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For immediate release 7 September 2011
Thorntons Plc
Announcement of Preliminary Results
Thorntons Plc ("Thorntons" or "the Company") today announced its preliminary results for the 52 weeks ended 25 June 2011.
Financial highlights
· Revenues increased by 1.7% to £218.3 million (2010: £214.6 million)
· Profit before tax and exceptional items was £4.3 million (2010: £6.9 million)
· Exceptional items total £5.4 million (2010: £0.8 million) consisting of impairment and onerous lease provisions and other one off charges
· Net debt down £1.5 million to £24.5 million (2010: £26.0 million)
· The Board recommends a nominal final dividend of 0.25p (2010: 4.10p), making the total dividend for the year 2.20p (2010: 6.05p)
Operational highlights
· Market share of Thorntons branded products grew to 7.7% (2010: 7.4%)
· Implementation of the strategic review will lead to the creation of a profitable and sustainable Own Store channel of approximately 180 stores over the next three years
· New bank facilities of £57.5 million in place until October 2015
· Outsourcing of the Distribution and Warehousing function, which will deliver significant savings over the next six years
Jonathan Hart, Thorntons' Chief Executive, said:
"In the year that marks the Centenary of Thorntons, I am pleased to report record overall sales, despite the challenging retail environment. This highlights the strength of our multi-channel strategy, as well as that of the Thorntons brand, with sales of branded products rising by 2.2%. Commercial sales have grown by an impressive 25.9% over the full year and we are encouraged by our forward orders for Christmas 2011.
"As announced at the time of our strategic review, our goal over the next three years is to rebalance the business and to create a profitable and sustainable retail estate. While we expect to see the weakness in High Street footfall and consumer spending to continue through 2012, we are confident that this strategy is right for the Company."
For further information please contact:
Chairman's statement
Thorntons achieved a respectable increase in sales of 1.7% to £218.3 million (2010: £214.6 million) in a year which saw extremely difficult trading conditions, reflecting the continuing strength of the brand.
Last year we announced that restructuring the Retail estate was necessary because of the deteriorating conditions on many high streets as a result of the current challenging economic and financial environment and the changes in customer shopping behaviour that have taken place over the past decade.
Following the arrival in January 2011 of our new Chief Executive, Jonathan Hart, we completed a strategic review, the results of which were presented in June and demonstrate a clear plan to transform and de-risk our business over the next three years. This plan will create a profitable and rebalanced organisation, a customer-focused multi-channel business and a revitalised brand.
In 2006 almost 80% of the entire production of chocolates at Thorntons was sold through our Own Stores and our Franchise network. Anticipating the risk of this vertically integrated retail model, in 2006 we accelerated the development of our Commercial sales to supermarkets as well as growing our online sales through Thorntons Direct. The objective of this change was to "decouple" our manufacturing operations from our Own Stores.
This strategy has proved highly successful. The Commercial channel has grown strongly over recent years and last year sales increased 25.9% to £78.8 million (2010: £62.6 million). Through our Commercial channel we now lead the inlaid box chocolate market in terms of market share and, through our actions, are also the main driver of growth in our market.
Through this development Thorntons is now in a good position to deal with the underperformance and restructuring of the Own Stores estate without causing any significant impact on our manufacturing capacity.
We have concluded that we can profitably and sustainably manage an Own Store estate of between 180 and 200 stores. In light of this, over the next three years we plan to close up to 180 of our Own Stores. In the majority of these locations, however, we plan to open franchises. This restructuring of our Own Stores retail estate is further supported by a favourable lease expiry profile. 179 of our leases expire over the next three years of which we plan to close two-thirds, thus capital expenditure requirements to maintain a quality store portfolio will be substantially reduced.
The current restructuring of the Thorntons business has led to a number of exceptional costs: impairment and onerous lease charges; provision to cover the costs associated with the outsourcing of the warehousing and distribution functions; and bank refinancing. Pre-tax profit before exceptionals for the period was £4.3 million (2010: £6.9 million). The combined total of these exceptional items amounts to £5.4 million for the period (2010: £0.8 million) resulting in an overall pre-tax loss for the period of £1.1 million (2010: pre-tax profit of £6.1 million).
In June 2011 the banking facilities were renewed and the Group now has committed banking facilities with HSBC, Lloyds TSB and Barclays totalling £57.5 million through to October 2015, and an overdraft facility of £5.0 million.
Thorntons believes in delivering a sustainable and progressive dividend return to its shareholders. However, given the circumstances of the last financial year it has not been possible to maintain the current level of dividend. The Board is therefore recommending the payment of a nominal final dividend of 0.25p (2010: 4.10p) making a total dividend for the year of 2.20p (2010: 6.05p) and expects to move to a dividend cover in line with the sector average over the coming years.
Directors and employees
Our exciting new plans have been communicated and discussed widely throughout Thorntons including with every store manager and many franchisees. The response from across the business has been positive and my thanks go to all our colleagues for supporting these changes and also for their solid and wholehearted contribution over the past year.
In January 2011 Jonathan Hart joined us as the new CEO of Thorntons taking over from Mark Robson who had served on an interim basis following the departure of Mike Davies in September 2010. Mike's experience in brand marketing and manufacturing operations were instrumental in developing the successful growth of our Commercial channel and improving efficiency in our factory; he leaves with our thanks and we wish him well. Mark has now reverted to his role as Finance Director and I am grateful to him for covering both roles during this challenging interim period.
At the end of June Peter Wright, our Marketing Director, resigned from the Board and left Thorntons. I would like to thank Peter for his contribution to the business over the past four years and wish him well for the future.
In appointing Jonathan Hart we have recruited an experienced Chief Executive with extensive retail and brand management experience. He served on the Executive Board at Dixons and latterly managed the successful growth of Caffè Nero for the past five years as Managing Director.
The Board has also decided to enhance its structure in line with best practice and will be commencing a search for an additional two independent directors to join the Board.
We anticipate that the weakness in footfall and consumer sentiment experienced through our Own Store and Franchise channels during the first half of 2011 will continue at least into 2012. We are, however, looking forward to another strong year of growth in our Commercial channel as we gain further distribution and market share. Our confidence is reinforced by a healthy order book for Christmas 2011. We expect Thorntons Direct to grow in line with the online gifting market. We have budgeted our costs and expenditure prudently and aggressively continue to pursue opportunities to improve business efficiency and customer service accordingly.
As we embark on the implementation of our new strategy our foremost challenge is to deliver a successful Christmas 2011. It is during this key selling season that customers will start to see improvements to their shopping experience in our Own Stores.
John von Spreckelsen
6 September 2011
Chief Executive's report
The past year has been challenging for Thorntons, our customers and the economy. Nevertheless, overall sales in the year grew 1.7% to £218.3 million and our share of the UK chocolate market grew to circa 7.7% which is a reflection of the considerable strength of our brand, the quality and value it delivers, and the role it plays in our customers' lives. This sales growth was achieved despite the unprecedented impact of the poor weather before Christmas and the hottest Easter on record. This clearly demonstrates the significant strategic benefit of our multi-channel strategy.
2010/11 has seen one of the toughest consumer spending environments we have experienced and, as such, Retail, with the exception of Thorntons Direct, has had a difficult year. This contrasts with another strong year of growth for our Sales & Operations channel where we continued to grow our market share in our core categories during key seasons, in particular Easter, as well as through increased breadth and depth of distribution.
Reported pre-tax profit before exceptionals was £4.3 million (2010: £6.9 million) whilst net debt was £24.5 million (2010: £26.0 million).
We have continued to manage our costs very tightly over the period and invested where appropriate to improve efficiency. Following the renegotiation of the outsourcing agreement of our IT services in 2010, we have recently completed the outsourcing of our warehousing and distribution activities. This, together with the ongoing benefits of our procurement review and the recent restructuring of our Head Office cost base, should deliver a full year benefit of £2.0 million that will flow through in full in the 2012/13 financial year.
The year in review
Thorntons Centenary
2011 is our centenary year and as a business we wanted to mark this occasion with innovative products and moments to remember with our customers and staff.
In the course of the year, we have produced a number of unique products including the 'Jubilee Box' which contains 100 of Thorntons favourite chocolates as well as new flavours such as Lime and chilli, Raspberry and Rose. We have also brought back some old favourites in our sugar range including chocolate éclairs and launched a collectable ceramic toffee cabin, as well as limited edition Chocolate Blocks including classic flavours such as English rose, cloudy lemonade and Bakewell tart.
Thorntons Master Chocolatier has created a limited edition "Wonder Box" that are a mix of heritage and contemporary flavours and also include a bar of chocolate which tastes as chocolate would have done 100 years ago. All the chocolates have been handmade in Thorntons' kitchens.
To celebrate our anniversary with our customers we have hidden 100 Golden Keys in our chocolate blocks and the lucky winners will get a behind-the-scenes trip to the Thorntons chocolate factory during Chocolate Week in October. Visiting 22 city centre locations over the first half of this year, our 'Live Mechanical Chocolatier' has brought some theatre to the streets of Britain. In addition, in the Summer, a team of five Thorntons employees cycled from John O'Groats to Lands End covering 1,200 miles and visiting 100 Thorntons stores along the way, all in the name of the Company's nominated charity, the NSPCC.
From September onwards Thorntons has invited chocolate lovers around the country to step inside its amazing Chocolate Kabin to find a Golden Key to the chocolate factory. The Kabin is a re-creation of the delightful little chocolate shop first opened by Norman and Stanley Thornton. The Kabin was unveiled in London on 2 September and will travel to Liverpool, Nottingham, Edinburgh and Sheffield thereafter.
Along with all these exciting activities, we have also been celebrating our centenary with our staff. A Gala Day for employees and their families at Thornton Park was a great success and we will be holding a Centenary Ball in December.
Product innovation
The development of new and exciting products will always be key to the success and vibrancy of the Thorntons brand. The period under review saw the successful re-launch of our two core boxed chocolate brands Continental and Classics in Retail, as well as a refreshed Classic Collection in our Commercial channel.
Our new Melts brand grew well over the period and was joined by a new caramel variety which was created with a unique, two-tone shell delivered through our new "triple-shot" technology.
Our children's range has been re-launched and we have seen some strong development in our key seasonal lines, such as the launch of our Bramble Bunny range at Easter.
We re-launched our Hampers and Photoboxes in Thorntons Direct, which, along with our Alphabet Truffles, drove significant sales growth.
In Spring 2011 we were thrilled to be awarded four Gold Awards from the Academy of Chocolate: three for the chocolates in our Centenary "Wonder" box and one for our outstanding Tonka Chocolate Block. Finally our Master Chocolatier Keith Hurdman was awarded the accolade of Joint Chocolatier of the Year, recognition from within our industry not only of Keith's remarkable skill but also of the quality of Thorntons' products.
Total Retail sales, including Own Stores, Franchise and Thorntons Direct declined 8.2% to £139.5 million (2010: £152.0 million).
Own Stores
Sales in Own Stores fell 8.9% to £118.3 million over the period (2010: £129.8 million). Like for like sales declined by 7.9% reflecting the significant impact of the weak consumer environment, the reduced footfall on high streets and the aforementioned weather impacts at Christmas and Easter.
During the period 18 stores were refurbished or reformatted, 16 stores were closed and three successfully re-sited, resulting in a total of 364 stores at the year end (2010: 377).
Franchise sales for the period declined 10.8% to £11.6 million (2010: £13.0 million) as they too suffered from the consumer downturn. Over the year, eight independent Franchise locations closed and six Birthdays units in Eire went into liquidation and were also closed. Nevertheless, we continue to be encouraged by the interest in the Thorntons Franchise, with 19 new Franchise locations opening during the period. This resulted in an overall increase in the Franchise estate to 227 by the year end (2010: 222).
Thorntons Direct
Overall Thorntons Direct sales grew 4.3% to £9.6 million (2010: £9.2 million). We continue to invest in improving the customer experience, optimising online conversion levels and creating a new contact centre to improve our customer service.
Sales & Operations
Commercial sales
2011 was another strong year for our Commercial channel, with sales increasing 25.9% to £78.8 million (2010: £62.6 million). The period was characterised by our continued positive relationships with the major supermarkets, where our "mass-premium" positioning has helped us to deliver category-leading initiatives and further drive our leadership in our core markets, as well as the overall growth in these markets.
Thorntons now has 34% (2010: 30%) of the inlaid box chocolate market in the UK (Nielsen, July 2011).
During the period we were particularly pleased with our 2.9% market share at Easter (2010: 1.9%) where we participated with our Commercial partners in their core Easter promotions for the first time. In addition to this we have also seen some pleasing development in gifting opportunities for Eid and Diwali.
Manufacturing operations
In our manufacturing operations we delivered strong and sustained improvements over the period. Productivity improvements continued to offset cost increases, in particular in utilities. We achieved volume growth of circa 5% with a virtually flat overhead cost and the investment in our new moulding line has delivered the anticipated savings.
Service levels to our internal and commercial customers increased further during the period, exceeding 97% (2010: 96%). Since the year end we outsourced our warehouse and distribution functions under a six-year contract. Over 130 of our colleagues have now transferred from Thorntons to our partner. We thank them and wish them well as we start this new relationship.
Raw material prices saw further significant increases during the period. Dairy products increased by more than 20% and sugar by more than 50%. Packaging materials and diesel have also experienced significant price increases. Our forward cover purchasing during the period enabled us to avoid the spike in the price of cocoa witnessed during the period of political uncertainty in the Ivory Coast. This is one of a number of strategies that we have deployed to mitigate these price increases. Improvements in our procurement approach combined with product and ingredient re-engineering have also continued to help reduce some, though not all, of these effects.
Export sales
Although starting from a low base, Export sales increased strongly by 33.3% to £3.6 million (2010: £2.7 million). There was strong growth in duty free sales and in the development of sales to a number of territories including South Africa, Singapore, Cyprus and Poland. Our business in the Republic of Ireland also grew despite the challenging economic conditions.
Notwithstanding these encouraging results, we will shortly be commencing a strategic review of international opportunities and will report the results in approximately twelve months' time.
Future plans
At the end of the period I presented our plans for the future of Thorntons. This followed a strategic review that found significant underlying strength in our brand, our multi-channel distribution model, our market-leading manufacturing capability and our great people. The most significant issues were identified in our Own Stores and addressing these challenges is at the heart of our plan.
Our plan sets out to achieve three key objectives:
· A profitable and rebalanced organisation: a smaller Retail estate with a clear proposition and offer. Growth in sales and earnings from our Commercial and Franchise channels which will more than offset the reduction in Own Store sales and earnings;
· A customer-focused business: serving our customers where they choose to buy from us with increased frequency of purchase and improved advocacy; and
· A revitalised brand brought to life in-store and online.
A profitable and rebalanced organisation
Our Own Stores have been affected in three ways over the past decade:
· There have been significant changes in consumer shopping habits, notably the growth of out of town centres and malls, supermarkets and online shopping;
· Our Commercial sales growth has also impacted sales in our Own Stores to some extent. Despite this growth however, it is important to note that the growth in our Commercial channel has outweighed any possible loss to our Own Stores many times over; and
· The current downturn has exacerbated the weakness in many smaller towns and shopping centres.
As a result of the above, a significant number of our Own Stores now find themselves poorly located with low or declining profitability.
Our Own Stores can, and will be, key to the future success of Thorntons, driving profitable and sustainable sales and showcasing our brand. We believe that this can be achieved with an estate of between 180 and 200 stores, located primarily in the top 150 retail locations. Taking advantage of the 179 lease expiries over the next three years we plan to close around 120 stores and explore opportunities to close a further 60 stores in weak locations in the same time frame.
This will have significant implications for our other channels:
· Our Franchise estate will grow rapidly as we open franchises in the majority of locations where we close our Own Stores;
· Our Commercial channel will become the main sales channel over the next three years as we see further growth in supermarket sales driven by more stores and greater demand from customers; and
· Our Thorntons Direct channel will continue to grow in line with the online gifting market. We will invest further in our website and in new customer relationship management systems as we start to align the direct consumer element of this channel with our Own Stores channel.
Rebalancing our business across our channels in this way will ensure that we protect the capacity utilisation levels in our factory by maintaining modest growth in overall production levels.
A customer-focused business
We know and understand our core customers well since many purchase Thorntons across a number of our channels. They tell us that they want us to improve their experience in our Own Stores and we have committed to investing in our stores, in our products and in delivering a truly engaging experience through our store teams.
On average, our customers visit and purchase from us five times a year. Just under half of our customers visit us only once or twice a year. Our key customer objective is to encourage existing customers to visit and purchase more frequently. Achieving just one extra visit and purchase per year would transform our Own Stores business.
A revitalised brand
We will revitalise our brand by bringing it to life in our Own Stores, creating a "theatre of the senses" that puts the special touch back into the customer experience. Key to delivering this is the creation of a differentiated and less seasonal offer. Whilst the brand will always be famous for the key seasonal events, we will grow the relevance for other gifting occasions in our customers' lives, for example birthdays, anniversaries, congratulations, or simple "I love you", "thank you" and "just because" moments.
We will deliver this by developing and introducing new products including a new range of delightful, innovative and affordable gifts as well as introducing a new flagship range of boxed chocolates. We will significantly increase the number of opportunities to personalise and customise gifts, building on our heritage for the icing of names and messages. We will introduce some of the successful lines from our Thorntons Direct channel into our stores, including hampers and Alphabet Truffles.
All of this will be implemented in stores that are easier to shop in and that highlight the quality of our product, supported by engaging and friendly store teams. Our Own Stores will be the place to come for the "full" Thorntons brand experience.
I am pleased to report that we are already making progress in delivering these improvements. In May of this year we successfully introduced a number of new initiatives in two of our stores. These new initiatives included new fixtures and visual merchandising approaches, many of which will be rolled out across the estate this Autumn.
Achieving this transformation over the next three years will deliver a stronger, de-risked business in a position of strength for sustainable and profitable growth in the future. There is no doubt that we will be undertaking this transformation in the face of considerable and unprecedented adverse economic headwinds. These headwinds, nevertheless, reinforce our need for change.
This transformation will not be possible without the continued support from the passionate and committed people across Thorntons, including our loyal franchisees. Our colleagues' response to our plan has been positive and enthusiastic. I would like to express my thanks for all their hard work and efforts over the past year and for their continued support during the exciting and challenging period ahead of us.
Jonathan Hart
Chief Executive
Finance Director's report
Key performance indicators
The Board uses five Key Performance Indicators to measure progress in building shareholder value. These are shown below for the last two years:
Net sales movement
Own Stores like for like sales growth
Profit before tax and exceptional items
Gross margin return on sales
Cash flow from operating activities
*For comparative purposes, profit before tax and exceptional items for 2010 has been re-presented in 2011 in order to reflect the treatment of onerous lease and impairment provision charges as exceptional items and bank arrangement fees as finance costs, as per the 2011 financial accounts. Throughout this report the represented numbers are used to discuss performance.
Thorntons' sales are made through a number of channels, whose performance is summarised below:
% increase/ decrease
Total Retail sales
Total sales
A detailed review of the sales performance by channel is set out in the Chief Executive's report.
Profit before taxation
Reported profit before taxation and exceptionals fell 37.3% to £4.3 million (2010: £6.9 million). Whilst Group sales grew by 1.7% to £218.3 million (2010: £214.6 million), trading was particularly challenging in the Retail channels due, in part, to the adverse effect of weather conditions over the key Christmas and Easter trading periods. Lower Own Stores and Franchise sales in the key trading periods resulted in higher levels of discounting to clear stocks, particularly in the lead up to Easter.
At the end of the first half of the year the Company reported a profit before taxation of £8.3 million (2010: £9.1 million). However, Own Stores sales declined by £6.6 million to £44.2 million in the second half of the year with like for like sales of (12.0)% in Own Stores. With lower Own Store sales and higher levels of discounting charges, the loss before taxation and exceptionals in the second half was £4.0 million (2010: £2.2 million).
The exceptional charge for 2011 is made up of the following items:
Onerous lease provisions
Asset impairment charge
One-off charge incurred with the outsourcing of the warehousing and distribution facilities
Bank re-financing fees
As a result of the significant decline in Own Store trading and profitability over the year, a substantial provision has been made for onerous leases. Of the charge, £1.0 million relates to two stores in Eire where trading has been particularly challenging.
Further details of the calculation of the asset impairment charge of £1.8 million are set out in note 2 to this announcement.
The charge incurred on the outsourcing of the warehousing and distribution facilities relates to one-off redundancy charges and transition costs as the supplier takes control of the operations.
The Company's banking facilities were due for renewal in August 2012 but were successfully re-negotiated in June 2011. The charge of £0.4 million includes the write-off of arrangement fees amortised in line with the term of the old facilities and professional fees incurred in setting up the new facilities.
Gross profit margin percentage reduced by 3.5 percentage points for the year to 46.2% (2010: 49.7%). A number of factors contributed to this decline:
· As a result of the successful growth of Commercial, sales from this channel now represent 36.1% of total Company sales (2010: 29.2%). Commercial sales are made at wholesale prices and consequently reduce the overall gross margin percentage;
· Higher levels of discounting and promotional support costs were incurred in both the Own Stores and Commercial channels;
· Changes in product mix principally due to the growth in lower margin value boxes in Own Stores and seasonal exclusive lines in the Commercial channel;
· Raw material costs increased over the period and despite the continuation of forward purchasing, ingredient optimisation, product re-engineering plus selective price increases, overall gross margin was still impacted; and
· Incremental costs were incurred across all Channels as a result of the adverse weather conditions in the Christmas period. These costs were estimated to be approximately £0.5 million.
We believe that the new strategy plus the continued improvements in manufacturing efficiencies and the management of raw material costs will, over time, contribute to a recovery in our gross margin percentage.
Operating expenses
Operating expenses reduced by 3.2% to £96.4 million (2010: £99.6 million). As a percentage of sales, operating expenses reduced from 46.4% in 2010 to 44.2% in 2011.
The reduction in operating expenses has come from the closure of 16 stores in the year as well as from the benefits of implementing sustainable cost-saving initiatives in both the current and last financial year. These initiatives have included headcount reductions and procurement work in IT, telecoms, point of sale, marketing and other areas of discretionary spend.
During the period £0.6 million (2010: £0.1 million) of costs were incurred in respect of the closure of 16 stores.
Other operating income
Other operating income increased to £1.7 million (2010: £1.4 million). Within other operating income licensing income increased from £1.0 million in 2010 to £1.3 million in 2011. This includes the full year benefit of Thorntons branded biscuit and chilled desserts licences, which commenced during 2010, and the new chocolate liquor licence, which commenced during 2011. The levels of franchise income and rent receivable remained relatively flat year on year.
The £0.8 million tax credit for the year represents 76.4% of the loss before taxation (2010 charge: 29.1% of profit before taxation). The credit is higher than the effective statutory rate of 27.5% and is due to the tax effect of permanently disallowable items and the effect of the change in the corporation tax rate announced in the period.
Shareholders' returns and dividends
As a consequence of the challenging trading conditions and the exceptional charges, the basic loss per share equates to 0.4p (2010: earnings per share of 6.5p). Dividends paid in the year amounted to 6.05p per share (2010: 6.80p) which, following the reasonable trading reported for the first half of the year, included an interim dividend of 1.95p per share (2010: 1.95p). With the trading losses and exceptional charges reported in the second half of the year, the Board is recommending a nominal final dividend of 0.25p be paid to shareholders in November 2011, thus making a total dividend of 2.20p (2010: 6.05p).
Cash and debt
Cash generated from operating activities before taxation decreased from £15.1 million to £14.8 million. The continued growth in Commercial sales, combined with the planned stock phasing for the new financial year and the effects of cost inflation contributed to higher year end stock levels which increased by £6.6 million to £37.0 million. The increased investment in stock was partially funded through improved payment terms from suppliers.
Net debt was £24.5 million at the year end (2010: £26.0 million). In June 2011 the banking facilities were renewed. The Group now has committed banking facilities with HSBC, Lloyds TSB and Barclays totalling £57.5 million through to October 2015 and overdraft facilities of £5.0 million.
Capital expenditure
Investment in fixed assets totalled £5.9 million (2010: £5.7 million) of which £1.9 million (2010: £1.5 million) was funded through finance leases.
In the first half of the year £1.4 million was spent on 18 store refits and three resites. No further expenditure on store refits was incurred in the second half of the year as the development of a new store format is underway. The balance of £4.5 million was spent on completing a new moulding line, product tooling and other supply chain and IT improvements.
The IAS 19 pension scheme deficit increased from £24.2 million in 2010 to £25.3 million at the 2011 year end. The increase in the value of the equity markets over the twelve months to June 2011 contributed to a £5.1 million increase in the valuation of the pension scheme assets. The increase was offset by the basis on which the present value of the scheme's obligations are measured. The key changes were an increase in inflation assumption from 3.30% per annum to 3.50% per annum and an adjustment to the mortality assumption for both current and future pensioners to reduce the age adjustment factor to +1 year to reflect improvements in life expectancy. These changes contributed to actuarial losses of £5.2 million.
Information systems
System developments have continued to ensure that the business remains compliant with the credit card industry's PCI-DSS standard, which sets the security standards for handling credit and debit card transactions.
Mark Robson
Finance Director
Consolidated income statement
52 weeks ended 25 June 2011
52 weeks ended 26 June 2010*
Cost of sales
Gross profit
Operating profit/(loss)
Finance income
Finance costs
Profit/(loss) before taxation
Taxation credit/(charge)
Profit/(loss) attributable to owners
of the parent
(Loss)/earnings per share
All activities in both the current and previous year relate to continuing operations.
*Exceptional items have been reanalysed for comparative purposes
Dividend per share
Proposed Final dividend
Impact on shareholders' funds (£'000)
Total dividend in respect of the year
Paid in the year
Statement of comprehensive income - Group
52 weeks
52 weeks
25 June 2011
26 June 2010
(Loss)/profit for the period
Other comprehensive (expense)/income:
- actuarial loss recognised in the defined benefit pension scheme
- movement of deferred tax on pension liability
Total other comprehensive expense
Total comprehensive (expense)/income for the financial period attributable to owners of the parent
Statement of changes in shareholders' equity - Group
At 27 June 2009
Profit for the period
Other comprehensive expense:
Total comprehensive income for the period ended 26 June 2010
Transactions with owners:
- new share capital issued
- share-based payment charge
- effect of tax on share option movement
- dividends
At 26 June 2010
Loss for the period
Total comprehensive expense for the period ended 25 June 2011
At 25 June 2011
Consolidated balance sheet
as at 25 June 2011
Non-current assets
Intangible assets
Property, plant and equipment
Investment in subsidiaries
Deferred tax assets
Current assets
Trade and other receivables
Cash and cash equivalents
Total assets
Equity and liabilities
Shareholders' equity attributable to owners of the parent
Ordinary shares
Share premium
(Deficit)/retained earnings
Total equity
Current liabilities
Trade and other payables
Current tax liabilities
Provisions for liabilities
Non-current liabilities
Deferred tax liabilities
Retirement benefit obligations
Other non-current liabilities
Total liabilities
Total equity and liabilities
Consolidated cash flow statement
25 June
Cash flows from operating activities
Cash generated from operations
Corporate taxation paid
Interest received
Cash flows generated from operating activities
Cash flows from investing activities
Proceeds from sale of property, plant and equipment
Purchase of property, plant and equipment
Net cash used in investing activities
Cash flows from financing activities
Net proceeds from issue of ordinary shares
Interest paid
Capital element of finance lease rental payments
Borrowings (repaid)/advanced
Dividends paid
Net cash used in financing activities
Net increase in cash and cash equivalents and bank overdrafts
Cash and cash equivalents at beginning of period
Cash and cash equivalents at end of period
Notes to the preliminary announcement
1. Basis of preparation
This preliminary announcement does not constitute statutory accounts within the meaning of section 434 of the Companies Act 2006. The financial information for the years ended 25 June 2011 and 26 June 2010 has been extracted from the consolidated financial statements on which the auditors have given unqualified opinions and which do not contain statements under Sections 498(2) or 498(3) of the Companies Act 2006. This announcement has been agreed with the Company's auditors for release.
The financial information included in this preliminary announcement does not include all the disclosures required by International Financial Reporting Standard ("IFRS") or the Companies Act 2006 and accordingly it does not itself comply with IFRS or the Companies Act 2006.
The Group's financial statements for the year ended 26 June 2010 have been delivered to the Registrar of Companies and 25 June 2011 will be delivered to the Registrar of Companies following the Company's Annual General Meeting.
The Group prepares its annual consolidated financial statements in accordance with International Financial Reporting Standards ("IFRS") and International Financial Reporting Interpretations Committee ("IFRIC") interpretations as adopted by the European Union ("EU") and with those parts of the Companies Act 2006 applicable to companies reporting under IFRS. There are no material differences between the accounting policies adopted for use in the preparation of the consolidated financial statements for the year ended 25 June 2011, the financial information included in this preliminary announcement and the accounting policies disclosed in the 2010 Annual Report and Financial Statements, copies of which are available on Thorntons plc website, www.thorntons.co.uk.
These consolidated financial statements have been prepared under the historical cost convention with the exception of derivative financial instruments and share based payments which are recognised at fair value.
This preliminary announcement will be published on the Company's website, in addition to the paper version. The maintenance and integrity of the website is the responsibility of the directors. The work carried out by the auditors does not involve consideration of these matters. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
2. Exceptional items
Exceptional items comprise:
25 June 2011
Impairment and onerous lease charges
Outsourcing costs
Refinancing costs
Total exceptional items
Tax credit attributable to exceptional items
Total exceptional items after tax
Impairment and onerous lease chargesAs a result of the performance of Retail Own Stores during the year, significant impairment and onerous lease charges have been required.
Assets are reviewed for impairment on a regular basis and a provision made where necessary. A discounted cash flow is calculated for each Retail store, including attributable overheads, using the Group's weighted average cost of capital. The net book value of assets attributable to the Retail store are impaired to the extent that the net present value of the cash flows is lower than the net book value.
The provision for onerous leases is held in respect of leasehold properties for which the Group is liable to fulfil rent and other property commitments for stores from which either the Group no longer trades or for which future trading cash flows are projected to be insufficient to cover these costs. Amounts have been provided for the shortfall between projected cash flows and the property costs up to the lease expiry date on a discounted basis.
Outsourcing costsOn 27 June 2011 the Group announced the outsourcing of its distribution and warehousing functions. As the decision to sign the contract in an agreed form had been made and approved by the Board prior to the year end date, exceptional transition costs relating to this contract have been included in the accounts for the year ended 25 June 2011.
Refinancing costsOn 24 June 2011 the Group agreed and signed new committed bilateral revolving credit facilities totalling £57.5 million with a maturity date of October 2015 to replace the existing bank facilities of £52.5 million. At 25 June 2011 loans against the existing facilities were in place, expiring by 28 June 2011, at which point the new facility commenced. These facilities continue to be unsecured.
The associated exceptional costs relate to professional fees for the arrangement of the new bank facility agreements and the write-off of remaining unamortised arrangement fees of the previous facilities which were due to expire in August 2012.
Tax charge attributable to exceptional itemsThis is the tax charge arising in relation to the exceptional items which are an allowable deduction for tax and it has been calculated at the UK standard corporation tax rate of 27.5%.
3. Ordinary dividends
Group and Company
Final dividend paid for the 52 weeks ended 26 June 2010 of 4.10p
(52 weeks ended 27 June 2009: 4.85p)
Interim dividend paid in respect of the 52 weeks ended 25 June 2011 of 1.95p
(52 weeks ended 26 June 2010: 1.95p)
Amounts recognised as distributions to owners of the parent
In addition, the Directors are proposing a final dividend in respect of the year ended 25 June 2011 of 0.25p per share which will absorb an estimated £167,000 of shareholders' funds. It will be paid on 25 November 2011 to shareholders who are on the register of members on 28 October 2011.
The trusts operating the long term incentive plan scheme ("LTIP 2007") have fully waived dividends on the 504,610 (2010: 504,610) shares held at 25 June 2011 and all but 0.01p per share on the 905,070 (2010: 905,070) shares held in respect of the 2001 Executive Share Option Scheme.
4. Reconciliation of movement in net debt
Increase in cash and cash equivalents
Cash flows from decrease in debt
Change in net debt resulting from cash flow
Inception of new finance leases
Movement in net debt in the period
Net debt at beginning of period
Net debt at end of period
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text:
Johnson returned as Glovers boss on January 9, taking over from Skiverton, and some questioned at the time whether or not the dynamic would function properly in the circumstances.
But after three weeks in the job, Johnson insists there is no friction between the two.
"Terry Skiverton is still here and very much a part of what we're doing, and hopefully that will give the players the confidence to play their game in an atmosphere of positivity," he told Press Association Sport.
"I think Terry was a bit worried at first. You don't want to be BBC as they say - balls, bibs and cones - and certainly there was no way he was going to be that and we were always going to work very closely.
"These few weeks have shown Terry my idea of our partnership and I think anything he was worried about has now been cleared."

subset: commoncrawl


text:
|Master Kiftal
|Quest Giver
|Master Kiftal
|Master Farraglen
|Next Quest
|Heroes Shall Not Pass
|Kiftal's Elixer
|Side Quest
Master Kiftal is a quest available in Kingdoms of Amalur: Reckoning.
The apothecary Master Kiftal is overcome by the horror of the poisons and diseases the Witchknight Anira has sanctioned her to create for the Tuatha. She has asked me to bring her the Sorrogweth Fungus, which grows nearby, so that she may use it to create a potion that will allow me to pass beyond the magic barrier that guards the Witchknight.
Master Kiftal is one of three connected side quests given by Tuatha Master Makers, held prisoner in Cann-Rane by the Witch Knight Anira. The other two are Master Belne and Master Kiftal.
Master Belne and Master Farraglen's side quests must be finished before Master Kiftal's can be started.
- Talk to Master Kiftal, on the other side of the room from Master Farraglen. She asks you to fetch some Sorrogweth Fungus, so that you can pass through the barrier and kill Anira.
- The Sorrogweth Fungus grows outside Cann-Rane, in a pool by the eastern entrance to the ruin.
- The pool is, naturally, guarded by Murghan and a Banshaen.
- With the Fungus in hand, the Fateless One should return to Master Kiftal to finish the quest (Kiftal's Elixer, but no XP nor Gold).


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Related Items
Trending Stories
Who will save the Fire in 2003?
In this playful piece, we pose a question or make a statement about something in soccer that will be opined about, agreed and disagreed on, by YOU, the reader. No more talking heads giving safe, politically correct answers. Those days are over. Instead, we've opened the floor to everyone out there in Cyberland to throw in their two cents.
For the February issue, we asked you this:
Having lost perhaps their four most dynamic players in the off-season, will the Chicago Fire be able to claw their way into the MLS playoffs this year (and how)?
Hopefully DaMarcus Beasley and his Fire mates aren't Center Circle subscribers, as collectively you don't give the them much of a chance in Year One of the Sarachan era.
Here's a smattering of your responses, broken down into the Realists, the Pessimists, and finally, the Unconditional Optimists:
The Realists:
"Darn good question. As a Barnburner myself, it's one I've been asking for a while. And the answer really lies with coaching that I can't project. For all practical purposes, the team isn't much different than it was last year. Nowak, Wolff and Hristo just weren't healthy often enough to make a difference last year. So basically it's Faria for Kovalenko. And more importantly, Sarachan for Bradley. If Sarachan can keep Gray and Capano developing, then the Fire will be about the same as last year: solid back line, thin midfield and forwards. They'll probably still squeak into the playoffs, but won't make any noise there. There's also the real chance that Beasley will leave for Europe, and that every player on the roster will tear an ACL playing on the artificial turf."
- Donald Adamek / 27 / Ann Arbor, Mich.
"As always, Chicago will be in the hunt, and will win its share of games, but I don't figure them to get past the first round of the playoffs. With the loss of his supporting cast, Ante will not have the opportunities to put up big numbers, even if he stays healthy. I hope he has a good season, but don't see him being strong enough to carry or lead the team like they need. I also hope Zach is back in top form, but that would only put him even with Tim Howard, Tony Meola, Matt Reis and Kevin Hartman. In other words, a good goalie is obviously critical to a strong season, but he will not be the one to make or break the Fire's playoff hopes. Sorry to say, but anyone counting on DaMarcus to fill the void created by the exodus of Chicago's past leaders is in for a long wait. Sure he has great speed and quickness, but his attacking skills are pretty one-dimensional and raw. He may be a game-maker type of player in two or three years, but definitely not this year. The team, particularly the younger players, will be energized by the new coach phenomenon we see so often, but it won't be enough, particularly since Chicago has already been to the top of all the MLS and Open Cup ladders. It is always harder to repeat than to win for the first time."
- Keith M. McPherson / 39 / Little Rock, Ark.
"As much as I like this franchise, their new coach, and the fans, 2003 is going to be a huge struggle for the Fire. The heart and soul of that team was Nowak and Stoitchkov and their absence now leaves a void I don't think can be replaced in one season. Players like Bocanegra, Thornton, Armas will keep the defense solid, but too many young midfielders (talented, mind you) like Mapp and Gray still need experience and may not be successful creating and linking up with the forwards. I look for DB (DaMarcus Beasley) to have a big year, but he is most effective on the wing of course and I'm excited to see how Futagaki performs at this level. All in all, I predict they will struggle at best and likely won't make the playoffs. Too many other teams like D.C. United, NY/NJ, and maybe even New England have improved, and this only makes matters worse for the new-look Fire."
- Kirk Shearer / 32 / Jackson, Miss.
The Pessimists:
"The 2003 Chicago Fire will be extinguished, and won't come near the playoffs, despite 8 out of 10 teams making it. They've lost the heart and soul of the team (Nowak), speed and finishing up front (Wolff), a hard nosed two-way player who got into the other team's heads every game (Kovalenko), and the fine free kicks and overall influence of a great foreign national (Stoichkov). On top of all that, they have a new coach, and an inexperienced one at that (Sarachan). The day-to-day grind of coaching a mediocre club at best will wear down on Dave and he will be at a loss at how to right the ship. Finally, the WORST goalkeeper in the last quarter of the year last year was Thornton, and while he probably won't be that bad in 2003, there's no reason to believe he'll return to 1998 form. They may have the best fans in MLS, but it will take more than that in 2003 for the Fire to return to the 1998 and 2000 levels."
- Scott Olesen / 40 / San Diego, Calif.
"To hope that the Fire will make the playoffs this coming season is foolish. There are so many new young faces, it simply will not happen. What we can hope to see from the Fire is steadily improving soccer that is played with excitement and a never-say-die attitude. This is the season when the TRUE Fire fans will stand out. In closing, I do not expect the overall record to be great. However, in the Fire tradition, I do expect them to be the hardest-working team in MLS." [Editor's Note: Sorry, Joe. I think you're talking about the Columbus Crew.]
- Joe Stacheleski
"I don't think they can do it. But if they do, it will be something like the Revolution this past season. They started horribly, then came together. The Fire have some of the best fans in the league (next to D.C. United fans, of course), and they will hopefully be able to cheer their team into the playoffs, leaving the MetroStars out again."
- Scott / 16 / Richmond, Va.
"The Chicago Fire are in a world of hurt. Razov will not be what he used to be. Beasley can only lead by example and that may not be enough. Zach Thornton will be close to top form but the team's success will certainly be in the hands of coach Dave Sarachan. Having been in the locker room and on the sidelines with Dave, when he, Bruce Arena and Bob Bradley were teamed up in Region I, I am confident that the team is in good hands. With the confidence of Bruce, the knowledge of Bradley and the people person personality that Dave has, the Fire will be back on top quickly. Were I not a Bradley fan, I would continue to be a Fire fan. I think very highly of Dave and I will root for the Fire, except when they play against the Bradley machine."
- John Callaghan / 61 / Jackson, N.J.
The unconditional optimists:
"Will the Fire make the playoffs? They should, because they still have a great team with National Team members in each of the five field areas; namely, Thornton in goal (needs work on free kicks but still a valuble keeper), Bocanegra in defense (getting better and better...soon to Europe?), Armas in defensive midfield (in my opinion world class and the main reason the Fire didn't win it all last year), Beasley in offensive midfield (believe it or not he still needs more confidence) and Razov up front (he hated Stoichkov so this should make Ante even better). I think that Rodrigo Faria will ably fit into Wolff's position and with Kelly Grey and a healthy Evan Whitfield, they can do what Kovalenko did. Stoichkov? Who cares. The main problem is that the Fire need a replacement for Nowak and one just doesn't jump off the team list. Who knows...maybe another star will be born such as Ryan Futagaki."
- Chris Etzwiler / 37 / Chicago, Ill.
"I believe Dave Sarachan will be a tremendous asset to the Fire this season. He is a seasoned and well-respected coach with great experience with the National Team and with the early MLS Champion D.C. United squads. Dave is very familiar with his key players: Razov, Beasley and Thornton from their time with the National Team. Dave's ability to relate to the players and fans will create a winning attitude and positive results in Chicago."
- Tim Mann / 43 / Sioux City, Iowa
Thanks to everyone for the passionate responses to the February question. Obviously, we couldn't print all of them, but wish we could, because they were almost all very educated responses to what was a very serious question to many. We especially applaud those folks who care so deeply about the Fire that they ripped off a few good pages about the topic. Love the passion. But for the future, the odds of being printed are better if you keep it under 150 words so that we can put as many as 10 opinions on display each month.
Now for March's question: Who will be the 2003 MLS MVP (and why)?
Is it finally the year of Clint Mathis? Will Landon Donovan take the 'Quakes on his back and lead them to another MLS Cup? Will Carlos Ruiz or Taylor Twellman be able to match their scoring success from 2002? Or will a newcomer like Earnie Stewart, Hong Myung Bo or Gilles Grimandi be the man of the year?
That's all the help you're getting from me. It's your time to decide. E-mail your BRIEF, but well-crafted response to email@example.com. PLEASE INCLUDE YOUR FULL NAME, AGE AND CITY OF RESIDENCE. Feel free to submit responses for as many months as you wish, but in the interest of sharing the spotlight, we will be giving space to different respondents from month to month.
Table of Contents
1) Armchair Midfielder (Off-season MLS Pick-ups)
2) In Threes (w/ U-19 WNT goalkeeper Ashlyn Harris)
3) Desert Island Discs (w/ WNT midfielder Tiffany Roberts)
4) Queries and Anecdotes (w/ MNT midfielder Ben Olsen)
5) Mark That Calendar (On to the Algarve...)
6) Superstar!!! (w/ WNT, U-21 WNT forward Lindsay Tarpley)
7) FAN Point/Counterpoint (Who will save the Fire in 2003?)
8) "You Don't Know Jack (Marshall)" (Algarve Cup Trivia)
Download this issue of Center Circle (.pdf).
We want feedback. No, really. Positive, negative, indifferent--we take all kinds. Reach us at: firstname.lastname@example.com.


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Sorry for the lack of posts everyone. It's been a crazy couple of weeks of shoots and celebrities! More on that in the future but in the meantime, here's a gorgeous 70s/Charlie's Angels/Summery look I did recently for a shoot.
Actually it's quite a funny story. I was briefed to to a simple look as the shoot only really wanted the model from the lips down as it was a beauty and bag story! I refused to let it be a waste and thought that I'd use the chance to try out a few new palettes to create a modern version of a 70s summer look. Think Farrah Fawcett, Cheryl Ladd, Candice Bergen, Heather Locklear, hazy summer days and gorgeous glowy healthy Californian girls from retro TV shows! Anyway I digress, meet Julie.
Now we have to admit that Julie is pretty gorgeous to begin with and her skin is pretty much flawless! So it was pretty easy to work with. I wanted delicious shades of pink, gold, soft washes of taupes and bronzes all mixed up into a gorgeous look to reflect beautiful glamorous women in hazy Californian 70s sunlight! Note that I did the eye makeup really soft and hazy without any hard lines, applying colour according to the natural bone structure of the eye in soft washes. Have a look, I've included photos of Julie in natural and flash lighting.
Face: Shu Uemura Stage Performer Instant Glow, Shiseido Perfect Refining Foundation, YSL Touche Eclat, Laura Mercier Secret Camouflage.
Eyes: Shiseido Luminizing Satin Eye Color Trio in RD711 & BR209, Shiseido Perfect Mascara in Black, Madina Shiny Stick in 100.
Eyebrows: Anastasia Brow Wiz in Ash Blonde, MAC Clear Brow Fix.
Cheeks: NARS Multiple Bronzer in Malaysia, Max Factor Miracle Touch Creamy Blush in Soft Copper 03, Shiseido Bronzer in Light Madina Shiny Stick in 100.
Lips: Lanolips 101 Ointment, TopShop Creme Lipcolour in Tawny, Madina Shiny Stick in 100.
Powder: YSL Poudre Sur Mesure in Sand No 2.
So what do you think? I love this look, it's all about softness and the healthy glow that comes from sport and being effortlessly glamorous! As always comments are discussions are most welcome. Enjoy!


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Skip to main content
Katie Morhen, 29 Feb 2012 15:31
One of Iran's most famous poets has been commemorated by a gathering of literature academics at the Jamia Millia Islamia national Islamic university in New Delhi, India.
A special celebration was held in honour of 17th century poet Hossein Naziri Neyshaburi.
Speaking at the event, Mehdi Nabizadeh, Iran's ambassador to India, said that Iranian poets, writers, Sufis and merchants had been instrumental in introducing the country's Persian heritage and culture to India over a long time frame.
"Contacts between these two countries started even before the advent of Islam and continue till today. The signs of such interaction can be witnessed in the historical buildings and the literary and cultural heritage," IRNA quoted him as saying.
The impact that Naziri has had on contemporary Persian poetry was also discussed.
Following the ceremony, a three-day seminar was kicked off in which scholars from Iran, India, Afghanistan and Tajikistan presented their research papers on different aspects of Naziri's poetry.
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A Breath of Fresh Air by Debbie O'Neill
Welcome! You are browsing as a guestWould you like to see 91 projects made from this pattern and much more? create a free account What am I missing?
© DebbieO
© DebbieO
© DebbieO
© DebbieO
A Breath of Fresh Air
This pattern is available from theloopyewe.com for $5.00.
Approximately 60" wide, 12" deep.
• 350 yards main color fingering weight yarn; 90 yards contrast color fingering weight yarn. Sample shown in The Alpaca Yarn Company Paca Peds Heels And Toes (65% Superwash Merino, 15% Nylon, 20% Alpaca; 450 yds; 4.25 oz), color Promise of Spring.
• Size US3 (3.25mm) knitting needles (or size required to achieve gauge)
• Size US3 40" (3.25mm) circular knitting needle (or size required to achieve gauge)
• Tapestry needle
24 sts and 48 rows = 4" in garter stitch unblocked
This pattern is part of The Loopy Ewe February Club Loopy kit. The pattern will be available from The Loopy Ewe Summer 2011.
For more information, see: https://www.theloopyewe.com/The-Loopy-Ewe-A-Breath-o...


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Big Law Heads Home—But Will It Work For You?
Morgan, Lewis & Bockius recently announced the implementation of a new policy allowing some of its associates in the U.S. and U.K. to work from home. Other large law firms have similar programs, and while they have been credited for improving workplace morale, some lawyers would be well-served to heed potential red flags.
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You are correct that flexibility has little value if you do not have productivity and consistency. That is why NewLAWu.s created a law firm platform that is accessible from anywhere and provides role-based- individual work flow for attorneys and operations to drive efficienceis and client value for the firm.
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Displaying a Schedule for a radio station
Hello WordPress Forum! This is my first post in the forums, though I know my way around WordPress. I have recently inherited the responsibilities of a website for my school's, Bowling Green State University GO Falcons!, FM radio. The website is lame and ugly here. I am in the process of completely resigning the site and I need some help transferring the schedule of the station. Currently it is a violently colored table from MS Word, it is freaking awful here, but it serves it purpose. I know there are a lot of really great calendar plugins, but since the schedule is constant I feel like a calendar would be extremely cumbersome with all the shows all day in it and I'm really tring to streamline this website and make it about listen to the radio and social media integration. So I was wondering if there is some sort of plugin that can help me or maybe there is a calendar plugin that would work well that I couldn't find. Normally I would have tons of free time to look for this stuff on my own, but they gave me the website on Thursday and they are starting their Spring Donation Drive on Monday so I need to have the new site up by then. So any help would be extremely helpful. Thank you in advance for any help.
- The topic 'Displaying a Schedule for a radio station' is closed to new replies.


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SAN DIEGO – Leave it to Brian Wilson to be the first to say it.
The Dodgers' stint as baseball ambassadors is probably responsible – directly or indirectly – for the injuries that have landed both Wilson and Clayton Kershaw on the disabled list. Wilson admitted as much Wednesday when he said the nerve irritation in his surgically repaired elbow started bothering him in spring training, most likely as a result of trying to ramp up his throwing program in anticipation of the early start to the season March 22 in Australia.
"The other day should have been March 15 for me and a spring training game and no one would have cared," said Wilson, who blew the save in the Dodgers' loss Sunday night in San Diego. "It would have been fine and I'd still have two weeks and this wouldn't be happening."
Wilson said he felt something wasn't right in his elbow during a March 10 Cactus League game. He was shut down for several days, limiting the number of innings he was able to pitch before the team headed to Australia. He tried to pitch through it Sunday before undergoing an MRI on Monday that revealed the nerve irritation.
Wilson did some light throwing Wednesday and expects to throw off a mound in the next day or two, setting up a minor league injury-rehabilitation assignment to "just to kind of finish spring training."
"I shouldn't have tried to get ready too fast," said Wilson, who went on the DL on Wednesday. "I would have liked to have had more innings (in spring training) but mentally I knew the season was going to come a little sooner so I tried to work a little faster mentally and physically.
"I'm not going to blame it on anything. I just know the answer is I need more work so that's what I'm going to do. … When my arm is right, I'm going to come back and when I come back they're going to be quality innings. I don't imagine it's going to take very long."
Kershaw, meanwhile, is expected to miss a month because of an injured teres major muscle in the back of his shoulder. The left-hander has refused to link the injury to the combination of a career-high workload in 2013 (259 innings including the playoffs), a shortened offseason and early start to the 2014 season. Kershaw hasn't even been willing to specify when he first felt the pain in his back, though pitching coach Rick Honeycutt told reporters Kershaw told him after he threw 102 pitches in the March 22 win in Australia.
"Throwing hard, that's probably what caused it," said Kershaw, who had never been on the DL before. "You can look back on a lot of things and second-guess yourself. At the end of the day, it happened. I try not to think about that. I feel I was as prepared as possible for the season. It's just one of those things.
"Obviously, pitching is what hurt it, whether that's because I was in Australia or not – who knows? I felt I rested an adequate amount of time in the offseason. I felt great all spring. My arm felt great all spring. … I don't know what I could have done better."
Honeycutt offered that the spring could have been planned differently to compensate for asking pitchers to start the season so much earlier than normal. But Manager Don Mattingly still hesitated to make a connection between the Australian series and the injuries to Kershaw and Wilson.
"If I would, I'm guessing. I don't know," he said. "He (Honeycutt) thought it was a little short. Even though we were in spring training early, he felt that pitchers didn't get on the mound enough.
"But is that what happened (leading to the injuries)? I don't know. I'd just be speculating, just guessing with no facts to back it up."
Right-hander Jose Dominguez was recalled from Triple-A to take Wilson's place on the active roster. … Right-hander Josh Beckett is tentatively scheduled to make a rehab start with Class-A Rancho Cucamonga on Friday. Beckett is expected to join the Dodgers' rotation as their fifth starter in the next two weeks. … The Dodgers claimed infielder Carlos Triunfel on waivers from the Seattle Mariners and assigned him to Triple-A Albuquerque. The Mariners had designated Triunfel, 24, for assignment last week. He has played second base, shortstop and third base in the minors and saw limited playing time in the major leagues each of the past two seasons. He hit .276 while spending most of 2013 in Triple-A.
Contact the writer: firstname.lastname@example.com


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Social media is using the Internet to instantly collaborate, share information, and have a conversation about ideas, issues, causes, and organizations we care about--powered by technology. What we do--collaborate, share information, have conversations, and LEARN--is powered by social media tools. Although the tools are different, it is what we can do with them that is really transforming things. Michele Martin - Social Media 101
:: Simple Definition Social bookmarking allows web users to save, organize and share their bookmarks of web pages on the Internet (vs. their own computers). Social news sites allow users to submit web pages and articles and have other users vote on them with the # of votes determining which articles are presented on the social news site. Interactive Insights Group
RSS (Really Simple Syndication) — sometimes called web feeds — is a Web standard for the delivery of content — blog entries, news stories, headlines, images, video — enabling readers to stay current with favorite publications or producers without having to browse from site to site. blogs and news content using a News Reader. All blogs, podcasts and videoblogs contain an RSS feed, which lets users subscribe to content automatically and read or listen to the material on a computer or a portable device. Most people use an RSS reader, or news aggregator, to monitor updates. Socialbrite founder JD Lasica coined the term "news that comes to you" to refer to RSS. (Socialbrite Social Media Glossary)
:: Simple Definition Video sharing allows users to upload and share videos to video sharing website such as Youtube. Other users can watch the videos, comment on them, share them with other users and even embed them on their own websites and blogs. Interactive Insights Group
:: Simple Definition Photo sharing tools allow users to upload and post their photographs online to share them with other users. Interactive Insights Group
:: Simple Definition A blog is a website where entries or posts are listed in chronological order. Blogs commonly allow for readers to provide comments which are posted along with the original entry. Interactive Insights Group
A social network is a website where people who share similar interests can connect with one another and share information. Typically social networking sites allow users to create a profile, share photos, videos, links, etc. and communicate with other members of the network through instant messaging or comments on the user's profile page. Facebook, MySpace and LinkedIn are all examples of social networks. Facebook and MySpace are more typically used by young people, although there has been tremendous growth in the number of adults in social networks. LinkedIn is a professional social networking site and is a good way to connect with colleagues and, for RCEPs, with business partners. Ning is an online platform that lets you build your own customized social network.
LinkedIn exists to help you make better use of your professional network and help the people you trust in return. LinkedIn's mission is to connect the world's professionals to make them more productive and successful. Linkedin is a business-oriented social network dedicated to helping professionals maintain a list of connections. These connections can then be used to find a job, find out more about potential employers including which of you contacts might be able to refer you, and fill your own job vacancies through the social network. Why Should I Use LinkedIn? Linkedin is the perfect website for the freelancer who is constantly on the lookout for new job opportunities. Job seekers will also find the social network a boon to their hunt. By forming a wide array of connections, you are able to utilize those connections in the job hunt. About.com
A wiki is a collaborative website that can be directly edited by anyone with access to it. Small teams often find that they can accomplish a task easier by creating a collaborative online workspace using wiki software such as pbworks, Socialtext ormediawiki. Socialbrite - Social Media Glossary
Twitter is a popular social network, unveiled to the public in July 2006, that lets members post updates of no more than 140 characters. People have begun using Twitter in interesting ways to point to news stories, to raise funds for charity, and other unexpected uses. Tweets are posts on Twitter, a real-time social messaging system. RT stands for retweet: Users add RT in a tweet if they are reposting something from another person's tweet. A Tweetup is an An organized or impromptu gathering of people who use Twitter. Users often include a hashtag, such as #tweetup or #sftweetup, when publicizing a local tweetup. (Socialbrite Social Media Glossary)


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Norwegian Sky full of dark clouds!: Norwegian Sky Cruise Review by Prezrob11
Overall Member Rating
Norwegian Sky full of dark clouds!
Destination: Bahamas
Embarkation: Miami
First I will talk about the positives, because there were some. Embarkation/Disembarkation: Simply the easiest and best process I have seen and I was very pleased with the ease in which I was able to get on and off the boat. NCL does do this very well.
Freestyle Cruising: I thought the concept sounded great when I was reading about it, however, in practice I think it is the single best part about Norwegian. Being able to eat where you want, dress how you want, and do what you want without having to be beholden to a tight schedule is just what a vacation is about. I was able to eat in the main dining room each night at the time that worked for my group and without having to wait for a table. I did not have to dress up for a Captain's night like on More Carnival and feel forced to take a thousand different pictures. Freestyle cruising is amazing.
Now for the bad.
Irons: I am used to the laundry room available on Carnival ships and had no idea Irons were available by request only, and once you request you could wait almost an hour for one. I don't have an hour to waist waiting for an Iron along with everyone else on the but vying for the limited amount of them. Now they will press your clothes for you, but, not willing to pay that extra fee. This really annoyed my wife and I.
Rooms: I felt the rooms were small, bathrooms smaller. I fel the rooms and bathrooms were not as clean as they could be. The rooms were generally dusty bed was not comfortable and the configuration mean you had no use of the window in the oceanview room.
Staff: I felt the staff was unfriendly and the general tone of NCL to be "so what".
Pool Decks: Everyone had lots of fun on the pool decks, however, they were very small and overly crowded. It seemed as though everyone was on top of each other. In addition if you have children with you many adults took over the Kids splash pool and did not want any kids splashing, in the "splash" pool. I think NCL should really take better control of kids areas to ensure its young Kids that are actually able to take advantage of the area.
Common Areas: Hallways and Walkways near state rooms were dirty and had a bit of a smell. Boat did have nice decor but it is not kept up in a way that it should be. Night club was located in an awkward place felt too open, with small dance floor and too much seating for a night club. Most bars and other areas were okay and served there purpose.
Ports: Nassau was great although very crowded (not NCLs fault), nothing to complain about with NCL there.
Great Stirrup Cay (or whatever Norwegians private island is called), boat did not let us off there because water was too choppy for tenders. I was upset because this should not have been a surprise to them due to the large hurricane that was out at sea on its way to impact with Bermuda. Royal altered its three day before it left Miami and FLL and Port Canaveral and made sure there customers had something to do. NCL pretended to try and get us on the island and than turned that second day into a Sea Day. I don't mind a Sea Day on a 7 day cruise in fact I love them. However, I went on this cruise to get two days in the Bahamas on the beach, NCL, cheated me of that and did not quite care that it had done so.
In conclusion, I don't think NCL is worth it and I wont try it again, nor would I recommend it to any of my friends. Less
Published 10/07/10
Cabin review: OA Oceanview Picture WindowOceanview Picture Window (OA) Reviews >>
Read Cruise Critic's Norwegian Sky Review >>
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Folding Shelf Bracket, 5 Lx11 In H, PK 2
Average Rating: 3
Purchase at Amazon here:
Folding Shelf Bracket, 5 Lx11 In H, PK 2
Customer Reviews
Average Product Rating: 3based on 1 reviews
Good but not perfectThursday, September 09, 2010
The bracket(s) are well designed and were easy to install. The look and price...excellent. However, during installation two of the hinge bolts (I bought four brackets) detached and one could not be reattached securely. I purchased replacement bolts that screw together. Each replacement bolt was .98 cents. I would have gladly paid a dollar more per bracket to avoid this inconvenience and the score would have been "Teriffic".
Design, ease of installation and price. Excellent Drillspot service and prompt delivery.
The hinge bolts could have been manufacutured to be more secure and potentially more safe at minimal added cost.


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I'd really appreciate it if you could take a second to rate this template. Simply navigate to your downloads section, and add a 1-5 (hopefully 5) starts to this item


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Tweets from @TBHomeTeam/writers
MORE from our HomeTeam writers.
Fri. January 29, 2010 | Eduardo A. Encina
Hillsborough senior tight end Jordan Duval, the Terriers' second-leading receiver last season, has accepted a preferred walk-on spot at USF, Hillsborough coach Earl Garcia said Friday.
Duval, who transferred from Freedom in the offseason, made 27 catches for 375 yards. His 6 receiving touchdowns were also second on the team to Charles Lovett.
Garcia said the 6-foot-3, 215-pound Duval also received recruiting interest from Lafayette and Towson.
-- EDUARDO A. ENCINA (email@example.com)


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Brothers and Sisters,
Each and every time I have listened to this production by Glenn Beck and performed by David Osmond, it has moved me to tears of heart felt gratitude and joy for my Savior. Moments throughout this piece has stirred up some of the exact emotions I felt in my personal experience with Him.
If you are looking for a way to feel His Spirit this time of the year, and are struggling to balance living in Babylon, all the while trying to do your part in establishing Zion, please listen to this "delicious" piece of Manna from Heaven. If you know others, who themselves are struggling because they need to remain here, in this wicked world for now, and not be able to live by His side, this may help them too.
I Love Each and Everyone Of You,
Elias Returns


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Rock stars of the garage sale set Linda Wary and John Meyers — she a graphic designer, he a display director for Anthropologie and both authors of "Tossed and Found" — put this pretty pickle jar terrarium up on their site.
The garden is built on the lid — pebbles first, then charcoal, then planted bits of lawn grass with dirt included, moss and whatnots. Instructions on their web site Warymeyers.com say to pop the jar on top and screw the lid down tight. But I wouldn't.
You need to exchange the air in a terrarium at least once a week by lifting the jar and letting the old air out and new air in. But a great idea for a possible temporary terrarium for parties and special occasions.
Click on the blog, lots of eye candy there for garage sale junkies.
Click here for step by step instructions from DesignSponge.com.


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Expertly define your eyes with the Smile. Laugh. Wink.™ Eyeliner Trio from bareMinerals. Housed in a chic palette, the set contains three eyeliners to create distinctively different finishes and looks, from smudged and effortless to the perfectly precise cat eye.
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Create depth and definition with the Lash Domination Ink Eyeliner, a felt-pen liquid eyeliner with tapered tip. Utilising a water-resistant formula with intense black finish, the liner delivers a precise shock of colour onto the lids; its unique pigment dispersion system enables consistent, even flow of product to create thin to thick lines with ease. Expect a fuller-looking lash line and expertly defined eyes.
Lasting Line Long-Wearing Eyeliner
The Lasting Line Eyeliner is a twist up pencil which glides on effortlessly for precise definition. It boasts a mineral-rich formula that is soft and creamy on application and sets to a long-wearing finish that won't smudge, smear or fade. Boasting a built-in sharpener as well as an ergonomically angled smudge tip for smooth, effortless blending.


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Apple in numbers: Infographic
Well, now everything has been put together and displayed in a nice infographic, making the rise of the planet of Apple that much more breathtaking, considering it doesn't sell a necessity like oil.
It is also not a financial company with 1:30 leverage shuffling electronic paper around, but operates in the fickle consumer electronics business.
Our favorite stat is that the cash it has can buy Twitter, RIM, Nokia, Netflix, Adobe and add a carrier to it like T-Mobile, then still have money left over for its new dividend program for shareholders.
via IntoMobile
3 Comments
posted on 15 May 2012, 10:51 0
1. -box- (Posts: 3991; Member since: 04 Jan 2012)
Apple is a good business, as this shows. Awful company and morals, but good business. As others have shown though, those types of companies can fall fast and fall hard with just a few missteps
posted on 15 May 2012, 13:10 0
2. downphoenix (Posts: 3165; Member since: 19 Jun 2010)
Im sure Jobs has taught them well to stay the course, and the stockholders dont want any radical change in the company since its making money hand over fist. Maybe if the current strategy is no longer effective THEN they will change.
Apple in numbers: Infographic


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Gene Might Boost Risk for Obesity,
Kyoto University
A new animal study suggests that a genetic mutation could put certain people at higher risk for becoming obese if they eat high-fat diets. At the moment, the practical uses of the research seem to be limited, but physicians could conceivably test people for the mutation and recommend that they avoid certain kinds of diets, said study co-author Dr. Gozoh Tsujimoto, a professor at Kyoto University's department of genomic drug discovery science in Japan. It may also be possible, Tsujimoto said, to eventually give people drugs to combat the effects of the mutation.


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"If misuse of 'I' and 'me' is an irritant, the abuse of 'myself'' is nothing short of a blot on humanity."
"If misuse of 'I' and 'me' is an irritant, the abuse of 'myself'' is nothing short of a blot on humanity."
— Syndicated columnist
Heidi Stevens ("Words Work")
As the jocular gibe above implies, the subjective pronoun "I" and the objective pronoun "me" aren't the only pronouns that often are misused. Some folks find reflexive pronouns, such as "myself," just as confusing and consequently inject them where they aren't needed.
This column previously discussed proper and improper uses of subjective pronouns (such as you, she and they) and objective pronouns (including her, him and them). It is time now to do the same for the reflexive — the "self" and "selves" — pronouns.
In addition to "myself," the singular forms of reflexive pronouns are yourself, herself, himself and itself. The plurals are ourselves, yourselves and themselves. The first person "myself" is the one most often misused, especially in speech — both formal and informal. But the other pronouns also are prone to being applied incorrectly.
A reflexive pronoun has two uses:
(1) It refers to the preceding subject of a sentence and reveals or admits something of a personal nature. Examples: "I hurt myself while lifting weights." "She considered herself incapable of solving the problem."
(2) It places emphasis upon another noun or pronoun in the sentence and delivers a commitment, purpose or responsibility. Examples: "I, myself, will go to Iran on a peace mission." "They, themselves, are to blame for this accident."
When a reflexive pronoun serves to emphasize or intensify, it appears either immediately after the subject (as just shown) or at the end of a sentence. These examples illustrate the latter use: "They want us to lead the discussion ourselves." (The intensifier ourselves emphasizes us.) "I interviewed the president himself." (The intensifier himself stresses president.)
Notice that these intensive uses are not essential to the structure of the sentence. The sentences are grammatically correct without them — but, without the intensifier, they lack the power that the reflexive pronoun supplies.
While reflexive pronouns may relate to the subject of a sentence, they cannot be the subject. As shown previously, they can be the object. As Michael Strumpf and Auriel Douglas warn in "The Grammar Bible," "Never use a reflexive pronoun in place of a standard personal pronoun."
Their examples: Improper use as a subject: "John and myself repaired the copy machine." Proper: "John and I repaired the copy machine." Improper use as the object: "Jane drove Sherry and myself to the movies." Proper: "Jane drove Sherry and me to the movies."
From Steve Kleinedler of the American Heritage Dictionary comes this strained (weird?) example of poor use: "Give the package to myself." That sentence illustrates improper use as the object of a preposition. Proper: "Give the package to me."
Why do reflexive pronouns often get used in these incorrect ways? If you were to ask one who misuses the reflexive in this way to explain why, the answer might very well be this: "Gosh, I really don't know why. I just think it sounds right." But "sounding right" or "sounding elegant" (another excuse) doesn't make the wrong use right.
Perhaps some of your friends or work acquaintances misuse the reflexive pronoun as the subject or object of a sentence (as illustrated in the aforementioned examples). By patiently and tactfully explaining the rules, you may help them see the light. In addition, ask them to humor you and "play around with sounds" for a while.
Let's look at one example: Your friend Lisa has just said, "Glenda wants the papers returned to herself." Ask Lisa to repeat that sentence but only after banishing "herself" and replacing it with the correct pronoun — "her" — that you supply. Ask Lisa to repeat that sentence aloud — over and over.
With sufficient repetition, the proper pronoun should begin to flow from her lips in a free and easy manner. The correct pronoun should begin to sound right.
Kleinedler supplies a related reason for misuses of reflexive pronouns: "People are afraid to use 'me' when it's completely correct; they fear that 'me' may be incorrect — so they resort to this 'myself' thing." This illogical rush to the wrong pronoun, he says, "points to the fact that you've got anxiety about sounding correct and are going out of your way to avoid saying something wrong that isn't actually wrong."
Are you seriously interested in getting away from judging only "by sound" or in relieving the fear of being wrong? Then locate additional sources of information on the reflexive pronoun (and other pronouns). Seek suggestions at your area bookstores and at the reference desk at local libraries. If these books are available at those locations, examine them. One of the best sources, in my estimation, is Marcella Frank's "Modern English — A Practical Reference Guide."
* This column was suggested by Dawn Kucera and Virginia Newsom, both of Hendersonville.


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