, is that it did not move into the digital world well enough and fast enough. Recent articles dig a bit more and find that there were people who saw the problem coming — people buried in the organization — but the firm did not act when it should have, which is decades ago. Kodak faced the technological discontinuities challenge, first clearly articulated by my colleague Clay Christensen: a new technology has fierce competitors, low margins and cannibalizes your high margin core business. And Kodak did not take decisive action to combat the inevitable challenges.
Everyone thinks of all this in terms of strategic decisions either avoided or made poorly. What no one seems to do is go back and ask: Why did Kodak make the poor strategic decisions they made? In 1993 they brought in from the outside a technology expert to be CEO. George Fisher was believed to be almost as good as Jack Welch or Lou Gerstner. Great CEO, people buried in the hierarchy who had all sorts of good ideas, and still poor strategic decisions. Why?
Answer: The organization overflowed with complacency. I saw it, maybe in the late 1980s. Kodak was failing to keep up even before the digital revolution when Fuji started doing a better job with the old technology, the roll-film business. With the complacency so rock-solid, and no one at the top even devoting their priorities toward turning that problem into a huge urgency around a huge opportunity, of course they went nowhere. Of course strategy sessions with the BIG CEO went nowhere. Of course all the people buried in the hierarchy who saw the oncoming problems and had ideas for solutions made no progress. Their bosses and peers ignored them.
How can CEOs learn from Kodak's failure? Historically, Kodak was built on a culture of innovation and change. It's the type of culture that's full of passionate innovators, already naturally in tune to the urgency surrounding changes in the market and technology. It's these people – those excited about new ideas within your own organization – who keep your company moving ahead instead of falling behind. One key to avoiding complacency is to ensure these innovators have a voice with enough volume to be heard (and listened to) at the top. It's these voices that can continue to keep a sense of urgency in your organization. If they are given the power to lead, they will continue to innovate, help keep a culture of urgency and affect change.
As Kodak became more successful, complacency grew, leaders listened less to these voices, which made complacency grow some more. It can be a vicious cycle. It certainly was at Kodak. And if you don't address it first… good luck.
John Kotter is the chief innovation officer at Kotter International, a firm that helps leaders accelerate strategy implementation in their organizations. He is also the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School.
I worked for Eastman Kodak from 1988 through 1991 and can vouch for the correctness of Kotter's article. By 1988, the 1984 Olympics fiasco – Kodak allowing itself to be outbid by Fuji as the film sponsor of the 1984 Olympics (believing that it had the award in the bag – was a memory.
I was hired to lead the development of a digital "paperless office" project, the Kodak Information Management Systems (KIMS), a replacement for offices clogged with paper, microfilm, etc. However, from the beginning of my five year tenure, it was obvious that there was little top management support for KIMS. Kodak management was fully committed to film – with its "obscene" margins. I remember well the all employees meetings where the then CEOs affirmed Kodak's commitment to film with words like, "I don't want to be the last CEO presiding over the end of film."
Potential customers for KIMS were turned off by the lack of explicit support for and commitment to digital imaging.
Thank you, John Kotter, for telling the truth.
Great post John; I've often heard Kodak referenced as a company that just 'didn't see' the digital revolution coming, and it's interesting to understand deeper whether it was as simple as that (which of course it never is).
I'm a big believer that products and companies don't compete; cultures do. There is no lack of smarts in any the business, but it comes down to how effectively the leadership of the organisation can tap into its human capital, and mobilise and motivate it to deliver innovation and execute strategies that create competitive advantage and customer value. Politics, hierarchies, arrogance, self-serving agendas, hubris and complacency all create low trust, highly inefficient workplaces where everything costs a lot and takes a long time. As Jim Collins states in 'How the Mighty Fall' the first stage of decline is when you start believing you are great, resting on laurels and stop trying hard to be great. Hubris born of success…
This is a very timely topic for me at the moment on my personal crusade to engage the hearts and minds of businesses here in the UK (or anywhere to be honest) to recognise that being smarter and more effective – and not necessarily cheaper or more efficient – is the way to gain competitive advantage. I am really concerned that many once great Western businesses will go the way of Kodak within the next 5 years – and for the same reasons.
Thanks for sharing your insights once again John.
The dangers of managing just by ROI interest with no actual vision of the future .
Financial and controlling tools are indespensible for the good operating of any company of any size , but it can not be the only metric into the future .
Great post!
I was unfamiliar with the term "complacency" and like many very familiar with the artifacts.
In the current markets that I perceive as unpredictable and in which I have no clue what will happen, I think we need to get our act together and start organizing things differently. I call this the Orchestration of effectuation. Terms with which quite some people will be unfamiliar with aswell.
Effectuation however, is the result of academic entrepreneurship research found in 2001 mind you, by Prof.dr. Saras Sarasvathy and Nobel Prize Winner Prof.dr. Herbert Simon.
As academics are, like managers, thinking and approaching things way to causal, Effectuation is pretty unknown to many. It seems that academic insights that offer true paradigm shifts take time to get well known…It is finally getting some traction and quite some corporates now see the value of corporate effectuation (check amazon) even at 3M.
The effectuation principles describe how expert entrepreneurs cope with uncertainty and the fun thing is that this offers great insights to corporate managers, who should really start learning here. Start for instance with available means and be creative with the massive amount of unused potential that is available in corporates. Means entrepreneurs can only dream of. Combined with the affordable loss principle and we can really get going.
Great example that goes well with Kodak is Fuji. Auch.. Unlike Kodak, Fuji did apply effectuation principles. They entered the cosmetic market building upon their available means: chemicals.
The article above doesn't mention it but it does show that companies can no longer see entrepreneurship solely as an activity for entrepreneurs. All corporates have to become ambidexter and learn to play the exploitation and exploration game also.
We have given way to much attention to accountability because we don't have the guts to admit that we are clueless regarding the prediction of the future. Therefor we think we can be in control if we just keep talent even more accountable, burying them as explained so well above.
Accountability should be decreased and learning should be increased! Way beyond what seems smart! In this world in which we cannot predict the future we should move from linear thinking to more organic learning!
Small steps get you further away from failure and they sure as hell scale!
So take small steps to take the leap of faith!
You only live twice!
If you want to know more: visit us at effectuation-intelligence.com or goto Amazon and read Corporate effectuation first. Your call! Lead by Kodak example or Fuij's.
I also think that as the innovative people get older and move up in the company to positions with more power, they tend to look down their noses at new advancements. It happens so much in every other facet of life. Once you hit a certain age, you fear the new, the young, the innovative. You cling to the things that are familiar. Once you're out of the 'creating' part of the business, you start seeing the younger people as a threat, and consciously or not, you try and keep them down in order to keep yourself up.
In it's simplest form it's the same in most "successful" company's…..and what eventually causes their demise. The folks at the top protecting their piece of the pie. Just ask the folks at RIM
Actually Kodak's downfall started long before the digital age…..I, too, worked for Kodak in the early/mid 80′s in a process/print lab down in Dallas….some of the guys that processed the news film when Kennedy was shot still worked there! At that time, they were not only providing process/print services but selling the supplies to others (e.g. paper, chemicals) so they could compete – I never totally understood that concept…..
The labs were full service, meaning you could take your rolls of film there and come back with photos (or send via one of the distribution points – Walgreens) as well as slides, enlargements, and custom things (e.g. cleaning up your grandmothers cracked and faded portrait). Obviously the process & print service was the bread and butter service, so it was a surprise to the management team when all the little Fox Photo (and others) kiosks started popping up in mall parking lots and taking away the most profitable part of the photo business……Missing the digital revolution was the icing on the doomed cake
I had a Kodak Instamatic camera given to me in 1970 and have some great family memories captured on 35mm slides … Graduating to an Olympus OM-1 in my first year at University in 1974 and used nothing but Kodachrome-64 for many years.
The irony of the present age is that at the same time as we see the sad demise of this iconic brand, Instagram – a brand barely out of diapers – is valued at a billion dollars – with a digitized offering that appears to me an emulation of my 1970 Instamatic.
Here lies a cautionary tale on steroids. How many more one time unassailable category bastions will fall victim to this same trap of complacency – so easy to fall into when you are the unchallenged leader and you start arriving late for work each morning because of the time you spend admiring your own reflection in the mirror. Take heed, Google … And Remember Thou Art Mortal, Mr Zuckerburg!
John – Wonderful perspective on the root cause of Kodak's failure. Coincedentally, we recently filmed a webcast that addresses one way firms can combat complacency and "group think."
Would you also agree that what fueled the complacency was Kodak's focus on meeting short-term quarterly earnings with an operating model that was becoming more antiquated with each passing quarter? History is littered with tales of firms like Kodak that allowed the "distraction" of hurdling last quarter's performance to take their focus off the real mission. More often than not, they fail to adapt and get left behind.
By now one would hope more industry captains would have learned from Kodak and others' mistakes. But I guess if they're content with tempting fate and watching history repeat itself, then it's no wonder we're in a prolonged recession.
No doubt that complacency of success played a great role in the disaster, but great fault is also due to the management compensation mechanism that it target the December 31st results with no consideration for the medium and long term results. In general the management lives mainly on a yearly base rather on a decade and more base. I recall the great Kodak success in the early '70, when it was offering a very cheap photographic machine, some 7 dollars, but getting very high return on the photo development services. In addition the problem is also due to the organization: it is inevitable that the technology innovation is going to kill by replacement the old solution, hence a company must be able to manage the double faces of its own medal, one side sustain the old cash cow technology, the other side fund and spend on the newly emerging one. But this requires a strong and wise strategy vis-à-vis the stockholders and the company management and financial results.
If this was 20 years ago the same article could have written except the company name would have been AT&T. I left in 1997 after 30 years and saw the focus change from long term innovation fueled by Bell Labs to a company focused on this quuater's/month's results and curremt stock price. Same story; ignoring exterienced innovative people at the edge of new technologies, complaicent old leadership and new leadership emphasizing short term results.
From 1996-2000, I actually worked in an Innovation/ Incubator Center at Kodak when Fisher was CEO. Our task was to create new businesses (it could be anything as long as there was an imaging component – digital or film) with $200-$300M operating revenue by year 3 or identify disruptive technologies 5-7 years out. Our organization was the most prolific in generating IP out of any department in the company and were feature in the centennial edition of the annual report.
It is exciting to see that everything we envisioned and then some has come true…..certainly complacency was an issue (as is with most large firms), there were also others significant factors (which given the length of the article, the author couldn't touch upon) that created a perfect storm for the firm to fail to capitalize on impending digital disruption and threw an airball every time they tried.
It wasn't about focus on short-term results or age of the people (my experience is that true creatives just get more creative over time). It was more about the impact several large failures that loomed in not just the executives but within the creative community. There were several instances where the company did try to introduce new technologies. In some instances the company introduced technology before there was a market (ie. VHS and 8mm). And don't forget the $1 Billion Polaroid patent lawsuit, which until recently was the largest infringement fine. These incidents, coupled with a belief that there was need to protect a global brand whose core consumer demographic (women 25-45) who valued preservation of memories, created a lot of risk aversion, a lack-of-confidence in the executives ability to forecast, and a huge discomfort with ambiguity. But that topic has been covered in so many other articles.
The company's strategy was to maximize all the revenues on film and then do a fast migration to digital. Unfortunately, again the market moved at a different pace. This time much faster than what people, who factored their previous experiences, predicted. The company also bet that China would be their next biggest growth market for film. Instead, the consumers there completely leapfrogged film. Digital camera adoption once it hit sub $300 went through the roof. Fisher also didn't make the tough choices on talent and let people who should have been moved onto other things let go. He did hire key talents in the digital area but within film, we needed new blood. Instead, there was a curious passivity which was surprising because we all needed him to be a strong leader and push some people outside their comfort zone. He didn't. It is personally heart-breaking to see where the firm ended up but to some extent it was deserved.


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Microsoft Online 365
As Auckland's leading IT services partner, we can help you with Microsoft Online 365 today, our core focus is one thing – keeping your computer system running all day every day, so you can focus on what you do best.
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Their constant focus on resolving potential problems before they happen is great, and they're always looking to the future to ensure the solution that is being provided today, will also fit the requirements of tomorrow. Bradd Trebilco, Aviation & Travel Training Group

subset: commoncrawl


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The Patriots received a boost at outside linebacker Thursday, as outside linebacker Tully Banta-Cain returned to practice.
Green Bay Packers quarterback has been ruled out of Sunday Night's game against the Patriots. What this means for both the Packers and the Patriots.
Analysis of the Patriots inactives for today.
If you're even a casual Patriots fan, you wouldn't doubt for even a second that Patriots quarterback Tom Brady won't play tomorrow. Yes, he's listed as questionable. And yes, he will play...
Inactives for the Patriots week nine game against the Cleveland Browns.
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ICICI Bank Limited, India's largest private sector bank, announced the launch of ICICI Bank Diamant, a super premium card for private banking customers. This card is yet another addition to the "Gemstone Collection" of credit cards. The other cards, which form a part of this collection, include the ICICI Bank Sapphiro, ICICI Bank Rubyx and ICICI Bank Coral Credit Card.
The ICICI Bank Diamant is available on the MasterCard World platform and offers a wide range of exquisite and opulent privileges to complement the lifestyle of our discerning customers. On offer are elite privileges that include access to private islands, yachts, jets, supercars, membership to the Leading Hotels of the World, Ltd., Priority Pass, and the loyalty programme from Air France and KLM, entrée to exclusive movie premieres and complimentary tee-offs at the some of the finest golf courses across the world. The card also has premium offerings on travel, shopping and entertainment hubs.
The ICICI Bank Diamant credit card has been voted amongst the 3 best card designs in the world by International Card Manufacturer's Association (ICMA) for 2012.
Ms. Chanda Kochhar, Managing Director and CEO, ICICI Bank said, "At ICICI Bank, we have a distinctive suite of premium products and services designed to delight our Private Banking segment. The launch of the super premium ICICI Bank Diamant Credit Card will throw open a world of possibilities to our distinguished customers and enrich their experience. The Gemstone Collection includes a wide range of cards that have been tailor made to meet the diverse requirements of our customers and offers competitive benefits and rewards to generate enhanced value to them".
Mr. Vicky Bindra, President, APMEA, MasterCard Worldwide, said, "MasterCard is pleased to collaborate with ICICI Bank for the launch of the ICICI Bank Diamant card. The continued emergence of the affluent consumer segment in India presents a huge opportunity but also requires world class products to fulfill the higher expectations of these consumers who seek exceptional quality in every aspect of their lives. The ICICI Bank Diamant card is an example of MasterCard's commitment to provide payment experiences that have been developed specifically to cater to their sophisticated tastes and lifestyle choices of the affluent Indian cardholder."
The ICICI Bank Diamant Credit Card offers a wide list of attractive benefits to the card members:
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Enhanced security through embedded microchip to prevent counterfeiting and skimming


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Just curious, because the reading window is super buggy now. The latest problem - if I minimize the RH (dictionary) side, the reading side turns into a narrow vertical column.
Feb. 18, 2014, 1:18 a.m.alex
@Wulfgar - There's a temporary issue with this but we should have it fixed very soon!


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Hungry in the USA
There's poverty, and then there's hunger. A new report from the USDA says hunger in the US has increased by 30% in just one year, and that nearly 1 in 6 households don't have enough to eat. I don't know about you; I can deal with being poor, but hungry? I find it deeply frightening to imagine not knowing how or when I will get my next meal. The federal government has pledged more money to food insecurity, including renewing funding for programs like Women, Infants and Children (WIC) and the School Lunch and Breakfast Program. But advocates are worried that the funding won't do enough to help the 49 million people who are hungry right now. The USDA and Agricultural Secretary Tom Vilsack note the (fairly obvious) connection between massive unemployment and the rise in food insecurity. President Obama said in a statement that he has committed an additional $85 million to identifying to strategies to deal with the issue. It seems like hunger is a cause everyone can get behind. In this politically polarized environment, I am curious to follow the discussion and see what alternatives are tossed out there. Meanwhile, David Becker at the Huffington Post posted some ideas about how individuals can help out. More locally, you can tap into the Bay Area Food Bank network.
Bonus factoid: Though volunteerism is up in California in the last year, we are still 42nd in the nation according to volunteeringinamerica.gov.
(Photo by sterlingpr)


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I'll freely admit that I love Mortal Kombat, perhaps a little bit more than I really should. I loved the original, I loved the 2011 reboot, I loved the roughly eleventy billion characters in Mortal Kombat: Armageddon…hell, I even dug Mortal Kombat vs. DC Universe in spite of—or perhaps because of—the sheer lunacy of its concept. Needless to say, a review for WB Games' downloadable Mortal Kombat Arcade Kollection, seems like it should be pretty cut-and-dried with me. After all, it's a port of the three original MK titles (their superior arcade versions, natch) bundled together for one low price. What's there not to love? More after the break.
The Arcade Kollection consists of Mortal Kombat, Mortal Kombat II, and Ultimate Mortal Kombat 3 in three arcade-accurate ports. When I say arcade-accurate, I mean it in the truest sense of the word. Aside from the ability to throw a video filter over the game to make it look smoother and a border of high-def cabinet art to fill out widescreen TVs, these are pixel-for-pixel the same games you pumped quarters into years ago. This is nostalgia fodder in its purest form.
However, there is really nothing but the games. There are no extras, no unlockables, nothing. After MK2011's mind-blowing Krypt and its massive dump of concept art, music, and additional content, I was hoping for a similar treatment for the original trilogy. Sadly, this is not the case.
However, this is more wishful thinking than a genuine complaint. The Arcade Kollection's rock bottom price point (800 MSP/$9.99) for three classic titles is a steal for fans of Mortal Kombat and fighting games in general.
The Mortal Kombat Arcade Kollection is available now on Xbox Live Arcade, Playstation Network, and PC.


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Ramapo High School Senior Caitlyn Hickey signed a national letter of intent on Nov. 14 to play softball on an athletic scholarship at the University of Massachusetts, Amherst.
Caitlyn is expected to play middle infield/first base for UMass, a Division 1 softball program that is often a top competitor.
UMass Coach Sortino was attracted to Caitlyn due to her athletic abilities and versatility to play several positions, according to Caitlyn's mother Holly.
"Being my intended college major is business, I was looking for a strong business school," Caitlyn said. "The Eisenberg School of Management at UMass has an excellent reputation and I was thrilled find the balance of an outstanding education and strong division 1 softball program with the UMass Minutemen."
Caitlyn has been awarded All Bergen County Honors and Big North First Team in her junior year, and the Big North Second Team in her sophomore year.
Caitlyn was a 4-year varsity starter and leadoff hitter at Ramapo; she played pitcher, shortstop and second base at the Franklin Lakes high school.
Lehigh University, Providence College, Fairfield University and George Washington University were actively recruiting Caitlyn, according to her mother.


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The interaction between microbiological risk assessment and management
While under the new risk analysis framework the functional separation of risk assessment and risk management is a very clear priority, there is an emerging understanding that the interphase and interaction between these two areas is crucial. The risk assessment is defined by the risk managers in consultation with stakeholders, but risk assessors need to be at the table to advice on the scientific potential. Likewise the development of the risk assessment is the responsibility of the risk assessors, but there has to be ways of consulting with risk managers in relation to potential for redirection of the assessment or more generally to questions on the risk assessment policy.
Related Documents
- FAO/WHO Expert Meeting on the Development of Practical Risk Management Strategies Based on Microbiological Risk Assessment Outputs, 3-7 April 2006
Proposed Draft Process by which the Codex Committee on Food Hygiene could Undertake its Work in Microbiological Risk Assessment/Risk Management [pdf 122kb]
Codex Committee on Food Hygiene 35th Session Orlando, Florida, USA, 27 Jan – 1 Feb 2003
- Principles and guidelines for incorporating microbiological risk assessment in the development of food safety standards, guidelines and related texts, a joint FAO/WHO consultation, Kiel, Germany, 18 - 22 March 2002
- The interaction between assessors and managers of microbiological hazards in food, a WHO expert consultation, Kiel, Germany, 21-23 March 2000


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To apply for a position at Savient, please select the job title below then select the Apply Now button.
If preferred, you may also mail your resume and cover letter to:
Savient Pharmaceuticals, Inc.
400 Crossing Boulevard
Bridgewater, NJ 08807
Attn: Human Resources
Please note, we will ONLY accept submissions from candidates, no recruiters.
Savient is an equal opportunity employer M/F/D/V
Note for Principal Agencies:
Unsolicited resumes should not be forwarded to Savient. Savient will not be responsible for any fees arising from the use of resumes through this source. Savient will only pay a fee to agencies if a formal agreement between Savient and the agency has been established. The Human Resources department is responsible for all recruitment activities; please contact us directly to be considered for a formal agreement.


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"We are unanimous. We're going to use our save."
Jennifer Lopez said those words seconds after Bradenton's Sam Woolf sang David Gray's "Babylon" on "American Idol" Thursday night.
He was singing for his life on the show.
Woolf, a 17-year-old Braden River High School senior, has been near the bottom of public voting three times in the past few weeks. He was last in the number of votes Thursday for the first time.
With only eight finalists remaining, nearly half the contestants were in the bottom three.
On Wednesday, Woolf seemed to satisfy the judges -- Lopez. Harry Connick Jr. and Keith Urban -- with his reprise of Ed Sheeran's "Lego House." It had been his audition song, and the judges all noted how much he had improved in the weeks since his first appearance. The judges said it had been his best performance ever, and he had improved every single week of the competition.
But all the other finalists had improved, too.
Halfway through the show, real-time voting results showed Woolf near the bottom among voters age 21 and over, but first with younger voters.
Host Ryan Seacrest announced Woolf was again in the bottom three near the end of the 30-minute episode, and after a commercial break, revealed Wolf had come in dead last.
But there was still a chance.
The judges are allowed to overturn the public vote one time during the season. Judges have to agree unanimously to use their save.
The contestant with the fewest votes sings one more time in an effort to sway the judges into using the save. None had managed to do so before Thursday when Woolf did the trick.
After finding he faced elimination, Woolf immediately came on stage and started into "Babylon." He had performed the song way back when 20 contestants remained in the competition, and the judges loved it.
They loved it again.
As soon as he finished, the camera focused on Lopez, who has obviously been pulling for Woolf all the way through the competition.
She leaned into the microphone.
She had to wait for the screaming girls to quiet down before she could give the judges' decision.
They wanted Woolf to stay.
So there are still eight contestants left, and Woolf is one.
From now on, viewer votes are final. Contestants won't get a chance to sings for their TV lives, and the judges can't grant anyone else a reprieve.
The next "American Idol" is scheduled for 8 p.m. Wednesday. Contestants will sing songs from the 1980s. They'll find out the next night in a half-hour results show whether they'll stay on "Idol."
Marty Clear, features writer/columnist, can be reached at 941-708-7919. Follow twitter.com/martinclear.


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TSP Orientation
The TSP orientation is a one-day course designed to provide private sector consultants, agronomists, and technical professionals an introduction to the basics of assisting landowners as Technical Service Providers (TSPs). It is highly recommended that participants begin the TSP process (http://techreg.usda.gov/TSPApplicationIntro.aspx) before the course is held.
For more information, contact Kevin Erb 920.391.4652


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Messed Up Bible Stories13
God punishes Egypt with 10 wacky plagues!4.43 / 5.00 6,928 Views
You Wanna See My Pecker?
You wanna see it? You wanna see my pecker?4.41 / 5.00 10,854 Views
Kid Across The Street
Why everyone hated the kid that lived across the street4.36 / 5.00 3,247 Views


text:
Harry Hepple, Ian Kelsey, Matt Rawle and Frances Ruffelle will lead the cast of Mitch Sebastian's production, which opens on 7 December 2011 (previews from 22 November) and will run until 25 February 2012.
Harry Hepple plays Pippin. He was last seen in the West End in The 25th Annual Puttnam Country Spelling Bee at the Donmar Warehouse.
Ian Kelsey, who plays Charlemagne, has played Billy Flynn in the West End production of Chicago at the Cambridge Theatre. He is best known for his leading roles in television shows such as Blue Murder, Where the Heart Is, Down to Earth, Casualty and Emmerdale.
Matt Rawle played the title role in Zorro at the West End's Garrick Theatre. His other credits inlace Evita at the Adelphi, The Three Musketeers at the Rose Theatre, Kingston and Light in the Piazza at the Curve Theatre, Leicester. He joins Pippin as the Leading Player.
Tony Award-winning actress Frances Ruffelle is best known for originating the role of Eponine in Les Miserables for the RSC and in the West End. She last year appeared in the show's 25th anniversary concert celebrations at The O2. Her other West End credits include Chicago at the Adelphi, Starlight Express at the Apollo Victoria and Stephen Schwartz's Children of Eden at the Prince Edward.
The rest of the have also been announced as Carly Bawden, Stuart Neal and David Page.
Originally staged by Bob Fosse, the early Schwartz musical has a 70's pop score and won five Tony Awards including Best Choreography. Fosse's production, which he directed and choreographed, transferred to the West End a year after opening in New York and debuted at Her Majesty's Theatre in 1973 with a cast which included Patricia Hodge.
TO SCROLL THROUGH ALL OF PIPPIN's PHOTOS,
A colourful, imaginative and darkly humorous coming-of-age story, the titular Pippin is the heir to the throne of Charlemagne. As he searches for beauty, glory, fame he has to come to grips with lust, sex, war, politics and religion.
Composer Stephen Schwartz is currently represented in the West End by Whatsonstage.com Award-winning musical Wicked which opened at the Apollo Victoria in September 2006. His other works include Godspell (which is about to be revived on Broadway), The Baker's Wife, Rags, Working and Children of Eden. Book writer Roger O Hirson's credits include film and television work as well as the 1966 Broadway show Walking Happy.


text:
Erinn Callahan
The Associated Press
The trial date for a longtime Port Arthur Independent School District teacher has been set for Oct. 16 in Judge John Stevens' courtroom at the Jefferson County Courthouse, 1149 Pearl Street, Beaumont.
Ruby Gunner, a fourth grade teacher at Robert E. Lee Elementary School, was accused of assaulting an 11-year-old student on April 5. Melissa Taylor, the student's mother, told The News at a May 23 meeting of the PAISD board of trustees that, after a prior altercation with her son, Gunner entered another teacher's classroom and began choking him. Gunner has maintained that her actions were out of self-defense.
Dockets will begin at 9 a.m., with the jury picking occurring at 1:30 p.m., according to assistant district attorney Patrick Knauth.
Knauth he has provided the defense with a copy of his file on the case, which, he said, will help them make an informed decision. He said the defense has not requested an offer.
Knauth will receive a copy of Gunner's records from PAISD — which have been subpoenaed — and the defense will attempt to obtain the disciplinary records of the victim.
"I expect they'll try to get some sort of disciplinary problems, which may or may not exist," Knauth said. "In the end, as a teacher, it was her job to deal with that. She had remedies."
Knauth declined further comment on the details of the case.
"I'd rather say it in court," he said. "I don't want to hurt the victim any further than he and his family have been hurt, and I don't want to infringe upon the rights of the defendant either."
Paul Darrow, a Houston-based criminal defense attorney, is representing Gunner.
"We're not going to try the case in the media," Darrow said in a telephone interview. "We look forward to presenting our case and proving Ms. Gunner's innocence."
Email: email@example.com
Twitter: @ErinnPA


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Venue for 80th birthday party, Westside or East SFV, (slightly) kid-friendly
My parents will be turning 80 soon, so we are planning on a joint Saturday evening party for about 30 people in February over President's Day weekend. The honorees live on the Westside, so I looked through the board archives and came up with Napa Valley Grille and the Westside Tavern.
The one fly in the ointment is that the group will include 18 month old twins and a 9 year old boy. My parents would feel more comfortable if we could be in a location that had a little space so that the younger ones had a little lebensraum, just some space for them to stretch out, toddle around, and have some toys away from busy waitstaff.
Does anyone have suggestions for a location that might fit the bill, either on the Westside or in the east San Fernando Valley (Sherman Oaks/Encino/Studio City)? We have a tentative budget of $3k though we can go higher. Another option would be to find a place where we can rent a room and have an outside caterer come in, though this might be prohibitively expensive on a holiday weekend. Still, any suggestions for a location along those lines would also be very welcome.
Handicapped accessibility is a must. We also need vegetarian options.
Thanks for any ideas.
I really like Lawry's the Prime Rib in Beverly Hills. It has everything you are looking for. Take a look at their party menu and prices in this link. http://www.lawrysonline.com/media/bro...
re: wienermobile
re: goodhealthgourmet
re: wienermobile
re: wienermobile
re: ipsedixit
As you know there are many different levels of vegetarians. They will try very hard to accommodate want you want or what you don't want. They will do various salads, veggie plates, potatoes, and etc, Can you do better at a vegetarian restaurant...yes. Would I recommend Lawry's to a vegetarian...no. But you have to give Lawry's an A for effort.
my initial thoughts (all wheelchair-accessible & can accommodate your party size and vegetarians):
26 Beach
Pane e Vino
Border Grill
26 Beach
3100 Washington Blvd., Venice, CA 90292
Border Grill
1445 4th St., Santa Monica, CA 90401
624 S La Brea Ave, Los Angeles, CA 90036
Pane e Vino
8265 Beverly Blvd, Los Angeles, CA 90048
You might check with Fogo De Chao in Beverly Hills. They have one of the best salad bars in town as well as all the meat one could wish for carved off of skewers brought to the table.
Fogo De Chao
133 N La Cienega Blvd, Beverly Hills, CA 90211
Who'd a thunk that yes, the carnivore heaven restaurants are the ones that sound the most attractive? I remember reading one of the original Fogo De Chao reviews back in 2005 and salivating over the salad bar description, so that sounds very enticing. The 'rents might like the idea of Lawry's. My parents and I have happily eaten at Campanile, but it feels a tad cramped and busy for this kind of gathering. Border Grill, maybe. Not sure.
I'll pass these on to the honorees and ask for their impressions, but more suggestions are very very welcome.


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Solazyme has developed a portfolio of innovative skin care products based on the characteristics of algae, which have evolved over millions of years to protect themselves from damaging environmental factors such as desiccation and UV exposure—the same harsh elements that affect our skin.Through extensive research, Solazyme has developed algal oil based skin and personal care ingredients, including discovering and isolating a protective molecule that microalgae uses, which we've named Alguronic Acid®.
Alguronic Acid® is a unique, proprietary family of polysaccharides extracted from algae in a process we developed. When used in skin care applications, clinical and in vitro test results indicated that Alguronic Acid® delivers long-term protective benefits, as well as immediate, visible benefits.
In 2011, Solazyme signed distribution agreements of our Algenist™ skin care line with Sephora International, Sephora USA, and QVC.


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Annie Biedermann has grown up with Kids Castle and wants other young children to be able to do so as well.
When the 12-year-old's dad told her that the iconic playground in Doylestown's Central Park was deteriorating and in need of repair, she didn't hesitate.
"When my dad asked if I wanted to help save it, I immediately said yes. It has been a major part of my life and it's very important to me," Biedermann told Doylestown Township supervisors Tuesday night.
Annie, a 7th grader at Lenape Middle School, is now on the Save Kids Castle middle-school committee. She is one of more than 80 people who have stepped forward to serve on committees to organize efforts to save the 7-story play castle.
The effort still needs more leaders, though, said Dawn Byers. She helped lead the original effort to build the castle in 1996 and got the ball rolling for today's Save Kids Castle movement.
One of the key committee positions that has been filled is that of fundraising chair. Annie's dad, Jon Biedermann, will head up that effort. Biedermann is vice president of DonorPerfect, a Horsham-based company that specializes in fundraising software.
He forsees an online social media donation campaign that will raise an average of $50 to $80 from each donor.
"I know with the strategy that Dawn has put out that we're going to be able to raise enough money to save Kids Castle not just in the near term, but in the long term," Biedermann told the supervisors Tuesday night.
Kids Castle rose in a massive community effort that gathered $200,000 in donations and brought out more than 3,000 to build it. It opened on Sunday, June 22, 1997.
The 15 years of wear and tear on the wooden structure have left their mark, despite regular maintenance.
An annual safety audit done in May turned up 38 needed repairs, Byers said, 23 of which required immediate attention and were addressed by the staff of Doylestown Township, which has maintained and cared for the structure over the years.
Officials have said that the castle itself is safe to play on. The repairs, restorations and replacements the committee is looking at are designed to keep Kids Castle safe and fun for years to come.
Organizers are looking for someone to lead the children's committee, which will organize efforts at Central Bucks elementary schools, and for someone to lead the clean-up committee, Byers said. Anyone interested is asked to email email@example.com.
Read More:
- Help Save Kids Castle
- Group Rallies to Rescue Kids Castle
- Signups Open for Kids Castle Volunteers


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Clarets appeal Tripper red card (From Lancashire Telegraph)
When news happens, text LT and your photos and videos to 80360. Or contact us by email or phone.
Clarets appeal Tripper red card
3:19pm Monday 19th November 2012 in Sport
The Clarets have today lodged an appeal with the FA against the red card shown to Kieran Trippier in Saturday's game against Charlton Athletic.
Trippier was sent off by referee Robert Madley after the Burnley defender was ruled to have handled the ball on the line as he blocked a shot from Addicks defender Chris Solly - leaving the Clarets to play with ten men for 75 minutes.
Comments (4)
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4:51pm Mon 19 Nov 12
eddyo says...
7:06pm Mon 19 Nov 12
merlinrabbit says...
eddyo wrote:eh? Nonsense
We're not sayin owt until after t'next game but only if wi win and everybody else dunt.
12:15pm Tue 20 Nov 12
Keen O to Get Kean Out says...
2:32pm Wed 21 Nov 12
midas says...
Keen O to Get Kean Out wrote:writes the Rovers fan posting on a Burnley article!!!
its the usual drivel from bfc ,, who bothered anyway
Comments are closed on this article.


text:
Crime Stoppers
Police are hoping that a sketch of a man suspected of sexual assault will garner information.
Authorities: 'Afternoon Bank Robber Flees With Cash'
The FBI's Bank Robbery Task Force is asking for the public's help in identifying an individual who robbed the Wells Fargo Bank, located on Almeda Genoa Road in Houston Tuesday afternoon.
HPD Releases Composite Sketch Of Indecent Exposure Suspect
Houston police are seeking the public's help in identifying a suspect wanted in at least six cases of indecent exposure in the Kingwood area since November of 2012.
FBI Releases Photos Of Wanted Bank Robbery Suspect
The FBI's Bank Robbery Task Force is asking for help from the public in identifying a bank robber who remains on the run after being involved in the bank robbery and shootout
FBI Houston: Houston Residents Help Capture Gang Fugitives
Houstonians are working hand-in-hand with Houston area local, state, and federal law enforcement officials in the fight against crime and it appears as if the joint efforts are paying off tremendously.
Police Find Burned Man In Street
Police found a man burned lying in the middle of the street. The discovery was made in a neighborhood located in west Houston early Sunday morning.
HCSO Seeks Person Of Interest In Murder Of Elderly Man
Harris County homicide detectives have named a person of interest in the murder of an 83-year-old Highlands man.
HPD Seeks Help In Identifying Suspects In Related Fatal Shootings
Houston police homicide investigators are seeking the public's help in identifying the suspects in connection with two related fatal shootings.
Serial Rapist On Loose In Harris County; Officials Search For Suspect
Harris County Sheriff's Office authorities are searching for a serial rapist who has been targeting victims in north Harris County.
HPD Investigate Fatal Shooting
Houston police are investigating the fatal shooting of a man on Plainfield about just after 5 a.m. Friday. According to Houston police, the victim is believed to be in his 20s or 30s.


text:
Jack and Diane, two teenage girls, meet in New York City and spend the night kissing ferociously. Diane's charming innocence quickly begins to open Jack's tough skinned heart. But when Jack discovers that Diane is moving she pushes her away. Unable to grasp her new feelings, Diane's emotions begin to cause unexplainable violent changes to her body. Through these awkward and insecure feelings, the two girls must struggle to turn their first love into an enduring one.
Movie Details
|Theatrical Release:
|November 2nd, 2012 (Limited) by Magnolia Pictures
|Video Release:
|January 8th, 2013 by Lionsgate Home Entertainment
|MPAA Rating:
|R for strong sexual content including nudity and an assault, bloody violence, language and drinking - all involving teens.
(Rating bulletin 2215, 3/21/2012)
|Werewolf, Animated Sequences, Body Horror, Romance, First Love, LGBT
|Original Screenplay
|Production Method:
|Live Action
|Creative Type:
|Contemporary Fiction


text:
Westinghouse Electric Company
|This article needs additional citations for verification. (January 2008)
Westinghouse logo (designed by Paul Rand)
|Private, licensee of Westinghouse Licensing Corporation (Westinghouse Electric Corporation)
|Nuclear Power
Nuclear Fuel
Radioactive Handling
|Westinghouse Electric (1886)
|Monroeville, Pennsylvania, U.S. (1999 )
|Cranberry Township, Butler County, Pennsylvania, U.S.
|Area served
|Key people
|George Westinghouse, (Corporate namesake; founder of the Original Westinghouse (1886))
Danny Roderick, President and Chief Executive Officer[1]
|Toshiba (87%) (majority owner)
KazAtomProm (10%)
CS Innovations
Fauske & Associates
Westinghouse Electric South Africa
PaR Nuclear
WEC Welding and Machining
WesDyne International
Westinghouse Electric Company LLC is a US based nuclear power company, controlled by the Toshiba Group, offering nuclear products and services to utilities internationally, including nuclear fuel, service and maintenance, instrumentation, control and design of nuclear plants. As of 2014 Westinghouse builds and operates approximately one-half of the world's operating nuclear plants. Westinghouse's world headquarters are located in the Pittsburgh suburb of Cranberry Township, Pennsylvania.
- 1 Westinghouse Electric Company and CBS Corporation
- 2 History
- 3 New generation of reactors
- 4 International business
- 5 Sale to Toshiba
- 6 Customer 1st
- 7 Move to Cranberry Township
- 8 References
Westinghouse Electric Company and CBS Corporation[edit]
Westinghouse Electric Corporation[edit]
Although no longer associated with the current CBS Corporation, Westinghouse Electric Company LLC as of 2011 still uses the trademarks owned by Westinghouse Licensing Corporation,[4] CBS' brand management subsidiary, under license, as is the case with other Westinghouse licensees.
KDKA Radio[edit]
Westinghouse Electric Company was the primary sponsor in 2010 for the 90th anniversary celebration of KDKA, a radio station licensed to Pittsburgh, launched by the original Westinghouse on November 2, 1920, and which is now owned by CBS Radio.
For further chronological details, see Timeline of company evolution
Westinghouse history 1886-2000[edit]
- 1886: Westinghouse Electric Company was founded in Pittsburgh by George Westinghouse; first patent filed for a 'System of Electrical Generation"[5]
- 1888: George Westinghouse acquired patents from Nikola Tesla for a polyphase AC system and an induction motor.[6]
- 1889: Westinghouse Electric Company changed its name to Westinghouse Electric and Manufacturing Company.
- 1890: Westinghouse installed the first long-distance electric power transmission, covering 14 miles between Willamette Falls and Portland, Oregon.
- 1891: Westinghouse installed the first high-voltage transmission lines connecting San Antonio Canyon with Pomona and San Bernardino, California.
- 1893: Westinghouse lit up Chicago World Fair with a quarter million lights; demonstrates polyphase AC generation and distribution system.
- 1894: Westinghouse introduced the first practical polyphase induction motor that could provide convenient power for industry.
- 1900: Westinghouse enterprises employed 50,000 people; built the first electrical utility steam turbine generator for Hartford (Connecticut) Electric Light Company.
- 1904: Westinghouse formed a six-man industrial research department at an East Pittsburgh lab.
- 1906: Westinghouse formally established a Research Division.
- 1909: Westinghouse introduced the first continuous-filament Incandescent light bulb.
- 1910: George Westinghouse retired.
- 1911: Westinghouse introduced a marine geared-turbine drive powering the USS Neptune.
- 1914: George Westinghouse died, his life work including 361 patents and the founding of 60 companies.
- 1915: Westinghouse was among the first U.S. companies to establish a pension plan for all employees.
- 1919: Westinghouse built the first US-made diesel-electric marine propulsion plant.
- 1920: Westinghouse established modern broadcasting with station KDKA; demonstrated television in laboratory.
- 1921: Westinghouse sells first factory made radio receivers for home use, after 1917 invention[6]
- 1922: Westinghouse started working with Netherlands based N.V. Heemaf to access European market after it introduced the no-brake-motor in 1921.[7]
- 1926: Westinghouse developed a grid-glow tube, or "electric eye".
- 1931: Westinghouse electrified SS President Coolidge, the largest U.S. merchant ship of its time.
- 1932: Westinghouse announced the Ignitron mercury-arc rectifier.
- 1937: Westinghouse engineers created the first industrial Atom-Smasher as centerpiece of nuclear physics research.
- 1940-1944: Westinghouse ranked 21st among United States corporations in value of World War II production contracts.[8]
- 1945: Westinghouse Electric and Manufacturing Company changed its name to Westinghouse Electric Corporation.
- 1954: Westinghouse built the S2W reactor for the USS Nautilus, the world's first nuclear-powered submarine.
- 1960: Westinghouse built the A2W reactor for the USS Enterprise, the world's first nuclear-powered aircraft carrier.
- 1972: Westinghouse and Newport News Shipbuilding and Drydock form Offshore Power Systems planning to build floating nuclear power plants for Public Service Electric and Gas Company.
- 1984: Offshore Power Systems was shut down after completing no floating nuclear power plants.
- 1995: Westinghouse bought CBS for $5.4 bn;[9] began selling off other businesses.
- 1996: Westinghouse purchased Infinity Broadcasting; sold defense electronics business to Northrop Grumman for $ 3 bn.[10]
- 1997: Westinghouse changed its name to CBS Corporation; sold its non-nuclear power generation unit to Siemens AG, which operated it in the US under the name Siemens Westinghouse Power Generation until 2005.
- 1998: CBS Corporation created Westinghouse Licensing Corporation (Westinghouse Electric Corporation) subsidiary to manage the Westinghouse trademarks.
- 1999: CBS Corporation sold its nuclear business (Westinghouse Electric Company) to British Nuclear Fuels Limited (BNFL).[11]
- 2000: CBS Corporation was merged into Viacom (1971-2005), thus putting an end to the original Westinghouse. Five years later, Viacom became CBS Corporation, and spun off its non-broadcasting assets as a new Viacom. CBS Corporation continues to operate the Westinghouse licensing division to the presence.
Westinghouse Electric Company's history 1999-present[edit]
- 1999: Westinghouse Electric Company officially began operations as BNFL's nuclear power business.
- 2000: BNFL bought ABB Group's nuclear power business, and merged into Westinghouse.
- 2004: Westinghouse bids for two Chinese reactor sites; the US Export-Import bank approved $5 billion in loan guarantees[12]
- 2006: Westinghouse acquired PaR Nuclear/Ederer Nuclear Cranes, providing fuel and cask handling equipment systems. Westinghouse Electric Company was sold by BNFL to Toshiba,
- 2007: Westinghouse won China National Nuclear Corporation's bid for 4 AP1000 reactors including Technology Transfer agreement; acquired IST Nuclear of IST Holdings (South Africa); Carolina Energy Solutions (CES) and its affiliates Aggressive Equipment (AE), now WEC Machining; Construction Institute of America (CIA), now WEC Welding Institute; and Carolina United Services, now Carolina Union Services; Astare, a French nuclear engineering company headquartered near Paris.
- 2009: Westinghouse acquired Nuclear Fuel Industries LTD, Japan's sole producer of nuclear fuel for boiling-water reactor and pressurized water reactors for $100 million[13] and CS Innovations, LLC, an Instrumentation and Control (I&C) nuclear product supplier to the digital I&C safety system upgrade market.
- 2010: Westinghouse announced involvement in a new, ultra-large forging press in the UK to be built at Sheffield Forgemasters in Yorkshire; took a major stake in Springfields Fuel Limited in the UK. Westinghouse moved world headquarters from Monroeville, Pennsylvania, to Cranberry Township, Pennsylvania.
- 2012: Westinghouse cut 200 jobs citing the Fukushima disaster, Germany's Energiewende and low natural gas prices.[14]
During the 20th century, Westinghouse engineers and scientists were granted more than 28,000 US government patents, the third most of any company.[15]
New generation of reactors[edit]
A revived interest in the nuclear power generation field[when?] led to Westinghouse's development of the AP1000 reactor, the first Generation III+ reactor to receive final design approval from the NRC in 2004.[16] As of 2014, four of these units are under construction in China, though the first was due to come on-line in November 2013.[17] and has been delayed until December 2014. The delay prompted Li Yulun, former vice-president of China National Nuclear Corporation, in 2013 to raise concerns over the safety standards of the plant due to the constantly changing, and consequently untested, design. Citing a lack of operating history, he questioned the manufacturer's assertion that the AP1000 reactor's "primary system canned motor pumps" were "maintenance-free" over 60 years, the assumed life of the reactor, and noted that Westinghouse had yet to receive approval from British authorities on an improved version of AP1000.[18]
As of January 2009, six AP1000 plants had been ordered in the US, and several other customers had chosen the AP1000, if they were to build new nuclear plants, for a combined total of at least 14 new plants, announced by the NuStart Consortium, Duke Power, Progress Energy, Southern Nuclear and SCE&G.[17] In May 2011 after the Fukushima Daiichi nuclear disaster, US government regulators found problems with the design of the shield building of the new reactors. Gregory Jaczko, chairman of the Nuclear Regulatory Commission since 2005 said that computations submitted by Westinghouse about the building's design appeared to be wrong and "had led to more questions." He said the company had not used a range of possible temperatures for calculating potential seismic stresses on the shield building in the event of an earthquake, for example. The NRC asked Westinghouse not only to fix its calculations, but also to explain why it submitted flawed information in the first place. Westinghouse countered that the "confirmatory items" that the commission was asking for were not "safety significant."[19]
In November 2011, the AP1000 Oversight Group published a report highlighting six areas of major concern and un-reviewed safety questions requiring immediate technical review by the NRC. The report concluded that certification of the AP1000 should be delayed until the original and current "unanswered safety questions" raised by the AP1000 Oversight Group are resolved.[20]
In December 2011, the UK's Office for Nuclear Regulation published a design assessment report on the AP1000 reactor which highlighted 51 'Generic Design Assessment' issues remaining that must be addressed before the assessment would be completed.[21]
In October 2013, US energy secretary Ernest Moniz announced, that China was to supply components to the US nuclear power plants under construction as part of a bilateral co-operation agreement between the two countries. Since China's State Nuclear Power Technology Co (SNPTC) acquired Westinghouses's AP1000 technology in 2006, it has developed a manufacturing supply chain capable of supplying international power projects.[22] Industry analysts have pointed out that there are gaps in the Chinese supply chain.[23]
International business[edit]
Westinghouse Electric Company fully owns several subsidiaries in Europe, such as the European Service Center, also called Westinghouse Electric Belgium located in Nivelles, Belgium, where equipment is prepared for projects throughout Europe. After Westinghouse's 1990 takeover of ABB Reaktor in Germany, it transferred radiological storage activities located in Ladenburg, Germany, to consolidate in Nivelles, which had to be extended.[citation needed] Soon afterwards[when?] another expansion was necessary as employees in the Brussels office were transferred to Nivelles. It was estimated that 200 people were working in Nivelles at the end of 2011.[who?][citation needed]
In 2001, Westinghouse took over Logitest in Les Ulis, France, one of 3 companies qualified to inspect nuclear steam generator plants for Electricité de France.[24] After the French nuclear market partially opened in 2004 to suppliers from outside the country to fulfill European Commission directives regarding international competition, Westinghouse started to expand its business in France with a Westinghouse team located in Metz in charge of repair, replacement and automation services. By 2005 Westinghouse had 160 employees in France and two-thirds of Westinghouse's business in France was fuel supply.[25] Westinghouse Electrique France is located in Orsay and Manosque near Marseille (engineering development). As of 2014, about 400 employees are part of Westinghouse in France.
Westinghouse owns a nuclear fuel fabrication plant at Västerås, Sweden which has provided nuclear fuel for nuclear reactors from Eastern Block countries. The 2008 contract with Ukraine has been crucial for the plant.
Westinghouse also has business locations in Germany, Spain, the UK, Russia, and Bulgaria.
In South Korea, Westinghouse has been involved in the construction of new nuclear plants since 1972, with the first plant Kori Nuclear Power Plant starting up in 1977 and in commercial operation in 1978, followed by eight reactors under construction in the early 1980s. Combustion Engineering (now Westinghouse) entered into a ten-year technology transfer program with the Korean nuclear industry aiming at self-reliance, which was extended in 1997.[26]
In December, 2006, China's State Nuclear Power Technology Company (SNPTC) selected Westinghouse to provide four new AP1000 nuclear power plants.[15] The first was due to come on line in 2013, has been delayed until the end of 2014.[27]
Westinghouse has been involved in South Africa through support of the Koeberg Nuclear Power Station since the 1990s, both reactors are Westinghouse-licensed. In 2007 Westinghouse acquired IST Nuclear (Pty) Ltd, and won the final bidding process for new nuclear plants in South Africa, for which it signed an MOU in 2013.[28] IST Nuclear provides services and systems for the pebble-bed reactor.
Sale to Toshiba[edit]
In July 2005 BNFL confirmed it planned to sell Westinghouse, then estimated to be worth $1.8bn (£1bn).[citation needed] However, the bid attracted interest from several companies, including Toshiba, General Electric and Mitsubishi Heavy Industries. When the Financial Times reported on January 23, 2006 that Toshiba had won the bid, it valued the company's offer at $5bn (£2.8bn).[29] On February 6, 2006 Toshiba confirmed it was buying Westinghouse Electric Company for $5.4bn and announced it would sell a minority stake to investors. [30] The sale surprised many industry experts who questioned the wisdom of BNFL selling one of the world's largest producers of nuclear reactors shortly before the market for nuclear power was expected to grow substantially; China, the United States and the United Kingdom were all expected to invest heavily in nuclear power.[31] Reasons in favor of a sale were: The commercial risk of the company's business in Asia may have been too high for a company then owned by taxpayers; if Westinghouse won the bid for any new nuclear stations in a UK competition, questions may be raised of favoritism, but if it lost, it might have been seen as a lack of faith in its own technology. Finally, the record of UK governments building nuclear plants had been a commercial disaster.[32]
On October 16, 2006 the acquisition of Westinghouse Electric Company for $5.4 billion was completed, with Toshiba obtaining a 77% share, partners The Shaw Group a 20% share and Ishikawajima-Harima Heavy Industries Co. Ltd. a 3% share.[33] On 13 August 2007 Toshiba sold 10% to Kazatomprom, the national uranium company for the Republic of Kazakhstan, for US$540 million, leaving Toshiba with 67%. Kazatomprom's ownership is entirely passive, with no voting or veto rights or presence on the board of directors.[34]
In September, 2011, Toshiba was reported to be in talks to acquire the Shaw stake[35] and both companies confirmed the story soon thereafter. Shaw CEO James Bernhard said[when?], that Toshiba was paying US$1.6 Bn for the Shaw-owned 20% stake, and that it was the 50% rise in the yen on its yen-denominated debt over five years, which had led it to exercise its sale option. Toshiba said[when?] it was open to, and considering, having other partners invest in the business. The purchase closed in January 2013, and brought Toshiba's share in the company to 87%.[36][37]
Customer 1st[edit]
In 2003 Westinghouse started a company wide initiative called Customer 1st[38] to change the way the company does business, to improve the company's product and to improve its relationship with customers. The program is designed around four pillars of performance.
- Lean manufacturing - A Toyota based system that aims to reduce waste.
- Six Sigma - A Motorola based system that aims to reduce errors in production.
- Human Performance - A nuclear industry approach to reducing the frequency and severity of errors by removing error precursors and setting up barriers to error.
- Behavioral Differentiation - A method of behavior change by changing the behavioral drives in order to differentiate one's self from a group.
Move to Cranberry Township[edit]
After several years of doing business there, Westinghouse decided to move its world headquarters from the Energy Center in Monroeville, Pennsylvania, to Cranberry Woods in Cranberry Township, Butler County, Pennsylvania, as reported in a 2007 memo to its employees[39] that stated the main reason was the rapid expansion of the global nuclear industry. Construction began in July 2007, the move lasted from June 2009 to December 2010. The Repair, Replacement and Automation Services (RRAS) business segment moved to Cranberry Township earlier than other business segments to help alleviate space issues at the headquarters in Monroeville and was completed in spring of 2008. As part of this move, Westinghouse piloted the first commuter shuttle running an all-day loop between Monroeville and Cranberry Township.
- ^ Erich Schwartzel (27 September 2012). "Westinghouse selects GE exec as CEO". Pittsburgh Post-Gazette. Retrieved 11 December 2012.
- ^ "Toshiba to buy Shaw's stake in Westinghouse". World Nuclear News. 10 October 2012. Retrieved 11 December 2012.
- ^ "Westinghouse Company Profile" (PDF). Westinghouse Electric Company. 2008. Retrieved 2008-06-11.
- ^ "Terms of Use", Westinghouse LLC/westinghousenuclear.org webpage. Footnote updated 2011-09-05.
- ^ "Westinghouse Corporate History Timeline", 2009-2-05.
- ^ a b Ruff, Donna (September 2011). - 2011-09-12 "Westinghouse Celebrating 125 Years of Engineering Successes". Engineering Energy. Westinghouse. p. 14. Retrieved 15 April 2014.
- ^ Jasper Faber The Perils and Advantages of Licensing Technology in the Electrical Equipment Industry: Heemaf 1908-1970 http://www.gtg.tu-berlin.de/.../306-jasper-faber-the-perils-and-advantages... also http://nl.wikipedia.org/wiki/Heemaf (Dutch). George Westinghouse had befriended Heemaf's founder Rento Hofstede Crull during the time that he was in the United States working for Thomas Alva Edison and Elihu Thomson See: http://nl.wikipedia.org/wiki/Rento_Hofstede_Crull (Dutch)
- ^ Peck, Merton J. & Scherer, Frederic M. The Weapons Acquisition Process: An Economic Analysis (1962) Harvard Business School p.619
- ^ Fabrikant, Geraldine (2 August 1995). "CBS ACCEPTS BID BY WESTINGHOUSE; $5.4 BILLION DEAL". NYTimes. Retrieved 15 April 2014.
- ^ Vartabedian, Ralph (4 January 1996). "tions Northrop to Buy Defense Operations of Westinghouse : Business: The $3-billion deal would shift the L.A. firm's future from planes to military electronics". LA Times. Retrieved 15 April 2014.
- ^ "Sale of Westinghouse Businesses to MK/BNFL Complete". PR Newswire. 22 March 1999. Retrieved 17 January 2014.
- ^ "Nuclear Power in China". Information library. World Nuclear Association. April 2014. Retrieved 15 April 2014.
- ^ "Westinghouse to Acquire Nuclear Fuel Industries Ltd.". Press Release. PR Newswire. 29 April 2009. Retrieved 15 April 2014.
- ^ Gough, Paul (May 18, 2012). "Westinghouse cuts 200 employees". American City Business Journals. Retrieved 15 April 2014.
- ^ a b 2009 Westinghouse corporate profile
- ^ "AP 1000 Public Safety and Licensing" (web). Westinghouse. September 13, 2004. Archived from the original on 2007-08-07. Retrieved 2008-01-21.
- ^ a b "First Concrete Pour For Sanmen Unit 2 Complete", The Wall Street Journal, 2009-12-17.
- ^ "China nuclear plant delay raises safety concern" Eric Ng (7 October 2013), Published in South China Morning Post
- ^ "Regulators Find Design Flaws in New Reactors" Matthew L. Wald, Washington DC, New York Times, 20 May 2011
- ^ "Fukushima and the Westinghouse-Toshiba AP1000: A Report for The AP1000 Oversight Group" Arnie Gundersen, November 10, 2011
- ^ "Office for Nuclear Regulation New nuclear reactors: Generic Design Assessment Westinghouse Electric Company LLC AP1000® nuclear reactor" 14 December 2011
- ^ "China set to supply components to US nuclear power plants." Lucy Hornby (Beijing) and Ed Crooks (New York), Financial Times, 30 October 2013
- ^ "Analysis - China needs Western help for nuclear export ambitions" David Stanway (Beijing), Reuters, 17 December 2013
- ^ "Westinghouse Expands Nuclear Services Capability in France; Announces Acquisition, Divestiture to Focus Solely on Nuclear Market" (Press Release). Westing house. 17 December 2001. Retrieved 15 April 2014.
- ^ - "A Global Reach A Local Perspective". Worldview 2005. Westinghouse. 2005-09-01. p. 5. Retrieved 15 April 2014.
- ^ "Nuclear Power in South Korea". Information Library. world nuclear association. January 2014. Retrieved 15 April 2014.
- ^ "China nuclear plant delay raises safety concern" Eric Ng (7 October 2013), Published in South China Morning Post
- ^ "Westinghouse Announces Strategic Agreement with Leading South African Engineering Company". Press release. 24 October 2013. Retrieved 15 April 2014. "signed a significant Memorandum of Understanding (MOU) with Sebata Group of Companies (Sebata Group), a leading South African-owned and operated engineering, procurement and construction management company, in preparation for the potential construction of Westinghouse AP1000® nuclear power plants in South Africa."
- ^ Terry Macalister and Mark Milner (24 January 2006). "Toshiba to buy BNFL's Westinghouse". The Guardian. Retrieved 17 January 2014.
- ^ "Toshiba Acquires Westinghouse from BNFL". Press Release. Toshiba. 6 February 2006. Retrieved 2008-03-08.
- ^ "BNFL to sell U.S. power plant arm". BBC News. January 23, 2006. Retrieved 2006-02-06.
- ^ "Technology transfer - Selling Westinghouse is lucrative but controversial". Economist. 26 January 2006. pp. 30–31. Retrieved 17 January 2014.
- ^ "Toshiba Completes Westinghouse Acquisition". Toshiba. October 17, 2006. Retrieved 2008-03-08.
- ^ "Kazatomprom buys 10% stake in Westinghouse". World Nuclear News. 2007-10-22. Retrieved 2008-04-19.
- ^ "Toshiba reportedly to buy 20% of Westinghouse", MarketWatch, Sept. 5, 2011, 6:53 pm EDT. Retrieved 2011-09-05.
- ^ "Toshiba confirms it will buy Shaw stake in Westinghouse", Bloomberg via gulfnews.com, September 8, 2011. Retrieved 2011-09-08.
- ^ "Toshiba buys Shaw Group's stake in Westinghouse". 7 January 2013. Retrieved 2 March 2013.
- ^ "Customer 1st", Westinghouse LLC/westinghousenuclear.org webpage. Footnote updated 2011-09-05.
- ^ "Westinghouse memo to employees". Pittsburgh Tribune-Review. March 20, 2007. Retrieved 2008-04-04.


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artist(s): Educational Simulationscountry of origin: USAtechnology: Windows 98 & abovewebsite: www.educationalsimulations.com/products.html
Explore the consequences of life's choices in different cultures and under different political systems. The simple text interface of Real Lives vividly conjures the complex outcomes of personal decisions. The very real struggle to make better choices and provide a better life for your character makes Real Lives addictively playable.artist statement'Real Lives aims to increase empathy for and understanding of people in other cultures and circumstances by enabling the user to live a simulated life in any country of the world. Misunderstanding and dehumanisation of people different from ourselves underlie our ability to make war, to imprison and execute those that our economy drives to crime, and to make laws that exclude or put at a disadvantage minorities, immigrants, or people of particular social classes or castes. By providing a measure of increased understanding, I hope Real Lives will help bring people together in a world where powerful institutions would keep us apart.' Educational Simulations


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Soaring Prices, Not Demand, Behind Massive Hike in U.S. Health Spending
Major survey of U.S. health care trends yields surprises
By Amy Norton
HealthDay Reporter
TUESDAY, Nov. 12 (HealthDay News) -- Contrary to popular belief, the biggest reason for the rise in U.S. health care spending is not an aging population or patient demand but rather the increasing costs of drugs, procedures and hospital care, a new study finds.
Researchers found that since 2000, those yearly price increases have accounted for 91 percent of the rise in national health care spending, which totaled $2.7 trillion in 2011.
"That was surprising," said lead researcher Dr. Hamilton Moses, of the Johns Hopkins University School of Medicine, in Baltimore. Often, he noted, people point to the aging population, or doctors ordering too many tests and treatments, as the main drivers of soaring health care spending.
"I think the origin of that misperception comes from the politicizing of the issue," said Moses, who is also chairman of Alerion Institute, a Virginia-based consulting firm.
The new study, reported in the Nov. 13 issue of the Journal of the American Medical Association, is an attempt to add more actual data to the debate.
In the current political climate, Moses said, "rational discussions based on valid information" are hard to come by.
"But the fact is," he said, "we spend more on health care than other developed countries, and the U.S. still lags behind in outcomes."
Life expectancy is a case in point, Moses said. It's improving in the United States, but not as fast as it is in other developed countries.
The reasons for the poorer outcomes are not completely clear, and probably complicated, Moses noted. But, he said, the bottom line is, "U.S. patients should be demanding a much higher degree of service than they're getting."
For the study, Moses's team analyzed a range of public data sources to look at trends in health care spending since 1980.
What they found counters some conventional beliefs. First, price increases have driven the increase in health care costs since 2000. The price of drugs and devices has risen by about 4 percent a year, on average. Hospital charges have shown a similar increase. Meanwhile, administrative costs -- what doctors and hospitals expend getting payments from insurers and patients -- have gone up by nearly 6 percent each year.
And "market forces" don't come into play. "Patients never see 90 percent of these costs," Moses said, and even doctors may not know how much a treatment costs. With medical devices, like implantable heart devices, for example, hospitals sign confidentiality agreements with manufacturers that prevent them from sharing price information -- and knowing whether they are getting a good deal or not.
Another finding that may surprise many patients: Americans have been paying for an increasingly smaller share of their medical care over time.
In 2011, consumers footed the bill for 11 percent of national health care costs (in the form of insurance premiums, co-pays and other spending). That was down from 23 percent in 1980.
And while there is a lot of worry about the aging baby boomers straining the health care system, right now it's not the elderly breaking the bank. Chronic conditions among people younger than 65 -- from heart disease to high blood pressure to back pain -- account for two-thirds of health care costs, the study found.
"Chronic illness is a problem for everyone, not just the elderly," Moses said. For the general public, he added, that's another reminder to follow a healthy lifestyle to reduce your chances of developing common health problems like high blood pressure, high cholesterol and diabetes.
But no one is saying that healthy diets and exercise are going to fix the U.S. health care problem. Whether the Affordable Care Act will make a dent remains to be seen, Moses said.
Dr. Joshua Sharfstein, the secretary of Maryland's health department, said it might. The law gives more flexibility to states to find "innovative ways" to cut costs, according to Sharfstein, who co-wrote an editorial published with the study.
In Maryland, Sharfstein said, an independent commission has been setting hospital prices since the 1970s. And now his state is working on a plan that would keep hospital spending from growing faster than the economy. It's also supposed to decrease incentives for hospitals to perform more procedures, and instead reward them for better quality of care.


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Hobbies, Crafts & Games
Library Branch
Come in and create some lovely Origami Crane Earrings. Keep one for yourself and make another as a gift!...
Come in and create some decorative magnets to spice up your locker or fridge! Make your own personalized magnets with scrapbooking paper, and other mixed media. All supplies will be provided....
Northern Elms
Share your love of knitting or simply come and learn how to knit.
Wed Aug 06
Wed Aug 13
Wed Aug 20
Wed Aug 27
Wed Sep 03
A wonderful opportunity to learn from an artist with 25 years of teaching experience! Asha has travelled extensively to teach, and held exhibitions of her work in Tokyo, Singapore, India and London....
Join us at the library to make a sock puppet All materials supplied. Ages 6+. Please register
A fun program for children for Halloween.
Got a bike? Want to buy a bike? Drop in to our bicycle clinic to ask questions and learn everything you need to know to get you started or keep you rolling......
Jumping Clay is a unique, and fun way to let your imagination soar. Join staff from Jumping Clay Canada to create your own model, character, decoration, or fridge magnet?the possibilities are endless. Three one hour worksho...


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The 2014 U.S. and World Populations
The U.S. grew by 0.7 percent in 2013 while the world grew by 1.1 percent.
When the clock strikes midnight and we move from 2013 into 2014 the United States population will have reached a new record of more than 317 million people, according to U.S. Census Bureau estimates. That will keep us as the third most populous country on the planet, behind only China (1.35 billion) and India (1.23 billion). Overall, the world population will top 7.1 billion at the start of 2014.
The precise figure – 317,297,938 – will mark an increase of 2,218,622 people in the 365 days since 2012 passed into 2013. That's a 0.7 percent increase, or roughly the same as 2012 and 2011 and a slightly higher rate than 2010 (0.6 percent), but lagging behind the relative baby boom of 2009 (when the population grew by 0.9 percent).
[See a collection of political cartoons on the economy.]
According to the Census Bureau, there will be one birth every 8 seconds in 2014, while someone will die every 12 seconds. So in the time it took you to read this far, four newborn Americans entered the population while two residents of the country died. Add to that one international migrant, net, entering the country every 40 seconds in 2014 (the same rate as 2013) and you get a net U.S. population boost of one person every 16 seconds, or three since you started reading this blog post. That rate is slightly faster than one year ago when the projected rate was one addition every 17 seconds, but still slightly slower than 2011 (one every 15 seconds) and 2010 (one every 14 seconds).
Overall the global population will be 7,137,577,750 according to the Census, an increase of 77,630,563 – or 1.1 percent – during calendar year 2013. Worldwide they expect 4.3 births and 1.8 deaths every second. The fastest growing country in 2013 was India, adding 15.6 million people, followed by China, Nigeria, Pakistan and Ethiopia.
For all the latest population stats – including neat charts on various aspects of the U.S. population, check out the Census Bureau's U.S. and World Population Clock.


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FRIDAY, DEC. 14, 2007 — I got to thinking the other day about those wonderful folks who have brought us the story of Tennessee football over the years.
For a number of years, Vol fans anxiously awaited game stories and columns in the state's newspapers by writers named Bob Wilson, Walter Stewart, Early Maxwell, Edgar Allen, Tom Anderson, Early Maxwell, F.M. Williams, John Bibb, Ed and Harold Harris, Tom Siler, Marvin West, Frank "Red� Bailes, Ben Byrd, Russ Bebb, David Climer, Ward Gossett, Chris Low, Jimmy Hyams, John Adams, Mike Strange, Gary Lundy, and many others.
You may not recognize these names, but H.I. Leyshon and Jimmy Smith were scribes who covered the Vols in the early part of the 20th century. There was a writer named Jimmy Burns who wrote about the 1922 game with Emory & Henry, a 50-0 Tennessee win, the game in which the orange and white jerseys made their debut.
His game story had a nice literary touch, noting that the Vols "rendered the Wasps as helpless as a one-armed revenue officer in a moonshiner's lair.� There was one minor detail missing in his story. There was no mention of the new orange jerseys.
There was another nice touch in the Knoxville Journal's story of the 1909 Transylvania game (the college in Lexington, Ky., not the home of Dracula in the Carpethian Mountains). When the Vols, scoreless in their first eight games, knocked off Transy 11-0, the Journal had the following sub-head on its game story: "The Team of the Recent Past Didn't Know Itself Yesterday, and Thereby Hangs a Pleasant Tale.�
There's more. On Sunday afternoons, Vol fans turned on the television at 1 p.m. on Channel 6 in Knoxville, and there was John Ward looking straight into the camera, with opening comments something like this: "It was a beautiful day yesterday afternoon at Legion Field in Birmingham, Alabama, and, when it was all over, Tennessee came home with a 24-13 victory. Coach Doug Dickey, the turning point of this football game…�
Then Ward, succeeded in 1999 by Bob Kesling, and Dickey — later Bill Battle, John Majors, and Phillip Fulmer — described the game in great detail for the next hour. It was marvelous, always high-tech by the standards of its day. Even though they might have seen the game live a day earlier, Vol fans wouldn't have missed it for anything.
The Vol Network, the brainchild of Lindsey Nelson and Edwin Court Hustler Sr., grew into one of finest in college sports. Edwin Hustler Jr. continued what Lindsey and his dad started, and the Vol Network stood then and stands today for class, professionalism, and dignity.
After Edwin C. Hustler Jr. died, suddenly, in the early 2000s, Steve Early took over and the Vol Network hasn't missed a beat. Today, Vol Network broadcasts are heard worldwide thanks to the Internet, and heroes in orange and white continue to build the Tennessee legend.
Nelson said he had originally wanted to call it the "Volunteer Network,� as in "You're listening to the Volunteer Network. Stand by for the kickoff.� He even rehearsed the tag line at his home on Valley View Drive in Knoxville.
He needed Gen. Neyland's approval. For his part, Lindsey said, Gen. Neyland preferred "Vol Network.� So the "Vol Network� it was. It's been that way ever since.


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DessertsBack to Recipes
- Breakfast
- Breads
- Appetizers & Snacks
- Soups
- Sweet Rewards Recipe Contest
- Side Dishes
- Main Dishes
- Desserts
- Salads
Sweet Potato Log Roll
The spicy cake with rich cream cheese filling makes this dessert impressive and delicious. It's easy with these simple directions.
2 large eggs
2 large egg whites
1 cup sugar
1 (15 oz.) can sweet potatoes, drained and mashed
1 tsp. lemon juice
3/4 cup all-purpose flour
2 tsp. ground cinnamon
1/4 tsp. ground ginger
Powdered sugar
Cream Cheese Filling (recipe follows)
Preheat oven to 375 degrees. Coat 15x10x1-inch jelly roll pan with nonstick cooking spray and dust with flour. Line bottom of pan with waxed paper. In mixing bowl, beat eggs and egg whites at high speed until thick and lemon colored (about 5 minutes). Gradually add sugar, beating several more minutes. Gradually add sweet potatoes and lemon juice. In another bowl mix flour, cinnamon and ginger. Stir dry ingredients into sweet potato mixture, mixing well. Pour batter evenly into prepared pan. Bake for 12 to 15 minutes or until a toothpick inserted comes out clean. Sprinkle powdered sugar in rectangle shape the size of jelly roll pan on a towel. Run a knife around the edges of pan to loosen and immediately turn out on sugared towel. Peel off waxed paper. Starting at one end, roll up cake and towel together; cool completely. Unroll cake and remove towel. Spread cake with the Cream Cheese Filling; reroll and place seam side down. Refrigerate until serving. Makes 12 servings.
Cream Cheese Filling
1 (8 oz) package light cream cheese
2 tbsp. light margarine
1 cup powdered sugar
1/2 tsp. vanilla flavoring
1/2 tsp. butter flavoring
In mixing bowl, beat together cream cheese and margarine until smooth. Gradually add powdered sugar, vanilla and butter flavoring, mixing until smooth.
Per serving: CAL 230.9 (19% from fat); FAT 4.964g; PROTEIN 4.973g; CARB 41.52g; CHOL 44.19mg; SODIUM 146.3mg
Created by Louisiana Sweet Potato Commission spokesperson, Holly Clegg.


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'Girls': Hannah and Adam (Season 1, Episode 8)
Ali Paige Goldstein
Just when the grinding desolation of Hannah and Adam's off-putting relationship on Girls seemed like too much to bear (the series pilot, the lunchbox fantasy, doing it "for the story"), it . . . just got better. Pulling an epic switcheroo after repeatedly hammering home the bleakness of their bone zoning, Hannah and Adam finally figure out that they are two weirdos meant for each other and get down to some quality business. The abrupt change in tone made this hook-up the most surprising moment of Season One. Forcing a newly single Marnie to hear her roommate orgasm through the walls only made it that much sweeter.
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5 Reasons to Like LED Hut on Facebook
The LED Hut Facebook page has got a brand new design, why don't you pay us a visit and take a look and click the "Like Us" button at Facebook.com/ledhut?
There are loads of reasons why you should like LED Hut on Facebook, here are just 5:
1. LEDHut.co.uk are one of the leading UK suppliers of energy saving LED light bulbs, offering a huge range of top quality LED lighting products.
2. LED Hut stocks only the highest quality LED lighting products.
3. LED Hut staff are highly knowledgeable and give highest levels of customer service.
4. LEDHut.co.uk offers the most competitively priced LED light bulbs and accessories on the market, ensuring you get the best deal every day.
5. LED Hut gives a 2-year warranty on all bulbs as standard, which means you can purchase with confidence.
LEDHut.co.uk the one-stop shop for domestic and commercial LED lighting. Click the "Like Us" button today at www.Facebook.com/ledhut


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Troy Lee Designs® (TLD) is recognized as the world's premier custom helmet paint shop. Troy's dad was born into racing, and lucky for us, it got into Troy's blood at an early age. "You hear the sound of motorcycles and cars when you're in the womb, and you're just born with it. Man, I know I was," said Troy. He became a racing pro in Southern California by the late '70s and spent his spare time painting helmets in his parents' garage. Soon everyone wanted a piece of his art, and it ended up on the helmets of Oakley MX pros like Mark Barnett and Jeff Ward. TLD is how today's warriors of steel and octane carry their colors into battle, and countless racers have worn the company's mind-bending designs.
Jupiter LX™
Polished Black / Silver Graphic
Jupiter LX™
Polished White / Black Graphic
We set Troy loose on the OAKLEY JUPITER™ LX frame. Two Artist Series editions were born, and each carries a TLD design that turns premium optics into visionary art. Choose the Polished White each carries a TLD design that turns premium optics into visionary art. Choose the Polished White frame with black graphics on the exterior surface, or go with the Polished Black frame that has silver colored graphics on the interior. Both are made of seven layers of acetate and feature metal band accents, metal icons, and Troy's signature printed on the inner surface of the stem. These special editions come with Grey lenses that help you maintain color recognition in average sun brightness. rodeo period at one point, furiously painting riders atop raging bulls. This evolved into an interest in hunting scenes set against strangely colored sunsets. Since then his work has become increasingly psychedelic and his murals, well, just strange.
OAKLEY JUPITER LX is engineered with optical performance that passes all ANSI Z80.3 standards. As far as protection, it meets ANSI Z87.1 basic standards for impact resistance, and the optically pure PLUTONITE® lenses filter out every single ray of UV, not just UVA and UVB. Our unrivaled Three-Point Fit keeps the lenses in precise optical alignment while ensuring all-daycomfort.
This Artist Series special edition comes in custom packaging, and a custom-printed MICROCLEAR® bag is included for lens cleaning and frame storage. You can get Oakley Authentic Prescription Lenses for either of these designs, and many lens options are available for our prescription optics.
Troy Lee Crowbar® Mx Goggle
For more than 25 years, Troy Lee Designs® (TLD) has been customizing helmets for the world's fastest racers. Oakley has been innovating goggles for just aslong, giving legendary MX pros like Jeff Ward and Mark Barnett the ultimate in performance and protection. Both racers have had the honor of carrying Troy's art on their helmets, and now you can get a taste of the same twisted brilliance on our premium CROWBAR® MX goggle.
CROWBAR® MX combines optically pure Lexan® with a flexible frame of durable OMATTER® to meet ANSI Z87.1 and EN 1938 standards for visual clarity and protection. This special edition comes with a high performance Blue lens to increase contrast and enhance depth perception. It offers a wide-open view that can take full advantage of Oakley laminated tear-offs, the most optically pure tear-off system available. The true anatomical fit utilizes outriggers to balance pressure, plus triple-layer face foam to wick away the sweat of competition. Non-slip silicone keeps the strap securely in place.
Troy Lee
What began as a hobby of a motocross racing teenager named Troy Lee, painting helmets in his parents garage for his friends, has grown to become recognized as the premier custom helmet paint shop in the world. TLD is the place where "The World's Fastest Racers" go when only the best will do.
A Message from Troy…
For over 25 years, I have been customizing helmets "For The World's Fastest Racers." Our relentless commitment to creating products that exceed the cutting edge style, design and quality, has given us the reputation as an innovator in many different racing fields. Troy Lee Designs has since expanded into a full force operation, offering a product line from helmet visors and graphics, to casual wear and the all new Speed Equipment Racewear.
I have to thank all the amazing athletes that we have worked with over the years, and welcome the new ones that will become part of our team. From F1 to Indy to NASCAR, Motocross to Enduro to Freestyle, Dirt Track to Road Racing, MTB to BMX and on down the line, we have been fortunate to work with the best in the world. We at TLD appreciate the fact that every day the racers get out there and put it all on the line.. They are my motivation to hop out of bed every morning and smile all the way to work! Never in a million years did I think I'd have my own race team. With racing, you're forced to take the good with the bad, and the emotion is unlike anything I've ever experienced. Just like the sense of fulfillment and achievement I've felt creating this business. I work with amazing people. My passionate and talented employees have created a body of work that has many convinced we're the most creative and artistic company in all of racing.
I have a wonderful wife who endures the craziness I put her, and probably everyone through. I have two gifted kids Max and Carly, and a new set of twins Dylan and Maya. And I've been able to make a living out of the two things I enjoy most: racing and art. They say that great art comes from strong emotion. Well, what I'm feeling right now is about to make my eyes well up.
See you at the races,