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Royal Bk Scot.Grp. (RBS) - Interim Management Statement - Part 1 of 7 RNS Number : 1665Q Royal Bank of Scotland Group PLC 02 November 2012 Highlights RBS reports a Q3 2012 operating profit^(1) of £1,047 million Core RBS Q3 2012 operating profit £1,633 million Year-to-date Core return on tangible equity 10% Q3 2012 net attributable loss of £1,384 million, after £1,455 million pre-tax accounting charge for improved own credit Core Tier 1 ratio 11.1%, loan:deposit ratio 102%, Non-Core assets down to £65 billion "The RBS restructuring programme continues to make excellent progress as we take the action needed to make the bank safer and stronger. Our funding and capital position has been transformed, we have repaid all emergency loans from the Government and central banks, and we recently exited the Asset Protection Scheme without ever making a claim. At the same time, we are working to make sure the needs of our customers are central in our decision making. Economic pressures are restraining customer activity levels and as a result banks are running hard to stand still in this environment. Nevertheless, resilient Core bank performance at RBS provides resources for customers and for our cleanup, whilst signposting shareholder value in the future." Stephen Hester, Group Chief Executive Highlights Continued progress in the RBS recovery plan · Continued momentum in strengthening the Group's balance sheet: ○ Funded assets declined again to £909 billion, a reduction of £68 billion from the start of 2012. ○ Core Tier 1 ratio remained strong at 11.1% whilst absorbing uplifts from regulatory changes; 10.4% excluding the capital relief provided by the Asset Protection Scheme (APS). ○ The Group's loan:deposit ratio improved further to 102%. ○ Usage of short-term wholesale funding has more than halved since the start of 2012 to £49billion. · RBS's credit profile has strengthened markedly in the traded debt markets reflecting the success of RBS restructuring efforts. CDS spreads have halved since their 2011 peak, and secondary bond spreads on five year maturity have narrowed from c.450 basis points to c.100 basis points on a year-to-date basis. This strengthening has resulted in an accounting charge for improved own credit of £4,429 million year-to-date, including £1,455 million in Q3. Delivering against major milestones · Direct Line Group was successfully floated in October 2012, raising £911 million from the sale of a 34.7% stake in the company. · The exit from the UK Government's APS on 18 October 2012 provides a further demonstration of the Group's progress in rebuilding a strong and stable balance sheet. The exit also marks a major UK fiscal benefit, with the Government's original £200 billion contingent exposure now extinguished. · While Santander's decision to pull out of its agreed purchase of certain of the Group's UK branch-based businesses was disappointing, much of the work to separate this profitable and well-funded business has already been completed, and RBS has recommenced its efforts to divest the business, which utilises some 2% of the Group's capital resources. Highlights (continued) Operating performance stable in Q3 2012 · Q3 2012 Group operating profit improved to £1,047 million from £650 million in Q2 and £2million in Q3 2011, with Core operating profit up 8% from Q2 and 67% from Q3 2011. There was a further reduction in operating losses from Non-Core. · Core operating profit was £1,633 million, with a solid performance in Markets offset by lower income and a small number of single name impairments in UK Corporate. · Core return on tangible equity (ROTE) for the first nine months of 2012 was 10%. Markets' return on equity (ROE) over this period was 12.0%. · Group net interest margin was stable at 1.94%, with Core Retail & Commercial NIM also steady at 2.92%. · Group expenses were reduced by 6% versus prior quarter to £3,639 million, with Core R&C down 3% to £2,389 million and Markets down 5% to £753 million. The Core cost:income ratio improved to 59%, with UK Retail now at 51%. · Staff costs were 5% lower than in Q2 at £1,943 million, with headcount down by 9,900, 7%, from a year earlier. · Group impairment losses totalled £1,176 million in Q3 2012, down £159 million from the prior quarter. Non-Core impairments, mostly in real estate finance, were £183 million lower. Total Ulster Bank (Core and Non-Core) impairments were £493 million, compared with £514 million in Q2 2012. Continuing commitment to customers in difficult times · Maintaining support for the Group's core UK retail and commercial customers is a key priority. RBS has supported over 350,000 SMEs with £28.6 billion of lending, including overdrafts, so far this year. RBS has also helped more than 43,000 customers buy their home, including 14,000 first time buyers, with £11 billion of gross new mortgage lending in the first nine months of 2012. · RBS continues to work hard to remedy a number of past issues. Q3 2012 results include an additional £400 million provision in relation to Payment Protection Insurance, bringing the cumulative charge to £1.7 billion. · The Group is determined to continue to strengthen its management disciplines and culture in order to ensure that serving customers well becomes more deeply embedded as the Bank's core purpose. Key points of focus are: ○ Better performance against Customer Charter targets. ○ Widening the scope of training programmes for front-line staff. ○ Overhauling service offerings to align them more closely to customers' needs. ○ Realigning incentive structures to ensure they take proper account of customer interest. Note: (1) Operating profit before tax, own credit adjustments, Asset Protection Scheme, Payment Protection Insurance costs, amortisation of purchased intangible assets, integration and restructuring costs, loss on redemption of own debt, strategic disposals and RFS Holdings minority interest ('operating profit'). Statutory operating loss before tax was £2,763 million for the nine months ended 30 September 2012. Key financial data Quarter ended Nine months ended 30 30 30 30 September 30 June September September September 2012 2012 2011 2012 2011 £m £m £m £m £m Core Total income (1) 6,408 6,437 6,028 19,707 20,522 Operating expenses (2) (3,427) (3,615) (3,498) (10,763) (10,853) Insurance net claims (596) (576) (696) (1,821) (2,183) Operating profit before impairment losses (3) 2,385 2,246 1,834 7,123 7,486 Impairment losses (4) (752) (728) (854) (2,305) (2,579) Core operating profit (3) 1,633 1,518 980 4,818 4,907 Non-Core operating loss (3) (586) (868) (978) (1,937) (2,939) Group operating profit (3) 1,047 650 2 2,881 1,968 Own credit adjustments (1,455) (518) 2,622 (4,429) 2,386 Asset Protection Scheme 1 (2) (60) (44) (697) Payment Protection Insurance costs (400) (135) - (660) (850) Sovereign debt impairment - - (142) - (875) Other items (5) (451) (96) (418) (511) (722) (Loss)/profit before tax (1,258) (101) 2,004 (2,763) 1,210 Preference share dividends (98) (76) - (174) - (Loss)/profit attributable to ordinary and B shareholders (1,384) (466) 1,226 (3,374) (199) 30 September 30 June 31 December 2012 2012 2011 Capital and balance sheet Funded balance sheet (6) £909bn £929bn £977bn Loan:deposit ratio (Group) (7) 102% 104% 108% Loan:deposit ratio (Core) (7) 91% 92% 94% Core Tier 1 ratio 11.1% 11.1% 10.6% Tangible net asset value per ordinary and B share (8) 476p 489p 501p Notes: (1) Excluding own credit adjustments, Asset Protection Scheme, (loss)/gain on redemption of own debt, strategic disposals and RFS Holdings minority interest. (2) Excluding Payment Protection Insurance costs, amortisation of purchased intangible assets, integration and restructuring costs, bonus tax and RFS Holdings minority interest. (3) Operating profit before tax, own credit adjustments, Asset Protection Scheme, Payment Protection Insurance costs, sovereign debt impairment and other items (see note 5 below). (4) Excluding sovereign debt impairment and related interest rate hedge adjustments. (5) Other items comprise amortisation of purchased intangible assets, integration and restructuring costs, (loss)/gain on redemption of own debt, strategic disposals, bonus tax, interest rate hedge adjustments on impaired available-for-sale sovereign debt and RFS Holdings minority interest. Refer to page 17 of the main announcement for further details. (6) Funded balance sheet is total assets less derivatives. (7) Net of provisions, including disposal groups and excluding repurchase agreements. (8) Tangible net asset value per ordinary and B share is total tangible equity divided by the number of ordinary shares in issue and the effect of convertible B shares. Data for 2011 have been adjusted for the sub-division and one-for-ten consolidation of ordinary shares, which took effect in June 2012. Comment Stephen Hester, Group Chief Executive, commented: The extraordinary challenges which RBS faced following the financial crisis are being worked through successfully. The five year restructuring Plan is now in its later stages with important work still to do, including an emphasis on dealing with reputational issues now that the Bank's safety and soundness has advanced so well. We passed two other important milestones in October with our exit from the APS and a very encouraging flotation of Direct Line Group and are within touching distance of matching every £1 of lending with a £1 of customer deposits. Beneath these headlines our people have been working hard at supporting our customers and rebuilding the capabilities of the core business, the future RBS that is emerging from our work. In doing this we face the same strong economic and regulatory challenges as other banks and are having to work very hard to stand still in the face of these challenges. But underlying performance has already improved enough to be generally comparable to peers. We aspire to achieve much more; in short, to be running a really good RBS. At the heart of any truly successful company is the DNA that clearly sets the company's purpose as to serve customers well and understands that good performance for shareholders and career prospects for staff come from achieving that purpose. The banking industry, including RBS, too often came to be seen as reversing that sequence, with short-term gain put ahead of long-term excellence for customers. Getting this balance right is not done through splashy announcements or sweeping actions. Rather it is a multi-faceted journey involving all our people, the tools and management direction they work with every day. We are unambiguously clear at RBS about the importance of making this journey. We have already made much progress, though clearly not enough, and our reputation will take time and facts to recover from past events which are still being accounted for. Nevertheless, this work is going with the grain at RBS. Our people want to serve customers well. Most of the time we succeed in doing precisely that. And we all understand the need to reject failings and keep improving for customers and for the institution's future success. In tough economic times there is understandable debate about what economies need in order to achieve growth. In this debate we can be clear and unambiguous: RBS has the funding, capital and human resources to support our customers and meet their needs as the economy starts to grow again; and we have repaid the liquidity and credit support that was needed from government at the start of our restructuring journey. We have many challenges left, and much to improve. And the world still has uncertainties and risks of setback. The need to avoid repeating past credit mistakes and to make sustainable returns on a more conservative business model are also crucial aspects we need to balance in the face of many pressures. So the goals that have been our abiding focus since 2009 are unchanged, though they will continue to be applied pragmatically as external realities evolve. They are founded in a solid and coherent strategy and a track record of focused implementation. Through these tools we seek: - to serve customers well, and better - to operate with safety and soundness for all who rely on us - to rebuild sustainable value for all shareholders, and thereby to facilitate the sale of taxpayers' shareholding in the Bank. Highlights Third quarter results summary The Royal Bank of Scotland Group (RBS) reported a Group operating profit of £1,047 million for the third quarter of 2012, up £397 million from Q2 2012 and up £1,045 million compared with Q3 2011. The result reflected a steady improvement in the Core bank's operating results, combined with a further reduction in operating losses from the Non-Core division. Core operating profit totalled £1,633 million, up 8% from Q2 2012 and 67% from Q3 2011. For the first nine months of 2012 Core operating profit totalled £4,818 million, in line with the same period of 2011, delivering a return on tangible equity of 10.0%. Core income in Q3 was flat versus Q2 at £6,408 million, with expenses down 5% at £3,427 million and impairments 3% higher at £752 million. · Retail & Commercial (R&C) operating profits were down 10% from Q2 due to a deterioration in UK Corporate, largely reflecting lower income and a small number of single name impairments, partially offset by good performances in UK Retail and International Banking driven primarily by sound cost control. R&C return on equity in the first nine months of 2012 was 9.6%, or 14.0% excluding Ulster Bank. · Markets saw a 2% decline in revenues relative to Q2 due to continued uncertainty in the Eurozone along with subdued client activity. However, the ongoing focus on costs generated an 18% increase in operating profit to £295 million. Year to date ROE is 12.0%. · Direct Line Group Q3 2012 operating profit of £109 million was down £26 million, 19% from Q2, as a stable technical result was more than offset by lower investment returns. Year to date ROTE is 10.3%. Non-Core operating loss decreased by £282 million versus Q2 to £586 million as favourable market conditions led to improvements in asset prices and tightening of credit spreads over the quarter. Non-Core impairment losses fell by £183 million during the quarter reflecting the non-repeat of a significant provision in the Project Finance portfolio in Q2 2012. Non-operating items and statutory results A further provision of £400 million was recorded for Payment Protection Insurance claims, reflecting the Group's current experience. This brings the cumulative charge taken to £1.7 billion, of which £1.0billion (c.60%) in redress had been paid by 30 September 2012. Integration and restructuring costs totalled £257 million in Q3, compared with £213 million in Q2. A loss of £123 million was recorded on the redemption of £4.4 billion of debt securities. RBS's credit spreads continued to narrow in debt markets, with its five year credit default swap spread tightening over the quarter by 57 basis points, reflecting improved investor perceptions of the Group's strength. This resulted in a Q3 own credit charge of £1,455 million, compared with £518 million in the prior quarter. Excluding own credit adjustments, Group Q3 2012 pre-tax profit was £197 million and attributable loss £268 million. Statutory pre-tax loss in Q3 was £1,258 million and statutory attributable loss was £1,384 million. Tangible net asset value per share fell by 3% to 476 pence reflecting the own credit adjustment. Highlights (continued) Income Core income in Q3 2012 totalled £6,408 million, in line with Q2 2012 and up 6% from the prior year period. Core R&C net interest income was 1% lower than Q2 2012 at £2,786 million, with continuing pressure on deposit margins in the core UK Retail and Corporate franchises and in International Banking's Cash Management business. Non-interest income in R&C was down 6% at £1,414 million, partly reflecting the non-recurrence of a £47 million gain recorded in Q2 on the sale of Visa B shares as well as a decline in the fair value of a property-related investment in UK Corporate of £25 million. Markets non-interest income totalled £1,031 million, in line with Q2 and up 128% compared with Q3 2011. Realised bond gains increased by £325 million compared with Q2 as the Group re-positioned its liquidity portfolio, offset by higher unallocated volatility costs in Group Treasury of £95 million. Efficiency Core expenses were down 5% in the quarter to £3,427 million, with R&C reducing expenses by 3% to £2,389 million and Markets delivering a 5% reduction to £753 million. Provisions totalling £125 million recorded in Group Centre included an additional £50 million to cover customer redress arising from the technology incident that affected the Group's systems in June. Core staff expenses were 4% lower at £1,874 million, with headcount down by 7,900 over the past 12 months to 137,000, principally in Markets and International Banking. The Core compensation ratio year-to-date was 30%, compared with 31% in the prior year, with the Markets compensation ratio 34%, compared with 41% in the prior year. Core cost:income ratio in Q3 improved to 59% from 62% in Q2 and 66% in Q3 2011. R&C cost:income ratio was stable at 57%, with UK Retail improving to 51%. Risk Group impairment losses totalled £1,176 million in Q3 2012, down 12% from the prior quarter and 23% from Q3 2011. Core impairments totalled £752 million, up 3% from Q2 2012 but 12% lower than Q3 2011, with UK Retail and US R&C losses stable but UK Corporate impairments up £66 million, largely reflecting a handful of single corporate cases. Non-Core impairments, mostly in real estate finance, were £183 million lower than in Q2 2012. Total Ulster Bank (Core and Non-Core) impairments were £493 million, compared with £514 million in Q2 2012. Core annualised loan impairments represented 0.7% of loans and advances to customers, in line with Q2. Group risk elements in lending totalled £40.1 billion at 30 September 2012, compared with £39.7 billion at 30 June 2012 and £40.8 billion at 31 December 2011, with provision coverage stable at 51%. Highlights (continued) Balance sheet RBS maintained good momentum in the restructuring and reduction of its balance sheet, with Group funded assets down £20 billion in the quarter to £909 billion. Non-Core funded assets fell to £65 billion, a reduction of £7 billion during the quarter and an overall reduction of 75% since its establishment. Non-Core remains on target to exit approximately 85% of its original portfolio by the end of 2013. Since the end of 2008 the Group has reduced its funded balance sheet by £318 billion, with total assets reduced by £841 billion. Liquidity and funding RBS has achieved a largely deposit-funded balance sheet, with further reductions in the use of short-term wholesale funding and the maintenance of a very strong liquidity buffer. With substantial excess liquidity available to it during the quarter, the Group took advantage of improved market conditions to repurchase £4.4 billion of more expensive outstanding senior unsecured wholesale debt. RBS's credit profile has strengthened markedly in traded markets, reflecting the significant improvement in the robustness and resilience of its balance sheet, as well as the substantial reduction in the Group's wholesale funding requirements and a more general improvement in financial market conditions. The Group's credit default swap spreads tightened by 121 basis points in the first nine months of 2012, with 57 basis points of the improvement coming in Q3. Secondary market prices for RBS bonds have tightened even further, with spreads on a benchmark five year issue coming in from c.450 basis points at the start to 2012 to c.100 basis points at the end of Q3. The Group loan:deposit ratio strengthened further to 102%, compared with a worst point of 154% in October 2008. The Core loan:deposit ratio was 91%, with customer deposits stable at £431 billion. The Group continued to reduce its usage of short-term wholesale funding, which fell by £13.8 billion during the quarter to £49 billion at 30 September 2012, enabling the Group to reduce the costs associated with its substantial liquid asset portfolio. Short-term wholesale funding was covered three times by the Group's liquidity buffer, which totalled £147 billion. Capital The Group's Core Tier 1 ratio remained strong at 11.1%, or 10.4% excluding the capital relief provided by the UK Government's Asset Protection Scheme, which the Group exited with effect from 18 October 2012. APS capital benefit, which amounted to 160 basis points at the end of 2009, had diminished in line with the reduction in the portfolio of covered assets, which had fallen from £282 billion at inception to £104 billion at the point of exit. Risk-weighted assets (before APS relief) declined by £6.6 billion, with a substantial reduction in Non-Core offsetting the effect of regulatory uplifts in International Banking and in UK Corporate. Non-Core's RWAs fell by £11billion to £72 billion, benefiting from lower market risk and the active reduction and restructuring of derivative exposures. The Group's Tier 1 leverage ratio was 15.4x. Highlights (continued) Disposals RBS completed the successful initial public offering of Direct Line Group in October 2012, representing another important milestone in RBS's restructuring plan. RBS Group sold 520.8 million ordinary shares in Direct Line Group, representing 34.7% of the total share capital, generating gross proceeds of £911million. This was consistent with the previously communicated plan to divest control of Direct Line Group in stages with control ceded by the end of 2013, and complete disposal by the end of 2014, in line with the European Commission's state aid requirements. The disposals of Global Merchant Services and RBS Sempra Commodities JV businesses have already been completed. On 12 October 2012 RBS announced that it had received notification of Santander's decision to pull out of its agreed purchase of certain of the Group's UK branch-based businesses. While the decision was disappointing, much of the work to separate this profitable and well-funded business has already been completed, and RBS has recommenced its effort to divest the business and fulfil its obligations to the European Commission. Core UK franchise Banks cannot serve customers well without operating from a position of balance sheet safety and soundness, and that has been a key priority for RBS in the first three and a half years of its 2009-13 restructuring plan. The Group's significant achievements in this area mean that even more attention can now be focused on those elements that will make RBS a healthy and competitive bank over the long term, rather than merely ensuring survival. These elements are based on ensuring that the bank is built, first and foremost, around serving customers well and sustainably. This focus on serving customers better has been an integral component of the Group's restructuring plan, and some major changes have already been implemented, notwithstanding the worsening economic environment: · The Retail Customer Charter was launched in 2010 and has been refreshed annually since then. The focus of "Helpful Banking" has remained integral, with intentionally demanding and stretching targets derived from what customers said they valued the most. · New principles for incentives within UK Retail have been designed to promote superior customer service and ensure customer requirements explicitly drive the product sales and offerings. This is a move away from the sales-based approach of the past. · To reach the standards of professionalism and expertise that customers expect, RBS has piloted an internal retraining and accreditation programme for relationship managers in Business & Commercial Banking. Highlights (continued) Core UK franchise (continued) These actions represent only a starting point, and while the changes will have increasing visibility as they bed in over the coming months and years there is a lot more still to do to persuade customers that the organisation has changed and that it puts their interests first. A few of the main areas management will be focusing on next are: · Better performance against Customer Charter targets. Since launch, the bar has been raised on some of the Retail targets but performance has fallen short on some. The use of charters will be extended into other divisions and they will be made even more demanding. · Widening the scope of internal training programmes for front-line staff. A programme similar to the Business & Commercial course is now running in the Wealth business and this area will continue to attract a great deal of focus. · An overhaul of service offerings across the Group's retail, corporate and markets divisions to ensure they are explicitly customer-driven and based on the needs and priorities of the retail, corporate and institutional customers that RBS serves. RBS has maintained its lending support to UK businesses and homebuyers through difficult economic times. RBS has supported government schemes, such as the Funding for Lending Scheme (FLS), with internal initiatives to ensure that credit remained appropriately available to its customers. RBS's performance in the mortgage market remains strong and well in excess of its historic market share. Gross new mortgage lending totalled £11.4 billion year-to-date, with £3.7 billion in Q3 2012, holding flat from Q2. Of this, 16% was to first-time buyers and Q3 gross new lending to these customers increased by 5% on the previous quarter. Business demand for credit has remained weak, with investment intentions constrained by uncertainty over future UK growth prospects. This led to a drop of 25% in SME loan applications in Q3, compared with Q3 2011, with activity further muted by the effect of the Olympic Games. RBS continues to approve over 90% of all SME loan and overdraft applications, with over 31,000 small businesses approved for credit during the quarter. The overall flow of business lending remained strong, with £62.9 billion of gross new lending to UK businesses in the first nine months of 2012, of which £28.6 billion was to SME customers. In Q3 2012, gross new lending increased 3% compared with Q2, which was impacted by relationship managers efforts being diverted from lending due to the Group technology incident. Loan repayments also remained strong, with many customers continuing to focus on deleveraging. SME overdraft utilisation remained below 50% in Q3, and SMEs chose to retain strong cash balances, with Business & Commercial customer deposits increasing by £500 million during Q3. Highlights (continued) Core UK franchise (continued) Overall SME net drawn balances, excluding real estate, held steady quarter-on-quarter, with the strongest growth coming in asset finance, where balances have increased each quarter in 2012, up 6% year-to-date. Asset finance has proved particularly attractive to customers in current economic circumstances because of its cash flow benefits, with products such as hire purchase, asset-secured debt and leasing providing flexible and committed lines of funding tailored to each business's needs. RBS Invoice Finance has also seen good growth in its asset-based lending business, with net advances up 6%, compared with Q3 2011, to £3.2 billion. The Funding for Lending Scheme (FLS) opened for drawings in August and RBS was quick to launch FLS-related offerings to homebuyers and businesses. RBS's own funding of UK lending is not a constraint. However, FLS does provide an opportunity to offer interest rate benefits to customers. Net figures will also give insight to the price sensitivity of lending demand at these interest rate levels relative to other business confidence issues. Over £500 million of mortgages had been offered under the scheme by the end of September 2012, and c.14% of applications received by UK Retail in September related to the new products launched under the scheme. UK Corporate reduced the price of SME loans and removed arrangement fees on these offerings. Over 4,300 customers benefited from this offer by the end of Q3 2012, with around £600 million of funds allocated. Given normal lags between approval and drawdown, these advances are not expected to feed into drawn balances until later in the year. Much of the SME lending to date is substituting for existing higher cost borrowings. RBS has made further good progress in running down high risk and non-strategic exposures in its Non-Core division and in reducing its excessive exposures to the real estate and construction sectors. Non-Core balances are included within the scope of FLS, and FLS-eligible Non-Core exposures were reduced by £750 million during Q3. Within the Core UK Corporate division, property exposures also continued their managed and necessary decline, falling by £0.9 billion during the quarter and by £2.2billion year-to-date. At a Group level, excluding Non-Core and commercial real estate lending, total RBS core FLS-eligible balances increased by around £300 million to 30 September 2012, while declining when these risk concentrations are included. The faster-growing Lombard and RBS Invoice Finance businesses are excluded from FLS statistics. Highlights (continued) Strategic Plan Worst Medium- Key Measures point Q2 2012 Q3 2012 term target Value drivers Core Core Core · Return on equity (1) (31%)(2) 9.3% 9.7% >12% · Cost:income ratio (3) 97%(4) 62% 59% <55% Risk measures Group Group Group · Core Tier 1 ratio 4%(5) 11.1% 11.1% >10% · Loan:deposit ratio 154%(6) 104% 102% c.100% · Short-term wholesale funding (STWF) £297bn(7) £62bn £49bn <10% TPAs(8) · Liquidity portfolio (9) £90bn(7) £156bn £147bn >1.5x STWF · Leverage ratio (10) 28.7x(11) 15.6x 15.4x <18x Notes: (1) Based on indicative Core attributable profit taxed at standard rates and Core average tangible equity per the average balance sheet (c.85% of Group tangible equity based on RWAs at 30 September 2012); (2) Group return on tangible equity for 2008; (3) Cost:income ratio net of insurance claims; (4) Year ended 31 December 2008; (5) As at 1 January 2008; (6) As at October 2008; (7) As at December 2008; (8) Third party assets (TPAs); (9) Eligible assets held for contingent liquidity purposes including cash, Government issued securities and other eligible securities with central banks; (10) Funded tangible assets divided by total Tier 1 capital; (11) As at June 2008. Regulatory investigations and reviews The Group continues to cooperate fully with a number of regulatory investigations and reviews as described in the note on Litigation, investigations and reviews on page 87 of the main announcement. In some of these investigations the Group believes that the likely outcome is that it will incur financial penalties or provide redress, and these may be significant. Outlook The external economic, market and regulatory challenges we face are likely to continue for the rest of this year and into 2013. We will continue to focus on maintaining a strong balance sheet and capital position, as well as judicious management of our expense base. We anticipate trends in our Core Retail & Commercial businesses to be generally consistent with the third quarter, although our Markets business is likely to exhibit normal seasonal variations in Q4. The Group's net interest margin over the second half is expected to be broadly stable compared with the first half of the year. Non-Core continues to make good progress, achieving asset reduction targets with losses in line with our expectations. We expect to further reduce assets in Q4, although the Q4 loss is likely to be higher than in Q3. The 'below the line' itemised charges are likely to remain elevated during Q4, though the own credit adjustment should be materially lower. Having made strong progress, RBS targets most of the restructuring actions from its 2009 strategic plan to be substantially completed in the next 15-18 months, with the Group thereby positioned to be a cleaner and better performing bank in future years. Contacts For analyst enquiries: Richard O'Connor Head of Investor Relations +44 (0) 20 7672 1758 For media enquiries: Group Media Centre +44 (0) 131 523 4205 Results presentation The Royal Bank of Scotland Group plc will be hosting a conference call and live audio webcast following the release of the results for the quarter ended 30 September 2012. The details are as follows: Date: Friday 2 November 2012 Time: 9.00 am UK time Webcast: www.rbs.com/results Dial in details: International - +44 (0) 1452 568 172 UK Free Call - 0800 694 8082 US Toll Free - 1 866 966 8024 Slides Slides accompanying this document will be available on www.rbs.com/results Financial supplement A financial supplement will be available on www.rbs.com/results This supplement shows published income and balance sheet financial information by quarter for the last nine quarters to assist analysts for modelling purposes. This information is provided by RNS The company news service from the London Stock Exchange END IMSBBBJTMBBMTFT -0- Nov/02/2012 07:00 GMT
Royal Bk Scot.Grp. RBS Interim Management Statement - Part 1 of 7
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Kauai, Hawaii
My Rating
Tubing was really fun! The guides were very friendly, safety conscious, and knowledgeable.
Kauai, Hawaii
My Rating
Wow! This tour had it all! Kayaking, hiking in the forest, swimming in a waterfall and pond, a rope swing, a wagon ride, good food, and an amazing zipline. The guides were friendly with great knowledge of the area. Well worth it!
Kauai, Hawaii
My Rating
This was excellent for the first day in Hawaii. The bus was small so there was a lot of interaction among the guide as well as with other passengers. We saw waterfalls, canyons, pretty beaches, plantations, and places to shop. We had a boat ride to the fern grotto with a bit of hula dancing and singing entertainment. We knew then what we wanted to go back to on our own and had ideas on what we can do the rest of the week. We had an excellent lunch as well. One of the things that made our tour fantastic was our driver/guide - Mario. He was knowledgeable, great at getting us to communicate, and lots of fun. I highly recommend the tour.
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|Starring: Max Grand, Chance Caldwell, Peter Wilder, Chase Rite
|Stashed: 227 times
|Director: N/A
|Added Feb 12, 2007
|Studio: Oh Man
|Rated 72 times
|Length: 36:25
|Niches: Anal, Athletes, Feature, Hunk, Masturbation, Muscle Men, Oral, Outdoor, Rimming, White


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Harrassment at work
View Single Post
10-02-2013, 15:30
Dante Ameche
Forum Member
Join Date: Jan 2003
Location: Birmingham
Posts: 19,002
Originally Posted by
Ahhh the PC brigade ride into town.
Ahh the failing to notice relevance brigade rolls into town.
Originally Posted by
Some times it's just a way to describe people, not meant in an offensive way at all. I spent ages the other day trying to tell someone who was still in the building I had just finished cleaning - if I had just said the black lady everyone would have known who she was, but there I was trying to describe heigh,t weight, clothing, where she usually works, chair she sits in anything but say the one thing that would have identified her quickly.
If I am at work I am often described as white lady or only non pakistani. Does that upset me ? No.
Strangely, I'm not upset by them calling you the white lady or non Pakistani lady either
Originally Posted by
I just have to laugh.....
The OP was just introducing herself and laying out her stall. She didn't talk about her workmates in a derogatory way. Yet one of the PC brigade has to jump on board crying "foul".
Beggars belief sometimes and I can fully understand why the other poster said "I could almost guarantee this comment would come".
I've not called foul, I merely asked for relevance which was answered by the OP and I was satisfied with. I have to laugh at the responses from people who have their own issues with me asking and projecting them onto the thread.
For the record, can you explain how the question I asked relates to the PC brigade and also explain what the PC brigade is?
Originally Posted by
If she had you'd probably have an issue with that too. I stand by my original comment, so what if she mentioned she was non-Indian?
There's a difference between issue and relevance. If she had said she worked in a restaurant and was having problems with a co worker, would anyone ask about the type of food sold there or the nationalities of anyone?
You can stand by your statement as long as you want but their nationalities matter not with the problem she's posting about
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Mental Health Lookup
100 - 500 downloadsAdd this app to your lists
Tweets por @Appszoom
+ By Clwydian
Sample mental healthcare polices published on the internet by the Cheshire and Wirral Partnership NHS Foundation Trust. These cover a range of mental health disorders and even if you are not in their footprint, provide a guide to accepted practice. This app also includes an update to the Mental Health Act 1983 published in 2007, and links to an ICD10 look up online.
Comments and ratings for Mental Health Lookup
- There aren't any comments yet, be the first to comment!


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Comelec: PCOS machines cheaper, practical
Commission on Elections Chairman (Comelec) Sixto Brillantes Jr. on Thursday said the poll body was confident that its decision to reuse and purchase precinct count optical scan (PCOS) machines for next year's elections would be backed by the Supreme Court.
"We (commissioners) debated it lengthily. Why would we have a new public bidding [for a new contractor] if we have an option to purchase [the PCOS machines]? We really thought it will be beneficial to the government, the Comelec and the people because it's less expensive," Brillantes told reporters in an interview in Baguio City, where the poll body was set to have a special en banc session.
For his part, Commissioner Rene Sarmiento cited the familiarity of the voters with the machines and the Comelec's limited budget in coming up with the decision.
"We decided to buy the machines for practical reasons. It is much cheaper and the PCOS was proven effective," he said.
Brillantes maintained that the provision on the option to purchase appended to Comelec's old contract with Smartmatic International, the poll body's automation service provider in 2010, remained valid because it was repeatedly extended.
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NEW YORK (AP) Referee Tony Corrente has been fined one game check by the NFL for uttering some obscenities with his microphone on during a Nov.
FOXBOROUGH, Mass. (AP) For 10 years, it was billed as Peyton Manning vs. Tom Brady.
INDIANAPOLIS (AP) The Indianapolis Colts got an inspirational visit from ailing coach Chuck Pagano on Friday, two days before a game at New England.
Saints interim coach Joe Vitt said a trip to Oakland this week brought back memories of longtime Raiders owner Al Davis.
INDIANAPOLIS (AP) There's a first time for everything and Sunday's trip to New England will be a first for many of the Indianapolis Colts.


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MVSU Bounced From Tourney
Posted: 03/20/2008 - The Delta Devils put up the lowest point total of the first day of the NCAA Tournament
Posted: 03/20/2008 - The Delta Devils put up the lowest point total of the first day of the NCAA Tournament
Posted: 03/20/2008 - The East Central Lady Warriors fall again at the NJCAA Tournament.
Posted: 03/20/2008 - Mississippi State will take on Oregon in the first round of the NCAA Tournament Friday.
Posted: 03/18/2008 - Tuesday, March 18
Posted: 03/18/2008 - The first-year LSU coach went undefeated in SEC play
Posted: 03/17/2008 - Unused tickets from this weekend's conference semifinals and final will be refunded
Posted: 03/17/2008 - The Mississippi State junior was one of two unanimous choices on the team
Posted: 03/16/2008 - Richard Childress Racing punches a 1-2-3 finish Sunday
Posted: 03/16/2008 - Ricky Bowen struck out 11 and almost posted a no-hitter Sunday against the Rebels
Updated: 03/16/2008 - Determined on Selection Sunday
Updated: 03/17/2008 - The postseason continues for 3 college in Mississippi
Posted: 03/15/2008 - MVSU downs Jackson State in the SWAC tournament championship to earn an automatic bid to the Big Dance
Posted: 03/15/2008 - Georgia plays 2 games Saturday and wins both to advance to SEC Tournament championship
Posted: 03/15/2008 - Ole Miss remains perfect in the conference, while Mississippi State still seeks its first SEC win
Posted: 03/15/2008 - After over a hour delay in overtime due to bad weather in Atlanta, Mississippi State advances to the SEC semifinals with a win over Alabama
Updated: 03/14/2008 - Friday, March 14
Posted: 03/14/2008 - The Delta Devils downed Arkansas-Pine Bluff 70-59 in the conference semifinals
Posted: 03/14/2008 - Game 1 of the 3 game set goes in favor of the Rebels
Updated: 03/14/2008 - The Golden Eagles finish with 19 wins in the 2007-08 campaign
Posted: 03/14/2008 - The loss damages Ole Miss' tourney hopes
Posted: 03/14/2008 - Alabama uses 3s to put end to UF's three-year reign in SEC tourney
Posted: 03/14/2008 - Southern Miss now faces top-seeded Memphis
Posted: 03/14/2008 - The Tigers pulled out a victory in the closing seconds over East Webster
Posted: 03/13/2008 - Tennessee and Mississippi State are the top seeds, but others could cut down the nets Sunday.
Posted: 03/12/2008 - Tory Harrison was jailed after police found five pounds of marijuana in his possession


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COMMODORE VILLAGES Apartments4486 Babe Howard Ave, Millington, TN 38053 View On Map (901) 872-7113
For rates, availability, and other information fill out the availability request form and a representative from COMMODORE VILLAGES Apartments will contact you shortly
Commodore Villages is located in the Memphis Area in the 38053 zip code. View this apartment on a map.
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Maps & Directions
click to view interactive map


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Egypt's Islamists set back in presidential race
The Brotherhood nominated Morsi as a substitute in a move that indicated they were prepared for el-Shater's elimination. Morsi is the leader of the group's political arm and a close associate of el-Shater. But he is not considered as strong a candidate as his mentor.
The Brotherhood accused the ruling generals of "stealing" the revolution and robbing people of their right to choose their president.
Ironically, it is the Brotherhood that has been accused of "hijacking" the revolution by the groups that drove the uprising but have been largely sidelined in parliamentary elections and the presidential race.
The disqualifications angered the other major Islamist group that won big in parliamentary elections, the ultraconservative Salafis. They too are threatening to hold massive rallies to protest the commission's decision to eliminate Abu Ismail, the hard-line Islamist lawyer-turned-preacher. He was barred because his late mother held dual American-Egyptian citizenship. Under a new Egyptian electoral law, the candidate, the candidate's spouse or the candidates parents cannot hold any citizenship other than Egyptian.
Suleiman was barred because he did not meet the requirements for endorsements.
The three are not expected to win their appeals and the race will likely go ahead without them. A final list of candidates is to be released on April 26.
A poll conducted earlier this month by Al-Ahram Center for Political and Strategic Studies showed that 45 percent of those who voted for the Brotherhood in parliamentary elections won't vote for it again in a new election.
The poll, which is conducted weekly, was carried out between the end of March and beginning of April with a 4 percent margin of error. About 47.9 percent of the 1,200 polled face-to-face thought el-Shater's decision to run was wrong, compared to 13.7 percent who supported it.
The same poll this week showed support for Suleiman jump from 8.2 percent to more than 31 percent over the past week after he announced his candidacy.
El-Shater made a small gain from less than 2 percent to 4.7 percent support.
Gamal Abdel-Gawad, a political science professor at the American University in Cairo who oversees the weekly poll, said the withdrawal of the Islamist candidates and Suleiman has strengthened the chances of former regime officials such as Moussa and Ahmed Shafiq, Mubarak's last prime minister.
"I think the Brotherhood has now realized the dangers of nominating el-Shater. They probably are realizing that his chances were not that big. So they are maybe counting their blessings. They will probably now focus on restoring some trust and building bridges with the other political forces," said Abdel-Gawad.
With el-Shater's elimination, the race has become less polarized, said Emad Gad, a lawmaker from the new Egyptian Social Democratic Party. But the Brotherhood must now compensate for its overreaching for power, he said.
"They must learn the lesson," Gad said. "They need to reach agreement with many forces, the military council, the civil groups, and restructure the constituent assembly in an acceptable manner. This time, there must be a guarantee from the military council over how the panel is formed."
There are signs that the Brotherhood is trying to reach a consensus on the panel to write the constitution.
A meeting between the military council and political parties, including the Brotherhood, reached an initial agreement to restructure the panel. They agreed to the demands of secular groups to form the panel solely from members outside of parliament, said Emad Abdel Ghaffour, the head of the ultraconservative Salafi party, who was at the meeting.
The Associated Press


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Dustin Papenbrock, the latest deputy to join the Whitley County Sheriff's Department, walks out of the Courthouse Tuesday afternoon.
This week is National Police Week, and between 20,000-40,000 law enforcement officers are in Washington D.C. for the event.
See Friday's edition of The Post & Mail for an article assisted by Mary Raber Elementary School students on the impact local law enforcement has on the community.
[1] http://www.thepostandmail.com/sites/default/files/DSC_3953 a.jpg


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Sailing to Bahamas June 3rd
Leaving out of St.Augustine June3rd any body heading south on the outside?would like to follow. Let me know. 32' boat 5-6 knots cruising speed.
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Tickets for La Duse: Woman & Actor are now on sale! Order now at: http://laduse.bpt.me/
Tickets: $15 – Adults, $12 – Student/Senior
Tickets are sold online up to 5 hours before each performance. You may also reserve tickets via email or phone. Tickets reserved via email or phone must be picked up 20 minutes before each performance or they will be released. All tickets are general admission.
Tickets will be sold at the door one hour before each performance.
The house will open one-half hour before each performance
For ticket information please contact the Box Office: email@example.com or call us at 978.922.4325


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3 Winter Pl ( )
Boston, MA 02108-4733
Neighborhoods: DowntownView Hours
3 Winter Pl ( )
Boston, MA 02108-4733
Neighborhoods: DowntownView Hours
December 2, 20074.0
Fairly decent foie gras with an excellent pepper steak. I might add that this place is so traditional, it's almost amusing in a humorous way.
June 11, 20075.0
Scotch. Makes me wish I were a man circa-1950s.
June 10, 20075.0
February 12, 20084.0
I forget what my appetizer was, but I had calves liver with prunes and crispy onions followed by hasty pudding. Very traditional but delicious nonetheless. I'd expect the category to be "WASP comfort food"
November 5, 2011
my wife and I dined here again. The main dining room is now more open and bright with the warmth of lots of wood. I believe that the large inlaid ceiling panels are old, very nice. Two sides of the room were lined with this enormous…
May 26, 2009
Some of the classic menu items are pretty good but you cant get past the wretched location, pompous staff and drole pricing. There are much better experiences in Boston.
October 30, 2008
This place is very dirty and old looking. I will never go back here. The food is also mediocre for heavy tab you will be paying. There are other places in the city that offer better quality food.
These dishes from the Locke-Ober menu are contributed by Menuism users directly, as part of a restaurant review, or as part of an image upload.


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Nooo, the beautiful union formerly known as Robert Pattinson and Kristen Stewart is reportedly leaving the US!
Our favorite Twi-couple was spotted house-hunting across the pond and found a house they REALLY love that they want to make an offer on.
So why the UK? Well after Rob went home for the holidays, he realized he was homesick and it would be the ultimate commitment from Kristen if she uprooted her LA lifestyle and moved to London for Rob.
"He wants to put down roots in London and he's doing it with Kristen," a source told the Sunday Mirror, "He's told her that if she wants to make things work, she's going to have to accept that he wants to spend much more time in London."
Oh NOW Rob is calling the shots? Where was he when his woman was playing mouth attack with Rupert Sanders? Not in her Mini Cooper, that's for sure.
Anyways, the house they are looking at is near Rob's parents home AND the school Rob went to as a teen. Gawwwd, that just screams "boring and domestic." Near his parents!?!? Are they having kids too?!?
"It's on the market for millions," the source says of their dream home, "Unlike the others they saw, this is suited to their tastes and needs very little work. With their hectic filming schedules they want somewhere they can live in straight away and it has a beautiful garden too."
Kristen also wants to do a theater role in London's West End since she's moving there anyway.
Arggh, there is going to be so few paparazzi sightings of them now! Also, this move might be the first step towards marriage AND an attempt for the couple to stay out of the tabloids for a bit.
How do we feel about this Twihards?


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The Lake Chelan Valley is home to more than 200 acres of wine grapes and a dozen local wineries offering tastings and weekly entertainment. Chelan offers a quaint downtown featuring shops, galleries, gourmet restaurants and live music. During the winter, visitors can enjoy hundreds of groomed trails and snow, ideal for snowshoeing and snowmobiling. Echo Ridge is a local favorite for cross-country skiing, while Echo Valley and Mission Ridge are favorites for downhill skiing. In the summer, enjoy sun-filled days boating, hiking, golfing or hang-gliding.
Lake Chelan Wine Valley
Lake Chelan Winery is famous for its fantastic wine, friendly people and barbecue. Take a winery and vineyard tour and the knowledgeable staff are happy to guide you through a complimentary wine tasting.
Lake Chelan State Park
A coniferous forest and 6,000 feet of lake shoreline offering a large, sandy beach and boating opportunities provide endless recreation in this Eastern Washington park. A daily ferry service is available to the roadless community at the head of the lake.
Chelan Seaplanes
Looking for an adventure activity while you are on your Lake Chelan vacation? Take a seaplane tour flight over the glaciers, mountains, valleys and lakes or even to a winery!
Stehekin Valley Ranch
Located in the very heart of the beautiful North Cascade Mountains, this ranch is 9 miles "up valley" from the head of Lake Chelan and offers a variety of unique experiences. Enjoy day hiking, horseback riding, river rafting, kayaking, fishing and more.
WorldMark Chelan Lake House
402 W. Manson Highway
Chelan, WA 98816
Tel: 509-293-5982
Fax: 509-888-4599
Credit Values
Unit Types & Descriptions
Resort Brochure (PDF)
Get your free Acrobat viewer here.
Resort Directions
Helpful Hints
Popular Attractions
Vacation Planning
Average Annual Temperature
Tax Information
Standard WorldMarkUnit Amenities
Unit Amenities
· Cable/satellite TV
· DVD player
· Balcony/terrace
· Washer/dryer
· Telephone
· Hairdryer
· Air conditioning
Resort Amenities
· Outdoor pool
· Outdoor hot tub
· Fitness center
· Picnic/barbecue area
· Owner lounge
· Game/arcade room
· Elevators
· 100% non-smoking property
Local Activities
· Lake
· Golf
· Downhill skiing
· Cross-country skiing
· Swimming
· Boating
· Fishing
· White-water rafting
· Horseback riding
· Hiking
· Water-skiing
Nearest Airport
· Wenatchee (EAT) 47 mi
· Moses Lake (MWH) 97 mi
· Spokane (GEG) 150 mi
· Sea-Tac Airport, WA (SEA) 185 mi
For airline reservations, call WorldMark by Wyndham at
1-800-953-5511 or book online.


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Truffles are best fresh. Refrigerate upon arrival, but let them come to room temperature before eating. Enjoy within one week.
Please note: Because truffles are so perishable and labor-intensive, we make truffles fresh every Tuesday, so orders containing truffles might take a few extra days to ship.
All truffles contain: Organic coconut milk (coconut milk, guar gum [a natural emulsifier]), organic coconut butter, organic and fair trade dark chocolate (cocoa paste, cocoa butter, vegan sugar, soy lecithin, vanilla).
Kahlúa flavor contains: Kahlúa, organic and fair-trade coffee beans.
Port-Walnut flavor contains: Port, Madeira, organic walnuts, black walnut extract.
Coconut-rum flavor contains: organic coconut flakes, organic coconut extract, rum.
Double Chocolate flavor contains: nothing additional.
*Unfortunately, we are unable to ship this item to Canada*


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World's Largest Promotional Products Store!
Get live help from a real rep.
(844) 806-1306
Sweatshirts are very popular clothing items and can be found in the closets and wardrobe of many people. They offer a great balance between style and comfort. They keep you warm and fuzzy during cold weather and wintertime. They come in all colors, types and varieties so you are sure to find a sweatshirt that pickles your fancy and matches you. Because they're relatively shapeless and stretchable, they're easy to put on and are very comfortable. They look great in almost any occasion and make an excellent fashion statement. So if you're thinking of a promotional product to publicize your business, why not try custom youth sweatshirts? Youth sweatshirts are a great corporate gift and giveaway item considering their popularity with a wide audience.
You might also like : Custom Laptop Sleeves, Custom License Plate Frames, Custom License Plates
We offer you a wide variety of personalized youth sweatshirts here at Branders that are customizable to meet your needs and expectation. We make sure that our promotional youth sweatshirts are made from top quality material that ensures they are comfortable to wear, highly durable and easily. There are many ways can design your customized youth sweatshirts to make them more appealing to your audience. You can pick between a large variety of colors and styles for your youth sweatshirts with logo. Your imagination is the only limit to what design you can put on your shirts. You can choose to adorn your sweatshirts with famous cartoon or historical characters. You could also go inspirational, catchy or humorous quotes on your sweatshirts. There are just so many possible uses for custom youth sweatshirts that you can't go wrong with using them as a promo item to advertise your business. You can use them as incentive items for your loyal customers. You can give custom youth sweatshirts at a tradeshow, a fun run, a fashion show and even a health and lifestyle convention. They're also great merchandise to distribute or sell to colleges campuses and gyms.
We also recommend : Custom Sunglasses, Custom Stylus, Custom Stress Relievers
Few items beat printed youth sweatshirts with respect to versatility and practicality. They never go out of style while remaining pleasant to wear. Furthermore, people who wear your giveaway youth sweatshirts are basically walking advertisements for your business. Since sweatshirts are very popular, you can just imagine the amount of publicity your product will be getting. So get started on your successful marketing campaign and order youth sweatshirts in bulk now! Dial (844) 806-1306 to call our tall free number. Our highly trained representatives are more than willing to help you out with your questions and purchase.


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"We have given a commitment to construct a bridge linking the two plots on either side of the water body within 18 months," said Baju George, managing director, SmartCity (India)
The decision of the Union Commerce Ministry's Board of Approval (BoA) on Special Economic Zone (SEZ) to notify the entire 246 acres of the proposed SmartCity Kochi project as a single SEZ has removed the single biggest hurdle in the execution of the project making any further delay unpardonable.
The project, the foundation stone for which was laid in 2007, is already way behind schedule. The BoA had in March 2011 notified 131 acres of the project site as SEZ while denying single SEZ status for the entire area citing a water body that separated the remaining 115 acres.
"The latest BoA decision is a game changer, which was made possible by the sheer persistence of the promoters of the project and the State government who continuously pursued the case for single SEZ. We have given a commitment to construct a bridge linking the two plots on either side of the water body within 18 months," said Baju George, managing director, SmartCity (India).
A favourable decision was secured eventually after it was pointed out to the BoA that demands for single SEZ were granted to projects in Kakinada and Hyderabad in Andhra Pradesh despite being separated by a creek and a National Highway respectively.
Single SEZ will facilitate an integrated township development through seamless social infrastructure that facilitates better efficiency, utility, and offers the advantage of large scale operations, Mr. George said. In the absence of a favourable decision, the project might have been reduced to two smaller SEZs depriving all such advantages.
"Now we can plan big. SmartCity is not aiming to attract individual companies, as their arrival is guaranteed once the project gets executed as planned. Our primary target is to attract knowledge workers and creating an ideal social infrastructure and environment is the best bet to achieve that," said Mr. George.
More importantly, single SEZ means minimal changes in the concept master plan that was drawn up in the assumption that a single SEZ would be granted. If that was not the case, then the entire master plan would have to be re-worked causing further delay. Besides, 14 acres of isolated plot alongside the water body, where the promoters plan to construct the main entry to the knowledge city, would never had received SEZ, as the prevailing norms do not consider plots less than 25 acres for SEZ, Mr. George said.
The promoters now plan to launch construction at multiple sites within the next six months, a timeframe agreed to at the director board meeting held in Dubai last week. The promoters will construct 3.5 lakh sq.ft of office space and 1.5 lakh sq.ft. of parking space on their own in the first phase besides developing infrastructure on 50 acres.
"Once the master plan is finalized, we will approach co-developers to get them launch the construction works alongside us," Mr. George said.
The State government and the Dubai-based promoters of the project had not been on the same page about the launch of construction work till before the BoA ceded to the demand for a single SEZ.
While the government wanted construction to get underway in the area already notified as SEZ, the promoters hung on to the reasoning that isolated construction work without the assurance of a single SEZ will defeat the very concept of the project.
A high level meeting of the Union commerce and revenue departments on January 8 followed by a visit of the officials concerned to inspect the site two days later cleared the deck for the eventual decision of the BoA granting single SEZ.
Though the Union Commerce Ministry was in favour of granting a single SEZ, the revenue department opposed it repeatedly compelling Chief Minister Oommen Chandy to take up the matter with Union Finance Minister P. Chidambaram.


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Device will now be a little snappier and some quirky behavior that sometimes develops is fixed. May want to do this every month or so to keep things running better, or if device behaving strangely and you want to try a quick fix that may work.
Sent from my HTC One via XDA premium app


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Kevin Gibbons | August 15, 2014 | Comments
At their session at ClickZ Live San Francisco, the Portland Trail Blazers' Dewayne Hankins and Sq1's Gabe Winslow explained how they improved digital ticket sales to achieve a 630 percent return on investment.
The sporting world is always a popular discussion point amongst fans, with people always sharing opinions, both online and off, about the latest games, players, transfers etc. Yet surprisingly, as an industry, the promotion around selling tickets is still very much offline-focused.
Dewayne Hankins, vice president of marketing and digital for the NBA basketball team the Portland Trail Blazers and Gabe Winslow from Sq1 gave a joint presentation at ClickZ Live San Francisco to explain how they tackled this problem in order to deliver a 630 percent return on investment (ROI) through digital.
Before rushing into any digital strategy, it's hugely important to find out more about the user journey:
Once you've figured this out, it's easier to build a clearer strategy on how you can improve the current experience.
As Hankins explained, the plan was simply to "Take the user journey, find out what people want, and make it available as easily as possible for them to achieve that."
In this case, what the fans wanted to see was a straightforward process of being able to purchase tickets to games - and the biggest pain point was users not always being able to find and buy available tickets.
By their own admission, Portland didn't have the best season in the NBA. So there are factors out of marketing's control that influence the demand on people who want to purchase tickets.
Equally, while the goal is to fill seats - it's also to get people interested in the Blazers in a new way - driving increased engagement from fans.
You can only improve what's measured - and in the Trail Blazer's case, before they could move forward they had to prioritize their time and effort toward fixing issues in measurement.
This included implementing e-commerce analytics tracking, which previously wasn't set up, and then setting up cross-domain tracking to make sure the correct source of sales was credited within their attribution model.
The key to improving conversion rate for the Blazers was making it easier to sort and find available tickets on the booking landing page - here is the new version they tested and rolled out:
The key items tested were:
Based on the measurement, Winslow and Hankins found that Monday was the highest selling day each week. While Thursdays were the worst converting days.
As a result, they introduced a discount offer to remove all additional fees on tickets each Thursday, helping to increase conversion rates when the demand was lower.
Another consideration was that third-party ticket marketplace sites have meant that it's easier for fans to buy tickets, but the prices are driven up significantly once a game is sold out. So rather than pricing too low and selling out straight away, the Portland Trail Blazers would rather sell tickets at a slower rate and collect the revenue for themselves, instead of having customers overpay for re-sold tickets via the marketplaces who will end up taking a larger cut of revenue.
With an increasingly high percentage of visits generated via social engagement, ensuring the site was fully responsive was also a hugely important aspect of improving the campaigns performance.
The results were very impressive, most notably seeing:
Winslow and Hankins learned a great deal from the campaign, including:
Based on their results and findings, they can now move forward more strategically, to:
Overall, this was a very successful campaign - with lots of learning on how they can take things even further forward into the next season, especially with more social integration, and hopefully some better results on the court, too!
On the heels of a fantastic event in New York City, ClickZ Live is taking the fun and learning to Toronto, June 23-25. With over 15 years' experience delivering industry-leading events, ClickZ Live offers an action-packed, educationally-focused agenda covering all aspects of digital marketing. Early Bird Rates expire May 29. Register today and save!
Kevin Gibbons is Managing Director of digital marketing agency BlueGlass UK. A highly respected blogger on search engine marketing and social media, Kevin also speaks frequently at leading industry events.
June 23-25, 2015
July 9, 2015
August 4-6, 2015
August 10-12, 2015
September 8-10, 2015
Gartner Magic Quadrant for Digital Commerce
This Magic Quadrant examines leading digital commerce platforms that enable organizations to build digital commerce sites. These commerce platforms facilitate purchasing transactions over the Web, and support the creation and continuing development of an online relationship with a consumer.
Paid Search in the Mobile Era
Google reports that paid search ads are currently driving 40+ million calls per month. Cost per click is increasing, paid search budgets are growing, and mobile continues to dominate. It's time to revamp old search strategies, reimagine stale best practices, and add new layers data to your analytics.
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Wind Farm
Dominion wind farms could pop up off Maryland coast
Energy company Dominion says it plans to bid on a lease for a vast expanse of ocean off Maryland's coast set aside for the development of wind farms.
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ABC7 News at 4 Now Weekdays!ABC7 is giving you MORE news in your afternoons with an extra hour, an hour earlier! Join ABC7's Leon Harris and Alison Starling for what's trending in your community and world. Every weekday afternoon at 4pm right after back to back "Hot Bench" shows at 3pm on ABC7.


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WASHINGTON - The Georgetown University women's basketball team and coaching staff will be in attendance at Tuesday's Washington Mystics vs. New York Liberty WNBA game at Verizon Center. The Hoyas will be there to promote the upcoming season and spend time with campers from Coach A's Basketball Camp. Additionally, fans will have a chance to see former Hoya Sugar Rodgers who plays for the Liberty.
Members of the Georgetown team will be available on the concourse to sign autographs and give out schedules. There will also be a Dress Like a Hoya photo booth and the opportunity to win prizes. The team will later go out on the court to be recognized.
Besides members of the squad and Georgetown fans, players at Coach A's Basketball Camp, which will run next week, are encouraged to come and wear their camp t-shirt.
Rodgers is a 2013 Georgetown graduate and the Hoyas all-time leader in points and 3-pointers. She was the 14th overall draft pick in the 2013 WNBA Draft, picked up by the Minnesota Lynx. With the Lynx, she won a WNBA Championship last season before being traded to the Liberty before the 2014 season.
This year, Rodgers has appeared in all 26 games for the Liberty averaging 10.7 minutes per game. She is averaging 6.3 ppg as well as 2.2 rpg and 1.4 apg. She scored a season-best 21 points in a loss to the San Antonio Stars in early July and had 18 points in an 84-80 win over the Seattle Storm last week.
Rodgers is one of two active WNBA players from Georgetown. Three-time WNBA All-Star Rebekkah Brunson recently returned to the lineup for the Minnesota Lynx following knee surgery in May.
Tipoff is scheduled for 7 p.m., at Verizon Center and tickets are available through the Mystics website or through the box office.
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I am an avid listener of The Beancast, so I'm excited that this week's "Listen To This" post is inspired by Bob Knorpp and his guests (Winston Binch, Scott Monty, and George Parker). Per usual, the entire episode is worth a listen, especially for the digital marketing and advertising crowd. This year's analysis on the analysis surrounding the Super Bowl is funny, honest, and on-point. Definitely check it out.
For this post, the ah-hah moment came about 37 minutes in, when talk of the industry echo chamber briefly surfaced. It was a moment that spotlighted storytelling. What kind of storytelling? The bad kind. The self-deceiving kind. The kind that oftentimes doesn't seem like storytelling at all.
But first, a bit of context.


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Law enforcement concentrated efforts on arresting drug criminals along U.S. 321 between I-40 and I-85 in recent months.
The Lincoln County Sheriff's Office Drug Interdiction Criminal Enforcement (DICE) team reports increased numbers of drug arrests on the highway since December 2010. The section of highway, according to the office, is a major cut-through road for drugs and drug currency moving through the state.
A four-year-old Catawba County murder case will go to trial in January, court officials decided Monday.
John Lee Mitchell, the man accused of killing 19-year-old Bunker Hill graduate Travis Baker more than four years ago, will face trial the week of Jan. 16, 2012, Superior Court Judge Bradley Letts said.
Mitchell has been in jail since police arrested him in June 2009, days after investigators discovered Baker's remains on a 100-acre property near Catawba.
A rough couple of weeks for Newton-Conover ended Friday with a victory, while Bunker Hill's slide continued.
Despite trailing 17-7, the Red Devils (4-4, 1-3) rallied behind quarterback Kevin Cline and running back Thomas Corpening. The duo scored three second-half touchdowns between them on the way to a 35-25 comeback victory on homecoming at Gurley Stadium.
Trailing Bandys 14-10 at halftime, Maiden wasted no time taking control of the game in the second half.
"We were getting the ball in the second half, and we just had to make some plays," said Maiden coach Brian Brown.
Maiden's Will Jenkins was the first Blue Devil to answer his coach's challenge to "make some plays." He returned the second half kick-off 53 yards. Four plays later, Jenkins raced 36 yards into the end zone to score his second touchdown of the night and give the Blue Devils the lead for good.
St. Stephens used a 56-yard touchdown run by Matt Williams and a momentum swing going into half-time to collect a 56-36 win over North Buncombe on Friday.
The win marks the Indians' third in as many weeks and sets up St. Stephens (3-5, 1-2) to take on 3a rival Fred T. Foard next week.
Trailing 20-14 in the second quarter, Williams touchdown run lifted the Indians to a 21-20 lead to end the opening half.
After Jon Sweet gave St. Stephens a 28-20 lead, the Indians put together back-to-back scoring drives that both ended with Williams crossing the goal line.
You're cooking noodles on the stovetop, and the water is about to boil.
The TV is on, the laundry is going and your Facebook is updating non-stop. The dog scratches at the door, the phone rings three times and your kids are playing outside.
You walk away from the stove for five minutes.
The next thing you know, the kitchen is ablaze. The fire spreads quickly to the living room and then engulfs the staircase. Pretty soon, an active fire is shooting through the roof.
After Newton invested $127,850 in its municipal pool, the facility garnered $7,331 in revenue during summer 2011.
"I don't think it is as much about the money as it is about providing a service for the citizens of Newton," said Newton Mayor Pro Tem Anne Stedman.
Before the sun topped the trees Friday morning, Barry Redmond directed traffic in front of Newton-Conover High School.
Redmond is superintendent of Newton-Conover City Schools.
"Bottom line, it's a safety concern out here," he said. "This is my volunteer thing. I really do it because I don't want my staff to be out here. It's a bit dangerous."
A sportswear company will eliminate about 70 jobs in Newton and Conover by the end of the year as it shifts operations to other cities.
Canada-based Gildan Activewear Inc., purchased sock-maker GoldToeMoretz in April. GoldToeMoretz employs about 300 people in Newton, where the brand is based, and Conover.
"As part of integration of the companies, we're continuing to look at operations," said Chuck Ward, vice president of integration for Gildan. "We currently operate in multiple distribution centers, one in Newton, one in Conover, a facility in Mebane and a facility in Charleston, S.C."


text: The Conanicut Island Art Association opened its most recent show — "Reflections" — last week at the Town Hall gallery. Winners were, from left, Nancy French, first place; Mary Brittain, third place; Wendy Crooks, honorable mention; and Judy DiBello, second place. Art will be on display from 8:30 a.m. to 4 p.m. on weekdays until June 23. Photo by Don Miller


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BEIJING: Bob Malaythong and Howard Bach made history on Tuesday when they became the first players from the United States to reach the last eight of the Olympic badminton competition.
The doubles duo, unseeded and ranked just 20 in the world, defeated the South African pair of Chris and Roelof Dednam 21-10, 21-16 to storm into the quarterfinals in its first match at these Games.
Chinese cruise
Meanwhile China's Lin Dan and his teammates stormed into the quarterfinals with Malaysian star Lee Chong Wei hot on their heels.
China's World No. 1 Lin beat South Korea's Park Sung-Hwan in straight sets while Bao Chunlai and Chen Jin also clinched quarterfinals places.
Lee's warning
But second seed Lee, gunning for his country's first Olympic gold in any sport, warned his best badminton was yet to come after cruising past unfancied Kestutis Navickas from Lithuania.
"Maybe each match I can get better and better," Lee said.
The Chinese charge, however, was upstaged by Britain's Gail Emms and Nathan Robertson who stunned the home crowd with victory over second seeds Gao Ling and Zheng Bo in a three-game thriller in the mixed doubles.
The Athens silver medallists produced a gritty comeback against the Chinese after giving up a one game lead to win 21-16, 16-21, 21-19. — Agencies


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OXFORD THE Apartments305 Market St Ste 1, Oxford, PA 19363 View On Map (610) 932-8380
For rates, availability, and other information fill out the availability request form and a representative from OXFORD THE Apartments will contact you shortly
Oxford The is located in the Philadelphia Area in the 19363 zip code. View this apartment on a map.
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Cash & Go settles lawsuit alleging gender discrimination
Company will pay seven ex-employees, raise wage for three
Cash & Go, a payday loan and check cashing business, settled the civil suit with the U.S. Equal Employment Opportunity Commission on Monday in the U.S. District Court for the Southern District of Texas.
The original suit alleged that Cash & Go discriminated against several female employees "by paying lower wages to the female employees than it paid to male employees in the same position." The suit also claimed that one employee was fired because of her gender.
Cash & Go argued that the difference in pay was based factors including seniority, merit, quantity or quality of production and responsibilities. The company said the female employee was fired for "legitimate, non-discriminatory reasons."
David Rivela, an attorney for the Equal Employment Opportunity Commission who worked on the case, said the lawsuit was part of the commission's effort to end gender discrimination in the workplace. "Our job is to enforce the various employment discrimination laws," he said.
Calls to Cash & Go's director of operations, Duke Davila, were not returned Wednesday.
Cash & Go is headquartered in Corpus Christi and operates 40 locations in Corpus Christi, Victoria and the Rio Grande Valley.
Contact Nick Nelson at 886-3678 or HYPERLINK mailto:firstname.lastname@example.com firstname.lastname@example.com


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Rams Stun 49ers In Final Seconds
Colin Kaepernick fumbled at the goal line with 2 seconds remaining, and St. Louis sacked the San Francisco quarterback eight times on the way to a 13-10 upset over the 49ers on Sunday.
49ers Are Back To Their Turnover-Creating Ways
Among the biggest reasons Jim Harbaugh's Niners (4-2) are on a nice roll again and riding a three-game winning streak into Sunday's game at Tennessee is because a once-dominant defense challenged itself to return to top form after several sub-par weeks. And that means forcing turnovers all over the field.
49ers' NFL-Best Turnover Ratio Is No Accident
Justin Smith's game-saving strip of Philadelphia Eagles receiver Jeremy Maclin showed everything the San Francisco 49ers want on defense: heart, hustle and smarts.


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Designed to encourage and offer Christian hope in a handy gift book to take with you for daily devotions and encouragement. 224 pages; lightweight faux leather finish; 6.75" x 4"; with presentation page.
|Format: Imitation Leather
Number of Pages: 224
Vendor: Barbour
Publication Date: 2013
Dimensions: 6.75 X 4.19 X 0.50 (inches)
Availability: In Stock
Series: Inspirational Library
Experience a deeper and more meaningful connection to your heavenly Father with this new leather-like edition of Prayers & Promises for Women. Featuring fifty practical topics—including beauty, children, forgiveness, patience, self-worth, trust, and wisdom—you're sure to encounter just the hope and encouragement you need for any area of life.


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Photo by Mark Thomas
Leave a Review
I agree with many other reviews. This is excellent! My family loved it. My tips are to watch the crust when it is baking. I had to lower the temp for the last few minutes, as the edges were browning too quickly. Secondly, for ease of preparation to serving, I would recommend using a regular pie pan versus the springform, unless you are a real pro. I found it too difficult to maintain presentation with the softness of the custard--even after chilling overnight. But an AWESOME recipe! Do NOT omit the white balsamic vinegar. It elevates this tart above the traditional versions we have all had.
Absolutely fantastic! I don't often review the recipes I make but this one was so good I had to let people know! It was beautiful - perfect for our 4th of July get-together. The tart balsamic custard was absolutely divine. The crust did not come out well for me because I don't have a food processor. Ended up scrapping that, and using store bought crust - but it was still delicious. There was not a single scrap left! Will make this one again and again.
This recipe is so great! Made it last year, and just yesterday for our annual July 4th party. It is a huge hit, and one of the first desserts to go! The custard is delightfully tangy and the fresh fruit placement on top is always so fun. I always strain the custard through a fine sieve, because despite my best efforts, I always end up with tiny bits of egg white solids---and I'm super particular!
I entered this recipe in a dessert contest and won (hands down!). The basalmic vinegar really gives it a complementary tartness and everyone loved it. I made another one for my family when I got home that evening. Not to difficult to make.
I have loved custard desserts in the past but have never attempted one. Though this had such good reviews, I was worried about the balsamic taste so I made another vanilla custard at the same time. Accidentally overbaked the crust so I tossed it and we just served the custard and fruit over Nilla Wafers. Party-wide, all but one person preferred this over the vanilla custard. Making this was so much easier than I thought it would be. How can I triple vote on "Would you make it again?" Delicious!
loved it-white balsamic really makes it
Absolutely wonderful, impressive yet simple dessert. I have made it 3 times and every time it is a crowd pleaser. Unless you are a very particular chef, I would not worry about straining the custard.
BEST custard recipe I have ever made! The crust was buttery and delicious, but the real star is the custard. The vinegar provides this perfect tartness that complements the buttery crust and fresh fruit. I am about to make it again, but this time I am going to add just a touch of almond extract to the crust and see how that works.
Wow! This was superb !! One of the best fruit custard tart recipes !! The flavor and texture of the custard and the crust were divine. Just like previous reviewers, it took me three times as long as stated to reduce the vinegar and a bit longer to thicken the custard. I also weighted the crust with pie weights for the first half of baking and then removed them for the second half. I made the red and blue berry star design on top but any fruit would do.
Delicious - this was a huge hit at our bbq! The first bite was fairly tangy, but then I was used to the tartness and it complimented the fruit very well. I, too, found that some of the projected times were a little on the short side, but only by a few minutes. Also, I didn't strain the custard and had no problems with how it turned out.


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Oh!Monster™ - Play Now!
10,000 - 50,000 downloadsAdd this app to your lists
+ By 6waves
Oh!Monster is one of the top casual strategy mobile games for Android.This is the game you should download and play now. Various choices can bring you fun entertainment and amazing game play experience! Decent animation clips will also be delivered to you in between different eras.
As a super hero, you'll have to fight against hordes of monsters, protect the hourglass and ultimately, search for your lost lover and discover the evil secrets. No worries, you will not be alone! Armed yourself with different skills and weapons, summon the royal allies to fight off the monsters and Boss in different era. Uncover the mystery of chaos space-time and save the world!
Features include:
- Touching storyline, while it's full of suspense.
- 4 ancient eras (the Stone Age, Jurassic Period, New Generation and the Outer Space) and 60 waves for you to unlock.
- A wide variety of monsters to beat down!
- Fun and cute cartoon design, with humorous monster animation.
- Gorgeous special effects and exquisite artworks.
- Magnificent background music; hilarious voice over.
- Easy to manipulate, provide you a refreshing game play experience.
Everyone can be the super hero! Pick up your phone and start the expedition now!
TIPS: Upgrade and strategize your troops is the key of defeating the challenge.
Thank you for playing! We greatly value your continued support and feedback.
Check us out on Facebook and like the page:
The Oh!Monster team would like to thank everyone's support. We will continue to work hard in improving the game, and to ensure you a fun and rewarding gaming experience. If you have other suggestions and feedback, feel free to contact us through the various channels listed below.
Email: email@example.com
Facebook: https://www.facebook.com/ohmonsterpage/
Follow us: http://weibo.com/ohmonster8/
(35 stars)
When i watched the intro i thought "ok this looks like a cool game" but instead there was no challenge at all on every wave. No enemy coming towards the sand clock, they seem to be stuck inside the cave and no allies attacking the non existing enemy when i summon them. Can u do something about this bug lol what a review lmao :)
(35 stars)
but when i played it they are no humans its just background even you restart it. same as Marc Zafternote why??? plss fix it
(35 stars)
Cool,i love it
(35 stars)
(35 stars)
Eh , Buno naman tong game nato eh . Walang kalaban tapos wala den yung kakampe ko . This is crap . >:)
(35 stars)
Love the story and animation but after wave 3 the screen goes all black with the sound playing and I can press buttons on the black screen and the game responds, or sometimes it shows the force close dialog...
(35 stars)
I cant play it again cause im in the era of dinos fix this and ill rate 5.


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5.0 out of 5 stars
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Average cost in US: $1,775
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State Superintendent of Public Instruction Jack O'Connell today announced economically disadvantaged children may receive free meals during the traditional summer recess. Nearly 2,900 locations throughout California offer the Summer Food Service and the Seamless Summer Feeding Option programs.
In the Santa Clarita Valley, the free meals will be available at the SCV Boys and Girls Club facilities on Stillmore Street in Canyon Country and Newhall Avenue in Newhall, as well as the Santa Clarita Community Center on Market Street in Newhall.
"I am deeply saddened to see so many families suffering through yet another year of devastating education budget cuts, service cuts, and job and home losses," said O'Connell. "However, I am pleased that we are still able to help some families stretch their food dollars by providing free and nutritious meals for certain kids and adults. The summer nutrition program provides vital aid to students who would otherwise go hungry, and helps them to return to school in the fall ready to learn."
During the school year, economically disadvantaged children in California are eligible to receive at least one nutritious meal a day while at school. But when school is out during the long summer recess, many of these children won't have access to well-balanced and nutritious meals that are important to their growth and development. When children do not receive proper nutrition, they are more likely to become ill and are not able to concentrate or perform well when they are in school. Providing children with nutritious meals when school is not is session helps them to return to school ready to learn and succeed.
In 2007-08, 50.9 percent of California's public K-12 population, or 3,118,053 students, were enrolled in the state's free and reduced-priced meal programs. During that same time period, California served a record 770.6 million meals during the school year, which were 28 million more meals than the year before – a 4.5 percent increase. Historically, the state has experienced a 1 percent increase per year. More children are expected to enroll as California's economic crisis continues. Despite this dramatic rise in the need for school lunches, only 541,000 low-income children ate a federally funded summer meal last July.
"We have our work cut out for us," added O'Connell. "California's summer meal programs in 2008 served less than 25 percent of the children eating a free or reduced priced school lunch during the school year – making California 47th among the 50 states in the proportion of eligible children served. It's critical that communities work together to ensure access to these important meals and snacks this summer because so many districts have been forced to cancel their summer sessions, which often provide meals to hungry students as well as other children in the community.
"At a time when communities are competing for federal stimulus funds, the Summer Food Service program offers California a win-win situation. If California's summer meal programs reach 100 percent of the low-income children who consumed a free or reduced-priced school lunch in 2008, an additional $181 million in federal reimbursement would come into those programs and boost California's local economy. And we do not need to compete or apply for these funds."
Children 18 years and younger in low-income areas may receive free meals through the Summer Food Service and the Seamless Summer Feeding Option programs. Both are federally funded programs administered through the California Department of Education. The programs operate when school is not in session for 15 days or more. The summer meal sites must serve meals that include milk, fruits, vegetables or juice; grain products; and meat or a meat alternate. The program allows sites to serve each day: two meals; a meal and a snack; or if at a camp, three meals a day.
To help parents more easily find a location to take their children, the California Department of Education has an interactive Summer Meal Service Sites Web page with a map of California. Visitors may click any location on the map to reveal a list of Summer Food Service programs near them. The interactive Web page contains contact names and telephone numbers where parents may get more information. The list is updated throughout the summer. To access the Web page, please visit http://www.cde.ca.gov/ds/sh/sn/summersites09.asp.


text: Jan Pottstown, PA 10/5/2009 - 12:43 PM Report Abuse 5 out of 5 Best overview of the Main Line in total If you are a local or just visiting, Mail Line Today magazine provides you with events, restaurants, sights to see and much, much more. Articles by those that experienced the Main Line first hand provide the actual as opposed to those who have read about or heard about the Main Line from "roadies" that come and go far to quickly to understand what it is all about. Come, see, enjoy all the Mail Line had to offer!! Comment | Was this review helpful? Yes | No Name Leave a Comment Submit Comment