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Home > About Us > News & Related Articles > Recent News > Saint Mary's Names Co-Chairs for Gala 2014 to Benefit Patient Care
Published on January 21, 2014
WATERBURY, Conn. (January 21, 2014) –Saint Mary's Hospital Foundation will host the 2014 Saint Mary's Hospital Gala, "A Night in Venice," on Saturday, February 1, at the Aqua Turf Club in Plantsville. This year's event features an elegant dinner and dancing as well as Saint Mary's legendary live and silent auctions.
Co-chairs Dr. J. Alexander and Mrs.Abagail E. Palesty of Beacon Falls.
The co-chairs of Gala 2014 are Dr. J. Alexander and Mrs. Abagail E. Palesty of Beacon Falls and Mr. Richard M. and Mrs. Robin M. Sills of Naugatuck.
New to the Gala this year is a specialty raffle for a $25,000 gift certificate from Onyx II Fine Jewelers of Watertown. Music will be provided by New York City-based band, "Live Wire."
Dr. Palesty is a board-certified general surgeon and surgical oncologist with Saint Mary's Hospital and the Breast & Oncology Center in Southbury and a leading robotic surgeon in the community. A Fellow of the American College of Surgeons, he received his medical degree from St. George's University School of Medicine in Grenada and completed his residency training in general surgery at Saint Mary's Hospital and a research fellowship in plastic surgery at Yale University. He then went on to finish a two-year surgical oncology fellowship at Roswell Park Cancer Institute in Buffalo, New York. He is currently the Program Director of the General Surgery Training Program and Chairman of the Committee on Cancer at Saint Mary's Hospital and also is an Assistant Professor of Surgery at the University of Connecticut Health Center.
Abagail Palesty attended the Taft School and Trinity College, graduating with a Bachelor of the Arts in Women's Studies. She has served as an account manager for Walgreens Infusion Services since 2011 and a former staff member of Saint Mary's Department of Surgery. Abagail serves on the Waterbury Symphony Orchestra's Board of Directors and as a member of its Development Committee.
Mr. Richard M. and Mrs. Robin M. Sills of Naugatuck
Richard Sills has specialized in sales and estimating for the Torrington Supply Company for 33 years. A graduate of Post University, he has served as a loan executive for the United Way, as a member of the Board of Directors for the YMCA of Greater Waterbury and has volunteered for many community organizations, including Literacy Volunteers of CT.
Robin Sills has served as the Physician Relations Specialists and Patient Advocate for Naugatuck Valley Radiology Associates since 2003. She was a nurse for Saint Mary's Hospital for 21 years. A graduate of Saint Mary's Hospital School of Nursing and Mattatuck Community College, she holds a Bachelor of Science degree in nursing from The University of Connecticut. Robin is a member of the Saint Mary's Hospital Foundation Board of Directors, a past Chair of the Greater Waterbury Chamber's Health Care Council and served as the 2013 chair of the Business Women's Forum. A recipient of the Malcolm Baldridge Volunteer of the year Award, Robin serves on a number of boards in the community, including the Home to Home Foundation.
Presenting sponsors of Gala 2014 are Brown Rudnick, Onyx II Fine Jewelers and Webster Bank. Proceeds from this year's Gala will benefit Saint Mary's Patient Care Fund.
Tickets are $200 per person or $2,000 for a table of 10. Attire is black tie optional. For information about tickets or sponsorship opportunities, please call the Foundation at (203) 709-6391 or visit www.stmhfoundation.org.
Jennifer ClementCorporate Communications Specialist
(203) 709-6240
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Kazzra'an, The Mad Claw
When he awoke he found himself in Master Orruwarr's hut built on a very low level of Kashyyyk. In fact it was seldom heard of that any Wookiee would build their home so close to the Shadowlands, but Master Orruwarr was an exception. He was perhaps one of the only Wookiees to occasionally travel into the Shadowlands even during the night when it was most dangerous.
Kazzra'an had actually heard of him prior to their first meeting. Most in his home village called him Old Crazy-Wook. Old Crazy-Wook was a story often told by the younger Wookiees, and it was one that his own brother loved to hear about all the time. The story always changed, but many would tell of the adventures of Old Crazy-Wook and later of his side-kick Outsider apprentice. "Lost in Shadow they fight to keep the terrible Great Sacred Beast and his minions from ascending to the treetops," many a young Wookiee would say. "Discovering ruins long lost and battling beasts so strong and powerful they could devour an entire village with a single gulp Old Crazy-Wook and his Apprentice stood ever-vigilant against the tides of darkness."
But Orruwarr and Geldar were not like the super-heroic individuals of legend. They were gentle, friendly individuals who seemed could never harm a tach rat- a monkey-like creature that inhabited the Shadowlands and bred like a rodent. Orruwarr and Geldar nursed Kazzra'an back to health, and he spent several months in their care. During this time Orruwarr informed Kazzra'an that he had an affinity for the Force, and that he was surprised that no one had noticed it before. Besides this he noticed that something wasn't quite right with Kazzra'an, and it wasn't just because he had been horribly burned on the left side of his face and on his right hand. He also suffered from a strange wound in the abdomen that left a jagged and nasty scar, and the discoloration of the left eye unnerved the Master of the Force.
So Orruwarr felt the intense need to help Kazzra'an remember those memories lost to him. From what he could gather from the surrounding villages Kazzra'an and his team had indeed vanished after going to infiltrate Trandoshan outposts in the Shadowlands. Chal'grahar, his best friend, was the only one that survived to tell the tale. He said the Trandoshans had killed everyone, and that he had been forced to flee or die. Same time later Kazzra'an was rescued when a large force of Wookiees broke into the base he'd been kept in, and they rescued him from the torture chambers.
But according to the story Kazzra'an had not been himself. The moment he awakened he saw his friend standing over him, and he attacked with such a rage he used his claws, an extremely dishonorable act in Wookiee society. Anyone who used their claws in battle against another Wookiee was considered to be so enraged that they had lost their mind. These individuals were called Mad-Claws, and they were considered unstable Wookiees and dangerous. Once he had attacked his friend he was sentenced by the Ritual Keeper of the village to wander the Shadowlands for the rest of his life, as was customary in their culture. It was said that Chal'grahar even stood up for Kazzra'an during the trial, but Kazzra'an attacked some of the guards trying to hold him. This gave further evidence that due to the torment he had endured he was no longer stable.
Some memories had returned to him of these events after Orruwarr had helped him gain a closer connection to the Force. He remembered Chal'grahar standing over him while in the Trandoshan torture chamber and asking him to join him in helping the Trandoshans. He remembered some dark masked figure standing over him as well some time later as he mocked him and tortured him. Lastly, he remembered attacked Chal'grahar in a rage knowing that his best friend had been the one to betray them.
Orruwarr had brought all this to the Wookiee leaders, and they began to investigate the matter closely. All evidence that would have convicted him, however, seemed impossible to come by, and Master Orruwarr was planning to look himself. However, a particular incident disrupted these plans before Orruwarr could really get involved.
In the meantime Orruwarr tried to see if he could get Kazzra'an some training. Being that the Wookiee was too old to begin training and believing that since he was a Mad-Claw he might be dangerous to the Jedi Order he was rejected. Although Orruwarr couldn't train him, however, he told Kazzra'an that he could continue to teach himself the ways of the Force as long as he remembered to remain true to the Light. If he began to feel himself falling into the trap of fear, aggression or hatred he must then reject the ways of the Force and flee from it. "The Dark Side is a powerful destroying energy, and it can take even the best of individuals and turn them to evil," he once had said to Kazzra'an, and the Wookiee remembered those words still. Since then, in spite of his feelings of betrayal and rejection he tried to desperately avoid hating his own people, especially Chal'grahar, and he wished to ever recall those memories lost to him to better piece together what had happened.
But Orruwarr would not help him further. As they were considering leaving Kashyyyk to take Kazzra'an to a medical facility on Rios to mend his wounds Orruwarr's apprentice, Geldar, fled from the master's home in pursuit of his Jedi mother, Kylarra. When Orruwarr returned from the incident he was changed. He'd found something at the Trandoshan facility that had greatly troubled him. With Geldar wanting to leave to tell his father of his mother's death Orruwarr decided it best to take Kazzra'an with him in search of something he would only describe as "Urgent Business."
So they left Kashyyyk and stopped first at Rios. There Kazzra'an received the treatment he needed so he could look as he did currently. When Kazzra'an asked why this was so important Orruwarr only replied that he needed the Wookiee as fully functional as possible to aid him in his quest. "Geldar has chosen a path apart from ours, but they will both end the same," Orruwarr told him. "Though the journey is different the alternate path will lead him back to us soon. Both paths are rewarding, for they will produce different fruit that will aid us in our journey's conclusion. We, however, must be ready to face the trials ahead of us."
And so it was that they left Rios and headed for Calin II, a planet on the other side of the galaxy near Sullust. There Orruwarr said they were searching for some information about a shipping company that had been supplying goods to the Trandoshans during the conflict. Orruwarr believed they had some connection to a Dark Jedi he had encountered on Kashyyyk.
The results of their search on Calin II turned up a clue that led them to Bespin. According to the shipping records supplies that had been being shipped to Trandoshan space came from Gluug Corporation which shipped their supplies through Bespin. Orruwarr believed that Gluug Corporation was only a dummy name for the true enemy, but he wasn't sure how they would find that out. After traveling to Bespin's only civilization of Cloud City they discovered that Gluug Corporation didn't really send anything through Cloud City. Some sort of other trade organization, known as the Metatheran Cartel, was the only trade organization that did any kind of business with them. Even though they were a rival of Sprillious Corp they sometimes did business for mutual benefits.
But then Orruwarr awoke from a terrible dream just two nights ago. Something drove him out of the hotel they were in during the dead of night. He could only tell Kazzra'an that it was something terrible, and that the Dark Side was growing ever stronger. A terrible evil was being unleashed in the universe, and if it wasn't stopped it could consume the galaxy. Kazzra'an was to remain behind to continue his investigation of the Metatheran Cartel while he went on his own. When Kazzra'an asked to come with all Orruwarr could say was, "Another split in the path must be made, my Son," he told him. "But our destinies will reunite again. Geldar, your brother, will find you soon. Tell him all that has happened, but tell him he mustn't try to follow me. I go into a danger I may not return from, and if he follows he will be consumed by evil. Find out more about the Metatheran Cartel and its involvement. I will see you again soon. May the Force be with you." And he was gone.


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The Olympic champion clocked 9.91 seconds to beat the former record-holder Asafa Powell, who settled for silver with 9.93 seconds. It was Bolt's first race after he was beaten by Tyson Gay in Aug 2010. After a slow start, Bolt struggled hard to win the gold with his very last strides.
Bolt, the fastest man on the planet, was unsatisfied with his performance, but pleased with his win. Bolt managed to take lead only after the 98m.
"I got that race completely wrong. I was nervous as it was my first race of the season. Thanks to everyone, I did everything I could for these crowds who have helped me" Bolt said after the race.
Asafa Powell was also happy with his performance. He said, "I was too focused on Usain. If I had concentrated on my own race I would have won. I wasted this race; it was one I could have won. I have to remain focused. I know what I can do."
Christophe Lemaitre won the bronze by clocking 10 seconds.
OneIndia News


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You should carefully consider the following information, together with the other information contained in our annual report on Form 20-F, including our consolidated financial statements and the related notes, before making an investment decision. Any risks described below could result in a material adverse effect on our business, financial condition or results of operations. The following information was quoted from our annual report on Form 20-F for the fiscal year ended March 31, 2016 that we filed with the United States Securities and Exchange Commission on June 30, 2016.
Our business is principally conducted in Japan and most of our revenues are from customers operating in Japan. For the fiscal year ended March 31, 2016, approximately 96% of our total revenues were from customers operating in Japan. If the Japanese economy deteriorates and that results in significantly lower levels of network and systems related investment and expenditures, customers may respond to such conditions by prioritizing low prices over quality, or we may experience severe price reduction pressure and/or cancellation of large accounts. Such conditions may also make it difficult to maintain our current level of revenues and income, or achieve our expected revenues and income, or payout our target dividends.
In addition to factors related to general economic conditions in Japan, we may not be able to maintain our current level of revenues and income or achieve our expected levels of revenues and income. In fact, we revised our disclosed financial targets downward for the fiscal years ended March 31, 2014 and 2015, due to several factors unrelated to general economic conditions in Japan. Factors that may prevent us from maintaining our current level of revenues and income or achieving our expected levels of revenues and income include but are not limited to the following:
We disclosed our middle term plan for the period from the fiscal year ending March 31, 2017 to the fiscal year ending March 31, 2021 in our earnings results for the fiscal year ended March 31, 2016, which was filed as Form 6-K on May 13, 2016. The middle term plan was made based on our current expectation about, for example, the related markets and economic situations. The plan, especially regarding our target for the fiscal year ending March 31, 2021, is not made by accumulating each revenue line or operating cost item. We are not certain that we will be able to achieve our middle term plan due to such risks as weaker or slower than expected market expansion or a failure to execute growth strategies effectively. Please see Item 5, "Operating and Financial Review and Prospects" for more detailed information concerning our operations and other results.
The major competitors of our network services are major telecommunications carriers such as NTT Communications Corporation ("NTT Communications") and KDDI Corporation ("KDDI"). Price competition for Internet connectivity services, outsourcing services, and WAN services has been severe. This competition may adversely affect our revenues and profitability and may make it difficult for us to retain existing customers or attract new customers. The major competitors of our systems integration business are systems integrators, such as NEC Corporation, Fujitsu Limited, NTT Data Corporation and their affiliates. Our major competitors have the financial resources to reduce prices in an effort to gain market share. There is strong competition among systems integrators that may adversely affect our revenues and profitability. Even though the NTT Group, which is comprised of companies such as Nippon Telegraph and Telephone Corporation ("NTT") and NTT Communications, is IIJ's largest shareholder, we plan to continue to operate the Company separately and independently from the NTT Group, and will therefore continue to compete with the NTT Group.
We anticipate that cloud computing services for enterprise should become widely used in Japan in the middle- to long-term. In addition to the competitors listed above, global players such as Amazon.com, Inc. and MICROSOFT CORPORATION have been aggressively expanding their business and may put additional business resources into the cloud computing business which may lead to strong competition, including price competition, in Japan. If we fail to successfully differentiate our services and solutions from these competitors, we may not be able to achieve expected future revenues and income, or we may not recoup our investments in cloud computing services, which may adversely affect our financial condition and results of operations.
As for our consumer business, especially our mobile services for consumers, in which we offer inexpensive LTE SIM cards through an MVNO scheme, we may not be able to achieve expected future revenues and income due, for example, to severe price competition and competition for customer acquisition, as a growing number of competitors enter the market, a failure to differentiate our services from competitors, our limited brand recognition among consumers and a lack of experience in providing services to consumers. We may increase our marketing expenses in order to improve our limited brand recognition among consumers.
We are enhancing our indirect sales channels with partnership programs, although currently our sales channels with respect to small and medium enterprises and the consumer market are not as strong as those of our established and well recognized larger competitors. Our competitors have advantages over us, including, but not limited to:
With these advantages, our competitors may be better able to:
We have been investing in new business, service and solution developments to further grow our business. Such investments include, for example, an increase in human resources and capital expenditures. As for the number of our employees, we had 2,353, 2,835 and 2,980 employees as of March 31, 2014, 2015 and 2016, respectively. Capital expenditures, including capitalized leases, and depreciation and amortization expenses for property and equipment are increasing along with our business expansion efforts. Capital expenditures, including capitalized leases, for the fiscal years ended March 31, 2014, 2015 and 2016 were ¥12.6 billion, ¥11.8 billion and ¥14.8 billion, respectively. Depreciation and amortization expenses for property and equipment for the fiscal years ended March 31, 2014, 2015 and 2016 were ¥8.4 billion, ¥9.3 billion and ¥9.5 billion, respectively. If our investment returns are not realized in the future, our investments may become obsolete, which may adversely affect our financial condition and results of operations. Our recent enhanced business investments could lead to a greater uncertainty in our financial outlook.
We are investing heavily in our cloud computing services and infrastructure as the cloud computing services market in Japan is anticipated to grow over the middle term. Revenues for our cloud computing services for the fiscal years ended March 31, 2014, 2015 and 2016 were approximately ¥9.8 billion, ¥12.3 billion and ¥14.1 billion, respectively. The capital expenditures, including capitalized leases, related to our domestic cloud computing services for the fiscal years ended March 31, 2014, 2015 and 2016 were approximately ¥3.7 billion, ¥1.7 billion and ¥4.4 billion, respectively. As we expand our cloud computing services capabilities in order to meet the increasing demand, we will need to acquire more servers, network equipment and data center facilities, as well as human resources. We doubled the capacity of our container-based module type data center in Matsue in November 2013 to meet demand. We anticipate that we can leverage our strong customer base and our engineering skills to further expand our cloud computing related services; however, if the expansion of the cloud computing market does not proceed at its expected pace or takes longer than expected, if we face troubles in providing cloud computing services which damage our credibility or lead customers to question the reliability of our services, if we fail in our marketing strategy and fail to introduce cloud service line-ups that are superior to our competitors and promote business enterprises' cloud usage, if we invest more than customers demand, if severe price competition occurs, or if we should need more human resources and incur unexpected additional costs, we may not be able to achieve the returns or benefits we expect or we may need to increase the amount of our investments.
We have been providing mobile services from January 2008 by purchasing NTT Docomo's mobile network infrastructure as an MVNO. The total (sum of enterprise and consumer) mobile services revenues were approximately ¥4.7 billion, ¥7.7 billion and ¥15.6 billion for the fiscal years ended March 31, 2014, 2015 and 2016, respectively. The total number of our mobile services subscriptions was approximately 384 thousand, 673 thousand and 1,228 thousand as of March 31, 2014, 2015 and 2016, respectively. This increase is mainly due to rapidly growing mobile services for consumers in which we offer inexpensive LTE SIM cards through our website, sales partners and MVNE scheme. Currently, most Japanese mobile phone consumers are contracted with mobile network carriers such as NTT Docomo, KDDI, and Softbank Corp. We anticipate that the inexpensive LTE SIM card market in Japan should expand in the middle-to long-term because only a fraction of Japanese mobile phone users are contracted with inexpensive LTE SIM card services. We may not be able to achieve our anticipated level of business growth if, for example, the market does not expand as currently anticipated, if mobile carriers implement strategies in order to maintain their customer base by dramatically lowering their pricing or offering comprehensive bundled services to make it harder for consumers to switch contracts to other providers, if price competition becomes severe, if we fail to differentiate our services from our competitors, if changes in regulation adversely affect our business, if we significantly damage our reputation or decrease customer trust by failing to offer reliable connectivity or cause serious systems or network troubles or if we fail to maintain or develop appropriate relationships with sales partners, if we face unfavorable changes in business conditions with these sales partners, including sales commission terms, or if we mismanage our marketing expenses, we may not be able to achieve our expected levels of business growth and could negatively impact our profit level. Because business enterprise has been our main customer domain, IIJ is not well known among consumers. Therefore, we rely on our partnerships for sales channels, including prominent consumer retailers who have nationwide stores in order to have face-to-face sales counters, as well as MVNE strategy, through which we provide our MVNO infrastructure to corporate customers so that they can incorporate it into their own services, in order to generate subscriptions. The cost structure of mobile services imposes uncertainty on our financial outlook. Our mobile infrastructure purchasing volume from NTT Docomo has been increasing along with the growing subscriptions of our mobile services for consumers. We pay NTT Docomo a wholesale telecommunication service charge, which is a flat-rate charge per Mbps and the same charge is applied to all of NTT Docomo's MVNOs. The charge is calculated annually and it is mainly based on NTT Docomo's mobile data communication infrastructure volume and its related costs, in accordance with the law and the guidelines administrated by the Ministry of Internal Affairs and Communications ("MIC"). For instance, the charge that was applied to our purchasing volume from NTT Docomo during the fiscal year ended March 31, 2016 was based on NTT Docomo's fiscal year ended March 31, 2015 mobile data communication infrastructure volume and its related costs, and its charge was fixed and notified to NTT Docomo's MVNOs including us in March 2016. The charge has been applied to not only our purchasing volume during the fiscal year ended March 31, 2016, but also during the fiscal year ended March 31, 2015. We need to apply its own estimated charge from the beginning of a fiscal year until the charge is finalized. As the volume we purchase from NTT Docomo increases, the uncertainty regarding our financial outlook, especially income, could also increase. We may make large-scale investments to enhance our mobile service line-ups in the future. For more discussion on mobile services' structure, please refer to Item 5.D "Trend Information."
We plan to increase our investment in the bank automated teller machines ("ATM") operation business by increasing the number of ATMs we place. If our ATM operation business does not proceed as planned, we may lose all or part of our investment in this business which may adversely affect our financial condition and results of operations. For more detailed risks pertaining to our ATM operation business, please refer to the risk described in "Our investments in our subsidiaries and equity method investees may not produce the returns we expect or may affect our results of operations and financial condition adversely."
The Japanese domestic market opportunity is anticipated to be limited over the long run mainly due to the declining Japanese population and along with that many Japanese companies heading overseas to seek opportunities. Under such circumstances, we have been enhancing our overseas business developments mainly to expand our customer base and to meet the range of Information Technology ("IT") network needs of our Japanese customers operating abroad since the fiscal year ended March 31, 2012. Revenues from our overseas business for the fiscal years ended March 31, 2014, 2015 and 2016 were approximately ¥4.1 billion, ¥4.9 billion and ¥5.3 billion, respectively. Although our overseas revenue is still relatively small, if, for example, we fail to offer competitive services and solutions, if we fail to develop customer base for our overseas business, if we fail to acquire enough qualified personnel, or if we invest and contract more network capacity and service facilities than we actually need to serve our customers, due, for example, to our lack of experience in operating overseas business, our limited brand recognition overseas, and change in our domestic customers' overseas business expansion strategy and refrain from operating overseas business, we may not be able to achieve our expected levels of revenues and profits. Overseas business expansion may impact our domestic business if, for example, we assign many engineers for our overseas business that our domestic business is left with insufficient resources to complete projects. Overseas business operating expenses and costs may increase due, for example, to commencement of cloud computing services, opening of new overseas subsidiaries, increasing employees, and investing in network facilities. Additionally, we may encounter difficulties in planning and managing operations due to unfavorable political or economic factors, such as cultural and religious conflicts, non-compliance with expected business conduct, local regulations and taxation laws, and a lack of adequate infrastructure. Moreover, changes in local regulations, policies, taxation laws, local regulations, business or investment permit approval requirements, foreign exchange controls, or the nationalization of assets or restrictions on the repatriation of returns from foreign investments in major markets and regions may affect our operating results. Also, a failure to maintain adequate controls to comply with regulations such as the U.S. Foreign Corrupt Practices Act ("FCPA") may harm our reputation and adversely affect our financial results and business operation.
Other than the above, we will continue to invest in the development of new businesses and services to enhance our current businesses and services. However, there is no assurance that we can achieve the returns or benefits from the development of those businesses and services and this may adversely affect our financial condition and results of operations.
In the past, we have invested in our group companies to expand our businesses and generate new businesses. As of June 27, 2016, we have 15 consolidated subsidiaries and eight equity method investees. The financial performance of our consolidated subsidiaries directly affects our financial condition and results of operations and the financial performance of our equity method investees affects our financial condition and results of operations through our pro rata interest in our equity method investments. There can be no assurance that we will be able to maintain or enhance the value or the performance of such companies in which we have invested in or may invest in the future, or that we will achieve the returns or benefits from these investments. We may consider further reorganization of our group companies and there is no guarantee that we will be able to achieve the benefits that we expect from such reorganization. We may provide additional financial support in the form of loans, additional equity investments, guarantees, or leases in such companies. We may lose all or part of our investment relating to such companies if their value decreases as a result of their financial performance or if they go bankrupt. If our interests differ from those of other investors in entities over which we do not exercise control, we may not be able to realize synergies with the investees and it may adversely affect our financial condition and results of operations.
IIJ's substantial investment in Crosswave Communications Inc. ("Crosswave"), IIJ's former equity method investee, became worthless due to Crosswave's commencement of corporate reorganization proceedings. In August 2003, Crosswave filed a voluntary petition for the commencement of corporate reorganization proceedings in Japan, and as a result of IIJ's equity method net loss and an impairment loss taken in respect of IIJ's investment in Crosswave, our net loss for the fiscal year ended March 31, 2003 was ¥15.6 billion, the highest net loss that we have ever experienced.
IIJ Global Solutions Inc. ("IIJ-Global"), which became our 100% owned consolidated subsidiary on September 1, 2010 after acquiring its stock from AT&T Japan LLC ("AT&T Japan") for ¥9.2 billion, mainly provides WAN services. For the fiscal years ended March 31, 2015 and 2016, IIJ-Global had ¥25.2 billion and ¥26.2 billion in revenues, respectively, and ¥0.5 billion and ¥0.7 billion in operating income, respectively. The operating income of IIJ-Global increased mainly because of continuous accumulation of orders from enterprise customers. If IIJ-Global cannot achieve our expected levels of revenues and profits, manage costs and expenses in a timely and adequate manner or incurs unexpected expenses, it may adversely affect our financial condition and results of operations. Intangible assets as of March 31, 2016 related to IIJ-Global were ¥4.2 billion, and if IIJ-Global cannot achieve its future expected revenue and profit, we may incur a substantial impairment loss on intangible assets which may adversely affect our financial condition and results of operations. Related to the acquisition of IIJ-Global, IIJ-Global entered into a Solutions Engagement Agreement with IBM Japan Ltd. ("IBM Japan"), IIJ-Global's largest sales partner. This agreement, which establishes the basis for a procurement relationship between IIJ-Global and IBM Japan, contains an indemnification for IIJ-Global to perform services, functions, responsibilities and others actions in the same way as when the company was a part of AT&T Japan. Failure to perform in this manner may adversely affect our financial condition and results of operations. Furthermore, IIJ-Global and the Company may damage their relationship with IBM Japan, which may indirectly adversely affect our financial condition and results of operations.
Trust Networks Inc. ("Trust Networks"), IIJ's consolidated subsidiary which was established in July 2007, is in charge of the ATM operation business. Trust Networks operates ATMs and the related network systems and receives a commission for each bank withdrawal transaction when a customer uses its serviced ATMs. As of March 31, 2016, 1,087 ATMs were placed in locations such as Japanese pinball shops ("pachinko parlors"). As of March 31, 2016, IIJ has invested a total of ¥2.6 billion in Trust Networks (79.5% share ownership). For the fiscal years ended March 31, 2015 and 2016, the ATM operation business had ¥3.6 billion and ¥3.9 billion in revenues, respectively, and ¥0.9 billion and ¥1.1 billion in operating income, respectively. If Trust Networks is not able to introduce ATMs in accordance with its plan due, for example, to a longer than expected negotiation period with interested parties including banks, if it does not record ATM withdrawal transactions as anticipated due, for example, to a decrease in the number of pinball players as a result of a declining Japanese population or a decrease in consumer demand prompted by an increase in the Japanese consumption tax rate, if it incurs unexpected additional costs, or if regulations change, it may not be able to achieve its future expected revenue and profit, which may adversely affect our financial condition and results of operations. If the number of serviced ATMs increases, our capital expenditures including capitalized leases may increase due to the leasing or purchasing of ATMs.
As of June 27, 2016, we have eight overseas subsidiaries including IIJ America Inc. ("IIJ-America") and IIJ Europe Limited ("IIJ-Europe"). In addition to the existing subsidiaries in Singapore, Indonesia, Thailand, China and Hong Kong, we may establish more subsidiaries in Asia to seek greater business opportunities as the need for IT is beginning to increase in the region compared to the United States and Europe, where IT-related markets are already established. However, there is no assurance that we will be able to receive the returns we expect from investing due, for example, to our lack of experience in operating businesses in emerging countries, a failure in offering services that meet local needs, shrinking IT needs and change in the political and diplomatic situation. To enhance our overseas business, we have been managing our overseas subsidiaries, for example, by injecting additional capital into them. In April 2012, we acquired the stocks of Exlayer Global Inc., a holding company with five overseas subsidiaries in the systems integration industry for ¥0.3 billion and made it our consolidated subsidiary, IIJ Exlayer Inc., which we absorbed in January 2014. We injected additional capital of ¥0.2 billion into IIJ-Europe, which was formerly known as IIJ Exlayer Europe Limited, for the fiscal year ended March 31, 2015. Together with IIJ-Global, we injected a total of ¥0.1 billion capital into IIJ Global Solutions Indonesia and a total of ¥0.2 billion into IIJ Global Solutions Singapore Pte. Ltd. ("IIJ-Global Singapore") for the fiscal year ended March 31, 2016. IIJ-Global alone injected additional capital of ¥0.4 billion and ¥0.1 billion into IIJ Global Solutions China Inc. ("IIJ-Global China") and IIJ Global Solutions (Thailand) Co., Ltd ("IIJ-Global Thailand"), respectively, for the fiscal year ended March 31, 2016. We injected capital of ¥0.3 billion into PT Biznet Gio Nusantara for the fiscal year ended March 31, 2015. We injected capital of ¥0.2 billion into Leap Solutions Asia Co., Ltd. for the fiscal year ended March 31, 2015. As of March 31, 2016, IIJ and IIJ-Global are lending ¥0.2 billion, ¥0.1 billion, ¥0.2 billion, and ¥0.1 billion to IIJ-Europe, IIJ-Global China, IIJ-Global Singapore and IIJ-Global Thailand, respectively. We may continue to inject additional capital into and/or lend money to the existing and/or new affiliated companies.
Systems construction revenues, a one-time revenue that is a part of systems integration revenues, have a tendency to fluctuate from time to time compared to monthly recurring revenues of network services and systems operation and maintenance due to the budget systems in Japan, of which many end in March. If corporate investments decrease, or if we fail to meet customer demands due to a lack of a sufficient number of qualified engineers to execute the projects in a professional manner, corporate customers may put off or stop placing orders with us and we may not be able to record systems construction revenues and operating profit as expected. If we fail to execute the projects as contracted, our recognition of revenues may be delayed or lost altogether, we could be held liable for damages or we could be sued, which could have an adverse impact on our reputation, results of operations and financial condition.
Generally, gross margin of systems construction is low compared to that of systems operation and maintenance, and gross margin for large scale systems construction projects may become even lower due, for example, to price competition in acquiring such construction projects. It is more difficult to effectively control systems construction projects as they become larger in scale, and we have seen an increase in the number of large scale systems construction projects in recent years. Our results of operations and financial condition related to systems integration may be adversely affected if, for example, we fail to control costs such as personnel and outsourcing costs or retain adequate personnel for projects, or if we fail to calculate the necessary timeframe or the manpower to complete a project and the costs exceed the payments received from our customers.
As of March 31, 2015, the total balance of our intangible assets was approximately ¥10.1 billion, of which ¥6.3 billion was intangible assets not As of March 31, 2016, the total balance of our intangible assets was approximately ¥9.7 billion, of which ¥6.3 billion was intangible assets not subject to amortization such as goodwill and ¥3.4 billion was intangible assets subject to amortization such as customer relationships. Intangible assets in relation to IIJ-Global and IIJ Technology Inc. ("IIJ-Tech"), former subsidiaries of IIJ, were ¥4.2 billion and ¥4.1 billion, respectively, as of March 31, 2016. The amount of our intangible assets may increase if we conduct mergers, acquisitions or investments in affiliates in the future. We conduct impairment testing of goodwill and indefinite-lived intangible assets annually on March 31 or more frequently if events or changes in circumstances indicate that an asset might be impaired. We conduct impairment testing of definite-lived intangible assets whenever events or changes in circumstances indicate that the assets might be impaired. If the business operations are adversely affected by factors such as significant adverse changes in their business climate and others, we may have an impairment loss as a result of an impairment test on intangible assets. The recognition of any impairment losses on intangible assets may result in material adverse effects on our financial condition and results of operations.
Our network, services, products and technologies are complex, and as a result, we depend heavily on the continued service of our engineering, research and development, and other personnel, and as our business grows, we need to hire more of such employees. In particular, in order to continue to increase our revenues from outsourcing services and systems integration, we require more sales and engineering personnel. We are not sure whether we will be able to retain or attract such personnel and control human resources costs adequately. Competition for hiring qualified engineering, research and development personnel is intense in the IT service industry in Japan, and there is a limited number of personnel with the necessary knowledge and experience we require. None of our employees are bound by any employment or noncompetition agreements. The realization of any or all of these risks may result in a failure to achieve our expected business growth.
Interruptions, errors or delays with respect to our backbone network or service facilities may be caused by human errors, interruptions, errors or delays with carriers' service facility or natural factors, many of which are beyond our control, including, but not limited to, damage from fire, earthquakes or other natural disasters, power loss, sabotage, computer hackers, cyber-attack, human error, computer viruses and other similar events. Much of our computer, networking equipment and the lines that make up our backbone network are concentrated in a few locations that are in earthquake-prone areas. Any disruption, outages, delays or other difficulties experienced by any of our technological and information systems and networks could result in a decrease in new or existing accounts, loss or exposure of confidential information, reduction in revenues and profits, costly repairs or upgrades, reputational damage and decreased consumer and corporate customer trust in our business, any or all of which could have a material adverse effect on our business, financial condition and results of operations.
Should we experience further unforeseeable incidents such as the disruption of social infrastructure or power shortages and other impacts due to inoperable or damaged nuclear power plants, our backbone network and service facilities could fail and, as a result, we may suffer direct and indirect damages, which may adversely affect our financial conditions and results of operations.
We keep and manage confidential information and trade secrets obtained from our customers. We exercise much care in protecting the confidentiality of such obtained information and take steps to ensure the security of our network, in accordance with the Personalized Information Protection Law protecting personal information that came into effect in April 2005 and the requirements set by the MIC, and the Ministry of Economy, Trade and Industry. However, our network, like all Information Technology systems, is vulnerable to external attack from computer viruses, hackers, cyber attack, or other such sources. In addition, despite internal controls, misconduct by an employee could result in the improper use or disclosure of confidential information. If any material leak of such information were to occur, we could be subject to lawsuits for damages from our customers, incur expenses associated with repairing or upgrading our security systems and suffer damages to our reputation that could result in a severe decline in new customers as well as an increase in service cancellations. As our consumer mobile business grows, we are dealing with an increasing number of consumers. Our corporate image and credibility could be negatively impacted, if, for example, we or our sales partners fail to comply with related laws such as consumer-protection laws, or if we fail to securely protect our consumers' individual information. Such failure could ultimately result in an adverse effect on our business, financial condition and result of operations.
We have limited operational, administrative and financial resources which could be inadequate to sustain the growth we want to achieve. As the number of our customers and their Internet usage increases, as traffic patterns change, as the volume of information transferred increases, and as the need for our cloud computing-related service increases, we will need to increase expenditures for our network and other facilities, including data center facilities in the future, in order to adapt our services and to maintain and improve the quality of our services. If we are unable to manage our growth and expansion adequately, the quality of our services could deteriorate and our business may suffer. If data center facilities do not meet our expectations, the quality of our service could deteriorate and our business may suffer. We may also need to increase office rent expenditures along with our business expansion. If we are unable to prepare our network and other facilities in a timely manner to meet our customers' demand or our business expansion, we may miss growth opportunities or may be obliged to bear higher costs to prepare our network and other facilities.
Our markets are characterized by but not limited to:
If we fail to obtain access to new or important technologies or to develop and introduce new services and enhancements that are compatible with changing industry technologies and standards and customer requirements, we may lose customers.
Our pursuit of necessary technological advances may require substantial time and expense. Many of our competitors have greater financial and other resources than we do and, therefore, may be better able to meet the time and expense demands of achieving technological advances. Additionally, this may allow our competitors to respond more quickly to new and emerging technologies and standards or invest more heavily in upgrading or replacing equipment to take advantage of new technologies and standards.
Our future success depends on the continued service of our executive officers, particularly Mr. Koichi Suzuki, who is a founder, Chairman, Chief Executive Officer and representative director of IIJ as well as some of IIJ's major subsidiaries, and Mr. Eijiro Katsu, who is President, Chief Operating Officer and representative director. We rely in particular on their expertise in the operation of our businesses and on their relationships with the shareholders of IIJ, our customers, our business partners and our employees. None of our executive officers, including Mr. Suzuki and Mr. Katsu, are bound by an employment or noncompetition agreement.
We recognize that it is important for us to have more business resources such as, but not limited to, human resources, customer base, application layer technology and others, in the middle term. We may continuously pursue mergers and acquisitions transactions to scale up our business. The mergers and acquisitions transactions may not always be on good terms and conditions, or bear the results we expect, or have synergistic effect, and we may incur a large loss of goodwill. We may also exhaust time and our resources through mergers and acquisitions.
As a result, those transactions may strain our financial resources and may adversely affect our financial conditions and results of operations or we will not be able to have enough business resources to scale up due to a failure to engage in adequate mergers and acquisitions transactions.
We have invested in non-affiliated companies in order to further expand our business relationships with those companies. We have also invested in available-for-sale equity securities and in funds which invest mainly in unlisted stocks. While we recorded no impairment losses on available-for-sale equity securities for the fiscal year ended March 31, 2016, we may record an impairment loss in the future. The carrying amount of available-for-sale securities was ¥3.9 billion, nonmarketable equity securities was ¥1.9 billion, which includes ¥0.9 billion of investments in funds through a trust, and investments in funds was ¥1.0 billion as of March 31, 2016. We may invest in additional securities of non-affiliated companies or additional funds. However, these securities or funds can be impaired significantly due to changes in the financial condition of non affiliated companies, general economic conditions in Japan or fluctuations in the Japanese stock markets. Fluctuations in the fair value of these securities or funds in which we have invested may affect our financial results. In addition, should we choose to sell all or a portion of these securities or funds, it is not certain that we will be able to do so on favorable terms.
NTT and its affiliates owned 26.4% of IIJ's outstanding voting shares as of March 31, 2016. As IIJ's largest shareholder, NTT may be able to exercise substantial influence over us. As of June 27, 2016, IIJ has no outside director from NTT among IIJ's 14 directors. While we intend to conduct our day to day operations independently from NTT and its affiliate companies and believe that NTT also plans for us to operate independently, NTT may decide to exercise substantial influence over us in a manner which could impair our ability to operate independently. Furthermore, NTT may take actions that are in its best interest, which may not be in our interest or that of our other shareholders.
We rely on telecommunications carriers such as NTT Communications and KDDI for a significant portion of our network backbone, Nippon Telegraph and Telephone East Corporation ("NTT East"), Nippon Telegraph Telephone West Corporation ("NTT West") and KDDI for local access lines for our customers and NTT Docomo and KDDI for mobile connectivity as an MVNO. We procure significant portions of our network backbone and data center facilities pursuant to operating lease agreements with NTT Group, our largest provider of network infrastructure. For the fiscal year ended March 31, 2016, we have spent ¥23.0 billion in the aggregate for international and domestic backbone, local access lines, mobile connectivity and lines for WAN services to NTT Group. As of March 31, 2016, we had ¥1.8 billion of lease obligations with NTT FINANCE CORPORATION ("NTT FINANCE"). We are subject to potential disruptions in these telecommunications services and, in the event of such disruption, we may have no means of replacing these services, on a timely basis or at all.
We also depend on third-party suppliers of hardware components such as routers, servers and software that are used in our network. We purchase certain components from limited sources, typically from Cisco Systems, Inc. ("Cisco"), Juniper Networks, Inc. ("Juniper"), Hewlett-Packard Company, IBM Japan, NEC, Fujitsu and VMware Inc. A failure by one of our suppliers to deliver quality products on a timely basis, or the inability to develop alternative sources if and as required, may delay our ability to expand the capacity and scope of our network.
The licensing, construction and operation of telecommunications systems and services in Japan are subject to regulation and supervision by the MIC. We operate pursuant to licenses and approvals that have been granted by the MIC.
Our licenses have an unlimited duration, but are subject to revocation by the MIC if we violate any telecommunications laws and regulations in a manner that is deemed to harm the public interest, if we or any of our directors are sentenced to a fine or any more severe penalty under the telecommunications laws, if we employ a director who was previously sentenced to a fine or more severe penalty thereunder or if we have had a license revoked in the past.
Existing and future governmental regulation may substantially affect the way in which we conduct our business. These regulations may increase the cost of doing business or may restrict the way in which we offer products and services. We cannot predict future regulatory changes which may affect our business. Any changes in laws, such as those described above, or regulations or MIC policy affecting our business activities and those of our competitors could adversely affect our financial condition or results of operations. For more information, see Item 4. "Business Overview — Regulation of the Telecommunications Industry in Japan."
We are involved in normal claims and other legal proceedings in the ordinary course of our business. We believe that there are no cases currently pending which would have a significant financial impact on us, but we cannot be certain that we will not be named as a defendant in a future lawsuit. Any judgment against us in such a lawsuit, or in any future legal proceeding, could have an adverse effect on our business, financial condition and results of operations.
IIJ issued 4,700,000 new shares of common stock by way of a public offering in July 2013 and 700,000 new shares by way of a third-party allotment in connection with a secondary offering of shares by way of an over-allotment in August 2013. With this equity finance and the current stable cash flow, in our opinion, our working capital is sufficient for our present requirements. For future strategic M&A transactions and/or large scale business investments, we may choose to raise additional funds from the issuance of equity shares of IIJ's common stock or securities convertible into IIJ's common stock, in which case existing shareholders may incur substantial dilution.
Prior to the above public offering, IIJ issued 2,500,000 new shares of IIJ's common stock along with IIJ's listing on the Mothers market of the Tokyo Stock Exchange in December 2005. On May 11, 2007, IIJ issued 435,600 shares of common stock to make IIJ's two consolidated subsidiaries wholly-owned through share exchanges. The above figures are retroactively adjusted to reflect the 1:5 stock split in October 2005 and the 1:200 stock split in October 2012.
End of the page.


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Taste Texas on Twitter with Mandola Estate Winery
Ben Simons - Vinotology.com
Thursday, May 13, 2010 from 7:00 PM to 9:00 PM (CDT)
Event Details
The Scoop
Get to know the wines of Texas and of Mandola Estate Winery, as we taste 4 different wines from this Texas Hill Country winery that specializes in Italian wine varieties. All you need is some Mandola Estate wine and a computer with an internet connection.
The Plan
- Tell your friends about Taste Texas on Twitter and Facebook. On Twitter, use the hashtag #tastetexas when you are talking about the event.
- Grab one, or all of the 4 Mandola Estate wines that we will be tasting (See the list below)
- Jump on Twitter on May 13th, at 7:00 pm Central Time, drink some Mandola wines and tweet your impressions and questions using the #TasteTexas hashtag. Use a program like Tweetdeck to make it easier to follow along with everyone else who is participating in the event.
- To add some extra fun to the event, host a "tweetup" with some friends.
The Wines
Mandola Estate Winery
- 2008 Dry Rosé
- 2008 Sangiovese
- 2008 Dolcetto
- NV Canto Felice
If you need help locating the wines for the tasting, please contact the winery at (512) 894-3111, or email them at email@example.com.
If you have questions about the event feel free to contact Ben Simons at email@example.com.
When & Where
Anywhere you want
Thursday, May 13, 2010 from 7:00 PM to 9:00 PM (CDT)
Add to my calendar


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Ideal for fantastic entertainment upstairs is a open plan kitchen, large lounge with sliding doors onto a balcony, bar and an indoor braai with amazing mountain and sea views. A large loft room which can be used as an office or an additional bedroom makes it even a more attractive buy. Double garage, storage room and servants room. Fantastic value in this property and an opportunity not to be missed. Tiled roof, carpets and tiles. Established garden. Contact me today!!
Santareme, St Francis Bay
|Office: 042... 0422940010 Show Numbers
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|Email: ... Charne van Loggerenberg Show Email
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ED Magedson – Founder
Ripoff Report
Atkins Global Recruiter Valarie Jones, PRC, hired by Uwe Krueger4030 W. Boy Scout Blvd. Tampa, Florida United States of America
Does your business have a bad reputation?
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Corporate Advocacy Program™
This report was posted on Ripoff Report on 01/05/2013 01:37 AM and is a permanent record located here: http://www.ripoffreport.com/reports/atkins-global-recruiter-valarie-jones-prc-hired-by-uwe-krueger/tampa-florida-33607/atkins-global-recruiter-valarie-jones-prc-hired-by-uwe-krueger-screw-the-phi-mu-florid-991627. 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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#1 Consumer Suggestion
shocking...over-qualified is considered over-qualified!
SUBMITTED: Thursday, August 11, 2016POSTED: Thursday, August 11, 2016
When an ad is placed seeking an engineer with 5+ years of experience, the ideal candidate being sought will have around 5-8 years of experience. Someone with 13 years of experience should be looking for jobs requiring 12-15 years of experience. I commonly see engineering industry-standard ranges, like 0-3, 3-5, 5-8 (or 5-10), 8-12 (or 10+), etc.
Someone with 13 yrs of experience applying for an engineering position requiring 5+ years reeks of desperation and overqualification. Even if the applicant were willing to take a lower-level of responsibility and salary, there's the concern that the applicant could quickly leave for a position more suited to 13 yrs of experience. Turnover is not a good thing. And it can be an awkward situation. The applicant may have more experience than the person he is assigned to work under.
Obviously they considered hiring someone over-qualified but didn't think it was going to work long-term, or chose to interview the applicant to see if it was worth creating a new position for someone in the 12-15 year range.
Either that, or they just didn't like the applicant and thought it was a convenient excuse that wouldn't hurt the applicant's feelings. Based on the reaction, it sounds like they made a good decision in not hiring a 35 year-old engineer with the maturity level of a 12 year-old.
And engineer with 5+ years of experience has either just received his PE license recently or has had it just a few years. Someone with 13 years of experience should have a mountain of project management experience, supervisory roles, etc. It's a mismatch which anyone with 13 years of experience should recognize upfront.
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?
Advertisers above have met our
strict standards for business conduct.


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By downloading images from Merlin Tuttle's Bat Conservation photo gallery, you agree our Terms of Use. For any questions please CONTACT US.


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Buying assets with long-term value.
Investors continued their search for income in May, as the future of monetary policy came into sharp focus during the month.
With interest rates rising, will dividend yields keep utilities afloat?
The information and opinions presented herein are not meant to be taken as investment advice. We do our best to make sure the information presented in this article is factual and correct, but Zacks cannot be held responsible for any losses incurred from investment transactions made based on ...
Five stats from the market and the stories behind them. This week: Berkshire's buy, a boost for Costco, and more.
Berkshire's non-insurance operations continue to be an added source of stability while reinsurance operations continue to struggle.
Wide-moat Berkshire Hathaway saw solid top-line results from each of its main segments, but losses from investments, derivatives, and eliminations sent earnings lower.
Noninsurance operations continue to be a source of stability, while its insurance business overall may see more meager results during the next couple of years.
Just about every segment at Berkshire was dealing with elevated costs during the first quarter.
Morningstar's Gregg Warren, who will be on the analyst panel at this year's meeting, details the questions he hopes Buffett and Munger will address.
©2017 Morningstar Advisor. All right reserved.


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In Vitro Dissolution Profile Comparison—Statistics and Analysis of the Similarity Factor, f2
- Cite this article as:
- Shah, V.P., Tsong, Y., Sathe, P. et al. Pharm Res (1998) 15: 889. doi:10.1023/A:1011976615750
- Citations
- 3k Downloads
Purpose. To describe the properties of the similarity factor (f2) as a measure for assessing the similarity of two dissolution profiles. Discuss the statistical properties of the estimate based on sample means.
Methods. The f2 metrics and the decision rule is evaluated using examples of dissolution profiles. The confidence interval is calculated using bootstrapping method. The bias of the estimate using sample mean dissolution is evaluated.
Results. 1. f2 values were found to be sensitive to number of sample points, after the dissolution plateau has been reached. 2. The statistical evaluation of f2 could be made using 90% confidence interval approach. 3. The statistical distribution of f2 metrics could be simulated using 'Bootstrap' method. A relatively robust distribution could be obtained after more than 500 'Bootstraps'. 4. A statistical 'bias correction' was found to reduce the bias.
Conclusions. The similarity factor f2 is a simple measure for the comparison of two dissolution profiles. But the commonly used similarity factor estimate ^f2 is a biased and conservative estimate of f2. The bootstrap approach is a useful tool to simulate the confidence interval.


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20th Century Fox's presentation of Dawn of the Planet of the Apes is riveting, in theaters TODAY!!!!!
The continuation of the 2011 release of Rise of the Planet of the Apes arrives in theaters July 11, 2014 as Dawn of the Planet of the Apes 3D. The 20th Century Fox presentation of the saga of Caesar, played by Golden Globe winner Andy Serkis is riveting.
It has been 10 years and no sign of humans since the ALZ-113 virus breakout, and Caesar is the leader of a nation of Apes, chimpanzee and orangutans. The inevitable day comes when humans venture out of their city hide-away, from the human-like intelligent Apes, to seek needed resources located in an area under Caesar's control. What happens will surprise you, and the ending will make you cry – well it made me cry.
Dawn of the Planet of the Apes is the eighth theatrical franchise film of the original Planet of the Apes science-fiction film based on the novel of the same name written by French author Pierre Poulle in 1963. It also stars SAG nominated Gary Oldman as Dreyfus the leader of the humans; Jason Clarke as Malcolm the mediator of peace between the apes and humans; Golden Globe winner Keri Russell wife of Malcolm; Kodi Smit-McPhee as Alexander son of Malcolm; Nick Thurston as River the son of Caesar, and Toby Kebbell as Koba Caesar's ruthless advisor, and Judy Greer as Cornelia the wife of Caesar. The characters were created by Rick Jaffa and Amanda Silver.
Written by Mark Bomback, Jaffa and Silver Dawn of the Planet of the Apes is Rated-PG13. Produced by Peter Chernin, Rick Jaffa, and Amanda Silver Dawn of the Planet of the Apes is a Chernin Entertainment/Dune Entertainment production directed by Matt Reeves.


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Your results within of Fort Mcmurray, AB
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#104, 400 MacKenzie Blvd, Fort Mcmurray, AB, T9H 4C4
Specializing in all types of coatings & blasting, fireproofing, mechanical insulation, scaffolding and containment with over fifty years of experience, Park Derochie provides shop and/or field services to both industrial and large commercial customers throughout North America and continues to lead the way as one of Canada's premier industrial contractors. Experience and diversity allow us the unique ability to provide a package of coordinated services with a single project manager, which results in superior project coordination and translates to time and cost savings for your projects; this is also an ideal fit for plant maintenance contracts. Our long-term, knowledgeable staff and qualified tradesmen are dedicated to meeting or exceeding project requirements while providing our customers with integrity, exemplary safety standards and exceptional quality. Pride and professionalism have enabled us to maintain an excellent reputation for client satisfaction.
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It looks like you're new here. If you want to get involved, click one of these buttons!
Honestly, my life got sooo much simpler when I stopped wearing knickers under lycra. I woud never have believed it before trying it. Give it a whirl?
Also, check the talc is actually mineral talc. Some are basically cornstarch and may be, ummm, feeding the thrush. (And get a new doctor, because yours is a numpty.)
Agree with Peronel that commando is the way to go (also that your doctor is a bit of a twit).
Also I wouldn't necessarily equate sweaty bits with thrush. You can sweat quite a a lot in that area without it causing any problems.
Personally I'd stick to unperfumed shower gel and wouldn't use talc at all.
Sorry to not get back here sooner, but I wanted to say thank you to you all .
The thought of 'going commando' fills me with dread, but it is definitely worth a go! Also found some great items on decathelon.
I think I will go back to my GP though.
Thanks everyone.


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I'm so old that I can remember when "Dissent is Patriotic" was the liberal mantra.
After the Overton window shifts, you can call for a "rebellion" because only Black Lives Matter but...
...public discussion of matters important to the majority of Americans is a cause for police action.
Breitbart meeting ends with police chopper overhead.
Saturday, October 24, 2015
Posted by Peter Bradley at 9:49 AM
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The clinical, genetic and dystrophin characteristics of Becker muscular dystrophy
- Received:
- Revised:
- Accepted:
- Cite this article as:
- Bushby, K.M.D., Gardner-Medwin, D., Nicholson, L.V.B. et al. J Neurol (1993) 240: 105. doi:10.1007/BF00858726
- Citations
- 196 Downloads
We have correlated a detailed clinical assessment of 67 patients with proven Becker muscular dystrophy with the results from genetic and protein analyses. There was an overall deletion frequency of 80%, rising to 92.6% in the large group of patients defined on clinical grounds as being of "typically" mild severity. The deletions in this group were all clustered in the region of the gene between exons 45 and 59; the most common deletion was of exons 45–47 and all but one started at exon 45. No similar deletions were seen in the patients with more severe disease, in whom the diverse genetic defects included a duplication and a very large deletion. Dystrophin patterns in the "typical" group were also very characteristic, and in both groups were as predicted from the genetic defect, the size of deletions being inversely proportional to the size of the protein produced.


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Forex: EUR/USD: Euro recovery from 1.4685 reaches 1.4785
FXstreet.com (Barcelona) - The Euro has rallied about 100 pips since bottoming at 1.4685 low on Asian session, reaching to an intra-day high at 1.4785 before easing to current levels around 1.4770 at the moment of writing.
On the short term, Peter Rosentreich, technical analyst at ACM - Advanced Currency Markets, sees the Euro on a battle between 1.4684 and 1.4876: The short term battle between 1.4684 and 1.4876 has been making things a little messy on the intraday picture, especially with the Fed meeting last night. However, a look at the 4 hour chart and one can see clearly that the RSI divergence play has continued to trade like a dream as it trends lower in perfect order.
For the next sessions, Rosentreich advices to keep an eye on the RSI: The RSI reading here will remain key. Watch for a break below 40 on the 4 hour chart to confirm impending weakness and an increased chance of the pair to break lower. To the upside, be vigilant for a break of the RSI downtrend which could trigger stops for the big divergence players. A move higher in the price back to the major resistance at 1.4850 / 75 with an RSI continuing downwards will simply provide the shorts with yet another opportunity to add to their position.