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13 June 2016. Apple has announced an agreement with four French partners: the banking group Banque Populaire Caisse d%u2019Epargne (BPCE), Orange, Carrefour, and the French meal voucher provider Edenred. Apple Pay will be launched in France this summer.
From www
MasterCard is to pay £68.6 million to the UK supermarket chain Sainsbury's after losing a Competition Appeal Tribunal hearing over interchang
Social payments app Circle has scored $60 million in financing from a syndicate of major Chinese investors and formed a new Beijing-based company
Therese Torris's insight:
more IM payments
From www
Oops. Ethereum's first Decentralized Autonomous Organization, The DAO, has lost money - lots of it. To be specific, it has lost the equivalent of about US$ 60m. This is not because it is a duff idea and no-one can be bothered with it (though that might also be true). No, [...]
Therese Torris's insight:
Extract from the attacker's letter to Ethereum:
"I am disappointed by those who are characterizing the [my] use of this intentional feature as "theft". I am making use of this explicitly coded feature as per the smart contract terms and my law firm has advised me that my action is fully compliant with United States criminal and tort law….."
A new study from Juniper Research has found that international remittances, including airtime top ups via mobile phones, will exceed $25 billion by 2018, up 67% from an estimated $15 billion in 2015.
Therese Torris's insight:
Several white papers are available upon registration
L'API de paiement irlandaise Stripe, valorisée 5 milliards de dollars, se lance officiellement en France. Guillaume Princen, directeur général France et Europe du Sud, détaille sa stratégie.
Therese Torris's insight:
Stripe has raised $290M in 7 Funding Rounds
From www
In a move that will affect hundreds of thousands of consumers and thousands of businesses, PayPal says that it is shutting down in Turkey next wee
From www
Shares in Jack Dorsey's Square plummeted 20% on Friday amid concerns about rising first quarter net losses and the financing of its merchant lendin
Therese Torris's insight:
What is surprising is that it took so long for the market to realize ...
From thefinanser
Another factor of reimagining finance for the internet age is the very nature of person-to-person connectivity and peer-to-peer networking. These two factors are very different and also different in the nature of how people are connecting. In the developed world, we have the viral connectivity of the smartphone; in the developing world, we have the basic connectivity of the mobile phone. Soon, both will transition into smart and mobile objects from cars and televisions to heating systems and refrigerators. In fact, with Nest and Samsung Home, it's already pretty much there.
Via Philippe Serafin, Therese Torris
Therese Torris's curator insight, May 4, 7:25 AM
It's about P2P payments but applies to all areas of finance
From techcrunch
Some consolidation afoot in the world of mobile payments: today Groupon- and BBVA-backed SumUp and Rocket Internet's Payleven -- two of the several European..
Therese Torris's insight:
Of course, in her (otherwise excellent) article Ingrid Lunden from TechCrunch had to call these startups "Square Clones" although Square was a ***follower*** of European innovators as regards mobile chip-card readers
Fusionwire (Mysis): "We're not in the money business, we're in the people business," reads a poster on the wall at Azimo's London office. Strictly speaking, remittance startup Azimo is most definitely in the money business – the company enables money to be sent to over 190 countries in over 70 currencies – but speaking to co-founder and
Therese Torris's insight:
Lots of competition in remittance these days
From www
This group is for people in Tokyo interested in Bitcoins. Bitcoins are the world's first P2P virtual currency that are changing the way the world does business.
Therese Torris's insight:
Nice lady, funny watch.
Looks like in spite of Mt. Gox's collapse, bitcoin hasn't lost its allure in Japan...
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Yes, the glorious life of a food server. That's why so many people work this job—for the glory of it. Because nothing says glory like wiping half-eaten smoked salmon bits off your apron that the seven-year-old child just threw at you, while his parents make you explain every ingredient in today's soup-of-the-day.
Most of the glory that comes from this type of job really comes in the form of money—specifically, tips. A twenty percent tip, though considered standard (hear that, non-tippers?) is a fairly glorious thing. It means your customer enjoyed the experience enough to make sure you get your own fair share, and it means your work actually meant something to them.
Of course, if you get that hundred-dollar tip on a sandwich and side of fries? Now we're talking glory.
Your restaurant might have an employee of the month program, which could be as close as you'll ever get to that Oscar you used to dream about. Keep your acceptance speech short and snappy though—table four needs fresh bread.

subset: commoncrawl


text:
- Report: #1073533
Report - Rebuttal - Arbitrate
Complaint Review: Nathan redford
Nathan redfordInternet, Select State/Province USA
Nathan redford SwagLikeSiqq This individual is preying on elementary school children playing a game called Roblox on the internet. He has stolen over $60.00 in 2 days from my child. Internet
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This individual makes friends with children that are regular players on roblox and convinces them that if they make payments to his paypal account that he will give them discount roblox dollars and merchandise. Then he does not deliver and takes their money.
This report was posted on Ripoff Report on 08/06/2013 12:18 PM and is a permanent record located here: http://www.ripoffreport.com/r/Nathan-redford/Internet-Select-StateProvince/Nathan-redford-SwagLikeSiqq-This-individual-is-preying-on-elementary-school-children-play-1073533. The posting time indicated is Arizona local time. Arizona does not observe daylight savings so the post time may be Mountain or Pacific depending on the time of year.
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Lawsuit filed over assault
ST. JOHNSBURY A Vermont propane delivery man who was nearly bludgeoned to death by a mentally ill man with a wrench has filed a lawsuit against his attacker and the mans family.
Mike Kuligoski, 52, was attacked in 2011 by 23-year-old Evan Rapoza while working on a furnace in a St. Johnsbury apartment building. Rapoza was initially charged with attempted murder and aggravated assault for clubbing Kuligoski with a wrench, choking him with a belt and plunging his head into a bucket of water in an unprovoked attack.
Charges were dropped after Rapoza was diagnosed with paranoid schizophrenia and sent to a state mental health hospital.
The Caledonian Record reported Saturday that Kuligoski filed a lawsuit late last month against Rapoza and his parents seeking money for medical expenses, lost wages, pain, suffering, mental anguish and loss of consortium.
The suit alleges Rapozas parents, John and Christine Rapoza, knew their son was dangerous and failed to warn or protect Kuligoski when he arrived to work on the furnace at the apartment house owned by John Rapoza.
As the parents of Evan Rapoza, and knowing his character and propensities, John A. Rapoza and Christine M. Rapoza had a duty to take reasonable steps to ensure that individuals around Evan Rapoza were not thereby exposed to an unreasonable risk of harm, the complaint says.
The Rapozas attorney could not be reached for comment.
Kuligoski spent 15 months in rehabilitation after the attack before returning to his Danville home last May. His injuries are so extreme that hell never be able to work again and will require constant medical attention for the rest of his life, according to the lawsuit.MORE IN Vermont NewsThe Vermont Supreme Court ruled Friday that brush-hogging a field does not earn an agricultural... Full StoryWASHINGTON Hiring has been strong in the past year in many presidential campaign swing states, ... Full StorySALT LAKE CITY The utopic communities envisioned by a wealthy Mormon businessman near religious... Full Story
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Debbie Lind- Entertainer - Millsboro, DE - Phone: (410) 208-3529
A disc jockey in Millsboro, also known as deejay, is a person who selects and plays recorded music for an audience. The term includes all forms of music playback, no matter the medium. There are several types of disc jockeys. Radio DJs introduce and play music that is broadcast on AM, FM, shortwave, digital, or internet radio stations. Club DJs select and play music in bars, nightclubs, discotheques, at raves, or even in a stadium. Hip hop disc jockeys select and play music using multiple turntables, often to back up one or more MCs, and they may also do turntable scratching to create percussive sounds. In reggae, the deejay is a vocalist who raps, toasts or chats over pre-recorded rhythm tracks while the individual choosing and playing them is referred to as a selector. Mobile DJs travel with portable sound systems and play recorded music at a variety of events.
By: Lee Ann Rush Those ubiquitous, multi-flavored individual coffee servings sold in plastic pods known as Keurig K-Cups might have been a clever and novel idea at first, but they are quickly becoming an environmental disaster. In 2014, billions of plastic K-Cups were sold; enough to circle the earth more than 10 times! As bad as that sounds, it gets..


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I got all messed up trying to create Posts in Twenty-Eleven that had sidebars. It seemed like a simple thing to do, but I was not succeeding. This plugin solved the problem instantly. I also like the bonus that it solves the weird justification of widget titles in twenty-eleven.
I have spent 6 hours trying to find an easy and workable solution to the missing sidebar on Post page issue in the Twenty Eleven theme. I'm not experienced with codes, wouldn't have a clue about creating a child theme and ultimately just want to create a nice website. This plugin sorted the issue in a couple of clicks and I also get other options to fine tune colours. Thank you so much for not only creating this plugin, but for allowing me and all the others here to have access to it. Thank you.
Wonderful edition to this great theme. Thank you!
So glad this plugin exists, it has made my life so much easier.
I've spent many hours trying to figure out how to get a right sidebar on an archives page and other static pages and single posts. I could not get anything to work. Then I saw a reference to this plugin and by checking one check box, it is all solved! Thanks!
One suggestion for an addition to the color setting mods:
Add the ability to change the color setting and font weight for the sidebar widget titles. I've tried adding this to my child theme CSS but it has no effect.
h3.widget-title {
color: #333;
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font-weight: bold;
Thank you. This was exactly what I needed. I'd been searching on Google for a way to add a sidebar to blog posts, and most websites recommended creating child themes. I wanted something quick and this was perfect. Thanks again!
Lets you control many aspects of Twenty Eleven appearance, and includes the ability to create custom css, so you may not need to create a child theme for customization.
this plugin is a true life saver. 5 star
Does what it says. I just wanted to add the sidebar to all the single post pages and this plugin does it with a single click.
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text:
- Report: #1037477
Report - Rebuttal - Arbitrate
Complaint Review: WELLS FARGO
WELLS FARGOWFCC CUSTOMER CORRESPONDENCE,P.O BOX 560947 CHARLOTTE, North Carolina United States of America
WELLS FARGO TOOK BACK MY LINE OF CREDIT BECAUSE I'M ONLY MAKING MINIMUM PAYMENTS CHARLOTTE, North Carolina
*Consumer Comment: Not a RipOff
*Consumer Suggestion: More info
*Consumer Comment: misconception
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3 weeks ago( March 8th,2013) I was told by Matt and his supervisor Kinney in Salem Oregon I would be receiving a call in 3 to 5 business days. Never received that call. So I followed up last Friday, March 15th 2013.
Spoke to Erin, another customer service representative. I explained the situation all over again. She informed her supervisor of my complaint.
Her supervisor Tiger Gliba told her to tell me, that he would be emailing the executive office and that I would be emailed back. I have never received the email. On Wednesday March 20th,2013 I called customer service again.
I spoke to Griselda in Salem Oregon. Supposedly her supervisor Victor was on the line calling the executive office, but the line was busy. Griselda told me that I would be receiving a call back within a half hour to an hour that day. I asked her was she sure because of the time difference. She assured me that I would be definantly be getting a phone call back within the time frame she gave. I never received that phone call.
It's now Saturday March 23. I have done nothing wrong but make on time,minimum payments. Your rules clearly state"you must make your minimum payments and on time". Yet my line of credit was taken away. Wells Fargo I'm not going away until my complaint is resolved...
This report was posted on Ripoff Report on 03/23/2013 08:02 PM and is a permanent record located here: http://www.ripoffreport.com/r/WELLS-FARGO/CHARLOTTE-North-Carolina-28256/WELLS-FARGO-TOOK-BACK-MY-LINE-OF-CREDIT-BECAUSE-IM-ONLY-MAKING-MINIMUM-PAYMENTS-CHARLOTT-1037477. The posting time indicated is Arizona local time. Arizona does not observe daylight savings so the post time may be Mountain or Pacific depending on the time of year.
Ripoff Report has an exclusive license to this report. It may not be copied without the written permission of Ripoff Report.
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#1 Consumer Comment
Not a RipOff
AUTHOR: Robert - ()
SUBMITTED: Sunday, March 24, 2013POSTED: Sunday, March 24, 2013
Now, I am not going to go into them not calling you back when they say they will. Just that even if they do call you back it is not going to change anything and they would basically tell you the same thing.
As a bit of a side note. Just paying the minimum is actually seen as a negative with many credit card companies. That alone could cause them to take a second look at you and determine that they no longer want to risk allowing you to borrow. This can be Especially if they notice a trend. Such as you used to pay 2-3 times the minimum, but now not only are you just paying the minimum but your balance is going up.
Are you an owner, employee or ex-employee with either negative or positive information about the company or individual, or can you provide "insider information" on this company?
#2 Consumer Suggestion
More info
AUTHOR: Batman - ()
SUBMITTED: Sunday, March 24, 2013POSTED: Sunday, March 24, 2013
I doubt they canceled your credit because you were making minimum payments. That's what they want! They want you to take as long as possible to pay back the money so long as you're never late either, so I'd bet the farm there was another reason for the change.
How exactly were you notified your line of credit was "taken away?" I'm assuming you got a letter and if so, it would have explained exactly why they canceled your credit line. I can guarantee it wasn't because you're a good customer who makes all his payments on time...
If it wasn't something you did directly to Wells Fargo, then it was probably because something else changed in your financial profile. Things like other accounts becoming delinquent or charged off or judgments or liens filed against you can all make a company cancel a customer's line of credit.
Heck, even a new account can make them think twice if it increases the potential of you going into too much debt. Let's say you make 50K and your credit is perfect and all is well. If you go and open new lines of credit, your max limits on everything changes, both old and new, so if the new total seems like it'd be too much for you to pay back given your salary information, some companies may not want to take the risk and would cancel your credit.
Your best bet is simply pay off the card, forget them, and move on with your life. Cut them a check or keep making the minimum payments and make them wait, it's up to you. Either way though, they're obviously done with you. Honestly, given the circumstances, what you should be asking yourself is why you would want to continue to do business with them anymore.
Are you an owner, employee or ex-employee with either negative or positive information about the company or individual, or can you provide "insider information" on this company?
#3 Consumer Comment
AUTHOR: coast - ()
SUBMITTED: Saturday, March 23, 2013POSTED: Saturday, March 23, 2013
You should always pay more than the minimum amount due.
Are you an owner, employee or ex-employee with either negative or positive information about the company or individual, or can you provide "insider information" on this company?
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The legislature's Appropriations Committee had its first chance to react to the governor's proposed budget Thursday, and members expressed skepticism about proposals to keep an energy-generation tax, to grant incentives for natural gas conversion and to drop the motor vehicle tax.
The committee, which will be responsible for developing the spending side of the biennial budget, also had questions about cuts in funding for hospitals, large-scale borrowing and a revision to the statutory spending cap.
Energy-generation tax
Gov. Dannel P. Malloy proposed in his budget, delivered Wednesday, to continue the "temporary" energy-generation tax enacted two years ago, which is set to expire this year. Continuing the levy is estimated to bring in $76 million in each upcoming fiscal year.
"Sitting on the Appropriations Committee, I for one thought we made an agreement to let this tax sunset. Maybe I am wrong," state Rep. Ernest Hewett, D-New London, said. "Did we make an agreement to let it sunset? Because now they are continuing it."
When the tax, which applies to the Millstone Nuclear Power Station in Waterford, operated by Dominion, was enacted, the agreement was for the two-year tax to sunset, state budget director Benjamin Barnes told the committee Thursday afternoon.
"A sunset in my mind is an opportunity for the government and legislature to re-evaluate whether a tax should continue," Barnes said. "We think it should continue."
He said the administration is open to hearing "alternative ways" to get to a balanced budget.
Tax credit for gas
Malloy said he wants to continue his energy strategy by offering a $500 tax credit to people who live near natural gas lines and wish to connect.
"It will drastically improve consumer choice by addressing the expansion of natural gas - where appropriate - in an environmentally sound manner," he said.
State Rep. Whit Betts, R-Bristol, said he is concerned about how much the incentive program would cost.
"Most of the conversion costs are going to be supported by savings and built into people's bills," Barnes said.
The utility companies might pay for some of the natural gas expansion as well, he said.
The total offered in tax credits would be capped at $5 million, Barnes said.
State Department of Energy and Environmental Protection spokesman Dennis Schain said there has been push back from oil suppliers, but that the program doesn't force anyone to switch fuel sources. About 30 percent of homes in the state use natural gas, a much lower percentage than those who use oil, he said. Natural gas costs about half as much as oil, he said.
Vehicle tax
The governor is proposing eliminating the tax on vehicles valued at less than $28,500, saying it would benefit the middle class and the working poor. It would cut taxes for vehicle owners by an estimated $560 million a year, but the move would take that revenue away from local governments. Many municipal leaders have said they may have to raise property taxes to make up for such a cut.
State Rep. Noreen Kokoruda, R-Madison, asked where the real tax relief would be if municipalities have to make up the difference through property taxes.
Individuals and families are still getting tax relief, Barnes said, adding that the burden will go toward "absentee owners of real estate" and commercial entities, he said.
"We think it is fair," he said.
A sales tax cut on clothing also would provide relief for families, he said. Malloy has proposed reinstating an exemption for clothing and footwear costing less than $25, starting on July 1, 2014. The move is estimated to save consumers $55.5 million, according to budget documents. Starting July 1, 2015, the exemption would apply to apparel costing less than $50, which would save consumers an estimated $143.3 million.
Committee members questioned the governor's proposal to cut funding for hospitals as was done in the December 2012 deficit mitigation bill for the current fiscal year. Hospitals would lose more than $548 million over two years, partly on the premise that the costs for uninsured patients would plummet as the Affordable Care Act's health care exchanges begin in 2014.
State Rep. Betsy Ritter, D-Waterford, asked Barnes, "How might this actually work for people in that income bracket who are moving from Medicaid to private insurance on the exchange program?"
Barnes said the administration had incomplete information on how the exchanges would work and would have to get back with her.
"Lacking that info … it's scary," Ritter said.
GAAP conversion
The governor is also proposing to make the state's accounting procedures comply with Generally Accepted Accounting Principles. Under GAAP, revenues and expenditures would be counted when they occur rather than being deferred to another fiscal year. The change also would show the state's budget deficit as larger than it appears under the existing accounting practices.
Barnes said the updated budget deficit under GAAP is just under $1.2 billion for fiscal year 2013.
To deal with the difference between the deficit numbers as they have been reported and as they would be under GAAP, the governor is proposing to borrow $750 million. The remaining $447 million difference would be spread over 15 years, according to the proposal.
State Rep. Arthur O'Neill, R-Southbury, questioned the plan.
"It is always easier to satisfy this year's voters and leave the problem for next year's taxpayers. I think that is going to be kicking the can down the road," he said.
The plan would cost taxpayers about $186 million in interest, Barnes said Wednesday.
New London police, firefighters respond to report of man jumping in Thames River
Miami trio charged in East Lyme with producing fake credit cards
A/Z Corporation has grown from humble beginnings to industry leader
Hovercraft 'flying' travelers across Long Island and Fishers Island sounds
Waterford church continues tradition of Middle Eastern festival
Waterford soldier's remains come home after more than 60 years
Electric Boat delivers submarine Illinois early, below budget
Region still lagging in job gains, but future seen as 'bright'


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Arsenal Message Board
you are viewing a single comment's thread.view the rest of the posts
Wenger - time up
C.mon Moses - Coyle only said he loves Arsenal last season cos he wanted our player on loan again this season and it wasn't to be.Sort: Newest | Oldest | Most Replied Expand all replies
@anne yes he wanted wilshire back but his results please me. Anyway our defence is not solid enuf.denilson is bound to mis a clearance, clichy disaster slip, kos lacks muscle, what the hell s vermaelen doing with himself, sagna like clichy may sage forward and forget to quickly retreat,
- 1 Reply to moses
A Yahoo! User Nov 23, 2010 18:32 Flag
I personally like Coyle as well and think he should be the man to replace Wenger eventually. Look at Bolton 5th in the table, I know it's not even the half way point in the league but I don't see them finishing outside the top 8 by the end of the season. If Coyle can make someone like Kevin Davies learn to play football instead of hoofing the ball up and someone like Elmander get into form then there is not much more he needs to do.
Btw did anyone see the new Blackburn owners!!!
Those guys didn't look like they owned a chicken feed business, more like one of the workers at a poultry farm!! The guy with the long hair looked like someone dressed up an Indian Mafia character in a suit!!


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Houma, Morgan City unite to find common energy solution
Published: Sunday, February 1, 2009 at 6:01 a.m.
Last Modified: Sunday, February 1, 2009 at 2:08 a.m.
HOUMA Morgan City officials agreed this week to share the cost with Terrebonne Parish government of hiring a consultant to evaluate a plan for new power plants in Houma and Morgan City.
The new plants would replace both cities outdated power plants, which are expensive to fuel with natural gas because of outdated technology.
The Terrebonne Parish Council agreed two weeks ago to allow parish administrators to hire a consultant, provided the council is kept abreast of the costs.
Six prospective consultants will be narrowed in the next few days to one company that could cost between $50,000 and $150,000. The consultant will help the two governments decide whether they want to be involved in constructing the new plants and how much electricity theyll need.
If either Morgan City or Houma decides to opt out of the venture, it would likely fail, said Morgan City Mayor Tim Matte.
While other government-run utility systems have expressed interest in helping pay for and get power from the new plants, they do not need enough power to make the project affordable, he said. A small power plant is more expensive to construct when fewer people buy in than a larger power plant with multiple investors, he said.
The scale of this particular project, its going to take Morgan City and Houma to do this, Matte said. It would be difficult for Morgan City to do this without another city coming in.
Although a few Terrebonne Parish Council members have expressed hesitation in continuing to manage a utility system, the Morgan City Council is in agreement that a new power plant should be considered.
Luke Manfre, mayor pro-tem for the Morgan City Council, said the council unanimously agreed Tuesday to hire the consultant.
I think were all in agreement on this issue. Something has to be done, Manfre said. Were looking at all alternatives to provide the lowest cost utilities to citizens. Everyones looking at every possibility.
A group of public utilities called the Louisiana Energy and Power Authority, which includes Houma and Morgan City, has been studying ways to generate energy locally instead of paying higher rates to have it brought here from other areas.
The plants themselves could cost up to $200 million. But the size and price tag depend on the owners needs, Cordell Grand, LEPAs general manager, has said.
The new plants are needed, Grand said, to provide power to local utility systems because purchasing power outside the parish the source for the bulk of Houmas 12,000 customers energy needs has proven expensive and difficult.
Even when an economical, long-term power source is found, the time and money it takes to get permission to transfer the power over transmission lines or build new transmission lines ends up souring the deal, Grand said.
Owned by Entergy Louisiana, the transmission lines channeling power to the city are often congested and unable to support Houmas needs, officials have said. Transmission-line upgrades would cost between $90 million and $132 million.
Like Houma, Morgan Citys utility department uses mostly power from outside the city to serve 6,000 households and businesses. Aside from a pocket of SLECA electric customers in a residential subdivision, Morgan Citys utility system serves the bulk of its 13,000 residents.
Initial estimates are that Houma would have a new 50-megawatt plant and Morgan City would have a 100-megawatt plant, he said. Houmas plant would likely be built behind the existing Barrow Street facility, officials have said.
The cities of Winnfield and Rayne have adopted resolutions in favor of new power generation, while the cities of New Roads and St. Martinville have consultants reviewing the plan. Welsh town officials are consider a resolution at their next meeting, and Vidalia and Plaquemine are waiting for more information.
Staff Writer Naomi King can be reached at 857-2209 or firstname.lastname@example.com.
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Call Start:
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Joy Global Inc. (JOYG)
Robert W. Baird Industrial Conference Call
November 8, 2011 12:50 pm ET
Mike Sutherlin - President & CEO
Rob McCarthy - Robert W. Baird
Rob McCarthy - Robert W. Baird
So I think we are going to get started now. Good morning everybody. I am Rob McCarthy. I lead Baird's research team for machinery and diversified manufacturing stocks. And I am pleased this morning to be welcoming Joy Global back to the Baird Industrial Conference.
Joy Global generates an unusually large share of its revenue and an even larger share of earnings by providing mining companies with the aftermarket replacement parts, consumables, and services needed to achieve lowest cost per ton production and lowest product lifecycle cost.
Joy has also been an active participant in industry consolidation with the important LeTourneau acquisition in June, and the pending $1.4 billion acquisition of IMM, the leading indigenous supplier of underground coal mining machinery in China.
Today, we are joined by President and CEO, Mike Sutherland; Executive Vice President, CFO, and Treasurer, Mike Olsen; and President and Chief Operating Officer of P&H Mining, Randy Baker.
I'll turn it over to Mike.
Mike Sutherlin
Thanks, Rob, for the introduction, and it's first of all my pleasure to be here at this conference today. I want to have this opportunity to talk you about commodities, about mining, and about Joy Global. And during the presentation, I want to, really want to concentrate three things. I want to talk to you about our outlook for the commodity markets and how that outlook will drive demand for mining equipment. Secondly, I want to talk about how we have performance and programs that will translate that positive outlook into improved performance for our shareholders. And then third, I want to profile some of the strategies that we use in our business that I think is adding value to our top-line and to our bottom line.
Well, before I go further, I just need to caution the audience that the presentation and the comments I make today will contain forward-looking statements, and need to be interpreted accordingly.
I believe that we are still in the very early stages of a long-term multistage growth cycle for commodities. As I look at the markets we serve, they are definitely driven by the demand out of the emerging markets, whether that is population growth in the emerging markets, urbanization, or industrialization. And as a result, our view is that we expect the commodities to remain supply constraint over the long-term.
Despite concerns about macro issues, which are plenty of those out in the marketplace today, we still see very strong fundamentals in the mining industry. We still have customers that are learning mines globally at or very near full capacity. We still have pricing levels for commodities that provide sufficient incentive or continued mining expansion.
In addition to that, we still have, we have customers that are better off today than they were in 2008 it was up in comparisons made for 2008. Customers today have much better balance sheet; they are sitting on very strong cash balances compared to where they were in 2008. To our last customer they will tell you that they regret shutting down projects in 2008, trying to restart them in 2010. It costs them too much time and money and they wish they wouldn't have had to do that. Today they have enough financial flexibility to have it, as the decision capability of whether to or not to. And I think they will continue to move forward with their projects.
We certainly see our customers have a strong preference to spin their cash on CapEx for organic growth. There is very little M&A activity and there is very little disposition of return cash to shareholders.
As we take a look at the commodity environment, first look at the copper environment. For me, copper is a commodity that has constantly supply constraint. Production from the major copper producers this year is down both year-over-year and sequentially from the second quarter down to the end of third quarter. And those declines are pretty significant. They were down 8% sequentially, 15% year-over year. Those kind of declines are pretty characteristic of the copper markets and they are driven by a couple of things that create supply disruptions, production disruptions. It's almost unusual for copper producing company to make it's production forecast. And as a result of constant disruptions, labor disruptions; geology, weather disruptions, and those have become so frequent that they are now predictable.
If you look back over the last five or six years, you see the difference, disruptions have taken about 6% away from production levels in the copper industry in general. To the point that today we can predict those 6% losses.
Secondly, the other head win that they have is constantly declining ore grades. The ore grades have declined by 20% over the last decade, as the better areas of the mines have been mined out and they have now moved into areas of the mine that have lower ore grades. So that ore grade decline challenges our customers to keep production rates up, because they have to move more raw materials to give them a leveled output.
It's good for mining equipment because the demand is more mining equipment for given level of copper output. So with those conditions prevailing in the copper industry we see pricing levels that continue to stay at 3.50 level or above, we see some resistant points at 3.50. That provides adequate incentive for continued mine expansion.
Our long-term view in copper is that they will be – industry will be challenged to find new sources of copper to keep up with the growing demand that is coming out of the emerging markets and it will take all copper production even the highest marginal cost producers to provide supply that enable to meet their future demand. So we see the copper industry being a broad growth industry among lower cost, as well as higher cost producers.
If we move to the iron ore sector, we see in iron ore industry, an industry that's driven by the highest marginal cost producer. Today we have almost half of the world steel production capacity is in China. And yet China has very limited reserves for iron ore. And the reserve they have are very low grade and high marginal cost. So in effect China becomes a swinging producer. In iron ore, more recently we have seen a significant drop in spot prices, and there is some concern about what's that going to do to the industry. But in effect that's dividing the industry between a high grade lower cost producers and low-grade higher cost producers, and is forcing the high marginal cost producers out of production.
There is still a significant incentive for the high grade lower cost producers, the ones that are producing in Western Australia, South America, and in Africa. They continue to expand their mining operations and we see prior to-date they expand the iron ore production in those three areas by 50% between now and 2015, and those projects continue to move forward.
As we look at the global coal markets, the -- our markets that are driven by the emerging market demand without a doubt. We see net coal shipments in the emerging markets up 32%. We see power generation in those countries that are served by the seaborne markets up 15%. And coal demand is going to continue to be strong with over 200 gigawatts of coal fired power generating capacity under construction and will come online by the end of this year in those three markets. They will drive another 6 to 700 million tons of coal demand in the seaborne markets.
China and India are obviously the primary components of seaborne demand. In China, we see power generating demand is up 8%. We see domestic coal production, excuse me; the power generating capacity is up 12%. The domestic coal production is up about 8%. The gap being filled by seaborne traded coal.
We see in India power generating demand up 8%, coal production is actually down 3%, and even a higher gap is filled by imported coal. At the same time we see Japan bringing on coal fired power plants to offset the loss of nuclear plants, we still have to be upgraded before that can be brought back online. And we see in Germany taking off 8 gigawatts of nuclear capacity to meet some of their critical targets and that will be back fueled by excess available coal fired capacity in that market. So, we see strong seaborne demand out of the international markets and we see that benefitting a number of countries like South Africa, Australia, Indonesia, and also the U.S.
The U.S. has become much more diversified, much more broadly based coal producing market, driven by the growth in exports. Exports of U.S. this year should be around 105 million tons that will put them at the highest levels since 1992. It's also a high growth coming out of thermal coal exports. Thermal coal exports are running double where they were last year, and that's feeding into the strong seaborne markets and also taking advantage of the weaker U.S. Dollar. As a result, we plan the U.S. to be a no growth market and it's actually delivering some upside. We see some projects right now, some new mine expansion projects underway in the U.S. a very few of them driven off the opportunities to increase export volumes.
We also see major coal producers expanding or investing in the expansion of coal load imports in the West Coast, the PRB coal into the seaborne market - specific seaborne markets. So we see a lot of things going on in the U.S. market that will keep that market a growth market, a low growth market but still a growth market in the U.S.
As we take a closer look at China, I look at China and see China to be really a market driven by two main principle factors. One of those is strong commodity demand. They will talk about the strength in thermal coal demand that comes off the growth in power generation. We see that continuing in China as they build out the electricity grid in the western provinces.
We also see hydroelectric power down in China this year because of low water flow. So that's another 50 million to 60 million tons of coal demand that's got to come out of the either domestic production out to seaborne markets. And in China we also see, from an equipment standpoint, we see a much higher demand for equipment in the China market as they continue to drive part of consolidation or mechanization of the local domestic mines in China.
The second factor we see going on in China is a cycle of destocking, restocking. And China was definitely in destocking mode in the first half of 2011, reducing pretty significantly their imports of coal during that period, but also reducing their imports of copper. We see them moving starting the May and June of this year we saw they are moving back into a restocking phase and we expect that restocking phase to continue during the second half of 2011.
This commodity outlook around the world translates into strong CapEx for our major customers, strong CapEx for all of our customer across all commodities. We see the major customers giving four or five year forward CapEx of very strong number. So we see them certainly, the longer-term project sequences of projects to meet there expansion and expectations over the next fiver years, and all those numbers were up very significantly from where were we saw them at the start of 2011, as we started this growth phase.
We translate that into prospects for our equipment. We track projects that are moving into the equipment selection phase, and we look very closely at the projects that are in the last 12 months before we make equipment selection. Our view on that is still very strong, we see the pipeline very strong, we see the prospect list at the end of our third quarter went up, despite strong bookings for us. And so that said that we have more projects being added to the pipeline that we took out by booking, and this is a very positive statement on the strength of the pipeline.
As we look today, we expect our customers to continue to drive the projects forward that are deep in the pipeline, with the projects that are 12, 18, maybe even 24 months from the equipment selection phase. We see that continuing to be driven forward.
We also, between the lines read more caution among our customers about adding new projects to the pipeline. At this point, we see a little bit more tendency to let projects slowdown a little bit as they get more clarity on the macro factors. But certainly, the visibility of the project pipeline for the next 12 to 18 months is still remains very strong, and we see our customers getting a little bit more cautious, until I get stronger reach on the macros.
On top of this outlook from the markets we serve and the strong demand that does generate for our business, we still have a business that's driven around very strong strategies. And we have strategies in our business that are delivering strong incremental values for us. One of those is our operational excellence strategy. It's doing a lot of things to improve the efficiency of our processes on our factory floors; most importantly it's reducing our cycle time in our businesses. We see the build time for shovels went down from 15 months to 5 months, much faster cycle time on that, on the shovel build, demonstrating the efficiency we're getting in our manufacturing processes, but it's also delivering us realizable capacity within group line.
Same thing with our longwall shearing machines have gone down from eight months to five months. Those kinds of operational excellence programs are allowing our legacy facilities to compete with our latest state of the art facilities that we're building in China. So, the operational excellence programs continue to deliver value for us in numerous ways.
We also have a very strong strategy around lifecycle management. It's a core principle in our business and it really translates to the philosophy of our business around strong aftermarket, delivering very high levels of machine reliability. The reliability of the machines are very valuable because we have mission critical machines and reliability translates into downtime or loss production for our customers. That is a basis for customer preference for our equipment and allows us to sell equipment at premium prices and strong margins. So for us we look at the aftermarket as a very offensive part of our business. It drives the strength in our original equipment demand and an installed base drives more aftermarket.
Some investors will look at aftermarket as a defensive strategy. It provides stability of revenue and earnings throughout the cycle and it does do that. But we manage it internally from an offensive standpoint; it drives strong demand for original equipment.
We were also been translating our aftermarkets on transaction-based or program-based trying to move from transaction to transaction to incorporating that into a stronger list of programs. Life Cycle management programs for us will take the form of cost per ton programs and the long-term maintenance and repair programs for equipment. Well we take responsibility to market the equipment, order parts, manage repair, parts replacement, or rebuild cycle. We see significant improvement in the performance of the equipment on those kind of programs and our customers are seeing significant value.
As a result of that, those program based aftermarket numbers are continuing to go up in our business as we buy more of our aftermarket into those programs. For us, that gives us better predictability and also increases the capture rate from the transaction-based aftermarket.
The next level for us at aftermarket is a product we call Smart Services and the core part of that for us is remote condition monitoring, remote diagnostics, and tools that our customers can use remotely at the mind management level and also at machine operator level, to optimize the cutting loading cycle. And those programs have delivered significant value to the customers who have used them. They are seeing the ability to maintain even higher levels of machine reliability for doing meantime between failure analysis, which is improving the predictability of our parts demand, which has improved our parts planning on those programs. And it also feeds back into our engineering organization, to look at ways to upgrade the components to improve the meantime between regarding both in terms of time to failure, but also the variability of the time to failure to improve the predictability.
So those programs that we piloted in South Africa are now moving out into other markets like the United States, moving out into Australia, and we have that market in China as well. The move into those markets has been pulled by the customers much as it's been pushed by us. I think it demonstrates the strong value that our customers see in these programs.
We also have a strong strategy around the investment in China. We've been investing in China since 2003 when we built our first service center in Inner Mongolia, and Baotou, serving the major mining operators that operate in the Inner Mongolia Northern Shaanxi region. But it's also been building at our manufacturing campus in Tianjin, where we are building our campus that we call a Center of Technical Excellence.
We have got two factories onsite now and as we move production out of legacy markets into the Tianjin campus, we also go through a leading out base. So as those processes get moved over, we are using 15% to 20% lower labor content on the manufacture we are doing in China, than we were in the same processes that were moved out of our legacy facility, so significant improvement in the efficiency of the operations in China. And therefore, they are our lowest cost operations in there global fleet of equipment.
They are the lowest cost because of the improvements we have made in the processes in the high level of machine automation we have in those factories, they are not lowest cost because we are leveraging low cost Chinese labor. We do that to get high levels of scalability and high levels of repeatability of the China manufacturing campus.
We are building the next stage of that is a factory that will be focused on underground equipment, and that will double our capacity in Tianjin, and bring our total capacity in China up to about a million square feet of floor space in China. We think that that is a very strong and competitive program for us. And we think it puts us in the right place and the high growth place of our markets. And we also think that it's delivering value to us in terms of lower cost and improved operating profitability.
We made acquisitions. As Rob said, we made acquisition of LeTourneau earlier this year. That's a two-stage acquisition. LeTourneau was available to us on an all or nothing basis. We acquired LeTourneau Technologies and then we looked at the business, we are prepared to do both the mining and the drilling part of that business.
Drilling has always been part of our strategy, but it's much quicker out on the horizon. We were not comfortable with the green portion so moving that out in the schedule and accelerating the acquisition into the drilling equipment business. We started looking at options and we decided that staying in the drilling equipment business would spread our focus and force us to undercapitalize the investment opportunities we had in mining. So we look for a strategic partner and we move that, the drilling part of the business up and at the end of October we complete that transaction.
And it was good for us, because it allowed us to get back to mining and focused on building out the portfolio of equipment in our mining product base and doing that first, and then we will keep looking at the drilling space as a later part of the strategy but it's not on a current horizon at this point.
As we look at the loaders, it does a significant advantage for us in providing an additional solutions to the surface loading market for some. Today we address surface loading with a growth chart, related growth chart. The large wheel loaders provide another access to that surface loading market but it also provides an access to mines that are not electrified, which opens up some different market opportunities for us. So it's a very complimentary product, locations, and service integration in the field will be to run very smoothly. We see that to be a significant contributor to revenue growth and to incremental profitability for the business.
It's a product that has some very unique advantages. It's got the two largest model sizes in the industry, so it's got an uncomparable pay load capacity and it's also electrified by real drive per unit, so it's got significant fuel efficiency advantages by regenerating and reusing the energy during digging and lifting cycles. So that's a product that's got significant amount of customer interest and we think it's a right addition to our business. It's a high quality business. It's got strong aftermarket and it's a strong margin business. So we think it's a quality addition to our business.
The other acquisition we made is, we are in process on is IMM, our International Mining Machinery, is a manufacturer of equipment scheduled for the domestic China market. The market in China that we have been serving with our imported equipment is a large state-owned mines. That market is comprised of got 20 customers. There spend for equipment is about $2 billion a year. The middle tier market is made up of smaller state-owned companies, majority of it is provincially owned mining companies. Now there are a couple of 100 customers and there annual spend for equipment is $6 billion to $8 billion. So significantly larger market and IMM gives us a great entry point. It's also a business that's got the quality products we're looking for the road headers and shearing machines are very similar to the continuous miners and shearing machines we have in our Joy branded business. It's a base that we can build and leverage just like we have in our Joy business. So we think it's a great entry point. It's a leader in its market. It's got great brand recognition, strong customer base.
We are going to mark on approval. Everything is going on schedule. We are cautiously optimistic. We think we will complete the transaction by the end of the year. We will do the delisting early next year and we will start the integration of IMM of what we think again, high quality business, strong aftermarket, strong margin business that will enhance the earnings accretive from day one.
As I said, our strategies are helping us deliver profitability in our business. In addition to our strategy we have just a relentless focus on incremental profitability in our business and we keep driving that incremental profitability for the target of 45%. We would also include things like operational excellence or improving the velocity of our working capital that all translates into strong cash flows for our business. Where our business despite being capital intensive, has extremely strong cash flows and allows us to accumulate cash to use for acquisitions or provide the flexibility to take advantage of opportunities in the market as we go forward.
We are also a business that's been considered to be a cyclical. And large capital equipment manufactures are all often characterized that way. But if you look at our performance over 2008, '09, '10 period, you will see a dramatically different story. We used our backlogs and our strong aftermarket business to level out our revenues of that '08, '09, '10 period, and we used our focus on incremental profitability, we used our operational excellence, and we used a scenario planning exercise to look at ways to take structural cost out of our business and get prepared for the uncertain market we saw ahead of that time.
All those things translated into true profitability of that same period of time. Through doing that, we position of business by the end of 2010, to be well positioned and take advantage of the return of strong growth we saw in 2011. So I think that the numbers speak for themselves and it shows that we are a much more stable and much more predictable business over the cycle than the stereotype would have us.
So as I want to just sort of conclude and wrap up, I would like to sort of leave you with a couple of comments about our business. We do have a business ahead, industry leading positions both in the products that we sell and in the markets that we serve whether they are commodity markets or geographic markets. We are a business that drives ourselves to be both operationally and financially efficient business and that's allowed us to deliver a real strong operating profit margins, our incremental profitability is very strong. And it's also translating down into improved asset velocity, improved return on assets.
So that financial strength is a real aspect to our business. We are also a business that focuses on the long-term as well as the short-term. We make long-term investments in our business to continue to revitalize our business. Those investments are CapEx. They are acquisitions but they are also R&D programs that continue to drive technology improvement and the next level of product in our current markets and open up adjacent markets to us.
The strong balance sheet gives us the flexibility and the opportunity to take advantage of opportunities when they come up. So I think that we are a market that is well positioned to serve the markets ahead. We think those markets will continue to be strong, even if we move into periods of uncertainty, we think we have the business that's well positioned to take advantage and perform during those periods of uncertainty.
And in short, I think, Joy Global is a great investment opportunity.
So with that, I will conclude my formal remarks and thank you very much for your interest. So maybe open the floor to any questions that come off the floor. Guys you got to help me up because Bob is going to ask me a question if you guys don't.
Question-and-Answer Session
Rob McCarthy - Robert W. Baird
Hey Mike. I am sure everybody would be interested to hear your prospective on how CAD's acquisition of (inaudible) changes the industry dynamics. And as a follow-on to that it would be my observation typically when you put large capital equipment companies together nimble competitors are usually able to take advantage of that on a market share bases. Perhaps you could update us on your ability to use the changing dynamic to your advantage.
Mike Sutherlin
Yeah this is a fairly broad question. As we look at the competitive landscape certainly CAD is a large significant competitor with a lot of strength in the marketplace. I do think that the capability of CAD in the mining market is sometime is overstated when they talk about 35,000 dealers around the world. They don't have 35,000 dealers serving the mines around the world. They have 35,000 dealer serving construction, engines, and a few other things. But you get out to the mining; we could be facility by facility location-by-location very well.
I also think that the direct model is really right for our business and our products that we have in our portfolio. We do a tremendous amount of customization of the equipment. We have an unbelievable of number of people that are constantly in are customers offices and mine sites everyday, working on projects, working on equipment configurations, and options and other design concepts that we can used to match equipments specifically the customers mining operation. That level of customization is highly valued by our customers.
We have projects where we do funding engineering, studies with the customer, we design and build equipment through contract, we commission start-up equipment, and we take Life Cycle management like long-term lifecycle management contracts at the back-end.
I think it demonstrates the value that the customer has in that direct relationship easy access to us whether it's me or whether it's Randy for P&H or whether it's engineering of service people, direct access from the customer to any point the organization where they need to get through to get issues resolved.
So, I like that very much. We are also on our business that our direct model is very focused and very responsible to issues at field level. And I think we can support our equipment with a direct model much better than going with the inter modal. And we've been demonstrated that we have equipment that they invariably have the highest levels of machine reliability, the availability of the fleets and we get that because we have a very focused aftermarket that we control. We also get that because out of our 15,000 people we have 4,000 of those who job is go to mine site everyday to support our equipment running under lifecycle management contracts. They mark our equipment they look at where light, they look at production rates, they order parts, they plan repairs, rebuilds, ware part replacements and all that adds value to our customer. So, I like our model, I think its right for our business and I think it's the right model for the industry, and our customer certainly have grown up on that model and they are very comfortable with it. I like our chances to be focused and do well, what we are doing well. We are not going to package up equipment. We are not going to package discounts. We are going to continue to focus on incremental value to the customer, and I think we will do very well with that.
Unidentified Analyst
Could you comment on what might be a secular -- can you talk about labor dislocations, but I am just worried about from a taxation and from (inaudible) and whether that could be a secular headwinds or whether it can be (inaudible).
Mike Sutherlin
The question was about our views on secular trends that could become head headwinds, in our market things like taxation and regulation. Certainly, well the reasons we see the US to be a low-growth market thermal coal is around regulations, and we just don't see new coal-fired plants being built in the US. We see a strong base from existing plants that are operating here, base level plants, and we see growth out of the export markets but not out of thermal demand in US. As we move around the world, there is increasing trend for taxation in different forms and fashions. Countries look at declining markets as opportunities to improve governmental revenue.
Its not uncharacteristic of what we have already seen in oil and gas industry, in most cases the oil and gas industry has same kind of taxes, and higher tax ratio were seen in the mining industry. So from that standpoint, mining is catching up to what we see in the oil and gas industry but I use Australia, for an example. Australia has got grade reserves there are high quality reserves; they will be competitive even with the currently proposed tax rates. They many not be as high as our customers would like. They may push prices up in the market and require higher incremental prices to continue mine expansion in the same level in Australia, but Australia's reserves is too good to go on tap.
So, what we are seeing the markets move down into to may be lower levels of profitability and more sustainable levels of profitability and I don't see the government taxes really slowing that down all that much. I mean it may get little slow down in the interim as our customers go through negotiation and can't start up a new mine, while negotiating for lower tax rates. But fundamentally, over the long-term, we don't see the tax levels that are being imposed to be unreasonable and not enough to destroy the economics and supply in the key markets reserve.
Rob McCarthy - Robert W. Baird
Thank you, Mike. For those of you would like continue your dialogue with the company, there will be brief breakout session here in this room, small table up in the front to your left.
Next up in this room is Illinois Tool Works in the north ball room Stanley Black and Decker in the state room Pool Corp and then (inaudible) Tower International.
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Federico Fellini: Satyricon
Program Locations:
Please join us on Wednesday, May 8 at 7 p.m. for a screening of Federico Fellini's Satyricon (1969, 128 min) in the first floor corner room of Mid-Manhattan Library.
This film is part of the series Three Auteurs of World Cinema. All screenings are FREE and each program includes an introduction to the film as well as a guided discussion afterwards. Seating is first-come, first-served and doors open at 6:30 p.m.
Satyricon (1969, 128 min) is a fantasy drama written and directed by Fellini. It is loosely based on Petronius' Satyricon, a series of bawdy and satirical episodes written during the reign of the emperor Nero and set in imperial Rome. This is Fellini's eleventh feature film. In Italian with English subtitles.
Please contact Karen Ginman at firstname.lastname@example.com or Thomas Knowlton at email@example.com if you have any questions.
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Just upgraded to WP 3.5. Now the positioning of jQuery popover tooltips (jQuery.popover plugin v1.1.1, Davey IJzermans) is screwed up, stuck in the upper left corner. Behold here:
I don't see an obvious cause/solution, like a CSS naming conflict. So this will probably cost me two days to fix. Does anyone have any clue what in the 3.5 upgrade could have caused this?


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Press Room
Association News
Aug 26, 2016
Thomas Bowen has passed away at the age of 47.
Aug 24, 2016
CUAid has made a tremendous impact in Louisiana, but more help is still needed.
Aug 24, 2016
Purchase tickets and sponsorships now!
Aug 24, 2016
CUNA Mutual Group and PSCU Collaborate as Lead Partners for Credit Union Cherry Blossom Ten Mile Run®
CUMD Extends Race Title Sponsorship for Three Years
Aug 24, 2016
Beware of a recent phishing scam.
Aug 24, 2016
Help score a win for Children's Miracle Network.
Aug 23, 2016
Fall Volunteer Leadership Conference Promises to Amaze and Inspire!
Aug 19, 2016
Miracle Jeans Day is Wednesday, September 14.
Aug 17, 2016
MC EFCU redesigned and recently launched their website.
Aug 17, 2016
Andrews Federal supports their local community.
RSS News
Aug 29, 2014
The regulator issues prohibition orders to three former credit union employees who pleaded guilty...
Aug 29, 2014
Cybercrime is a "sleeper issue" with the potential for huge impact on markets, says Greg...
Aug 29, 2014
The former assistant manager of the $40 million Wilkes-Barre City Employees Federal Credit Union...
Aug 29, 2014
Michael Wettrich, a 14-year state regulator, is the new CEO at Education First Credit Union in...
Aug 29, 2014
Security expert tells CU Times JPMorgan and others fail to invest in enough technology to protect...
Aug 29, 2014
Wal-Mart has announced holders of its branded MasterCard will be receiving new cards with EMV chips...
Aug 29, 2014
International Credit Union Day's theme of "Local Service. Global Good." gives credit...
Aug 28, 2014
Consumers, especially the younger generation, are using credit and debit cards for the smallest of...
Aug 28, 2014
The Texas-based corporate now offers deposit capture services for NCR and Deibold image-enabled...
Aug 28, 2014
The bureau's new OMWI report also says employees question the new pass/fail performance review...
No news found.


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Novel, preclinical radiotherapy modalities are being developed at synchrotrons around the world, most notably stereotactic synchrotron radiation therapy and microbeam radiotherapy at the European Synchrotron Radiation Facility in Grenoble, France. The imaging and medical beamline (IMBL) at the Australian Synchrotron has recently become available for preclinical radiotherapy and imaging research with clinical trials, a distinct possibility in the coming years. The aim of this present study was to accurately characterize the synchrotron-generated x-ray beam for the purposes of air kerma-based absolute dosimetry.
The authors used a theoretical model of the energy spectrum from the wiggler source and validated this model by comparing the transmission through copper absorbers (0.1–3.0 mm) against real measurements conducted at the beamline. The authors used a low energy free air ionization chamber (LEFAC) from the Australian Radiation Protection and Nuclear Safety Agency and a commercially available free air chamber (ADC-105) for the measurements. The dimensions of these two chambers are different from one another requiring careful consideration of correction factors.
Measured and calculated half value layer (HVL) and air kerma rates differed by less than 3% for the LEFAC when the ion chamber readings were corrected for electron energy loss and ion recombination. The agreement between measured and predicted air kerma rates was less satisfactory for the ADC-105 chamber, however. The LEFAC and ADC measurements produced a first half value layer of 0.405 ± 0.015 and 0.412 ± 0.016 mm Cu, respectively, compared to the theoretical prediction of 0.427 ± 0.012 mm Cu. The theoretical model based upon a spectrum calculator derived a mean beam energy of 61.4 keV with a first half value layer of approximately 30 mm in water.
The authors showed in this study their ability to verify the predicted air kerma rate and x-ray attenuation curve on the IMBL using a simple experimental method, namely, HVL measurements. The HVL measurements strongly supports the x-ray beam spectrum, which in turn has a profound effect on x-ray dosimetry.
P.A.W.R. and R.A.L. were in receipt of a project grant (Grant No. APP606614) from the National Health & Medical Research Council (NH&MRC) of Australia. J.C.C. is in receipt of an Early Career Researcher Fellowship from the NH&MRC of Australia. The authors acknowledge technical assistance and advice from the following individuals: K. Wootton, P. Bennetto (University of Melbourne), D. Hausermann, A. Maksimenko (The Australian Synchrotron), T. Ackerly, F. Gagliardi, N. Brouwer (Alfred Hospital), and D. Butler (ARPANSA). The authors thank the reviewers and Associate Editor of the paper for providing insightful and constructive comments.
I. INTRODUCTION II. MATERIALS AND METHODS II.A. X-rayspectrum calculation II.B. Experimental measurements II.B.1. Ionization chambers and air kerma rate II.B.2. Assessing the cross-sectional area of the beam II.B.3. Electron loss and ion recombination correction factors II.B.4. Experimental uncertainty and error bars II.C. Comparison with theory III. RESULTS IV. DISCUSSION AND CONCLUSIONS


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Club Pet Hours
(Daily Tours: 12 p.m. - 3 p.m.; closed to the public on major holidays)
Monday-Friday 7:15 a.m. - 6 p.m. (last check-in or check-out is at 5:30 p.m.)
Saturday 7:15 a.m. - 3 p.m. (last check-in or check-out is at 2:30 p.m.)
Sunday 10:15 a.m. - 5 p.m. (last check-in or check-out is at 4:30 p.m.)
Our dog kennels are in a climate-controlled, indoor area with skylights and palm trees for an open, bright atmosphere. We have 20 small, 34 medium and 18 large dog kennels and 1 VIP Dog Suite. Dog kennels have raised platforms to elevate your pet's bedding and keep your pet comfortable.
Our cattery is a separate climate controlled, sound proof room, which has 2 VIP suites, a junior VIP suite, a playroom, 12 single level kennels and 6 double level kennels. Each cat accommodation includes a comfy, cozy fleece bed and a small blanket or two.
Our jungle themed exotics room is a quiet, climate controlled haven, just off the Club Pet lobby, where our staff can keep a close eye on the goings on. We have space for 12 exotic enclosures at a time.
Club Pet provides sanitized stainless steel bowls for food and water, so unless your pet will only eat out of a special container or doesn't like metal bowls, there's no need to bring your own bowls. We also have a large variety of dog and cat beds, and lots of blankets and toys.
You are welcome to bring personal bedding, toys, food or treats for your pet. We recommend that you bring a favorite toy or two, to help make your pet feel more comfortable. Please limit personal belongings to 5 items, and write your pet's first and last names (using indelible marker) on anything that you do bring.
Our standard practice is to wash your pet's bedding prior to departure, so if you don't want us to do this, please make sure to mention this at check-in.
Glass and other breakable items are not allowed.
If your pet has any food allergies, is on a special diet or a veterinary prescribed formula, please bring your pet's food from home. We suggest that you bring a little bit extra, in case your pet's stay is extended. Any unused food you supply will be returned to you at check-out.
In general, maintaining the same diet being eaten at home is a good idea, and we encourage you to bring your own dog and cat food. If this is not practical, or if we run out of your food during your pet's stay, Club Pet can feed quality Iams© products for an additional charge, to help recoup our costs.
We maintain a variety of dry and canned foods on hand. If you would like us to use our food, at time of check-in, please let the Customer Service Representative know of your dog or cat's current diet, and we will match it as closely as possible.
For exotics, you must bring your own food, or else make specific arrangements – in advance – with us. Additional charges will apply in cases where we need to bring in food for your exotic.
Additional fees may apply for food preparation above and beyond standard dry and canned food, or for meals/treats in addition to or outside of our standard feeding schedule. Please speak with a Customer Service Representative about your pet's requirements when making your reservation.
Dogs – included at no extra charge are a morning and evening potty break (approximately 10 minutes) in our outside runs, twice a day feeding if you have supplied your dog's own food (otherwise a nominal charge applies), twice a day treats, a raised bed with cozy blankets and clean, fresh water.
Cats – included at no extra charge are two litter box changes per day, twice a day feeding if you have supplied your cat's own food (otherwise a nominal charge applies), fresh bottled water, a soft bed with a small blanket or towel, and the opportunity to spend some time in our cattery playroom.
Exotics – included at no extra charge is a daily cage or enclosure cleaning, and fresh bottled water.
Yes. Dogs go outside for exercise/bathroom breaks at the beginning and end of the day. Interactive activities such as leash walks, indoor or outdoor off-leash play, and TLC services are available for an additional fee. See the Additional Services page for more details.
Cats get to spend time daily in a large playroom furnished with a cat tree, comfy bed and room to play. For your cat's safety, we do not do group play other than family groups boarding together. Additional Feline Enrichment services are available – see the Additional Service page for more details.
Some owners don't mind having their dogs out in the rain, and for these hearty guys, our staff bundles up and heads outside. For the dog – or owner – who doesn't see it that way, Club Pet has a large indoor arena for ball playing, tug-a-war, and all kinds of activities.
At Club Pet, we take our vaccination requirements very seriously. We are concerned with both the health of your pet, and the health of all the other animals your pet may come in contact with while boarding with us.
When making a reservation, our Customer Service Representatives will let you know what vaccination information, if any, we have on file for your pet, and when we show those vaccinations are due to expire. However, it is the owner's responsibility to ensure that Club Pet has required proof of vaccinations prior to boarding. We cannot allow an animal into our boarding facility that is not in compliance with our vaccination requirements.
All vaccinations must be given at least 24 hours prior to boarding. First time vaccinations (for puppies and kittens) must be given at least 2 weeks prior to boarding. Vaccinations cannot expire during your pet's stay.
Dogs (Must be at least 4 months old) – Rabies, DHPP (Distemper) & Bordatella are required. We will accept proof of adequate protective titers in place of vaccines for Rabies and DHPP only.
Cats (Must be at least 4 months old) – Rabies, FVRCP & FeLV (Feline Leukemia) are required. We will accept proof of adequate protective titers in place of vaccines.
Age Certificate – Pets over a designated age must have written veterinary clearance to board in a non-medical, non-24 hour facility. The Age Certificate must be renewed annually (prior to boarding). It is available for download on the Club Pet website or can be provided to your veterinarian upon request.
Birds & Exotics – Exotic Health Certificate is required and must be renewed annually (prior to boarding). The Exotic Health Certificate is signed by your pet's veterinarian and states that the bird or exotic pet is free of communicable disease and will be healthy enough to board in a non-medical, non-24 hour facility. It is available for download on the Club Pet website or can be provided to your veterinarian upon request.
Medical Stability Certificate – Pets undergoing treatment for a medical condition must have written veterinary clearance to board in a non-medical, non-24 hour facility. The Medical Stability Certificate must be renewed annually, prior to boarding, or may be required more often, as deemed by Club Pet Management. It is available for download on the Club Pet website or can be provided to your veterinarian upon request.
You or your veterinarian may send information to Club Pet via:
Fax: 858-756-4715
Email: firstname.lastname@example.com or
Regular Mail:
Club Pet Boarding
Helen Woodward Animal Center
PO Box 64
Rancho Santa Fe, CA 92067
Regular Mail:
Club Pet Boarding
Helen Woodward Animal Center
PO Box 64
Rancho Santa Fe, CA 92067
Please include your name and reservation date in your correspondence.
Yes, we have a private jungle-themed room that is climate controlled and quiet. Please provide the necessary food and supplies for your pet's stay. Club Pet has cages available for use if needed. Please speak with a Customer Service Representative to determine if a suitable enclosure will be available at the time you make your reservation.
Each time you check-in, we will confirm how we may reach you directly (or reach a designated emergency contact(s), authorized to make decisions on your behalf while you are away) in the event of an emergency.
You will also be required to sign a Helen Woodward Companion AnimalHospital Treatment Authorization release that allows us to seek emergency care for your pet if you and your emergency contact(s) are unreachable, should a situation should occur.
If a problem arises, we will always try to reach you or your emergency contact before taking any action. During normal business hours, we will take your pet to the Helen Woodward Companion Animal Hospital for emergency treatment. If they are closed, we have arrangements with a near-by 24 hour emergency facility that is approximately 15 minutes away.
Yes, we record detailed information regarding your pet's health and behavior every day. For dogs boarding with us for 8 days or more, we do a weight check every four days. You are welcome to review your pet's health check information when you pick up your pet, or to call in during your pet's stay with us for an interim report.
Yes, we administer pills, supplements, ointments and other oral and topical medications for an additional charge. Extra charges apply per type of medication/supplement, per time given. Please let the Customer Service Representative know about any medications or supplements when you call to make a reservation or request general information, so that you may be advised of appropriate fee rate(s). We regret that we do not administer injections.
We administer medications between the hours of 6 a.m. to 4 p.m. If your pet requires additional medical attention, we recommend you speak with your veterinarian for recommended care while you are away.
Club Pet is located on the Helen Woodward Animal Center campus, and is patrolled by a professional security force, giving Club Pet 24/7 security. Helen Woodward Animal Center staff are present in the Club Pet building 24 hours per day, 7 days per week, and are available at all times to respond to problems or emergencies. Club Pet itself is not a 24 hour facility, which means we do not have animal care staff working in the boarding kennel late at night while the pets are sleeping.
Club Pet employs experienced and highly trained animal care staff to provide for your pet's safety and well being while boarding with us. We hire only animal lovers. In most cases, our staff are experienced animal care workers, many of whom bring years of relevant animal care experience with them. We then put each of them, regardless of their experience level, through a customized training program that instills in them Helen Woodward Animal Center and Club Pet best practices regarding animal care. We then require each of our staff to attend and pass an animal handling course provided by an accredited, outside animal behavior consultant. Finally, we offer frequent refresher training in existing and new protocols, and special seminars on topics such as safety and animal emergency medical procedures.
What are your check-in and check-out times?
Check-in and out times vary by day, as listed in the table:
1st time boarders: arrive no later than 1 hour BEFORE closing time (varies by day – see Club Pet hours).
You will be charged for the day of arrival, regardless of check-in time.
You may check-out after 12 noon.
To avoid being charged for an additional night,
Check out before 12 noon.
If you wish to pay for the additional night, you may check-out your pet between 12:01pm and 4:30 pm, or wait until the next morning (the price will be the same until noon the following day).
I'm a first time boarder - what should I expect at the time of check-in?
Arrive anytime after 7:15 am, but please, no later than no later than 1 hour BEFORE closing time (varies by day – see Club Pet hours). Allow 30 minutes to complete your check-in. If you are arriving after 3:30 pm, we suggest you feed your pet at home, and administer any afternoon medications, before coming to Club Pet.
First time boarders can expedite their check-in process by downloading many of the required forms from our website, and completing them prior to arrival in our lobby. For access to the forms, see the Download Forms page of the website. We recommend that you read and complete the Boarding Contract, Feeding Schedule, Belongings List, and Vet Treatment Authorization Form in advance.
If you are interested in having your dog interact with other dogs while boarding, please complete the Group Plan Questionaire and Consent form. If your pet will receive medications while boarding, please complete a Medications Form. For answers to your questions or for assistance, please contact one of our Customer Service Representatives at (858) 756-4117 Option #2.
At check-in, please be prepared to provide information (telephone numbers, e-mail addresses) on how you may be reached in case of emergency, and the name(s) and number(s) of a designated emergency contact(s) who may make decisions on your behalf if you are not able to be reached.
We will confirm your reservation specifics (planned date of departure, size of kennel) and required vaccinations, as well as age and health certificate information, if appropriate. The Customer Service Representative will also confirm the clinic name and contact information for your pet's regular veterinarian, so if that information has recently changed, please make sure and bring the most current information with you.
If you are bringing food, medications or supplements for your pet, please be prepared to provide the name and type of the product, strength, proper dose and frequency, and the reason for use of the product, especially if the items are not in the original container. Whenever possible, please bring medications and supplements in their original containers.
You are welcome to bring some of your pet's personal belongings, such as a bed or favorite toys. Please limit yourself to 5 items, and clearly mark, in indelible ink, the pet's name and your last name on all items. Please do not bring anything that you consider valuable or irreplaceable.
At check-in, the Customer Service Representative will ask you some questions about your pet's health, and one of our animal care technicians will do a health inspection and weight your pet (dogs only) to establish a baseline for the visit.
Please see the Reservation page for details.
Boarding fees for dogs and cats are per night, per animal, based on the size kennel reserved. Pets sharing a kennel receive a 10% discount off the regular overnight boarding rate. Exotics are charged per animal per night, based on type of animal.
For boarding stays of less than 14 days, all charges are due at the time of check-out. For stays longer than 14 days, interim payments may be required. If our interim payment policy applies to your pet's stay, you will be advised of the specific details at check-in.
Invoices must be settled before your pet(s) leave the facility.
We gladly accept cash, check (California banks only, please), Visa, MasterCard, Discover and American Express for payment.
What is the Club Pet Cancellation Policy?
All Club Pet reservations are subject to our 7 day cancellation policy, including same-day reservations that are cancelled. If you cancel your reservation within seven days of check-in, you will be charged a cancellation fee.
The cancellation fee is equal to the cost of one night's boarding for each kennel reserved which is being cancelled. A current credit card number and expiration date is required in order to confirm each reservation – this is the card against which the cancellation fee will be charged


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- Report: #1123663
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Complaint Review: Martin Memorial Hospital
Martin Memorial Hospital2100 SE Salerno Rd Stuart, Florida USA
Martin Memorial Hospital - where the elderly go "Home" ,i.e., Soylent Green. Mishandled parent's illness, admitted for one problem then dies from another contracted in hospital. Stuart Florida
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My mother was admitted to Martin Memorial Hospital for a stroke. She contracted pneumonia there which aggrivated her dormant pulmonary fibrosis and ecoli was introduced into her lungs when she was placed on a ventilator. She was not treated for the pneumonia for the first 72 hours until my sister made a scene at the hospital. Mother died from complications due to pulmonary fibrosis.
This report was posted on Ripoff Report on 02/14/2014 05:30 PM and is a permanent record located here: http://www.ripoffreport.com/r/Martin-Memorial-Hospital/Stuart-Florida-34994-2579/Martin-Memorial-Hospital-where-the-elderly-go-Home-ie-Soylent-Green-Mishandled-pa-1123663. The posting time indicated is Arizona local time. Arizona does not observe daylight savings so the post time may be Mountain or Pacific depending on the time of year.
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