text: Shapeways: Bring your creativity to life in 3D http://www.shapeways.com/forum/index.php Shapeways: Bring your creativity to life in 3D Hello! http://www.shapeways.com/forum/index.php?t=rview&goto=50712&th=10062#msg_50712 I have started using shapeways during the past month and I thought I should stop here and say hi. I am a mechanical design engineer and I also use 3d printing for my job. I am quite proficient with technical CAD software (I used Solidworks for my first piece of jewelery on shapeways) but I am starting to use Blender so I can do more modeling at home. I will probably try to open a shop this year if I have enough interesting ideas, but for the moment I have just made presents for friends. I like to model any original ideas so who knows what I will do next! Regards, Sapro]]> Sapro 2012-07-02T15:52:00-00:00 Re: Hello! http://www.shapeways.com/forum/index.php?t=rview&goto=50713&th=10062#msg_50713 .]]> Youknowwho4eva 2012-07-02T15:53:57-00:00 Re: Hello! http://www.shapeways.com/forum/index.php?t=rview&goto=50717&th=10062#msg_50717 But I might advertise a few which I think are worth it ]]> Sapro 2012-07-02T17:32:24-00:00


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daft question number 100000000
I used to take loads of photos on film, yeah Im that old and get them printed. I loved putting them in albums and looking through them
I just realised since I got my digital camera I havent printed any out
Is that normal :( do you all print yours? I'm starting to feel really sad because I think I may even have lost some of mine when my computer crashed. Is there a good way to back them up :(
Im missing my good old film camera

subset: commoncrawl


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HOUSTON -- A man with his cell phone captured a frightening scene at the end of the school day on Tuesday near Rockyridge and Pagewood in southwest Houston.
I heard the shots and boom, said James Durbin, who stepped outside after the disturbing noise.
Immediately, he noticed the body of a woman who had just been gunned down in front of a house down the road from Emerson Elementary School.
I came out to the front of the house and saw a bunch of kids screaming call 911, said Durbin. So I did.
But by the time police pulled up it was too late. The woman died right where it happened. Family members identified the victim as Yolie Perez, a 25-year-old immigrant mom who moved to the states from Honduras less than a year ago.
The violence shattered the calm all throughout the neighborhood.
It's surprising, said local pastor Kendall Baker. It's been quiet in this neighborhood. We're going to step up our prayers and ask the congregation to pray more.
Police, meanwhile, searched for clues. But they said the victim was on her way to Emerson to pick up her daughter when it happened.
As she was walking around the path of the sidewalk, she was approached by a Hispanic male who shot her multiple times, said homicide detective Eli Cisneros. The suspect was last seen running away toward an apartment complex, he said. We don't have a motive as to why this happened.
Family members said someone tried to shoot Perez a couple of weeks ago and that she had filed a report with police. They said she had been fearful for her life but did not have any known enemies.
Police were seeking the public's help as they continued to search for clues.


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13 Best Fandom Friends Forever Necklaces
Being best friends mean obsessing over the same things. What better way to show off your allegiance to each other and your favorite part of pop culture than with jewelry?
1. Doctor Who
Shop: Chasing At Starlight
2. Zombies
Shop: Rapscallion Designs
3. Kingdom Hearts
4. Mass Effect
Shop: Lickety Cut
5. Super Mario
Shop: Outpost 8
6. Star Wars
Shop: Phantoms
7. Resident Evil
8. World Of Warcraft
Shop: Rainbow Darkness Studios
9. Batman
Shop: Figure 8
10. Health And Mana
Shop: Rainbow Darkness
11. Portal
Shop: Stellar Forms
12. Poison Ivy & Harley Quinn
Shop: Spare Parts
13. 8-Bit Love
Shop: Lickety Cut
This post was created by a user and has not been vetted or endorsed by BuzzFeed's editorial staff. BuzzFeed Community is a place where anyone can post awesome lists and creations. Learn more or post your buzz!


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Top Linksmain detailsbiographyby votesphoto galleryquotes
Filmographiesby yearby typeby ratingsby votesby TV seriesby genreby keyword
Did You Know?photo galleryquotes
Edgar Rice Burroughs (Character)
from John Carter (2012)
|Related Videos (see all 20)
Alternate Names:
FilmographyEdit Credits
- John Carter (2012) Played by Daryl Sabara
- Tarzan of the Apes (2008) Played by Neil Compton (as Edgar Burroughs)
Additional Details
Plot Keywords:
Fun Stuff
Edgar Rice Burroughs: I am the key. I am the key! I, Edgar.
[he looks for clues on the mausoleum door]
Edgar Rice Burroughs: Ed! E... D!
[he presses the letters E-D in 'Inter Mundos' engraved on the mausoleum door, but nothing happens, frustrated Burroughs takes out the telegraph Carter had sent him and reads]
Edgar Rice Burroughs: 'Dear, Ned'. He never called me Edgar. He called me Ned!
[he presses the letters N-E-D in the 'Inter Mundos' engraved on the mausoleum door and the door opens, Ned is shocked to discover his uncle's body is missing, Matai Shang appears behind him, about to kill him, but Carter appears and shoots him]
See more »
You may correct errors and omissions on this page directly. Clicking the 'Update' button will take you through a step-by-step process.


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The Ospreys were denied an injury-time try by the TMO as Munster advanced to the Pro12 Final, winning 21-18 at Thomond Park.
Five penalties from Owen Farrell and a monumental forwards effort saw Saracens knock out Northampton 29-24 at Franklin's Gardens.
Waratahs hooker Tolu Latu and lock Will Skelton have both been cited for alleged foul play during Saturday's Super Rugby win over the Crusaders.
There are crucial games on the go around the world today. Stay up to date with all the latest scores in our live centre.
The Highlanders claimed a vital 23-3 win over the Force in Perth on Saturday to strengthen their footing in Super Rugby's play-off spots.
The Waratahs moved top of the Australian conference on Saturday as they saw off the Crusaders 32-22 with a try bonus-point.
Pictures from Auckland, Sydney and Perth.
The best pictures from Rotorua and Brisbane.
Relive the action from Wellington, Sydney, Johannesburg and Bloemfontein.
The best pictures from Auckland and Brisbane.
Pictures from Auckland, Sydney and Perth.Photo galleries home
Ahead of the Barbarians' clash with an Ireland XV at Thomond Park on Thursday, we take a look at some incredible plays from Isa Nacewa.
Even after going with a squad of 50 players England head coach Stuart Lancaster will still face some queries about his selections for the World Cup.
Our readers are never short of an opinion and our mailbox is seldom empty. This week it's a look at a contentious issue in Welsh rugby.
Philippe Saint-André is nothing if not unpredictable and his 36-man preliminary French squad sprung a few surprises.


text:
From Tyler Francke's God of Evolution blog. [Read more...]
The Blog of Dr. James F. McGrath, Clarence L. Goodwin Chair in New Testament Language and Literature at Butler University, Indianapolis
From Tyler Francke's God of Evolution blog. [Read more...]
The quote comes from a comment Tyler left on Tony Breeden's blog, which I thought made an important point very clearly and succinctly. [Read more...]
The quote is from an article that appeared on the Sojourners website yesterday. I thought it deserved to be highlighted, and so I made it into a meme image. [Read more...]
Tyler Francke tackles Ray Comfort's silly stance on evolution, pointing out that one could say the same thing about the water cycle in light of what the Bible says. Click through to read his post. [Read more...]
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The Morning Risk Report: CEO Self-Interest vs. Shareholder Value
Subscriber Content Read Preview
- Commentary
- By Gregory J. Millman
Subscriber Content Read Preview
Into the controversy over shareholder activism comes new evidence not only indicating that executives in proxy contests have interests other than shareholder value, but also putting a price on those interests–between 5% and 20% of a company's stock price.
Subscriber Content Read Preview
Companies that offer their chief executive officers middling target pay outperform companies that pay top dollar.
Subscriber Content Read Preview
Companies with lots of options in their chief executive pay packages may be skating on thin ice. Options give a CEO an incentive to take risk, because they typically offer a payoff on the upside, but little risk on the downside.
Subscriber Content Read Preview
Dodd-Frank mandated that the SEC develop rules for disclosure of pay-for-performance, but those are yet to be written. Facing shareholders in say-on-pay advisory votes, companies have moved ahead with their own disclosures in an attempt to justify their CEO compensation packages.
|UNDP Human Development Index Rank
|FATF Non-Cooperative Country or Territory
|OECD List of Uncooperative Tax Havens
|Subject to US Treasury Office of Foreign Assets Control Sanctions
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Data provided by Dow Jones Risk & Compliance
Risk & Compliance provides news and commentary to corporate executives and others who need to understand, monitor and control the many risks that can tarnish brands, distract management and harm investors. Its content spans governance, risk and compliance and includes analysis of the significance of laws and regulations, the risks inherent in global expansion and the protective moves taken by companies.
Contact our editors with news, comments and questions at: firstname.lastname@example.com
dojo.query('.siteDesc').addClass('hidden'); // adding to remove extra blog title from global header


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Leadership Team
Norman Behar — CEO & Managing Director
Norman Behar is a proven sales leader with over 25 years of CEO and senior sales management experience. He is recognized as a thought leader in the sales training industry, and has worked with clients in a wide range of industries including financial services, healthcare, technology, manufacturing, and distribution. Norman's whitepapers and blog posts are frequently featured in leading sales enablement publications. Previously, Norman served as President and CEO of Catapult, Inc., a leading provider of personal computer training services, where he oversaw the Company's operations and managed its growth and expansion into more than 20 major markets across the United States. Under Norman's leadership, revenues increased significantly and the company was sold to IBM. Norman received his B.A. from the University of Washington, where he graduated Summa Cum Laude.
David Jacoby — Managing Director
David Jacoby has extensive experience developing and implementing innovative sales training and sales leadership development solutions for clients. David is a thought leader in instructional design and the use of innovative technologies to deliver industry leading online sales training programs. Previously, David was a Principal at Linear Partners, a sales consulting firm focused on providing sales effectiveness and development solutions to emerging growth companies. In the past, David has served as Vice President of Business Affairs of Xylo, Inc., where he was responsible for the Company's business development, sales operations, legal affairs and financing activities. Before joining Xylo, David was a corporate attorney with Skadden, Arps, Slate, Meagher & Flom LLP, where he practiced in the firm's mergers & acquisitions group. David received his J.D. from the Columbia University School of Law, where he was a Harlan Fiske Stone Scholar, and received his B.A. from the University of Washington, where he graduated Summa Cum Laude.
Ray Makela – Managing DirectorRay Makela has over 20 years of management, consulting, and sales experience. Ray is an industry thought-leader who writes frequently on best practices for coaching and developing sales teams. Ray currently oversees all client engagements for Sales Readiness Group (SRG) as well as serves as a senior facilitator on sales management, coaching, negotiation and sales training workshops. Prior to Sales Readiness Group, Ray served as Chief Customer Officer (CCO) at Codesic Consulting where he was responsible for business development, managing customer relationships, and the development and implementation of Codesic's sales training initiatives. Ray has also held management positions at Accenture and Claremont Technology Group were he was a management consultant and trainer in the Change Management practice. He earned his B.A in Speech Communications from the University of Washington and an M.P.A. in Public Administration and Information Systems Management from the University of Southern California.
Debbi Conger - Senior Director Instructional Design & Development
Debbi Conger has over 25 years of experience in instructional design and development of customized training program for sales professionals, marketing organizations, and technical teams. Debbi spent over 12 years at Microsoft where she developed and taught a wide selection of courses covering product knowledge, partner programs, and selling skills. She also was responsible for Microsoft's world-wide new hire sales onboarding program. Earlier in her career, Debbi worked as an account representative in Microsoft's Federal Government sales organization. Debbi graduated from Florida State University with her M.S. in Education.
Marlaina Capes – Senior Director of Client Services
Marlaina brings over 20 years of passion and expertise helping organizations improve performance in the areas of sales skills and leadership development. Marlaina spent eight years with Microsoft, where she served as a Sales Trainer, Sales Training Manager, Program Manager and Instructional Designer. In addition, Marlaina delivered sales training to hundreds of Microsoft Solutions Providers. Marlaina also served as the Manager of Sales Development at GiftCertificates. com where she was responsible for the professional development of GiftCertificates. com's account executives, inside sales team and account managers. At SRG, Marlaina has worked with industry leading clients including Abbott, AdRoll, Alcon, Catalina Marketing, FactSet, Johnson Financial Group, Maritz, RingCentral, Univision, and Valmont Industries.
Shelley Gaynes - Senior Sales Training Consultant
Shelly Gaynes has over 20 years of experience in sales, marketing, management, training, and coaching. Her track record of success, excellent communication skills and high energy, make Shelley a dynamic resource who consistently exceeds client expectation. Shelley is highly skilled at performing needs analysis, creating dynamic sales training and coaching programs, and providing expert facilitation. She holds an MBA from Emory University in Atlanta, and has worked with industry leading clients including AT&T, BellSouth, Cingular Wireless, Cox Media, Kaiser Permanente, Microsoft and Monster.
Jenner Marcucci - Senior Sales Training Consultant
Jenner brings over 20 years of Fortune 100 experience working with top-tier organizations. His background spans sales, sales training, sales management, leadership development, and organizational development. He is sought-after as a dynamic speaker, facilitator, consultant and coach. Jenner has an infectious enthusiasm for learning, listening, and solving. He spent 2 years in Madrid, Spain, and is fluent in Spanish. Jenner has worked with several industry leading clients including Abbott, Allied Barton, Catalina, Novartis, Pfizer, and Westin.
Gopa Kumar - Senior Sales Training Consultant
Gopa Kumar brings over 20 years of global experience in sales, business development, and management functions. He is a knowledgeable, energetic, and engaging speaker who is highly skilled at cultivating profitable client relationships and winning highly competitive sales opportunities. As an international sales consultant, Gopa has facilitated hundreds of sales workshops and training across 60 countries in Asia and Europe. He holds an MBA in international business and has worked with several industry leading companies including HP, GE, Exxon Mobile, Cisco Systems, Yahoo, Bayer and EMC.
Kim Wilcox - Director of Training Operations
Kim is a results-driven professional with over 20 years of Human Resources and project management experience. She is skilled at developing and executing targeted business initiatives that drive customer growth, achieve business/sales objectives, and enhance bottom-line profits. Kim worked for over 5 years at Microsoft, where she was a HR Manager, Recruiter and Project Manager. She currently manages training operations and client program implementations for SRG. Kim graduated from the University of Arizona with a Bachelor of Science in Business Administration.
Alonso Chehade - Director of Marketing & Sales Enablement
Alonso Chehade manages inbound marketing and sales enablement operations at Sales Readiness Group (SRG). He is a data-driven professional passionate about maximizing marketing and sales performance. Alonso has over six years of experience developing and delivering comprehensive marketing programs that produce top- and bottom-line results. He earned his B.A in Marketing and Entrepreneurship from the University of Washington.
Aaron Weaver - Senior Designer
Aaron Weaver has over 20 years of experience in graphic communications – specializing in customized webinar and eLearning materials, interactive quizzes for LMS systems, print collateral and a variety of other online applications. During his career in the design industry he worked extensively with Microsoft, Halliburton, and on a PBS series with Julia Childs. Aaron attended the Art Institute of Houston.
Pat Hansen – Senior Designer
Pat Hansen has over twenty years of experience with print and online brand development. She specializes in bringing clarity to complex information – using both logic and creativity. Pat was the founding President of the Seattle Chapter of the American Institute of Graphic Arts (AIGA), and has taught graphic design at the University of Washington and Syracuse University. She served on the AIGA National Board of Directors and was selected by Graphic Design USA Magazine as one of the top 10 Women Designers in the United States. Pat earned her B.F.A. at the University of Washington, and then studied at the Kunst Gewerbeschule in Basel, Switzerland.
Jackie O'Keefe — Account Manager
Jackie is client-focused sales professional who engages with SRG clients to help determine needs and priorities. Jackie has over seven years of sales experience and previously work for E.E. Robbins as a sales representative, and as an executive assistant at SOS Promotion Services.


text:
Overview of content related to 'library management systems'
This page provides an overview of 3 articles related to 'library management systems', listing most recently updated content first. Note that filters may be applied to display a sub-set of articles in this category (see FAQs on filtering for usage tips). Select this link to remove all filters.
An integrated library system (ILS), also known as a library management system (LMS), is an enterprise resource planning system for a library, used to track items owned, orders made, bills paid, and patrons who have borrowed. An ILS usually comprises a relational database, software to interact with that database, and two graphical user interfaces (one for patrons, one for staff). Most ILSes separate software functions into discrete programs called modules, each of them integrated with a unified interface. Examples of modules might include: acquisitions (ordering, receiving, and invoicing materials); cataloging (classifying and indexing materials); circulation (lending materials to patrons and receiving them back); serials (tracking magazine and newspaper holdings); the OPAC (public interface for users). Each patron and item has a unique ID in the database that allows the ILS to track its activity. Larger libraries use an ILS to order and acquire, receive and invoice, catalog, circulate, track and shelve materials. (Excerpt from Wikipedia article: Library management system)
Key statistics
Metadata related to 'library management systems' (as derived from all content tagged with this term):
See our 'library management systems' overview for more data and comparisons with other tags. For visualisations of metadata related to timelines, bands of recency, top authors, and and overall distribution of authors using this term, see our 'library management systems' usage charts.
Top authors
Ariadne contributors most frequently referring to 'library management systems':
Note: Links to all articles by authors listed above set filters to display articles by each author in the overview below. Select this link to remove all filters.
|Article summary
Managing Electronic Library Services: Current Issues in UK Higher Education Institutions
Stephen Pinfield surveys some of the key issues associated with delivering electronic library services.
October 2001, issue29, feature article
The Distributed National Electronic Resource and the Hybrid Library
Stephen Pinfield and Lorcan Dempsey with an overview of the DNER.
January 2001, issue26, feature article
Hybrid Libraries
Stephen Pinfield describes the role of Hybrid Libraries and Clumps
December 1998, issue18, feature article


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WILMINGTON, Del., July 23 /PRNewswire-FirstCall/ -- AstraZeneca (NYSE: AZN) announced today it is expanding its prescription savings program by immediately extending assistance to qualifying patients who have recently lost their jobs, had their incomes reduced, or experienced a change in marital status or family size.
Previously, patients who experienced a change in income or family size had difficulty applying to the program if their W2 statements showed a non-qualifying income. Now, qualifying people who provide documentation of their current income and family size can enroll more easily and receive their AstraZeneca medicines more quickly.
"AstraZeneca is committed to helping patients get the medicines they need," said Rich Fante, US President, AstraZeneca Pharmaceuticals LP. "Our responsibility goes beyond developing medicines to also making them available to those who cannot afford them."
For more than 30 years, AstraZeneca has offered patient assistance programs side-by-side with its medicines. In 2008, AstraZeneca helped more than 440,000 people fill 2.7 million prescriptions resulting in $612 million of savings to patients.
AstraZeneca provides free or low-cost medicines to patients through its AZ&Me(TM) Prescription Savings programs in three ways:
|SOURCE AstraZeneca
Copyright©2009 PR Newswire.
All rights reserved


text:
102,737pages on
this wiki
this wiki
| This article or section is a Mists of Pandaria stub. You can help expand it by editing it.
|Not yet released!
Yinying Village is a pandaren settlement located at the base of the hills the Temple of the White Tiger sits upon in Kun-Lai Summit. The villagers have all been killed by the invading yaungol.
Patch changes
- β Patch 5.0.1 (Beta): Added.
External links


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Can Ontario's Premier meet all her spending commitments, not fire any civil servants, maintain labour peace and still balance the budget by 2017-18? She thinks she can, she thinks she can... Also: Why does Paul Bernardo have pen pals?
Her malady has a name: hybristophilia — an erotic attraction to violent men.
Homolka struck a controversial plea bargain and was sentenced to 12 years for her role in the three deaths; two years later, in the summer of 1995, Bernardo went on trial for two counts of first-degree murder
The 'attractive, university-educated' London woman calls Bernardo 'a kind man, a Christian.' And she has an ankle tattoo that proclaims she's 'Paul's girl'
An Ontario judge has ordered mercy for Martin McSweeney, who in 1991, became the last person to see Leslie Mahaffy alive before she was abducted and murdered by Bernardo and Karla Homolka
Dr. John Bradford's mental breakdown hit without warning half an hour after he watched Russell Williams sexually assaulting two young women whom he would later kill


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Which sex is the worst about washing up? Why is it so important? We've got the dirty truth on how and when to wash your hands.
The New Hearing Aids
Choosing a Hearing Aid
In the 1970s, the "conventional analog" style of hearing aid debuted, with the volume set to fit your hearing loss. With a separate volume control wheel, you could make adjustments to match the environment you were in. Later models were computer programmed but offered limited improvements in filtering out background noise.
Today, less than 10% of people use conventional hearing aids, Fabry tells WebMD. "Nearly all hearing aids today are digital -- although digital doesn't necessarily translate to expensive. Digital hearing aids are now available in every price category."
Hearing aids are traditionally not covered by insurance plans. However, in recent years some insurance plans have developed contracts with providers for certain hearing aid models -- often with out-of-pocket costs if you choose to upgrade. Employed people may be able to use money set aside in Flexible Spending Accounts - or they can contact their state rehabilitation agency or commission for help.
"Many hearing loss centers offer payment plans to help patients spread out the cost of the aids," Dibkey says.
Hearing Aid Styles
Where the hearing aid is worn - behind or inside the ear - is determined by its size. People with more severe hearing loss often need a larger size to accommodate the added circuitry and wires.
In-the-Ear (ITE): These fit completely in the outer ear and are used for mild to severe hearing loss. The case, which holds the circuitry, is made of hard plastic. ITE aids can be damaged by earwax and ear drainage, and their small size can cause adjustment problems and feedback.
Behind-the-Ear (BTE): These are worn behind the ear and are connected to a plastic earmold that fits inside the outer ear. Sound travels through the earmold (which holds the circuitry) and into the ear. BTE aids are used by people for mild to profound hearing loss. If the earmold is not properly fitted, there can be feedback - a whistling sound caused by either the fit or by buildup of earwax or fluid.
BTE hearing aids can be linked with Bluetooth cell phone technology. "The Bluetooth plugs into the ear hearing aid, so you're hearing directly from the phone into the hearing aid. It cuts out background noise," Dibkey says. "It's very cool."
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Instant Analysis - Meneke Car
Pitt 19 ... North Carolina 17
The big story of the day had nothing to do with Urban Meyer. Pitt really
did win a close, tough game under Dave Wannstedt.
Pitt had lost its last three bowl games, but only one was under
Wannstedt last year's 3-0 shootout against Oregon State in the Sun
Bowl). The big problem has been when Pitt has needed to win and was
expected to come up with the victory (the 2007 win over West Virginia
doesn't really count in the gag factor). Closing against Cincinnati this
year was the big killer, preventing a trip to the BCS, but there have
been several games when, arguably, the most talented team in the Big
East came up short.
Wannstedt has recruited his tail off. He has stockpiled a tremendous
array of weapons like RB Dion Lewis, WR Jonathan Baldwin, TE Dorin
Dickerson, along with a slew of top-shelf defensive linemen, but not
winning a Big East title has made the era a disappointment. Following up
a nine-win season with a ten-win campaign and a bowl win is a huge step
for Wannstedt and it shows that this really needs to be the star of the
conference for the next few seasons. Cincinnati is in a state of flux,
West Virginia continues to be solid, and South Florida, Connecticut, and
Rutgers are always going to be decent, but Pitt has more talent than
anyone else, and if this game shows that the team can win close when
everything isn't going right, it might show that it's time to go to a
whole other level even with some rebuilding needing t be done on the
lines and at corner. There's more talent where the current starters came
If Pitt goes on to win that elusive Big East championship in 2010, it'll point to this bowl game in Charlotte as the launching point.
As much as any team in the postseason, the Panthers absolutely needed to get out of 2009 with a victory. No one had a more excruciating close to the regular season, losing Nov. 27 on a last-second field goal to rival West Virginia and then a week later, 45-44, to Cincinnati with the Big East title at stake. A third straight loss in a nail-biter heading into the offseason would have been devastating for Dave Wannstedt and his players. Now, beating North Carolina in the Meineke Car Care Bowl won't erase those what-might-have-been feelings from earlier in the month, but it sure will make the next few months a whole lot more bearable in Western Pennsylvania.
Yeah, it's sort of the obvious angle on this 19-17 squeaker, but it's impossible to not focus attention on Panther freshman RB Dion Lewis, who has gotten better as the season progressed and could be the fourth consecutive sophomore Heisman winner in 2010. He's really that good. Those 159 yards on Saturday came against the nation's No. 9 ranked run defense, a unit loaded with next-level players. Carolina had allowed just one team—Georgia Tech—to run for that many yards in a game all season. Not only did Lewis put up the numbers, but he was the driving force in the game-winning drive that led to Dan Hutchins' game-winning field goal.
Matt Zemek
1) After this error-filled evening at Bank of America Stadium, is it any wonder that these two programs have yet to find the championship trophies that will allow them to reclaim the heights they both enjoyed in the very early 1980s? This ugly win – but a win nonetheless, thank you very much – gives Pitt its first 10-win season since Jackie Sherrill coached in the Steel City and Dan Marino pitched the pigskin around the ballpark in 1981. Speaking of 1981, that was also a year when North Carolina – though not the ACC champion (national champion Clemson took the league) – finished in the top 10 and took down Lou Holtz and Arkansas in the Gator Bowl. The proliferation of banana-peel moments in this contest creates the distinct impression that neither Pitt nor UNC is ready to make a run at the brass ring. Pitt will benefit from quarterback or coaching transitions next year at West Virginia and Cincinnati, but even in a moment of victory, the Panthers displayed their old modus operandi in the Meineke Bowl. They can't continue to make the same mind-bending mistakes if they want to be playing in a far more prestigious bowl in January of 2011.
2) How amazing and ironic is it that Dave Wannstedt – whose Pitt team tried to give away this game in Charlotte – won a close game because an opponent made the kind of miscue that has afflicted the Panthers on so many occasions in the past? Moreover, how remarkable is it that the man on the opposing sideline – the coach who had to endure the kind of moment Wannstedt has repeatedly suffered at Pitt – was none other than Butch Davis, Wannstedt's good friend and longtime former colleague with the Miami Hurricanes and Dallas Cowboys? The football gods sure have a sense of humor.


text:
insearchofmylove 31-35, M 1 Answer 1 Oct 18, 2012 in Dating & Relationships
Not me. But I hope you get what you want!
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text:
LOS ANGELES (AP/WBEN) — Casey Kasem, the smooth-voiced radio broadcaster who became the king of the top 40 countdown, has died at age 82.
Danny Deraney, publicist for Kasem's daughter, Kerri, says Kasem died Sunday morning.
Kasem's "American Top 40" began on July 4, 1970, in Los Angeles. The No. 1 song on his list then was "Mama Told Me Not to Come," by Three Dog Night.
The show continued in varying forms — and for varying syndicators — until his retirement in 2009. In his signoff, he would tell viewers: "And don't forget: keep your feet on the ground and keep reaching for the stars."
Courtesy Buffalo Broadcasting on Facebook
A May 1960 Newspaper clipping touting Casey's arrival on Buffalo Airwaves
HEAR HIS BUFFALO DEBUT Below
With love, Kerri, Mike and Julie."
In recent years, Kasem was trapped in a feud between his three adult children and his second wife, former actress Jean Kasem. In 2013, his children filed a legal petition to gain control of his health care, alleging that Kasem was suffering from advanced Parkinson's disease and that his wife was isolating him from friends and family members. Kasem also suffered from Lewy Body Disease, a form of dementia.
A judge in May temporarily stripped his wife of her caretaker role after she moved him from a medical facility in Los Angeles to a friend's home in Washington state. Jean Kasem said she moved her husband to protect his privacy and to consult with doctors. Casey Kasem developed a severe bedsore while in Washington and was in critical condition by the time he was hospitalized in early June.Kasem's legacy reached well beyond music. His voice was heard in TV cartoons such as "Scooby-Doo" (he was Shaggy) and in numerous commercials.
"They are going to be playing Shaggy and Scooby-Doo for eons and eons," Kasem told The New York Times in 2004. "And they're going to forget Casey Kasem — unless they happen to step on his star on the Hollywood Walk of Fame. I'll be one of those guys people say 'Who's that?' about. And someone else will say, 'He's just some guy who used to be on the radio.'"
The son of Lebanese immigrants, Kasem was active in speaking out for greater understanding of Arab-Americans — both on political issues involving the Mideast and on arts and media issues.
"Arab-Americans are coming out of the closet," Kasem told The Associated Press in 1990. "They are more outspoken now than ever before. People are beginning to realize who they really are, that they are not the people who yell and scream on their nightly newscast."
Kasem was born Kemal Amin Kasem in 1932 in Detroit. He began his broadcasting career in the radio club at Detroit's Northwestern High School and was soon a disc jockey on WJBK radio in Detroit, initially calling himself Kemal Kasem.
In a 1997 visit with high school students in Dearborn, Michigan., home to a large Arab-American community, he was asked why he changed his name to Casey.
"It didn't sound like a deejay; it wasn't hip. So we decided I'd be 'Casey at the Mike' — and I have been since," Kasem said.
In the 1975 Los Angeles Times interview, he said he had been doing "a regular screaming DJ show" in San Francisco in the early 1960s when his boss suggested he talk about the records instead.
He was unconvinced, since his screaming routine had brought him top ratings. But he said he had learned "after a particularly unpleasant situation in Buffalo never to argue with general managers."


text:
Press release from CNW Group
PotashCorp Reports Fourth-Quarter Earnings of $0.48 per Share
Thursday, January 31, 2013
PotashCorp Reports Fourth-Quarter Earnings of $0.48 per Share06:00 EST Thursday, January 31, 2013Listed: TSX, NYSE Symbol: POT Key Performance and Outlook HighlightsFourth-quarter earnings of $0.48 per share1Full-year 2012 earnings of $2.37 per shareRecord full-year nitrogen gross margin of $978 millionEarnings guidance of $0.50-$0.65 per share for first-quarter 2013; $2.75-$3.25 per share for full yearSASKATOON, Jan. 31, 2013 /CNW/ - Potash Corporation of Saskatchewan Inc. (PotashCorp) today reported fourth-quarter earnings of $0.48 per share ($421 million), which compared to $0.78 per share ($683 million) in the same period last year. Full-year earnings for 2012 of $2.37 per share ($2.1 billion) trailed the $3.51 per share ($3.1 billion) earned in 2011. Our results included a $41 million ($0.04 per share) provision for the settlement of antitrust claims in the US recorded in the fourth quarter, and a $341 million ($0.39 per share) non-cash impairment charge related to our investment in Sinofert Holdings Limited (Sinofert) in China recorded in the second quarter.With lower contributions from all three nutrients, gross margin declined to $0.6 billion from the $0.9 billion generated in the fourth quarter of 2011. This result brought our full-year gross margin to $3.4 billion, which compared to $4.3 billion earned in the previous year. Adjusted earnings before finance costs, income taxes and depreciation and amortization2 (adjusted EBITDA) totaled $0.7 billion for the quarter and $3.9 billion for the year, with both amounts trailing those of the comparative periods. Cash provided by operating activities of $0.9 billion was flat with the previous year's fourth quarter and raised our 2012 total to $3.2 billion, the second-highest annual result in our history.Our offshore investments in Arab Potash Company (APC) in Jordan, Israel Chemicals Ltd. (ICL) in Israel and Sociedad Quimica y Minera de Chile S.A. (SQM) in Chile contributed $94 million to earnings in the fourth quarter. For the full year, contributions from these investments - and a dividend from Sinofert - reached a record $412 million. The market value of our investments in these publicly traded companies was approximately $9.1 billion, or $10 per PotashCorp share at market close on January 30, 2013."Our fourth-quarter results were adversely affected by weaker performance in all three nutrients as global fertilizer markets paused in the absence of significant immediate needs and amid lack of direction, particularly in phosphate and potash," said PotashCorp President and Chief Executive Officer Bill Doyle. "Despite these temporary challenges, we operated with a consistent approach - temporarily slowing potash production and leveraging our diversified product mix in our other nutrients - to best position our company for the expected rebound in fertilizer demand in 2013."Market ConditionsThe typical late-season slowdown in global potash demand was more pronounced in the quarter as buyers awaited clarity on contract settlements before committing to fully engage in procuring new supply. The impact on North American potash producers was most evident in shipments to offshore markets, which declined by 43 percent in the fourth quarter of 2012 from the same period last year. In contrast to this weakness, fourth-quarter domestic shipments from North American producers outpaced those of the previous year by 38 percent as dealers continued to respond to the immediate needs of farmers capitalizing on favorable crop economics and an extended fall fertilizer application season. Despite the relative strength of this market, limited global purchasing caused prices to move lower through the quarter.Phosphate demand was affected by similar global trends. Fourth-quarter US producer sales of solid phosphate to the North American market reached the highest level of any quarter in 2012 - 33 percent above the same period last year. However, this strength was offset by weak demand in offshore markets, primarily India, which led to lower prices for most phosphate fertilizer products.In nitrogen, strong industrial and agricultural demand for ammonia, combined with global supply challenges that limited the amount of product available for trade, supported prices through much of the quarter. While prices for urea remained above 2011 levels for most of the year, a significant rise in imports into the US market and a surge in Chinese exports during the fourth quarter resulted in a weakening of prices relative to the comparative period last year.PotashWith reduced shipments to offshore customers and lower realized prices, fourth-quarter potash gross margin of $281 million trailed the $486 million earned in the same period of 2011. Although full-year gross margin of $2.0 billion represented the third-highest total in our history, weaker sales volumes were primarily responsible for it falling below the $2.7 billion generated in the previous year.Total fourth-quarter potash sales volumes declined to 1.3 million tonnes, down 17 percent from the same period the previous year. In North America, distributors purchased to meet immediate farmer demand, which pushed North American sales volumes to 0.6 million tonnes - 39 percent above the fourth quarter of 2011. This strength was more than offset by a decline in offshore sales volumes. The absence of Canpotex3 contract shipments to China and India, along with the deferral of demand in other markets, pushed our fourth-quarter offshore sales volumes down to 0.7 million tonnes (37 percent below fourth-quarter 2011). Latin American (32 percent) and other Asian (58 percent) markets represented the majority of shipments from Canpotex.Our fourth-quarter average realized potash price was $387 per tonne, which compared to $431 per tonne in the same period of 2011. This decline reflected heightened competitive pressure in most major spot markets, as well as the impact of higher per-tonne costs for Canpotex's fixed transportation and distribution expenses that were allocated over fewer tonnes.In response to market conditions, we reduced fourth-quarter production to 1.8 million tonnes from 2.2 million tonnes in the closing quarter of 2011. The combination of fewer tonnes produced, a rise in costs associated with product from Esterhazy and a greater percentage of production coming from higher-cost facilities negatively impacted potash cost of goods sold on a per-tonne basis.PhosphateFourth-quarter phosphate gross margin of $99 million was below the $163 million in the comparative period of 2011. This was largely attributable to a decline in contributions from fertilizer products, which generated $54 million, while feed and industrial product lines remained relatively strong and added $41 million in the quarter. For the year, gross margin was $469 million, which trailed the $648 million generated in 2011, mainly due to reduced volumes and lower realized fertilizer prices.Fourth-quarter sales volumes fell to 0.8 million tonnes compared to 0.9 million tonnes in the same period last year, as temporary production constraints at Aurora caused by challenging mining conditions primarily impacted saleable tonnage of fertilizer products.Average realized phosphate prices for the quarter were $577 per tonne, down from $631 per tonne in the fourth quarter of 2011, as prices for solid and liquid fertilizers declined as a result of weaker demand. This drop was tempered by comparatively stable feed and industrial realizations.Per-tonne cost of goods sold for the quarter remained relatively flat compared to the same period last year as higher ammonia and rock costs were largely offset by lower sulfur costs.NitrogenAlthough fourth-quarter nitrogen gross margin of $206 million was below the $241 million generated in the same period the previous year, it raised our 2012 total to a record $978 million. For the quarter, our Trinidad operations contributed $127 million in gross margin and our US operations added $79 million.Fourth-quarter nitrogen sales volumes of 1.1 million tonnes were flat compared to the same period in 2011. The loss of production at our Trinidad facility due to interruptions in natural gas supply limited product available for sale and resulted in full-year sales volumes of 4.8 million tonnes trailing the 5.0 million tonnes sold last year.A combination of strong demand and supply challenges in key producing regions resulted in higher realized ammonia prices for the quarter compared to the same period of 2011. While this environment supported higher prices for nitrogen products through most of 2012, fourth-quarter prices softened for downstream products. As a result, our average realized price of $453 per tonne in the fourth quarter declined slightly from the closing quarter of 2011.The total average cost of natural gas included in production for the fourth quarter of 2012, including our hedge position, was $7.01 per MMBtu, an increase from $6.35 in the same period the previous year. This was primarily the result of higher Trinidad gas costs related to increasing Tampa ammonia prices - the primary benchmark to which those gas costs are indexed.FinancialWe recognized a $41 million charge during the quarter - included in other expenses - for a provision related to a settlement of antitrust claims filed in the US. These claims - which were completely without merit but would have resulted in a multi-year effort in time and significant cost to defend - were settled on January 30, 2013 for $43.75 million, to avoid an unnecessary distraction from the production of potash and serving the needs of our customers.Provincial mining and other taxes were $18 million for the fourth quarter, up from the same period in 2011 when our tax expense was minimized by higher accruals recognized earlier in the year relative to our expected expense by year-end. Income taxes in the fourth quarter were down $134 million from 2011 due to lower earnings, particularly in potash.Capital-related cash expenditures, primarily associated with our potash expansion projects, totaled $628 million in the fourth quarter, bringing our 2012 total to $2.1 billion. Total anticipated spending on these projects is now more than 80 percent complete.General OutlookAgriculture is inherently an unpredictable business - from variability in weather and growing conditions to government policy changes that can affect the decisions of farmers. This reality returned to the forefront in 2012, as crop production challenges pushed prices for corn and soybeans to record highs. These rising prices created an expectation that a surge in fertilizer demand - especially for phosphate and potash - was imminent, but this failed to consider that our business is tied to growing seasons and does not necessarily move in lockstep with the rise and fall of commodity prices. As we enter 2013, farmers in many parts of the world are only now preparing for their opportunity to help meet the global need for grains and capitalize on higher crop prices. Given the importance of crop nutrients to yields and the affordability of fertilizer as a percentage of crop revenue, we believe demand is poised for a rebound.Potash Market OutlookIncreased demand is beginning to take hold in most major potash markets. We believe buyer confidence has been bolstered by the recent settlement of new contracts with China, leading many that had temporarily delayed or stopped purchasing to re-engage. We expect demand to accelerate in 2013 and anticipate global potash shipments for the year to be between 55 million and 57 million tonnes, well above the approximately 51 million tonnes shipped in 2012.In North America, demand is expected to be strong entering the spring planting season. Supportive economics and the expectation of large planted acreage are anticipated to result in significant demand at the farm level. While dry conditions in certain regions could potentially weaken demand, we forecast 2013 shipments to this market at approximately 9.5 million tonnes. With limited inventory positioned in advance of the season, we anticipate that our ability to keep pace with just-in-time orders will be a competitive advantage in this market.Latin America is expected to remain a region of strength, with 2013 demand poised to surpass last year's robust levels. In contrast to its slow start in 2012, Brazil is buying early in the year - in part to reduce the pressure of expected record volumes on its limited port capabilities during peak import periods. For the year, we anticipate demand in Latin America will reach approximately 10 million tonnes, and expect to be well positioned to serve this market through Canpotex and our New Brunswick facility.After delaying new contracts for seaborne deliveries during the second half of 2012, China began to secure them late in the year. By mid-January, it had settled with all major potash suppliers for delivery during the first half of 2013 - including record volumes committed with Canpotex. While these large commitments will help meet China's significant potash requirements, we anticipate its internal needs will grow in 2013 as it works to improve lagging crop yields. We expect its demand will be in the range of 11-11.5 million tonnes for 2013, with between 6.5 million and 7.0 million tonnes coming from imports.We believe the challenges that affected Indian potash demand during 2012 - including high retail prices due to fertilizer subsidy reductions, weakened currency and fiscal uncertainty - are unlikely to improve meaningfully in 2013, but anticipate shipments to this market will surpass the depressed levels of last year. With limited inventory to draw from and the potential for improved affordability at the farm level acting as a catalyst, we anticipate India will need to begin securing new supply during the first quarter of 2013 and forecast full-year demand will be in the range of 3.5-4.5 million tonnes. While this would reflect an increase in potassium applications from recent levels, the agronomic risk of under-application continues to present a major barrier to improving yields in the long term.In other Asian countries - those outside of China and India - we anticipate the consumption strength that was masked by destocking efforts in 2012 will support demand growth. Fueled by a need to meet the demands of the region's potassium-intensive crops, activity in this market has begun to accelerate. We forecast shipments for the year to approximate 8.5 million tonnes.Financial OutlookIn this environment, we estimate our 2013 potash segment gross margin will be in the range of $1.9-$2.4 billion, with shipments forecast between 8.5 million and 9.2 million tonnes. While strengthened global demand is expected to translate into improved sales volumes, our gross margin guidance reflects lower prices in spot and contract markets compared to 2012 levels.We forecast 2013 operational capability of 12.4 million tonnes before the impact of market-related downtime. This total reflects available new capacity from our expansion program as well as the loss of tonnage from Esterhazy following the completion of our tolling agreement with The Mosaic Company (Mosaic). The reversion of this tonnage to Mosaic will temporarily reduce our share of 2013 Canpotex shipments, but we are positioned to complete a Canpotex allocation run for our Cory expansion during the first half of the year that is expected to partially offset this loss. Our guidance includes a successful completion of this run during the first half, and it accounts for approximately 0.2 million tonnes of our second-half sales volumes assumptions.Given our expected operational capability for 2013 and our stated sales volumes guidance, we see the need for additional market-related downtime at our facilities during the year. Based on union notifications to date, we anticipate 17 shutdown weeks in the first quarter. Despite this downtime, we expect our full-year cost of goods sold to benefit from higher operating rates as well as the absence of higher-cost tonnes from Esterhazy.In phosphate, the expectation of strong demand for fertilizer products in the North American market is likely to be offset by the continued depression in Indian requirements and result in weaker fertilizer margins than we captured in 2012. Feed and industrial demand is forecast to remain relatively strong and margins are anticipated to be near those generated last year.Although the historically high nitrogen prices experienced in 2012 are likely to ease, we anticipate that strong agricultural and industrial demand will keep margins at supportive levels. Our ammonia plant restart at Geismar, expected to add approximately 0.5 million tonnes of ammonia capacity, is now anticipated to have significant production available for sale beginning in March of this year. We believe these tonnes could help us achieve another record gross margin year in this nutrient.In this environment, we forecast our combined phosphate and nitrogen gross margin for 2013 to be in the range of $1.5 billion to $1.7 billion.Income from offshore investments by way of dividends and share of equity earnings is expected to approximate $320-$380 million in 2013, while selling and administrative expenses are forecast to be between $240 million and $260 million. We anticipate finance costs of $100-$130 million.Capital expenditures for the year - excluding capitalized interest and major maintenance and repair - are expected to be approximately $1.5 billion, with a significant portion of this total related to our remaining potash expansion projects at New Brunswick and Rocanville. Included in this estimate is approximately $500 million of sustaining capital.With reduced capital spending anticipated in potash, which impacts the calculation of the Saskatchewan potash production tax, we expect provincial mining and other taxes to be higher than 2012 levels and approximate 11-13 percent of total potash gross margin. Our 2013 annual effective tax rate is forecast to be 25-27 percent.Based on these factors, PotashCorp forecasts first-quarter net income per share in the range of $0.50-$0.65 and between $2.75 and $3.25 per share for the full year.Conclusion"The only certainties in agriculture are that the world depends on farmers for food and that increased production is required to meet the demands of a growing population," said Doyle. "We recognize that ebbs and flows in fertilizer demand will always be part of our business, but we believe the factors that limited demand this past year - destocking and deferred purchases - will begin to drive an even greater need for our products in 2013 and beyond. We believe our approach to managing and developing our assets has PotashCorp well positioned for improved performance as we move forward."NotesAll references to per-share amounts pertain to diluted net income per share.See reconciliation and description of non-IFRS measures in the attached section titled "Selected Non-IFRS Financial Measures and Reconciliations."Canpotex Limited (Canpotex), the offshore marketing company for Saskatchewan potash producers.Potash Corporation of Saskatchewan Inc. is the world's largest fertilizer enterprise by capacity producing the three primary plant nutrients and a leading supplier to three distinct market categories: agriculture, with the largest capacity in the world in potash, third largest in each of nitrogen and phosphate; animal nutrition, with the world's largest capacity in phosphate feed ingredients; and industrial chemicals, as the largest global producer of industrial nitrogen products and the world's largest capacity for production of purified industrial phosphoric acid. PotashCorp's common shares are listed on the Toronto Stock Exchange and the New York Stock Exchange.This release contains forward-looking statements or forward-looking information (forward-looking statements). These statements can be identified by expressions of belief, expectation or intention, as well as those statements that are not historical fact. These statements are based on certain factors and assumptions including foreign exchange rates, expected growth, results of operations, performance, business prospects and opportunities and effective tax rates. While the company considers these factors and assumptions to be reasonable based on information currently available, they may prove to be incorrect. Several factors could cause actual results to differ materially from those expressed in the forward-looking statements, including, but not limited to: variations from our assumptions with respect to foreign exchange rates, expected growth, results of operations, performance, business prospects and opportunities, and effective tax rates; fluctuations in supply and demand in the fertilizer, sulfur, transportation and petrochemical markets; costs and availability of transportation and distribution for our raw materials and products, including railcars and ocean freight; changes in competitive pressures, including pricing pressures; adverse or uncertain economic conditions and changes in credit and financial markets; the results of sales contract negotiations within major markets; economic and political uncertainty around the world, timing and impact of capital expenditures; risks associated with natural gas and other hedging activities; changes in capital markets and corresponding effects on the company's investments; unexpected or adverse weather conditions; changes in currency and exchange rates; unexpected geological or environmental conditions, including water inflows; imprecision in reserve estimates; adverse developments in new and pending legal proceedings or government investigations; acquisitions we may undertake; strikes or other forms of work stoppage or slowdowns; changes in and the effects of, government policies and regulations; security risks related to our information technology systems; and earnings, exchange rates and the decisions of taxing authorities, all of which could affect our effective tax rates. Additional risks and uncertainties can be found in our Form 10-K for the fiscal year ended December 31, 2011 under the captions "Forward-Looking Statements" and "Item 1A - Risk Factors" and in our other filings with the US Securities and Exchange Commission and the Canadian provincial securities commissions. Forward-looking statements are given only as at the date of this release and the company disclaims any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by law. PotashCorp will host a Conference Call on Thursday, January 31, 2013 at 1:00 pm Eastern Time.Telephone Conference: Dial-in numbers: From Canada and the US: 1-877-881-1303 From Elsewhere: 1-412-902-6510Live Webcast: Visit www.potashcorp.com Webcast participants can submit questions to management online from their audio player pop-up window.Potash Corporation of Saskatchewan Inc. Condensed Consolidated Statements of Financial Position (in millions of US dollars except share amounts) (unaudited) December 31, December 31, As at 2012 2011 Assets Current assets Cash and cash equivalents$562$430 Receivables 1,089 1,195 Inventories 762 731 Prepaid expenses and other current assets 83 52 2,496 2,408 Non-current assets Property, plant and equipment 11,505 9,922 Investments in equity-accounted investees 1,254 1,187 Available-for-sale investments (Note 2) 2,481 2,265 Other assets 344 360 Intangible assets 126 115 Total Assets$18,206$16,257 Liabilities Current liabilities Short-term debt and current portion of long-term debt$615$832 Payables and accrued charges 1,188 1,295 Current portion of derivative instrument liabilities 51 67 1,854 2,194 Non-current liabilities Long-term debt 3,466 3,705 Derivative instrument liabilities 167 204 Deferred income tax liabilities 1,482 1,052 Pension and other post-retirement benefit liabilities 569 552 Asset retirement obligations and accrued environmental costs 645 615 Other non-current liabilities and deferred credits 111 88 Total Liabilities 8,294 8,410 Shareholders' Equity Share capital 1,543 1,483 Unlimited authorization of common shares without par value; issued andoutstanding 864,900,513 and 858,702,991 at December 31, 2012 and 2011, respectively Contributed surplus 299 291 Accumulated other comprehensive income 1,399 816 Retained earnings 6,671 5,257 Total Shareholders' Equity 9,912 7,847 Total Liabilities and Shareholders' Equity$18,206$16,257 (See Notes to the Condensed Consolidated Financial Statements) Potash Corporation of Saskatchewan Inc. Condensed Consolidated Statements of Income(in millions of US dollars except per-share amounts)(unaudited) Three Months EndedTwelve Months Ended December 31December 31 2012 2011 2012 2011 Sales (Note 3)$1,642$1,865$7,927$8,715Freight, transportation and distribution (113) (86) (494) (496)Cost of goods sold (943) (889) (4,023) (3,933)Gross Margin 586 890 3,410 4,286Selling and administrative expenses (53) (41) (219) (217)Provincial mining and other taxes (18) - (180) (147)Share of earnings of equity-accounted investees 58 76 278 261Dividend income 38 42 144 136Impairment of available-for-sale investment (Note 2) - - (341) -Other expenses (Note 4) (52) (3) (73) (13)Operating Income 559 964 3,019 4,306Finance costs (25) (34) (114) (159)Income Before Income Taxes 534 930 2,905 4,147Income taxes (Note 5) (113) (247) (826) (1,066)Net Income $421$683$2,079$3,081 Net Income per Share (Note 6) Basic$0.49$0.80$2.42$3.60 Diluted$0.48$0.78$2.37$3.51 Dividends Declared per Share $0.21$0.07$0.70$0.28(See Notes to the Condensed Consolidated Financial Statements) Potash Corporation of Saskatchewan Inc.Condensed Consolidated Statements of Comprehensive Income (in millions of US dollars)(unaudited) Three Months Ended Twelve Months Ended December 31 December 31(Net of related income taxes) 2012 2011 2012 2011 Net Income$421$683$2,079$3,081 Other comprehensive income (loss) Net increase (decrease) in net unrealized gain on available-for-sale investments (1) 47 (230) 216 (1,581) Reclassification to income of unrealized loss on impaired available-for-sale investment (Note 2) - - 341 - Net actuarial gain (loss) on defined benefit plans (2) 22 (11) (62) (136) Net loss on derivatives designated as cash flow hedges (3) (4) (20) (20) (38) Reclassification to income of net loss on cash flow hedges (4) 14 9 50 47 Other (2) (1) (4) (6)Other Comprehensive Income (Loss) 77 (253) 521 (1,714)Comprehensive Income $498$430$2,600$1,367 (1) Available-for-sale investments are comprised of shares in Israel Chemicals Ltd. and Sinofert Holdings Limited.(2) Net of income taxes of $(17) (2011 - $4) for the three months ended December 31, 2012 and $31 (2011 - $75) for the twelve months ended December 31, 2012.(3) Cash flow hedges are comprised of natural gas derivative instruments and are net of income taxes of $(4) (2011 - $13) for the three months ended December 31, 2012 and $7 (2011 - $24) for the twelve months ended December 31, 2012.(4) Net of income taxes of $(8) (2011 - $(6)) for the three months ended December 31, 2012 and $(32) (2011 - $(29)) for the twelve months ended December 31, 2012.(See Notes to the Condensed Consolidated Financial Statements) Potash Corporation of Saskatchewan Inc.Condensed Consolidated Statement of Changes in Equity(in millions of US dollars)(unaudited) Accumulated Other Comprehensive Income Net unrealized Net Net Total gain on loss on actuarial Accumulated available- derivatives loss Other Share Contributed for-sale designated as on defined Comprehensive Retained Total Capital Surplus investments cash flow hedges benefit plans(1) Other Income Earnings Equity Balance - December 31, 2011$1,483$291$982$(168)$-$2$816$5,257$7,847Net income - - - - - - - 2,079 2,079Other comprehensive income (loss) - - 557 30 (62) (4) 521 - 521Dividends declared - - - - - - - (603) (603)Effect of share-based compensation including issuance of common shares 47 8 - - - - - - 55Shares issued for dividend reinvestment plan 13 - - - - - - - 13Transfer of net actuarial loss on defined benefit plans - - - - 62 - 62 (62) -Balance - December 31, 2012$1,543$299$1,539$(138)$-$(2)$1,399$6,671$9,912 (1) Any amounts incurred during a period are closed out to retained earnings at each period-end. Therefore, no balance exists in the reserve at the beginning or end of period.(See Notes to the Condensed Consolidated Financial Statements) Potash Corporation of Saskatchewan Inc.Condensed Consolidated Statements of Cash Flow(in millions of US dollars)(unaudited) Three Months Ended Twelve Months Ended December 31 December 31 2012 2011 2012 2011 Operating Activities Net income$421$683$2,079$3,081 Adjustments to reconcile net income to cash provided by operating activities Depreciation and amortization 144 115 578 489 Share-based compensation 3 2 24 24 Impairment of available-for-sale investment (Note 2) - - 341 - Realized excess tax benefit related to share-based compensation 23 - 30 29 Provision for (recovery of) deferred income tax 26 (5) 392 337 Net distributed (undistributed) earnings of equity-accounted investees 23 (15) (67) (133) Pension and other post-retirement benefits 3 9 (68) (122) Asset retirement obligations and accrued environmental costs (6) (1) (2) 39 Other long-term liabilities and miscellaneous 18 (17) 51 (40) Subtotal of adjustments 234 88 1,279 623 Changes in non-cash operating working capital Receivables 272 122 188 (155) Inventories (70) (132) (7) (146) Prepaid expenses and other current assets (11) (13) (32) (1) Payables and accrued charges 26 118 (282) 83 Subtotal of changes in non-cash operating working capital 217 95 (133) (219)Cash provided by operating activities 872 866 3,225 3,485 Investing Activities Additions to property, plant and equipment (628) (653) (2,133) (2,176)Other assets and intangible assets (34) (64) (71) (75)Cash used in investing activities (662) (717) (2,204) (2,251) Financing Activities Repayment of long-term debt obligations - (7) (2) (607)Proceeds from (repayment of) short-term debt obligations 41 (50) (460) (445)Dividends (174) (60) (467) (208)Issuance of common shares 24 4 40 44Cash used in financing activities (109) (113) (889) (1,216)Increase in Cash and Cash Equivalents 101 36 132 18Cash and Cash Equivalents, Beginning of Period 461 394 430 412Cash and Cash Equivalents, End of Period$562$430$562$430 Cash and cash equivalents comprised of: Cash$64$46$64$46 Short-term investments 498 384 498 384 $562$430$562$430 Supplemental cash flow disclosure Interest paid$95$65$209$233 Income taxes paid$93$208$676$623(See Notes to the Condensed Consolidated Financial Statements) Potash Corporation of Saskatchewan Inc.Notes to the Condensed Consolidated Financial StatementsFor the Three and Twelve Months Ended December 31, 2012(in millions of US dollars except share and percentage amounts)(unaudited) 1. Significant Accounting Policies With its subsidiaries, Potash Corporation of Saskatchewan Inc. ("PCS") — together known as "PotashCorp" or "the company" except to the extent the context otherwise requires — forms an integrated fertilizer and related industrial and feed products company. The company's accounting policies are in accordance with International Financial Reporting Standards, as issued by the International Accounting Standards Board ("IFRS"). The accounting policies used in preparing these unaudited condensed consolidated financial statements are consistent with those used in the preparation of the 2011 annual consolidated financial statements. These unaudited condensed consolidated financial statements include the accounts of PCS and its subsidiaries; however, they do not include all disclosures normally provided in annual consolidated financial statements and should be read in conjunction with the 2011 annual consolidated financial statements. The company's 2012 annual consolidated financial statements will include additional information under IFRS in its Annual Integrated Report in February 2013. In management's opinion, the unaudited condensed consolidated financial statements include all adjustments necessary to present fairly such information. 2. Available-for-Sale Investments The company assesses at the end of each reporting period whether there is objective evidence that a financial asset or group of financial assets is impaired. In the case of equity instruments classified as available-for-sale, for which unrealized gains and losses are generally recognized in other comprehensive income ("OCI"), a significant or prolonged decline in the fair value of the investment below its cost may be evidence that the asset is impaired. When objective evidence of impairment exists, the impaired amount (i.e., the unrealized loss) is recognized in net income; any subsequent reversals would be recognized in OCI and would not flow back into net income. Changes in fair value, and related accounting, for the company's investment in Sinofert Holdings Limited ("Sinofert") since December 31, 2011 were as follows: Impact of Unrealized Loss on: Fair Value Unrealized Loss OCI and AOCI Net Income and Retained Earnings Balance — December 31, 2011 $439$(140)$(140)$- Decrease in fair value (61) (61) (61) - Balance — March 31, 2012 $378$(201)$(201)$- Decrease in fair value prior to recognition of impairment (140) (140) (140) - Recognition of impairment - - 341 (341) Balance — June 30, 2012 $238$(341)$- $(341) Increase in fair value 66 66 66 - Balance — September 30, 2012 $304$(275)$66$(341) Increase in fair value 73 73 73 - Balance — December 31, 2012 $377$(202)$139$(341) 3. Segment Information The company has three reportable operating segments: potash, phosphate and nitrogen. Inter-segment sales are made under termsthat approximate market value. The accounting policies of the segments are the same as those described in Note 1. Three Months Ended December 31, 2012 Potash Phosphate Nitrogen All Others Consolidated Sales $554$542$546$-$1,642Freight, transportation and distribution (41) (51) (21) - (113)Net sales - third party 513 491 525 - Cost of goods sold (232) (392) (319) - (943)Gross margin 281 99 206 - 586Depreciation and amortization (34) (73) (35) (2) (144)Inter-segment sales - - 83 - -Cash flows for additions to property, plant and equipment 395 73 118 42 628 Three Months Ended December 31, 2011 Potash Phosphate Nitrogen All Others Consolidated Sales $718$606$541$-$1,865Freight, transportation and distribution (32) (37) (17) - (86)Net sales - third party 686 569 524 - Cost of goods sold (200) (406) (283) - (889)Gross margin 486 163 241 - 890Depreciation and amortization (30) (48) (35) (2) (115)Inter-segment sales - - 54 - -Cash flows for additions to property, plant and equipment 479 26 143 5 653 Twelve Months Ended December 31, 2012 Potash Phosphate Nitrogen All Others Consolidated Sales $3,285$2,292$2,350$-$7,927Freight, transportation and distribution (206) (191) (97) - (494)Net sales - third party 3,079 2,101 2,253 - Cost of goods sold (1,116) (1,632) (1,275) - (4,023)Gross margin 1,963 469 978 - 3,410Depreciation and amortization (169) (261) (138) (10) (578)Inter-segment sales - - 247 - -Cash flows for additions to property, plant and equipment 1,424 245 379 85 2,133 Twelve Months Ended December 31, 2011 Potash Phosphate Nitrogen All Others Consolidated Sales $3,983$2,478$2,254$-$8,715Freight, transportation and distribution (244) (166) (86) - (496)Net sales - third party 3,739 2,312 2,168 - Cost of goods sold (1,017) (1,664) (1,252) - (3,933)Gross margin 2,722 648 916 - 4,286Depreciation and amortization (142) (207) (132) (8) (489)Inter-segment sales - - 187 - -Cash flows for additions to property, plant and equipment 1,717 159 260 40 2,176 4. Other Expenses Three Months Ended Twelve Months Ended December 31 December 31 2012 2011 2012 2011 Foreign exchange gain $(10)$(9)$(7)$(7)Legal matters 42 - 43 -Other 20 12 37 20 $52$3$73$13 In January 2013, the company settled its eight antitrust lawsuits for a total of $44. A $41 provision was recorded at December 31, 2012 associated with this matter. 5. Income Taxes A separate estimated average annual effective tax rate is determined for each taxing jurisdiction and applied individually to the pre-tax income of each jurisdiction. Three Months Ended Twelve Months Ended December 31 December 31 2012 2011 2012 2011 Income tax expense $113$247$826$1,066 Actual effective tax rate on ordinary earnings 19% 23% 25% 26% Actual effective tax rate including discrete items 21% 27% 28% 26% Discrete tax adjustments that impacted the rate $10$29$27$1 Significant items to note include the following: The actual effective tax rate on ordinary earnings for the fourth quarter of 2012 decreased compared to the same period last year due to a lower proportion of earnings in Canada and the US.The impairment of the company's available-for-sale investment in Sinofert is not deductible for tax purposes; this increased the 2012 actual effective tax rate including discrete items by 3 percent.In 2012, a tax expense of $17 ($NIL in the fourth quarter) was recorded to adjust the 2011 tax provision to the income tax returns filed for that year.In first-quarter 2011, a current tax recovery of $21 was recorded for previously paid withholding taxes.In fourth-quarter 2011, a deferred tax expense of $26 was recorded to adjust amounts related to partnerships.In 2011, a current tax recovery of $14 ($2 in the fourth quarter) was recorded due to income tax losses in a foreign jurisdiction. 6. Net Income Per Share Net income per share was calculated on the following weighted average number of shares: Three Months EndedTwelve Months Ended December 31 December 31 2012201120122011 Basic 862,757,000857,615,000860,033,000855,677,000 Diluted 875,959,000875,706,000875,907,000876,637,000 Diluted net income per share was calculated based on the weighted average number of shares issued and outstanding during the period, incorporating the following adjustments. The denominator was: (1) increased by the total of the additional common shares that would have been issued assuming the exercise of all stock options with exercise prices at or below the average market price for the period; and (2) decreased by the number of shares that the company could have repurchased if it had used the assumed proceeds from the exercise of stock options to repurchase them on the open market at the average share price for the period. For performance-based stock option plans, the number of contingently issuable common shares included in the calculation was based on the number of shares, if any, that would be issuable if the end of the reporting period were the end of the performance period and the effect were dilutive. Potash Corporation of Saskatchewan Inc.Selected Financial Data(unaudited) Three Months Ended Twelve Months Ended December 31 December 31 2012 2011 2012 2011 Potash Sales (tonnes - thousands) Manufactured Product North America 588 422 2,590 3,114 Offshore 729 1,159 4,640 5,932 Manufactured Product 1,317 1,581 7,230 9,046 Potash Net Sales (US $ millions) Sales$554$718$3,285 $ 3,983 Freight, transportation and distribution (41) (32) (206) (244) Net Sales$513$686$3,079$3,739 Manufactured Product North America$263$217$1,231$1,502 Offshore 247 465 1,835 2,223 Other miscellaneous and purchased product 3 4 13 14 Net Sales$513$686$3,079$3,739 Manufactured Product Average Realized Sales Price per MT North America$447$514$475$482 Offshore$339$401$396$375 Average$387$431$424$412 Cost of Goods Sold per MT$(172)$(125)$(152)$(112) Gross Margin per MT$215$306$272$300Potash Corporation of Saskatchewan Inc.Selected Financial Data(unaudited) Three Months Ended Twelve Months Ended December 31 December 31 2012 2011 2012 2011 Phosphate Sales (tonnes - thousands) Manufactured Product Fertilizer 541 586 2,473 2,666 Feed and Industrial 297 304 1,170 1,188 Manufactured Product 838 890 3,643 3,854 Phosphate Net Sales (US $ millions) Sales$542$606$2,292$2,478 Freight, transportation and distribution (51) (37) (191) (166) Net Sales$491$569$2,101$2,312 Manufactured Product Fertilizer$287$360$1,291$1,533 Feed and Industrial 197 202 778 750 Other miscellaneous and purchased product 7 7 32 29 Net Sales$491$569$2,101$2,312 Manufactured Product Average Realized Sales Price per MT Fertilizer$529$614$522$575 Feed and Industrial$663$663$665$631 Average$577$631$568$592 Cost of Goods Sold per MT$(463)$(453)$(444)$(428) Gross Margin per MT$114$178$ 124$164 Potash Corporation of Saskatchewan Inc.Selected Financial Data(unaudited) Three Months Ended Twelve Months Ended December 31 December 31 2012 2011 2012 2011 Average Natural Gas Cost in Production per MMBtu$7.01$6.35$5.91$6.13Nitrogen Sales (tonnes - thousands) Manufactured Product Ammonia 395 458 1,894 1,961 Urea 235 242 1,105 1,214 Nitrogen solutions/Nitric acid/Ammonium nitrate 437 381 1,808 1,837 Manufactured Product 1,067 1,081 4,807 5,012 Fertilizer sales tonnes 274 272 1,382 1,553 Industrial/Feed sales tonnes 793 809 3,425 3,459 Manufactured Product 1,067 1,081 4,807 5,012 Nitrogen Net Sales (US $ millions) Sales$546$541$2,350$2,254 Freight, transportation and distribution (21) (17) (97) (86) Net Sales$525$524$2,253$2,168 Manufactured Product Ammonia$264$278$1,058$1,052 Urea 112 122 568 564 Nitrogen solutions/Nitric acid/Ammonium nitrate 107 99 445 445 Other miscellaneous and purchased product 42 25 182 107 Net Sales$525$524$2,253$2,168 Fertilizer net sales$119$123$644$667 Industrial/Feed net sales 364 376 1,427 1,394 Other miscellaneous and purchased product 42 25 182 107 Net Sales$525$524$2,253$2,168 Manufactured Product Average Realized Sales Price per MT Ammonia$667$607$558$536 Urea$475$502$514$464 Nitrogen solutions/Nitric acid/Ammonium nitrate$247$259$247$242 Average$453$461$431$411 Fertilizer average price per MT$436$451$467$430 Industrial/Feed average price per MT$458$464$417$403 Average$453$461$431$411 Cost of Goods Sold per MT$(276)$(252)$(242)$(238) Gross Margin per MT$177$209$189$173Potash Corporation of Saskatchewan Inc.Selected Additional Data(unaudited) Exchange Rate (Cdn$/US$) 20122011 December 31 0.99491.0170Fourth-quarter average conversion rate 0.98751.0161 Three Months EndedTwelve Months Ended December 31 December 31 2012201120122011 Production Potash production (KCl Tonnes - thousands)1,7632,2447,7249,343Potash shutdown weeks (1)22157724Phosphate production (P2O5 Tonnes - thousands)5045551,9832,204Phosphate P2O5 operating rate85%94%84%93%Nitrogen production (N Tonnes - thousands)5736982,6022,813 Shareholders PotashCorp's shareholder return-6%-4%0%-20% Customers Product tonnes involved in customer complaints as a percentage of the prior three-year average50%N/A56%N/A Community Taxes and royalties ($ millions) (2)133291654997 Employees Annualized turnover rate (excluding retirements)3%4%5%4% Safety Total site severity injury rate (per 200,000 work hours) (3)0.530.520.550.54 Environment Environmental incidents (4)131914 December 31,December 31,As at 20122011 Number of employees Potash 2,7592,520 Phosphate 1,7921,975 Nitrogen 788775 Other 440433 Total 5,7795,703 (1) Excludes planned routine annual maintenance shutdowns. (2) Taxes and royalties = current income tax expense - investment tax credits - realized excess tax benefit related to share-basedcompensation + potash production tax + resource surcharge + royalties + municipal taxes + other miscellaneous taxes (calculated onan accrual basis). (3) Total of lost-time injuries and modified work injuries (as defined in our 2011 Annual Report). Total site includes PotashCorpemployees, contractors and others on site. (4) Total of reportable quantity releases, permit excursions and provincial reportable spills (as defined in our 2011 Annual Report). N/A = Not applicable Potash Corporation of Saskatchewan Inc. Selected Non-IFRS Financial Measures and Reconciliations (in millions of US dollars except percentage amounts) (unaudited) The following information is included for convenience only. Generally, a non-IFRS financial measure is a numerical measure of a company's performance, financial position or cash flows that either excludes or includes amounts that are not normally excluded or included in the most directly comparable measure calculated and presented in accordance with IFRS. EBITDA, adjusted EBITDA, adjusted EBITDA margin, cash flow prior to working capital changes and free cash flow are not measures of financial performance (nor do they have standardized meanings) under IFRS. In evaluating these measures, investors should consider that the methodology applied in calculating such measures may differ among companies and analysts. The company uses both IFRS and certain non-IFRS measures to assess performance. Management believes these non-IFRS measures provide useful supplemental information to investors in order that they may evaluate PotashCorp's financial performance using the same measures as management. Management believes that, as a result, the investor is afforded greater transparency in assessing the financial performance of the company. These non-IFRS financial measures should not be considered as a substitute for, nor superior to, measures of financial performance prepared in accordance with IFRS. A. EBITDA, ADJUSTED EBITDA AND ADJUSTED EBITDA MARGIN Set forth below is a reconciliation of "EBITDA" and "adjusted EBITDA" to net income and "adjusted EBITDA margin" to net income as a percentage of sales, the most directly comparable financial measures calculated and presented in accordance with IFRS. Three Months EndedTwelve Months Ended December 31December 31 2012 2011 2012 2011 Net income$421$683$2,079$3,081 Finance costs 25 34 114 159 Income taxes 113 247 826 1,066 Depreciation and amortization 144 115 578 489 EBITDA$703$1,079$3,597$4,795 Impairment of available-for-sale investment - - 341 - Adjusted EBITDA$703$1,079$3,938$4,795 EBITDA is calculated as earnings before finance costs, income taxes and depreciation and amortization. Adjusted EBITDA is calculated as earnings before finance costs, income taxes, depreciation and amortization, certain gains and losses on disposal of assets and certain impairment charges. PotashCorp uses EBITDA and adjusted EBITDA as supplemental financial measures of its operational performance. Management believes EBITDA and adjusted EBITDA to be important measures as they exclude the effects of items which primarily reflect the impact of long-term investment and financing decisions, rather than the performance of the company's day-to-day operations. As compared to net income according to IFRS, these measures are limited in that they do not reflect the periodic costs of certain capitalized tangible and intangible assets used in generating revenues. Management evaluates such items through other financial measures such as capital expenditures and cash flow provided by operating activities. The company believes that these measurements are useful to measure a company's ability to service debt and to meet other payment obligations or as a valuation measurement. Three Months EndedTwelve Months Ended December 31December 31 2012 2011 2012 2011 Sales$1,642$1,865$7,927$8,715 Freight, transportation and distribution (113) (86) (494) (496) Net sales$1,529$1,779$7,433$8,219 Net income as a percentage of sales 26% 37% 26% 35% Adjusted EBITDA margin 46% 61% 53% 58% Adjusted EBITDA margin is calculated as adjusted EBITDA divided by net sales (sales less freight, transportation and distribution). Management believes comparing the company's operations (excluding the impact of long-term investment decisions) to net sales earned (net of costs to deliver product) is an important indicator of efficiency. In addition to the limitations given above in using adjusted EBITDA as compared to net income, adjusted EBITDA margin as compared to net income as a percentage of sales is also limited in that freight, transportation and distribution costs are incurred and valued independently of sales; adjusted EBITDA also includes earnings from equity investees whose sales are not included in consolidated sales. Management evaluates these items individually on the consolidated statements of income. Potash Corporation of Saskatchewan Inc. Selected Non-IFRS Financial Measures and Reconciliations (in millions of US dollars) (unaudited) B. CASH FLOW Set forth below is a reconciliation of "cash flow prior to working capital changes" and "free cash flow" to cash provided by operating activities, the most directly comparable financial measure calculated and presented in accordance with IFRS. Three Months EndedTwelve Months Ended December 31December 31 2012201120122011Cash flow prior to working capital changes$655$771$3,358$3,704Changes in non-cash operating working capital Receivables 272 122 188 (155) Inventories (70) (132) (7) (146) Prepaid expenses and other current assets (11) (13) (32) (1) Payables and accrued charges 26 118 (282) 83Changes in non-cash operating working capital 217 95 (133) (219)Cash provided by operating activities$872$866$3,225$3,485Additions to property, plant and equipment (628) (653) (2,133) (2,176)Other assets and intangible assets (34) (64) (71) (75)Changes in non-cash operating working capital (217) (95) 133 219Free cash flow $(7)$54$1,154$1,453 The company uses cash flow prior to working capital changes as a supplemental financial measure in its evaluation of liquidity. Management believes that adjusting principally for the swings in non-cash working capital items due to seasonality or other timing issues assists management in making long-term liquidity assessments. The company also believes that this measurement is useful as a measure of liquidity or as a valuation measurement.The company uses free cash flow as a supplemental financial measure in its evaluation of liquidity and financial strength. Management believes that adjusting principally for the swings in non-cash operating working capital items due to seasonality or other timing issues, additions to property, plant and equipment, and changes to other assets assists management in the long-term assessment of liquidity and financial strength. The company also believes that this measurement is useful as an indicator of its ability to service its debt, meet other payment obligations and make strategic investments. Readers should be aware that free cash flow does not represent residual cash flow available for discretionary expenditures. SOURCE: Potash Corporation of Saskatchewan Inc.For further information: InvestorsDenita Stann Vice President, Investor and Public RelationsPhone: (306) 933-8521Fax: (306) 933-8844Email: firstname.lastname@example.com Media Bill Johnson Senior Director, Public AffairsPhone: (306) 933-8849Fax: (306) 933-8844Email: email@example.com Web Site: www.potashcorp.com


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WKAR Features
8:55 am
Thu March 11, 2010
Unemployed? The 2010 census is hiring
By Scott Pohl, WKAR News
For someone who's been unemployed for a while, the 2010 census could be a place to find work.
The good news is that the local office of the census bureau will fill between 800 and 1,200 positions. The not-so-good news is that they've already received many more applications than that. As part of our "reWorking Michigan" series, WKAR's Scott Pohl spoke with Dichondra Johnson-Gieger with the Lansing census office about jobs with the bureau. She says the number of people hired will depend on the percentage of residents in a six-county area who return their census forms.
reWorking Michigan
For more on job creation and workforce evolution in Michigan, visit WKAR.org/reworkingmichigan


text:
Review Plan to Unfreeze Permits
By Datuk Dr Dionysius S.K. Sharma
WE refer to the statement by the agriculture and agro-based industry minister to look into unfreezing some 16,000 fishing vessel licences ("Government to look into frozen fishing vessel licences" – NST, Aug 29).
WWF-Malaysia requests the ministry to reconsider the plan to unfreeze those licences.
The Fisheries Department surveys show up to a 90 per cent decline in coastal-fish resources since the late 1960s. We, therefore, strongly support the statement made last year by the director- general of fisheries, who was quoted in the same article on this subject as saying that the coastal seas are highly overexploited already.
The moratorium in 1982 was instituted due to the overexploitation of coastal fishery resources. The number of licensed vessels decreased from 41,497 in 1982 to 38,153 in 2006. Despite that, landings of marine catch increased from 0.68 million tonnes in 1982 to 1.38 million tonnes in 2006. However, during that time, fish resources continued to decline.
The 2003 national conference on fisheries management, organised by the department to address overfishing in Malaysia, concluded that:
* There are too many boats and fishers exploiting the fishery resources in the coastal waters of Malaysia.
* There is an urgent need for the authorities to implement comprehensive action programmes to reduce fishing capacity and rehabilitate resources in coastal areas.
* Given the ineffectiveness of past approaches, innovative strategies are needed, involving effective partnership among government agencies, fisheries and other stakeholders.
* Failure to act urgently in a resolute and effective manner will lead to irreversible damage to the fishery resources, income of fishers and the socioeconomic well-being of coastal communities.
The present economic pie for fishermen is small due to high operating costs and low catches. Coastal fish landings have stagnated at about one million tonnes since 1997, mainly due to declining resources.
Increasing the number of vessels would mean the share of the pie gets smaller for everyone and would continue to threaten Malaysia's already overfished fishery resources.
WWF-Malaysia feels the conclusions of the 2003 conference are not being addressed sufficiently. We propose:
* That the Fisheries Department be moved to the Natural Resources and Environment Ministry – fish are a natural resource rather than a cultivated commodity. This ministry is a more logical administration for a resource that requires sustainable management;
* That the department adopts an ecosystem-based management approach utilising greater stakeholder involvement, marine protected areas, "off-season", selective fishing gears, and so on; and
* That the government joins its neighbours in addressing common issues of overfishing in the region by developing a national action plan of its own and also signing a joint action plan for the region through the Coral Triangle Initiative.
for WWF-Malaysia
(c) 2008 New Straits Times. Provided by ProQuest LLC. All rights Reserved.


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Lucknow: Students in Lucknow were on Saturday barred from entering shopping malls, cinema halls, restaurants and parks during school and college hours for the next two months by district authorities citing heightened possibility of eve-teasing, crime and suicide.
On May 4, an engineering student allegedly committed suicide by jumping from the fourth floor of a mall here.
Lucknow District Magistrate Anil Kumar Sagar in his order said it had been seen recently that school children have been visiting malls, cinema halls and parks in school uniform during school hours and this has increased the chances of eve-teasing, crime and cases of suicides. In view of these problems, entry of children in school uniform during school timings has been banned in all such places, he said, adding that there would also be a ban on students moving out of schools and colleges during class hours.- PTI


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For over 25 years, amateur astronomers and their families have been gathering
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