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UN report documents al-Maliki government's gross rights violations against Ashraf residentsNCRI – In a report to the United Nations General Assembly and the Human Rights Council, UN officials documented a series of crimes committed by the clerical regime in Iran as well as Iraqi forces on July 28 and 29, 2009, against 3,400 unarmed members an opposition movement residing in a refugee Camp called Ashraf near Baghdad.
The report echoes fears concerning the possibility of forcible return of Ashraf residents to Iran where they could face execution or torture.
UN officials are cited in the report for sending urgent appeals to the Iraqi government in this regard, including the Special Rapporteur on the right of everyone to the enjoyment of the highest attainable standard of physical and mental health, Chairperson of the UN Working Group on Arbitrary Detention, Special Rapporteur on extrajudicial, summary or arbitrary executions, Special Rapporteur on the promotion and protection of the right to freedom of opinion and expression, and the Special Rapporteur on torture and other cruel, inhuman or degrading treatment or punishment.
The report, which was circulated at the 14th session of the UN Human Rights Council in Geneva, documents the deadly attacks by the forces of Iraqi Prime Minister Nouri al-Maliki in July 2009, which were carried out with the collaboration of the terrorist Qods Force of the Iranian regime, against Camp Ashraf. In its 16-article detailed account, it particularly points to the hostage taking and torture of 36 Ashraf residents in addition to the raid, all of which are considered gross examples of crimes against humanity.
In his report, Anand Grover, the Special Rapporteur on the right of everyone to the enjoyment of the highest attainable standard of physical and mental health, criticized the Nouri al-Maliki government for not responding to his communications or the joint questions of the UN officials.
These UN officials sent out three separate urgent appeals protesting to the killing of Ashraf residents by Iraqi forces, the lack of timely access to medical treatment which contributed to a higher number of deaths, firing at ambulances when they were transporting patients, illegal detentions, ill treatment and abuses of 36 hostages and the prevention of their release despite definitive court rulings.
On October 1, the report says, the UN special rapporteurs underlined the excessive use of force by Iraqi security forces during the July 2009 in Camp Ashraf, which resulted "in the death of 11 residents of Camp Ashraf and the wounding of over 200."
"Iraqi armed forces also drove recklessly at high speeds through gathered crowds, running over some of the individuals," the report says. "25 individuals with injuries sustained from being hit or run over by vehicles."
They used "different means in order to disperse the crowd, including water canons, batons, batons with nails, metal rods, cricket bats, chains, sickles, axes, teargas and sound grenades. It was reported that the Iraqi security forces also made use of firearms against the camp residents and that the shooting was targeted."
The report particularly highlights the deliberate shooting of unarmed residents by Iraqi forces. Six of the 11 residents who lost their lives were killed by gunshots, while 23 of the hundreds of individuals injured sustained gunshot wounds. "It was reported that some of the dead were killed intentionally, having been struck by a single bullet to the head or chest."
The UN report also says that Iraqi security forces prevented Iraqi doctors from entering Camp Ashraf during the raid and for several days afterwards. Moreover, "The Camp Ashraf ambulance also was shot at several times during the attack, as doctors present in the camp were trying to take wounded residents to Camp Ashraf hospital."
"Furthermore, Iraqi armed forces allegedly took a large number of goods belonging to the residents including generators, fans, tables, chairs and cars," the report adds.
On August 7, 2009, the UN officials also sent an urgent appeal to the Iraqi government regarding the detention of 36 Ashraf residents. While in detention, the report says, these men were "beaten by the police with wooden truncheons and metal cables on their chests, heads and hands that resulted in seven people being seriously injured (broken arms, hands and fingers, and fractures of back and head bones)."
According to the report, the UN officials sent another urgent appeal on October 1, 2009, when the Maliki government refused to release the detainees despite court orders. At the time, they were being held at a police station in the town of Al-Khalis, Diyala Province, north of Baghdad, "despite a release order issued by the investigative judge of the criminal court of Diyala Province."
"The investigative judge confirmed on 16 September 2009 his previous ruling of 24 August 2009, ordering the release of these persons on the grounds that they had no charges to answer."
Even the public prosecutor had no objection to their release without charge, the report adds. "However, for unknown reasons, the local police authorities in the town of Al-Khalis continued to refuse to release the detainees. Police authorities have not provided any reason or legal justification for the continued detention of these persons."
Article 160 of the report lists the names of the 36 hostages the Iraqi government took from Ashraf, emphasizing that most of them are in a poor state of health and have been denied adequate medical treatment. Article 162, repeats for the third time, "The Special Rapporteur regrets that at the time of the finalization of the report, the Government has not transmitted any reply to his communication."

subset: commoncrawl


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University of Texas at Austin General Libraries
The University of Texas libraries began their existence in a 648-square-foot unlighted room on the topmost floor of what later became the east wing of the Old Main Building. Even though the university held its first classes on September 19, 1883, in the temporary state Capitol building and, subsequently, took possession of its new building on January 1, 1884, there is no record of a unit giving library service to the 206 enrolled students until March 7, 1884. This is the date of the first documented book loan and the day after the appointment of an assistant librarian had been confirmed by the faculty. There was, however, statutory provision for a library in the act to establish the University of Texas, dated March 30, 1881, and, at regental direction, some books were already purchased before the university opened on September 15, 1883. During the next thirteen years, principally under the aegis of Judge James E. Clark, proctor, librarian, and secretary of the faculty from 1885 to 1897, the library was moved twice, in 1885 to more convenient quarters and in 1897 to more spacious ones, actually about 7,700 square feet. It would appear that the library consisted of a group of separate collections, each selected by one of the schools into which the university was divided. When George T. Winston was appointed in 1896 as the first university president, he hired Benjamin Wyche, the university's, and possibly the state's, first trained librarian. At the very onset of Wyche's tenure (1897 to 1903), the gift of the Palm Library added 10,000 volumes to a collection of only 17,000 (see JAENSSON, SWEN). The acquisition of the Bexar Archives and certain other archival collections resulted in the establishment of the University Archives. The Texas Collection and the Texas Newspaper Collection also date from this period (see TEXAS COLLECTION LIBRARY). To arrange the various departmental and separate collections into one integrated whole, the Dewey decimal classification was adopted. In addition, the first subject catalog was initiated, and a new circulation system was introduced.
By 1903 the library was beginning to enjoy regional and even national importance. It was the largest in Texas, forty-ninth among the libraries of 455 colleges and universities and 207th in a group of 68,869 libraries of all kinds in the United States. It was, therefore, particularly fortunate that Phineas L. Windsor was appointed to succeed Wyche. Windsor (1903–09) had a very clear idea of the functions of a state university library. To him, research and the development of a collection to support it were of prime importance. He collected without regard for physical or personnel limitations. In a letter to his successor, he noted: "Your feelings of despair over the uncataloged material piling up in the library I can easily understand. A good deal of it I was instrumental in getting into the library where I knew there was only a remote chance of its being properly cared for yet I thought it worthwhile to get the stuff so I could show the professors concrete examples of what a library ought to get, and use the whole as a legitimate argument for increasing the need for a library building." Windsor's ideas were in accord with university ambitions. Faculty meetings devoted much time to discussions of the library collection. Presidential reports brought library inadequacies to the attention of regents. Regents brought them to the attention of governors and legislators. The "separate suitable [library] building" aspired to by Ashbel Smith, president of the board of regents, in his inaugural address at the opening of the university on September 15, 1883, and campaigned for by Windsor became a reality in the summer of 1911 on the completion of what is now Battle Hall. However, librarian N. L. Goodrich (1909–11) was left to deal with an imperious architect and a parsimonious governor. When he finally got the library moved into the new building, there was no funding for either stacks or equipment. Goodrich himself left for a Dartmouth College position some months before either was installed.
In a sense it was librarian John Edward Goodwin (1912–23) who picked up where Windsor left off. The collections trebled from 80,069 volumes in 1912 to 250,675 in 1923. Even though the university experienced political interference and two appropriationless years, university expenditures for library purposes were quite handsome. They were never less than 6.5 percent of total university expenditures, and in 1917–18 library expenditures actually reached 32.9 percent of the university total. Unfortunately in that year, 85 percent of the money appropriated went to purchase library materials. No extra monetary provision was made for processing them or making them available to the university community. It was a remarkable period. The benefactions of Regent George W. Littlefield strengthened the southern history collections. At the same time, historian Herbert E. Bolton and others were acquiring Spanish-language materials on the Southwest in Spain, Mexico, and Latin America. With the purchase of the Garcia library in 1921, the basis for the Nettie Lee Benson Latin American Collection was established. Littlefield's purchase of the Wrenn Library in 1918 began the Rare Book Collections, and, eventually, the Harry Ransom Humanities Research Center. Indeed, these so-called special collections were the pride and joy of the university. One prominent English scholar and professor held that the Garcia, Aitken, and Wrenn libraries had a popularity with the people of the state second only to athletics. Concurrently, the Law Library increased from 5,000 volumes in 1912 to 26,000 in 1923.
The handsome new structure into which the library was moved in late 1911 was full by 1923. Since the growth of the collection did not wait upon the provision of proper facilities-books and pamphlets increased from 294,308 in 1923 to 473,837 in 1934-librarian Ernest W. Winkler (1923–34) spent much of his time developing logical ways in which to fragment the central collection. In 1924, 20 percent of the collection was housed in locations other than the library building; in 1934, 30 percent was so housed. Therefore, the time was more than ripe when the first unit of a new three-phase library-administration building was opened for library service in January 1934. The other two phases, the tower and the university administrative offices, were completed in 1937. Nine months after the opening of the first unit, Donald Coney was appointed to the directorship (1934–45). He took the library of a state university with nationally known research programs and prepared it for the enrollment increases—from 6,652 in 1933–34 to 15,118 in 1945–46—and service demands of the post-World War II era. The new library-administration building did much to meet the spatial necessities of the Coney tenure. Unfortunately, the facilities, like the collection itself, favored the graduate student and the research function over the needs of the undergraduate and the general reader. To address the latter problem, the library initiated a program to provide general and recreational reading materials. To address the former, Coney recommended the development of an open-shelf college library for undergraduates. This recommendation became a reality with the opening of the Undergraduate Library in 1963.
On the resignation of Coney, Alexander Moffit, Coney's associate for nine years, became librarian. During his long tenure (1945–67), the collection reflected the massive university growth of the postwar years, arriving at the first million volumes in 1952 and the second in 1968. The average annual increase of the book collection was greater than that of any other comparable period including that which occurred around World War I. On Moffit's retirement, Fred Folmer, Moffit's associate for twenty-one years, became university librarian. In the five years of Folmer's administration, the library almost reached the three million mark. The moving force behind library growth during half of Moffit's tenure and practically all of Folmer's was Harry H. Ransom. In the capacities of vice president and provost, president, and chancellor of the University of Texas System, Ransom saw to it that libraries were sufficiently well supported to move the university library system from fifteenth in holdings in 1958 to thirteenth in 1972 among fifty-eight of the nation's large research libraries. In the summer of 1970, while preparing to retire from active administration, Ransom noted that in 1958 he had urged the development of the Humanities Research Center program, the Undergraduate Library, and the Main Library. Housing for the latter two projects came, respectively, with the completion of the Academic Center in 1963 and the Perry-Castañeda Library in 1977. Housing for the former came in 1972 with the opening of the Harry Ransom Humanities Research Center. The Ransom collection period began in 1958 with the purchase of the Parsons Library, a collection of Americana, classics, Dante, and the theater, containing about 40,000 volumes and 8,000 manuscripts. There followed many other acquisitions such as the T. E. Hanley Collection, which included manuscripts of D. H. Lawrence and G. B. Shaw, the Norman Bel Geddes Collection, the Hoblitzelle Theatre Collection, and others. In 1978 the center acquired a Gutenberg Bible. Until the completion of the Academic Center in late 1963, there had been no new library building since 1937. With the completion of the Collections Deposit Library in 1968 and the many library buildings that were erected in the 1970s, the space problem began to be relieved. However, students complained about library service and faculty complained about weaknesses in collections and library management. Stephen H. Spurr, appointed president in September 1971, responded by obtaining $300,000 in extra financing for the library and bringing in David Clay (1972–74) as assistant to the president with the library as his principal assignment.
The next six years, 1971–77, were a period of accelerated administrative change for the General Libraries. University Librarian Fred Folmer was charged with full-time responsibility for planning what became the new Perry-Castañeda Library building. Merle Boylan (1973–77) was named director of libraries. The Library of Congress classification system was adopted to replace the Dewey decimal classification, which had been used for seventy-five years. The staff made an organized attack upon the large backlog of unprocessed materials—Clay's estimate placed it at 1.2 million volumes and three million manuscripts—that had accumulated over the past few years. There began a "concentrated effort" to utilize computerized systems to solve problems. In the midst of this effort, Lorene Rogers assumed the university presidency on September 25, 1974, Special Assistant Clay ceased to have library responsibilities in the following February, and Library Director Boylan resigned as of May 1, 1977, just four months before the opening of the Perry-Castañeda Library. During this six-year period library holdings increased from 2.4 million to four million volumes, and the library's relative position among the nation's great research libraries rose from fifteenth to ninth. New library initiatives after 1977 included a preservation program, a development program for fund-raising, establishment of the "Contributions of Librarianship" series, and active pursuit of federal grants, which resulted in numerous awards. Personnel development brought staff sharing, mentors for staff training and for students of the Graduate School of Library and Information Science, and research time for librarians, as many staff members became national leaders. Staff oversaw the rapid development of an on-line catalog, improvements in the budget and management process, introduction of microcomputers for staff and users, expansion of electronic database, use of CD-ROM, resource-sharing via national bibliographic networks, and use of the fax process, all providing a better balance between services, collections, and technical processing.
"The Report of the Centennial Commission," the body in charge of celebrating the first hundred years of the University of Texas, stated that one of the goals of the university's academic program was "to make the UT Austin Library one of the world's finest academic libraries." It was coincidentally appropriate then that the centennial year witnessed, on December 9, 1983, a celebration of the library's acquisition of its five-millionth volume. In 1993 the University of Texas at Austin General Libraries held 6,166,423 volumes and stood fifth in size among the 108 members of the Association of Research Libraries. Holdings increased at an average of approximately 140,000 volumes each year.
Harold Billings, who was employed by the General Libraries in 1954, served as director of libraries from 1977 to 2003. His tenure was characterized by extensive use of computerized systems to manage, control, and provide access to this academic resource while making available other academic resources throughout the nation and world. After Billings's retirement in 2003, Fred Heath became the director. As library use moved ever more into the digital age, Heath advocated the enhancement of study space. The Undergraduate Library was closed and remade into the Flawn Academic Center. Heath oversaw the creation of a new and large area known as Collaborative Commons in the Perry Castañeda Library in 2013. He retired in 2015, and that year Lorraine Haricombe became director.
As of 2020 the UT Libraries maintained more than 10 million volumes as well as extensive digital access to databases, journals, and other web resources. Separately administered units are the General Libraries, the Dolph Briscoe Center for American History, the Harry Ransom Center, the Tarlton Law Library, the LBJ Library and Museum, the H. J. Lutcher Stark Center for Physical Culture and Sports, and the Texas Digital Library. The General Libraries are composed of the Perry-Castañeda Library, the Collections Deposit Library, and special collections and branches that include the Latin American Collection, the Asian Collection, the Edie and Lew Wasserman Public Affairs Library, and the Middle East Collection. The branches are Architecture and Planning, Chemistry, Classics, Engineering, Fine Arts, Geology, Physics-Mathematics-Astronomy, Life Science, as well as Human Rights Documentation Initiative and Texas ScholarWorks—an online-only access to university research and scholarship. The library at the University of Texas at Austin Marine Science Institute is located at Port Aransas.


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4 Things That Are Wrong With the 4 Hour WorkweekBlog Post: November 21, 2007
This must be kismet because just this morning I sat in a meeting where management was challenging the staff to embrace a four hour workday philosophy. As marketing/sales reps many of us became challenged to the point of discomfort. Questions of what to dismiss, and what to keep showed on the foreheads of each team member.
Management never revealed the entire concept behind the four hour work day, only that if we embraced it or attempted to embrace it, the theory is our financial benchmarks would increase and we would be a more productive lot.
I had to smile at your comment, "He uses an assortment of virtual assistants and drop shippers to handle all of this and supposedly checks his e-mail only once a week. Everything runs as smoothly as possible and he's living the life of the newly rich (wealthy beyond measure, mobile lifestyle, and a portable/passive income). This is all fine and good and certainly something worth striving for. "
The reason I smiled, is the author sounds like an MLM guru that made his riches off the backs of other camels. However, Ferris has accomplished what he set out to do, create enough buzz among management and onlline professionals to generate curiosity to stimulate a purchase of his book.
One thing for sure, he knows how to market a product, whether we agree with his methods or not.


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As it posted a fourth quarter earnings shortfall, Wal-Mart, Inc. also announced that it would accelerate its small store growth plan. The retailer said it would revise a capital forecast provided in October 2013 and now expects to add approximately 270 to 300 small stores during the fiscal year, doubling the initial forecast of 120 to 150.
Wal-Mart will continue to open approximately 115 new supercenters in the United States this year, the company pointed out.
"Customers' needs and expectations are changing. They want to shop when they want and how they want, and we are transforming our business to meet their expectations," said Bill Simon, Walmart U.S. president and CEO. "Customers appreciate the broad assortment of our supercenters for their stock-up trips as well as our small store formats for fill-in trips. By unlocking this growth opportunity and further combining our supercenters and small store formats with an unlimited selection available through E-commerce, we provide our customers with anytime, anywhere access to our brand."
Under the small-store format heading, the company currently operates 346 Neighborhood Markets and 20 Walmart Express stores in the U.S. To fund the accelerated store growth, the company has revised a capital expenditures forecast for the Walmart U.S. segment to $6.4 to $6.9 billion, up from an initial range of $5.8 to $6.3 billion.
For the fiscal year ended January 31, Wal-Mart posted consolidated net sales of $473.1 billion, an increase of 1.6% over fiscal year 2013. Consolidated net income was $16 billion, a decrease of 5.7%, while diluted earnings per share from continuing operations attributable to Walmart were $4.85 versus $5.01 in the year earlier.
Currency exchange fluctuations trimmed $5.1 billion from net sales, which gained$700 million from the favorable impact of acquisitions. Membership and other income was $3.2 billion, up 5.6% from the prior year, so total revenue was $476.3 billion, up 1.6%.
Fourth quarter net sales were $128.8 billion, a 1.4% gain over last year's period. Consolidated net income was $4.4 billion, down 21%. Diluted earnings per share from continuing operations were $1.34 versus $1.67 in the prior-year period, the company reported. The impact from the discrete items in the fourth quarter was 26 cents per share, the company maintained. In the quarter, the negative effect of currency exchange fluctuations cost Wal-Mart $1.8 billion from currency exchange rate fluctuations. On a constant currency basis, the company asserted, net sales would have increased 2.8% to $130.6 billion. Membership and other income for the fourth quarter advanced 12.7% over the year before, so total revenue was $129.7 billion, up 1.5% over the 2012 period.
Without considering the impact of fuel operations, fourth quarter comparable store sales for Walmart stores in the U.S. fell 0.4% while those at Sam's Club fell 0.1%, for a combined negative 0.4%.
In a conference call, according to Wal-Mart, Doug McMillon, company president and CEO, said, "We were encouraged by our comp performance in the first half of the fourth quarter, including the holiday period. But, like many other retailers, weather got the best of us throughout the back half, resulting in a fourth quarter period comp decrease of 0.4."
In comments on financial results, McMillon noted, "Our company grew net sales this year to reach more than $473 billion. Global E-commerce sales, including acquisitions, surpassed the $10 billion mark, a 30% increase over last year. Comp sales improvement is a key priority, and we'll focus on being even stronger item and category merchants, delivering value and improving our service levels. We'll remain focused on our expense structure and innovate to improve productivity and aid our ability to deliver every day low prices. Our EDLP approach earns trust with customers and helps us keep our cost structure low. We'll invest aggressively in E-commerce and increase our small store rollout in the U.S., as we've done in several other countries, to deliver value and convenience. The combination of supercenters and smaller formats closer to customers' homes, along with E-commerce and mobile commerce, will enable us to increase our relevance for the Walmart brand around the world."


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I have more than 20 years experience in Digital Marketing, Sales & Customer Management, both playing a role in worldwide firm management and working for global accounts. Since 2012, I am the regional leader for France/Benelux responsible for client relations, service lines and industries as well as profitable and sustainable growth for this region.
I have been Regional Leader for France, Benelux and Africa at BearingPoint since 2012. I also deliver direct support and guidance to several of our most important clients and am in charge of the "Go Digital" initiative.
I joined BearingPoint in 2002 as a Partner and leader of the CRM service line. In 2006, I was appointed Senior Vice-President & Global Leader of BearingPoint's CRM activities.
In 2009, I became a member of the Group Management Committee and head of all the service lines.
I have led several CRM-oriented transformation projects. I have published a number of articles, including "Customer relationship paradoxes in a digital world." I am also in charge of the "BearingPoint Institute," an international research center promoting innovation and leadership in management.
I have also jointly created the Podium de la Relation Client® Business Award, which serves as a customer relationship benchmark for business professionals.
After graduating from the Euromed School of Management and Business in my hometown of Marseille and gaining an MBA from York and Laval University in Canada, I worked at Mattel before joining PricewaterhouseCoopers (PwC), where I was in charge of "Customer Relationship" activities for France. Subsequently I joined BearingPoint.


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Dress up Olivia Newton-John
Name: Olivia Newton-John
Profession: Actress
Birthday: September 26, 1948
She grew up in both England and Australia. In 1954 (at age 5), she moved to Australia but returned to live in England 10 years later until she was 27. In 1975, she moved to the USA where she had already become well-established as a Pop and Country singer. Best known as a singer, she has over 25 Top 40 singles, more than half of which went Top 10, including five #1 hits.


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Sunday, December 7, 2014
This beautiful kahili, or feather standard, arising as a kia'i, or guardian, for Ke Ali'i Pauahi at the historic Hawai'i Theater, had a face. We locked eyes. Some kahili incorporated human bone into them, and many had formal names. One could ho'omana, empower a kahili to entice a named Spirit settle in...
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This was published 7 years ago
Fact checker: Coalition's $15b carbon price claim 'mostly false'
The Coalition's claim that moving swiftly to a floating carbon price would cost the budget up to $15 billion has been rated "mostly false" by the fact-checking service PolitiFact, which partners with Fairfax Media from Monday.
During the 40 days leading up to the election, PolitiFact will publish a checked fact a day on The Sydney Morning Herald and The Age websites.
The claim the change would mean "a black hole of up to $15 billion in the budget" was made by shadow treasurer Joe Hockey on the Channel Seven Sunrise program on Friday, June 28, two days after Kevin Rudd retook the Labor Party leadership.
Now at $24.15 a tonne, Australia's carbon price was set to plummet to the European price (currently $6 a tonne) on July 1, 2015.
Doing it two years earlier "could have a $15 billion impact on the government's revenue over the forward estimates", according to the Coalition's climate change spokesman Greg Hunt, who provided the figures used by Mr Hockey.
"Forward estimates" is budget terminology for the current financial year plus the next three. But this impact would be over two years because the fixed carbon price was set to end in July 2015 in any event.
Mr Hunt's office said it arrived at the $15 billion figure using Table 3.2.7 of the Clean Energy Regulator's budget statement, which showed the government expected to receive $8.34 billion from the carbon tax this financial year and $9.27 billion the next. The cost to the budget from a much lower carbon price of $6.50 would be $6.1 billion this financial year and $6.9 billion the next, by that reasoning. It was not quite the $15 billion claimed by Mr Hockey, but it was close.
But the figures Mr Hunt relied on applied to gross income from the sale of carbon permits. The net income, listed in the same table, was much lower because more than 40 per cent of the permits were given away. The gross income was a notional rather than actual figure, since a huge chunk of it would never be received. And what will not be received cannot be lost.
Table 7 of Budget Statement 5 outlined what the government actually expected to receive: $6.26 billion this financial year and $6.39 billion the next.
Moving straight to the current European carbon price of $6 a tonne this financial year and the projected European price of $6.15 next financial year would cost the budget $4.7 billion this financial year and $4.8 billion the next, a total of $9.5 billion.
And that was an upper estimate. The lower carbon price would cut costs for some of the businesses that had been paying the carbon tax and had been unable to pass it on. With lower costs should come higher profits, boosting the budget's company tax takings.
Australian Industry Group estimates suggested the government would get an extra $800 million a year as a result of moving earlier to the lower European carbon price. The total hit from moving to the floating price immediately would be about $8 billion, the total cost from moving in July next year would be about $4 billion.
Politifact rated the Coalition's $15 billion claim "mostly false".
More details are available at politifact.com.au.
Peter Martin was economics editor of The Age between 2014 and 2018. He is a former Commonwealth Treasury official and a visiting fellow at the Australian National University.


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-Progress made towards production of biosimilar products in tobacco plants-
Medicago and Cellectis Successfully Achieve First Step in Research Collaboration
Regulatory News:
Medicago Inc. (TSX: MDG; OTCQX: MDCGF), ("Medicago") a biopharmaceutical company focused on developing highly effective and competitive vaccines based on proprietary manufacturing technologies and Virus Like Particles ("VLP"s), and Cellectis plant sciences, a US-based subsidiary of Cellectis Group (Alternext: ALCLS), ("Cellectis"), the specialist in genome engineering, today announced the successful completion of the first step in their research collaboration to improve therapeutic proteins produced in tobacco plants.
As part of an ongoing effort in the development biosimilar protein therapeutics from tobacco plants, Medicago is partnering with Cellectis to modify the glycosylation of biosimilar product candidates. A biosimilar product is a therapeutic protein, which is similar in terms of quality, safety and efficacy to an already approved and marketed biotherapeutic product. Glycosylation is the addition of sugar molecules to proteins. Modifying the glycosylation of a protein can optimize the efficacy and other characteristics such as solubility, therapeutic half-life, and tissue distribution. Cellectis develops enzymes called nucleases that can specifically cut DNA and modify genes, and can enable the modification of protein glycosylation patterns. These nucleases can enable the development of modified tobacco plants with the goal of producing biosimilar products with optimal efficacy.
Since January 2012, research conducted by Medicago and Cellectis plant sciences has demonstrated high levels of efficacy using Cellectis' nucleases to modify six different genes in the tobacco genome related to protein glycosylation. Medicago and Cellectis will now continue with the next stage of their research collaboration, which includes both the generation and testing of modified tobacco plants and the evaluation of the ability to produce therapeutic proteins with modified glycosylation.
"Developing tobacco plants capable of producing biosimilars with modified glycosylation profiles could significantly reduce discovery and development timelines, and also improve the therapeutic profile of our biosimilar product candidates," said Andy Sheldon, Chief Executive Officer of Medicago. "In addition to our core approach of utilizing transient expression technologies for the production of proteins in tobacco plants, we are also exploring genome engineering applications to improve products for human health benefit."
"We are very pleased by the rapid achievement of these positive results," said Luc Mathis, Chief Executive Officer of Cellectis plant sciences. "This success further validates our ambition to be the leading platform technology applying genome engineering in plants and should open new opportunities for Cellectis plant sciences as a key partner in the plant business."
Medicago is a clinical-stage biopharmaceutical company developing novel vaccines and therapeutic proteins to address a broad range of infectious diseases worldwide. The Company is committed to providing highly effective and competitive vaccines and therapeutic proteins based on its proprietary VLP and manufacturing technologies. Medicago is a worldwide leader in the development of VLP vaccines using a transient expression system which produces recombinant vaccine antigens in plants. This technology has potential to offer more potent vaccines with speed and cost advantages over competitive technologies, enabling the development of a vaccine for testing in approximately one month after the identification and reception of genetic sequences from a pandemic strain. This production time frame has the potential to allow vaccination of the population before the first wave of a pandemic, and supply large volumes of vaccine antigens to the world market. Medicago also intends to expand development into other areas such as biosimilars and biodefense products where the benefits of our technologies can make a significant difference. Additional information about Medicago is available at .
Established in March 2010, Cellectis plant sciences is a subsidiary of Cellectis dedicated to the applications of nucleases in plants. Its main mission is to increase and accelerate usage of Cellectis' proprietary technology in agricultural biology, broaden the company's platform to attract partnering opportunities and the development of proprietary traits for selected applications. Cellectis plant sciences is located in Saint Paul, Minnesota, USA.
Cellectis improves life by applying its genome engineering expertise to a broad range of applications, including agriculture, bioresearch and human therapeutics. Cellectis is listed on the NYSE-Euronext Alternext market (code: ALCLS) in Paris. For further information about Cellectis, visit our website at: .
This news release includes certain forward-looking statements or forward-looking information for the purposes of applicable securities laws and such statements and information are based upon current expectations, which involve risks and uncertainties associated with Medicago's business and the environment in which the business operates. Any statements contained herein that are not statements of historical facts may be deemed to be forward-looking, including those identified by the expressions "anticipate", "believe", "plan", "estimate", "expect", "intend", and similar expressions to the extent they relate to Medicago or its management. The forward-looking statements are not historical facts, but reflect Medicago's current expectations regarding future results or events. Such statements include but are not limited to statements related to the research agreement between Medicago and Cellectis referenced in this press release. These forward-looking statements are subject to a number of risks and uncertainties that could cause actual results or events to differ materially from current expectations, including the matters discussed under "Risk Factors and Uncertainties" in Medicago's Annual Information Form filed on March 29, 2012, with the regulatory authorities. Medicago assumes no obligation to update the forward-looking statements, or to update the reasons why actual results could differ from those reflected in the forward-looking statements.
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