text:
Fraggle - Friday 25/08/2006, 13:02
Imperator - HK's fox on typewriters
Until then, we will reset the ranking every night for testing purposes.
Thank you.
2cool - Friday 25/08/2006, 14:12
Senior - --[*Urban dudez*]--
Hey they said 3 random mill get prize wat do u mean by tht
StormWhisper - Saturday 26/08/2006, 08:25
Imperator - Wise Men Distracted
What they mean is 3 people out of the top 25 people in the tournament, Which will be chosen from those 25 people (the top 25 are not chosen at random), will recieve a collector's card. So being in first does not guarantee you a collector's card.
Once those 3 have been selected, 10 more will be selected of the remaining 22 people, also at random, to recieve a rare card.
However being in first does mean you get more Clintz.
Fraggle - Saturday 26/08/2006, 09:01
Imperator - HK's fox on typewriters
Sorry if it's not clear.
But the Rares will be distributed randomly among ALL remaining players.
EVO-Sivori - Saturday 26/08/2006, 10:43
So will ELO players get prizes every night unthil monday or no?
EVO-Sivori - Saturday 26/08/2006, 10:44
I think that the awarding system is stupid nad it should go back as it was
Fraggle - Saturday 26/08/2006, 14:42
Imperator - HK's fox on typewriters
No, until monday we run tests to see how it goes.
You'll receive a private message from kate for prizes and results but as it will be written on the message it won't be real until
The awarding system has been changed because the top of the ranking was plagged with cheating.
As we do not like cheating at all, we have changed the prizes attributions rules to make it almost unuseful to cheat.
Why ? Because, we expect any good and motivated player can rank in the top 25. If someone want to take the effort to cheat to
be there, well, nice for him but maybe he'll get nothing for it so he might better play fair, have fun, and with regularity, quickly
get a nice collector card that we would be really happy to give away to a fair player
2cool - Sunday 27/08/2006, 16:45
Senior - --[*Urban dudez*]--
Hey does tht mean tht even people with points below 1000 get clintz and cards hahahaha thts funny


text:
SWOOPS necesitaba un nuevo diseño de camiseta y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 90 diseños de 31 diseñadores freelance.
Soul Suppliers
We create limited editions of our creations, the themes are very specific and full of soul! This project has a theme which is explained below.
Young adults, age 20-35 years of age with energy and love.
We want a print which will be put on a zip polyester jacket. The jacket is a fitted female jacket and the print should be suited for that. The print should be big and could include multiple colors. The theme has the following guidelines, and which should be your guidelines for the artwork: Rock n' Roll, Integrity, Tattoo, Stars, L.A city and Love. Tattoo should be your guidelines in terms of the look of the artwork. Complexity is preferred over simplicity. The amount of colors are not restricted since this is a sublimation print, but an alternative of good old black tattoo feeling is welcomed along with a colored one. Text is allowed and again, we want a tattoo feeling.
We also want you to make suggestions of placement on the garment, it can be printed over seams. We believe the artist is creating a print like this with a picture in his/her head of where it fits best therefore placement suggestions.

subset: commoncrawl


text:
While the cool cat's away, the Hillary mice will play.
As Barack Obama was floating in the pool with his daughters the last few days in St. Thomas, some Clinton disciples were floating the idea of St. Hillary as his vice president.
She can't win without him, said one Hillary adviser, and he can't win without her.
They're stuck with each other.
It's one of my favorite movie formulas, driving the dynamics in such classics as "A Few Good Men," "The Big Easy" and "Guys and Dolls": Charming, glib guy spars and quarrels with no-nonsense, driven girl, until they team up in the last reel. He spices up her life, and she stiffens his spine. And soon they hear the pitter-patter of little superdelegate feet, who are thrilled not to be pulled in two directions anymore.
And everybody's happy. Or are they?
A couple of weeks ago, when Hill and Bill mentioned the possibility of a joint ticket, it was an attempt to undermine Obama and urge voters and superdelegates to put Hillary on top; the implication was that this was the only way Democrats could have both their stars, and besides, it was her turn. The precocious boy wonder had plenty of time.
But with the math not in her favor, her options running out, Bill Richardson running out and her filigreed narrative of dodging bullets in Bosnia and securing peace in Northern Ireland unraveling, could Hillary actually think the vice presidency is the best she'll do?
One Hillary pal said she wouldn't want to go back to a Senate full of lawmakers who'd abandoned her for Obama. And even if she could get to be majority leader, would it be much fun working with Nancy Pelosi, whose distaste for the Clintons has led her to subtly maneuver for Obama?
Maybe The Terminator is thinking: if she could just get her pump in the door. Dick Cheney, after all, was able to run the White House and the world from the vice president's residence, calling every shot while serving under a less experienced and younger president. And Observatory Circle is just up the street from where Hillary now lives.
But, aside from Barack and Michelle Obama's certain resistance, would it fly? Many Hillary voters are hardening against Obama, and more and more Obama fans are getting turned off by the idea of dragging down the Obama brand with Clinton dysfunction.
"No drama, vote Obama" placards and T-shirts are popping up at Obama rallies, and one of his military advisers dubbed him "No Shock Barack."
It's hard to imagine that after spending her whole life playing second-fiddle to a superstar pol, Hillary wants to do it again. She's been vice president.
Could the veep talk be a red herring? A ploy designed to distract attention from the Clintons' real endgame?
Even some Clinton loyalists are wondering aloud if the win-at-all-costs strategy of Hillary and Bill — which continued Tuesday when Hillary tried to drag Rev. Wright back into the spotlight — is designed to rough up Obama so badly and leave the party so riven that Obama will lose in November to John McCain.
If McCain only served one term, Hillary would have one last shot. On Election Day in 2012, she'd be 65.
Why else would Hillary suggest that McCain would be a better commander in chief than Obama, and why else would Bill imply that Obama was less patriotic — and attended by more static — than McCain?
Why else would Phil Singer, a Hillary spokesman, say in a conference call with reporters on Tuesday that Obama was trying to disenfranchise the voters of Florida and Michigan. "When it comes to voting, Senator Obama has turned the audacity of hope into the audacity of nope," he said, adding, "There's a basic reality here, which is we could have avoided the entire George W. Bush presidency if we had counted votes in Florida." So is Singer making the case that Obama is as anti-democratic as W. was when he snatched Florida from Al Gore?
Some top Democrats are increasingly worried that the Clintons' divide-and-conquer strategy is nihilistic: Hillary or no democrat.
(Or, as one Democrat described it to ABC's Jake Tapper: Hillary is going for "the Tonya Harding option" — if she can't get the gold, kneecap her rival.)
After all, the Clintons think of themselves as The Democratic Party. When Bill and Dick Morris triangulated during the first term, it was what was best for Bill, not the party. In 1996, when Bill turned the White House into Motel 1600 for fund-raisers, it was more about his re-election than the re-elections of his fellow Democrats in Congress; in 2000, the White House focused its energies more on Hillary's Senate win than Al Gore's presidential run.
And even Clinton supporters know that Bill does not want to be replaced as the first black president, especially by a black president with enough magic to possibly eclipse him in the history books.


text:
Learning that a low-cost, franchised health club is coming to town is every gym owner's biggest concern. Club owners everywhere are faced with this enormous challenge. Huge, well-equipped, low-cost, franchise-supported health clubs are populating the fitness landscape, causing more gyms to close or be for sale now than ever before.
Matching the lower price would devastate your profit margins, but ignoring the threat will cause your members to leave. Don't panic. Taking on a low-price competitor requires a careful examination of how your business operates.
Taking on this challenge requires a well-thought-out strategy. You can win the battle using these five basic principles of business: planning, organizing, staffing, implementation and control. The absolute best advice is to be proactive and not reactive to competing with your low-price competitor. For every action there is a reaction, so make yours count.
1. Planning. Decide in advance what to do, when to do it and how to do it in order to create a realistic view of your expectations. Start at the source by re-evaluating your mission statement. Was your mission statement created by your marketing team to sound good on paper without taking it further? Or does it really mean something to your members and, more importantly, to your staff? Analyze your business plan. A good, solid business plan needs to be reviewed annually. When was the last time you did so? Make sure that your management team is involved in this process.
Take an objective look at your team and product. Have an outside company send in a mystery club shopper or send in a trusted source who is knowledgeable about the health club industry and your mission to help measure your strengths and weaknesses. Will you be happy or surprised with the results? See through the eyes of your competition by putting yourself in your competitor's shoes. Think about why they chose your market or how they would beat you in order to determine if you can provide more value. Can you add to your offerings?
Learn everything you can about your competitor by shopping at your competition. A franchise operator has standard and well-documented operating procedures and profiles. Shop existing clubs in different markets or consider the same mystery shopper to shop your new competitor. Develop points of differentiation. Why would you join your club as opposed to the new competitor? List the reasons logically and incorporate them into your sales presentation as well as your general philosophy. Each staff member must be able to repeat your points of differentiation and what makes joining and staying at your club a wise decision.
See how other industries in the same circumstance compete successfully with their larger competitors. Study how local coffee shops compete with Starbucks. See how the local restaurants compete with large chains such as Applebee's. Focus on relationships with members, staff and community.
2. Organizing. Bring together the physical, financial and human resources you have developed. Document in a simple, direct and detailed fashion the action plan that covers who, what, when, where and why. Review final documents with management to ensure you have complete agreement.
Communicate with your entire staff by meeting with all employees. This is the foundation of disseminating information. Direct lines of communication have been established that can be reinforced through weekly staff meetings, daily emails, telephone calls and in-person discussions concerning sticking to the plan and meeting objectives. Be open to feedback whether positive or negative. Respond and act quickly by reviewing your master plan and making adjustments if necessary. Don't forget to communicate changes to staff in person and in writing.
3. Staffing. The most difficult and important part of battling your low-price competitor, or any competitor, is having the right team in place. One would hope that through proper hiring and vetting processes you already have the right team in place, but do not hesitate to make adjustments and/or hire professional help.
Depending on what level of management you assume and the managers that you already have in place, you need to develop a strategic competitive club leadership team. These team leaders are responsible for the implementation of the action plan. Each team leader will be responsible and held accountable for their assigned tasks. Team leaders will report to the designated project manager.
The project manager should be a senior manager already on staff or an outside source identified as an expert in this area. That person should hold all team leaders accountable for implementing their portion of the action plan and will report directly to ownership or the general manager.
The entire club staff must be onboard with the action plan and understand the gravity of its execution and success. The largest group of staff consists of part-time employees. Make sure that you, your team leaders and the project manager interact with them daily to reinforce their roles.
4. Implementation. Supervision, motivation, leadership and communication are key components to proper implementation of the action plan. Team leaders must adhere to the action plan and insure that their team does so as well. Be consistent with your current management style. Positive motivation is long lasting while fear and intimidation offer short-lived results, and prolonged use of fear and intimidation actually disables the team, leading to negativity and poor results. Motivate your team by inspiring, stimulating or encouraging them.
Leaders must be clear about the results that are required from teams. The action plan was approved and resources were budgeted based upon a business plan that outlines which results are necessary. Subsequently, leaders need to be incredibly honest about team results. Celebrate and reward your team when they do well, but if the team did not reach the mark, stop giving them credit. Don't applaud lackluster results or justify shortcomings by considering the circumstances. Teams need to learn to succeed by mitigating the risks of the circumstances while implementing and executing.
In this case, communication must be clear and succinct. Each team member must be educated and then tested on the action plan. You cannot hold someone accountable if you have not communicated to them the specifics of the action plan and their role in doing so. A constant flow of communication in various forms must be exacted in a professional and timely manner.
5. Control. The purpose of controlling is to ensure that all actions conform to the goals and requirements of the action plan. Establish a standard performance, measure their actual performance, compare actual performance with standards and evaluate deviation to correct their actions.
Tony Santomauro is owner and president of The Santomauro Group, a health, fitness, martial arts and sports consulting and management company. Santomauro, a 35-year health and fitness veteran, was co-founder and former president of Can Do Fitness Clubs in New Jersey for 12 years. He has extensive direct/corporate sales and marketing experience as well as expertise in advertising, public relations, martial arts and kids programming, equipment layout and design, class and fitness programming, and all operational aspects in the field. He is an internationally certified Kukkiwon black belt. He can be contacted at [email protected] or 973-396-2100.


text:
Slide table
2Cost of sales include mining and processing costs, royalties and authorization.
3M&I Resources exclusive of Reserves
Please see 2019 year end Reserves and Resources statement for additional detail
Click to enlarge table
Since the start of production, Mulatos has generated approximately $420 million in free cash flow.
Mulatos produced its two millionth ounce of gold in March 2019.
The Mulatos District has a six year mineral reserve life as of December 31, 2019.
The 100% owned Mulatos Mine is a conventional open-pit, heap-leach operation with gold recovered through a carbon-in-column circuit. The project was originally contemplated as a 10,000 tpd operation though through various expansions and productivity improvements over the years, today operates at a throughput rate of over 20,000 tpd.
Based on Proven and Probable Mineral Reserves at the end of 2019 and current throughput rates, Mulatos has an expected mine life of approximately six years.
In 2019, the Company achieved another major milestone, producing its two millionth ounce at Mulatos, marking the end of the 5% NSR royalty at Mulatos after which no third party royalty is payable on production at the mine.
The Mulatos Mine is located within the Salamandra Concessions in the Sierra Madre Occidental mountain range in the east-central portion of the State of Sonora, Mexico. The mine is approximately 220 kilometres ("km") by air east of the City of Hermosillo, and 300km south of the border between the United States of America and Mexico. The Salamandra Concessions are 100% owned by Alamos and consist of 30,356 hectares of mineral concessions, in 44 discrete concessions. These cover the Mulatos deposit, the satellite gold systems known as Cerro Pelon, La Yaqui, El Realito, El Carricito, El Halcon, Las Carboneras, El Jaspe, Puebla, Los Bajios, and La Dura, and other prospective exploration targets. Mineral rights for all the Salamandra Concessions are controlled by Minas de Oro Nacional, S.A. de C.V., a wholly owned subsidiary of Alamos.
The Mulatos project was acquired in February 2003 for $10 million. Following completion of a feasibility study, construction began in the third quarter of 2004. The mine was built at a cost of approximately $74 million with the first gold pour completed 2005 followed by commercial production on April 1, 2006. The operation was initially contemplated as a 10,000 tpd operation though with future expansion potential in mind, major components of Mulatos including the crusher/conveyor and gold recovery plant were sized for a 15,000 tpd operation. A number of expansions and productivity improvements have taken place through the years and daily crusher throughput is now capable of exceeding 20,000 tpd.
The Mulatos District occurs within the Sierra Madre Occidental volcanic province. Deposits in the district are hosted within a mid-Tertiary dacitic to rhyodacitic volcanic dome complex and are considered high-sulphidation, epithermal deposits. Gold mineralization is closely associated with silicic and advanced argillic alteration occurring near the upper contact of a rhyodacite porphyry and in overlying dacite flows and volcaniclastic rocks. All lithologic units of the dome complex are intensely altered. Alteration assemblages are typical of high-sulphidation deposits and show zonation patterns from distal propylitic alteration through illite to kaolinite to dickite/pyrophyllite to pervasive, vuggy silica alteration. Gold is predominantly hosted within this silicic alteration. The altered and mineralized units are locally overlain by a thick section of unaltered volcanic rocks that are believed to be post-mineral in nature. Tilting and post-mineral normal faulting associated with late Tertiary extensional (basin and range) tectonics have affected both the mineralized flow dome complex and overlying volcanic rocks. North-northwest and northeast trending faults cut all rocks in the Mulatos area. The Mulatos mine is exposed in the footwall uplift of the Mulatos extension fault.
The Mulatos deposit proper is composed of the contiguous Estrella, El Salto, Mina Vieja, and Puerto del Aire resource areas. The Escondida deposit is the faulted extension of the Mina Vieja and El Salto deposits and mineralization is believed to be continuous to the northeast to the Gap, El Victor and San Carlos mineralized areas. Although zones are often bounded by post-mineral faults, together they form a trend of 2.7km of gold mineralization starting at the north end of the Estrella pit to the San Carlos deposit.
Within the larger Salamandra Concessions, and generally within 20km from the Mulatos deposit, geologically similar high-sulfidation gold deposits, occurrences, or prospects are known. The principal ones, some of which are in the process of being evaluated and/or drill-tested, are: Cerro Pelon, La Yaqui, El Realito, El Carricito, El Halcon, Las Carboneras, El Jaspe, Puebla, Los Bajios, and La Dura.
Gold deposits of the Mulatos district are high-sulphidation, epithermal, disseminated gold deposits. Precious metal mineralization at Mulatos is associated with intense silicic alteration (mostly vuggy silica), advanced argillic alteration, and the presence of hydrothermal breccias. The original protoliths (dacite porphyry flow/tuff, coarse grained volcaniclastic rocks, breccias), as indicated by surface mapping and core drilling, may have contained in the order of 2-3 percent sulphide as pyrite with various amounts of enargite and tetrahedrite.
Gold mineralization occurs primarily within areas of pervasive silicic alteration of the volcanic host rocks, and to a lesser extent, within advanced argillic alteration assemblages proximal to silicic alteration. The gold-bearing advanced argillic zones are dominated by pyrophyllite or dickite alteration. Silicic rocks host approximately 80 percent of the contained gold within the deposit.
Staude (2001) describes three main mineralization assemblages. From oldest to youngest they are: 1) quartz + pyrite + pyrophyllite + gold; 2) quartz + pyrite + kaolinite + gold + enargite; 3) kaolinite + barite + gold. Free gold is commonly found in hematite-filled fractures. Gold also occurs in pyrite, as gold/silver telluride minerals, and possibly as a solid solution in some copper sulphide minerals. Supergene oxidation and perhaps remobilization and secondary enrichment of gold have been ongoing since the post-mineral volcanic cover was removed.
Gold mineralisation exists in oxide, mixed oxide/sulphide, and sulphide ore types, with pyrite as the primary sulphide mineral. The deposits are amenable to cyanidation in all ore types, but gold extraction decreases with decreasing levels of oxidation.
Mining and processing at Mulatos is via conventional open-pit mining methods followed by a four stage crushing circuit after which it is conveyed and stacked and leached on the heap leach facility. Current throughput rates exceed 20,000 tpd. Gold is ultimately recovered through a carbon-in-column circuit, and an electrowinning and refining plant.
Mining at Mulatos is by way of conventional open pit methods. The open pit mining is a typical drill, blast, load haul operation with mining in the main pit being done with 9 metre ("m") bench heights. The mine switched from a 6m to 9m bench height to improve productivity. It is anticipated that a 3m bench will be used at Yaqui and Pelon to improve selectivity.
Lower grade from the open pit is processed through four stages of crushing to a target size of 95 percent minus 3/8 inches. Run-of-mine ore is delivered to the primary crusher feed hopper by rear-dump haul trucks. Ore is first crushed to 80%, passing a 15-centimetre screen in the primary jaw crusher. Primary crushed ore is then fed to the secondary cone crusher after which it is conveyed to scalping screens where oversized ore is conveyed to the coarse ore stockpile while undersized ore is discharged and conveyed to the fine ore stockpile.
Ore is withdrawn from the coarse ore stockpile by two variable speed apron feeders and conveyed to three tertiary crushers, each with a dedicated vibrating feeder. The tertiary crushed ore is conveyed to vibrating screen where oversized ore is transferred to and crushed in the single quaternary cone crusher. The quaternary crushed ore is discharged onto the crusher conveyor and recirculated back to the vibrating screen. The undersized screened ore flows to the fine ore collection conveyor, ultimately to the fine ore stockpile. This process has "closed the crushing circuit" such that oversized material is re-circulated through the crushing process and approximately 95% of the ore passes through the 3/8-inch screen to be delivered to the pad. The higher consistency of the crushed product has positively impacted recoveries.
After crushing, lime and cement are added and the ore is conveyed to a pair of agglomerators. Once agglomerated, the ore is delivered to the leach pad for stacking and leaching via a series of portable conveyors ending with a radial stacking conveyor. The heaps are underlain by an impermeable plastic layer on top of a layer of compacted clay.
To extract the gold from the ore, a low-concentration cyanide solution is applied to the ore on the leach pad using a low-pressure irrigation sprinkler system. Alamos installs inter-lift liners on the pad on a periodic basis to reduce percolation time, which decreases the time it takes to extract and produce gold from each lift of the heap.
The resulting gold-bearing solution is channelled to the pregnant solution pond and is then pumped to the carbon-in-column circuit, where gold is recovered from the solution. The barren solution is then recirculated to the heap with added cyanide. Dore bars are produced on site and transferred to a third-party refinery for final recovery of gold and minor amounts of silver.
Technical Information and Cautionary Notes on non-GAAP Measures and Additional GAAP Measures
Click to enlarge map
In 2012, Alamos achieved a significant milestone at Mulatos with the mine producing both its millionth ounce of production and generating its billionth dollar of revenue.
Please note that you are now entering a website directly or indirectly maintained by a third party (the "External Site") and that you do so at your own risk.
Alamos Gold, Inc ("AGI") has no control over the External Site, any data or other content contained therein or any additional linked websites. The link to the External Site is provided for convenience purposes only.
By clicking "Accept" you acknowledge and agree that neither AGI nor third party provider Virtua Research, Inc. ("Virtua) is responsible, or accepts or assumes any responsibility or liability whatsoever for, the content, the data or the technical operation of the Linked Site. Further, by entering the External Site, you also acknowledge and agree that you completely and irrevocably waive any and all rights and claims against AGI and Virtua and further acknowledge and agree that in no event shall AGI or Virtua, its officers, employees, directors and agents be liable for any (i) indirect, consequential, incidental, special, compensatory or punitive damages, (ii) damages for loss of income, loss of business profits, business interruption, loss of data or business information, loss of or damage to property, (iii) claims of third parties, or (iv) other pecuniary loss, arising out of or related to the Legal Notice, this disclaimer or the External Site.
By entering the External Site, you further acknowledge and agree that the disclaimer of warranties and limitations of liability set out in this disclaimer shall apply regardless of the causes, circumstances or form of action giving rise to the loss, damage, claim or liability, even if such loss, damage, claim or liability is based upon breach of contract (including, without limitation, a claim of fundamental breach or breach of a fundamental term), tort (including, without limitation, negligence), strict liability or any other legal or equitable theory, and even if AGI and Virtua are advised of the possibility of the loss, damage, claim or liability. The waiver and release specifically includes, without limitation, any and all rights and claims pertaining to the processing of personal data, including but not limited to any rights under any applicable data protection statute(s).
If in any jurisdiction, any part of this disclaimer is held to be unenforceable by a court of competent jurisdiction, such part of this disclaimer shall be restricted or eliminated to the minimum extent and the remaining disclaimer shall otherwise remain in full force and effect.
Please note the information presented is deemed representative at the time of its original release. Changes in historical information may occur due to adjustments in accounting and reporting standards & procedures.
In addition to disclosing results determined in accordance with GAAP, AGI may also disclose certain non-GAAP and pro forma non-GAAP results of operations, including certain ratios, operational and miscellaneous data, as well as net income, diluted earnings per share, operating expenses, and operating income that make certain adjustments or exclude certain charges and gains that are outlined in the schedules included in this website. Management believes that this non-GAAP and pro forma non-GAAP information provides investors with additional information to assess AGI operating performance by making certain adjustments or excluding costs or gains and assists investors in comparing our operating performance to prior periods. Management uses this non-GAAP and pro forma non-GAAP information, along with GAAP information, in evaluating its historical operating performance. AGI and Virtua also take no responsibility for third party pricing data provided for informational purposes and certain ratio results formulated from the provided third party pricing data.
The non-GAAP information is not prepared in accordance with GAAP and may not be comparable to non-GAAP information used by other companies. The non-GAAP information should not be viewed as a substitute for, or superior to, other data prepared in accordance with GAAP.
Reconciliation of non-GAAP and additional GAAP measures
Alamos Gold Inc. ("Alamos" or the "Company"), has taken all reasonable care in producing and publishing information contained in this website, and will endeavour to do so regularly. Material on this site may contain technical or other inaccuracies, omissions, or typographic errors, for which Alamos assumes no responsibility. Alamos does not warrant or make any representations regarding the use, validity, accuracy, completeness, or reliability of any claims, statements, or information on this site. Under no circumstances, including but not limited to, negligence, shall Alamos be liable for any direct, indirect, special, incidental, consequential, or other damages, including but not limited to, loss of programs, loss of data, loss of use of computer or other systems, or loss of profits, whether or not advised of the possibility of damage, arising from your use, or inability to use, the material on this site. The information is not a substitute for independent professional advice before making any investment decisions. Furthermore, you may not modify or reproduce in any form, electronic or otherwise, any information on this site, except for personal use, unless you have obtained our express written permission. The TSX and NYSE have not reviewed and do not accept responsibility for the adequacy or accuracy of information on this website.
No stock exchange, securities commission or other regulatory authority has approved or disapproved the information contained herein. Certain statements in this website are "forward-looking statements", including within the meaning of the United States Securities Exchange Act of 1934, as amended. All statements other than statements of historical fact included in this website, including without limitation statements regarding forecast gold production, gold grades, recoveries, waste-to-ore ratios, total cash costs, potential mineralization and reserves, exploration results, and future plans and objectives of Alamos, are forward-looking statements based on forecasts of future operational or financial results, estimates of amounts not yet determinable and assumptions of management that involve various risks and uncertainties. Any statements that express or involve discussions with respect to predictions, expectations, beliefs, plans, projections, objectives, assumptions or future events or performance (often, but not always, using words or phrases such as "expects" or "does not expect", "is expected", "anticipates" or "does not anticipate", "plans", "estimates" or "intends", or stating that certain actions, events or results "may", "could", "would", "might" or "will" be taken, occur or be achieved) are not statements of historical fact and may be "forward-looking statements." Alamos cautions that forward-looking information involves known and unknown risks, uncertainties and other factors that may cause Alamos' actual results, performance or achievements to be materially different from those expressed or implied by such information, including, but not limited to, gold and silver price volatility; fluctuations in foreign exchange rates and interest rates; the impact of any hedging activities; discrepancies between actual and estimated production, between actual and estimated reserves and resources or between actual and estimated metallurgical recoveries; costs of production; capital expenditure requirements; the costs and timing of construction and development of new deposits; and the success of exploration and permitting activities. In addition, the factors described or referred to in the section entitled "Risk Factors" in both Alamos Gold Inc.'s Annual Information Form for the year ended December 31, 2014 and the Annual Information Form for the year ended December 31, 2014 of AuRico Gold Inc., (each a predecessor to Alamos Gold Inc.), along with each of these entities' subsequent public filings available on the SEDAR website at www.sedar.com, should be reviewed in conjunction with the information found in this website. Although Alamos has attempted to identify important factors that could cause actual results, performance or achievements to differ materially from those contained in forward-looking information, there can be other factors that cause results, performance or achievements not to be as anticipated, estimated or intended. There can be no assurance that such information will prove to be accurate or that management's expectations or estimates of future developments, circumstances or results will materialize. Accordingly, readers should not place undue reliance on forward-looking information.
Alamos prepares its disclosure in accordance with the requirements of securities laws in effect in Canada, which differ from the requirements of U.S. securities laws. Terms relating to mineral resources in this website are defined in accordance with National Instrument 43-101 – Standards of Disclosure for Mineral Projects under the guidelines set out in the Canadian Institute of Mining, Metallurgy, and Petroleum Standards on Mineral Resources and Mineral Reserves. The United States Securities and Exchange Commission (the "SEC") permits mining companies, in their filings with the SEC, to disclose only those mineral deposits that a company can economically and legally extract or produce. Alamos may use certain terms, such as "measured mineral resources", "indicated mineral resources", "inferred mineral resources" and "probable mineral reserves" that the SEC does not recognize (these terms may be used in this website and are included in the public filings of Alamos, which have been filed with the SEC and the securities commissions or similar authorities in Canada).
Note that for purposes of this section, GAAP refers to IFRS. The Company believes that investors use certain non-GAAP and additional GAAP measures as indicators to assess gold mining companies. They are intended to provide additional information and should not be considered in isolation or as a substitute for measures of performance prepared with GAAP.
Additional GAAP measures that are presented on the face of the Company's consolidated statements of comprehensive income include "Mine operating costs", "Earnings from mine operations" and "Earnings from operations". These measures are intended to provide an indication of the Company's mine and operating performance.
"Cash flow from operating activities before changes in non-cash working capital" is a non-GAAP performance measure that could provide an indication of the Company's ability to generate cash flows from operations, and is calculated by adding back the change in non-cash working capital to "Cash provided by (used in) operating activities" as presented on the Company's consolidated statements of cash flows. "Free cash flow" is a non-GAAP performance measure that is calculated as cash flows from operations net of cash flows invested in mineral property, plant and equipment and exploration and evaluation assets as presented on the Company's consolidated statements of cash flows and that would provide an indication of the Company's ability to generate cash flows from its mineral projects. Return on Equity is defined as Earnings from Continuing Operations divided by the average Total Equity for the current and previous year. "Mining cost per tonne of ore" and "Cost per tonne of ore" are non-GAAP performance measures that could provide an indication of the mining and processing efficiency and effectiveness of the mine. These measures are calculated by dividing the relevant mining and processing costs and total costs by the tonnes of ore processed in the period. "Cost per tonne of ore" is usually affected by operating efficiencies and waste-to-ore ratios in the period. "Cash operating costs per ounce", "total cash costs per ounce" and "all-in sustaining costs per ounce" as used in this analysis are non-GAAP terms typically used by gold mining companies to assess the level of gross margin available to the Company by subtracting these costs from the unit price realized during the period. These non-GAAP terms are also used to assess the ability of a mining company to generate cash flow from operations. There may be some variation in the method of computation of these metrics as determined by the Company compared with other mining companies. In this context, "cash operating costs per ounce" reflects the cash operating costs allocated from in-process and dore inventory associated with ounces of gold sold in the period. "Cash operating costs per ounce" may vary from one period to another due to operating efficiencies, waste-to-ore ratios, grade of ore processed and gold recovery rates in the period. "Total cash costs per ounce" includes "cash operating costs per ounce" plus applicable royalties. Cash operating costs per ounce and total cash costs per ounce are exclusive of exploration costs. "All-in sustaining costs per ounce" include total cash costs, exploration, corporate and administrative, share based compensation and sustaining capital costs. Non-GAAP and additional GAAP measures do not have a standardized meaning prescribed under IFRS and therefore may not be comparable to similar measures presented by other companies. For a reconciliation of non-GAAP and GAAP measures, please refer to Alamos' Managements' Discussion and Analysis as presented on SEDAR and the Company's website.
Except as otherwise noted herein, Chris Bostwick, FAusIMM, Alamos Gold's Vice President, Technical Services, has reviewed and approved the scientific and technical information contained in this website. Chris Bostwick is a Qualified Person within the meaning of Canadian Securities Administrator's National Instrument 43-101. For more information, please refer to the Alamos Gold Inc. and AuRico Gold Inc. 2014 Annual Information Forms and the technical reports referenced therein and in this website, available on SEDAR (www.sedar.com).


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|La Leche League Nursing Q&A Meeting cancelled
- Program/Event:
- Events for Families
- Event date:
- Saturday, December 07, 2019 1pm - 2:30pm
- Location:
- LGBT Center of Raleigh, 119 East Hargett St, Raleigh NC 27601
- Event Contact:
- Hannah
- Contact Phone:
- 919-834-8940
- Contact E-mail:
- email@example.com
Hopeful, new, and experienced parents - along with partners and children - are welcome to attend. All La Leche League meetings are informal discussion groups facilitated by experienced breastfeeding or chestfeeding parents and free of charge. We offer support to families seeking information for all variations and stages of feeding babies human milk, including weaning.
La Leche League volunteers are available to give practical information and encouragement by telephone or email, and to help with breastfeeding problems and questions, free of charge.
La Leche League USA (LLL USA) is committed to diversity and inclusion. La Leche League Leaders support all breastfeeding, chestfeeding, and human milk feeding families, inclusive of their race, ethnicity, immigration status, national origin, creed, age, sexual orientation, gender identity, family structure, primary language, ability, or socio-economic status. LLL USA fosters diversity among its Leaders so as to incorporate a wide variety of perspectives and responsible decision-making.


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A Little Monday Lift
Called To Blog
Last week, did you feel unsure about your future? At any point, did you talk badly about yourself and your recent decisions? Guess what? You're not alone. Often, we hear voices in our head telling us our dreams are worthless. The voice says, "Give up, right now. Don't waste more of your time. Just turn around and never look back."
When my husband and I started this journey of leaving the city and moving forward to a small-town farm life, it was scary. There we were; your typical family of three in a little suburban town. My husband worked with the union when there was work and we got by fairly well.
I knew my husband had desires in his heart to do more with the earth in a fulfilling way. He desired a farm, farm animals, more time with his family, and more time to work with his hands. For a long time, it kept me up at night. I wanted to make his dream come true. He filled our family's life with so much joy and so much selflessness. I wanted to make his dream become a reality. Sure, we could have waited until he retired, but we are not guaranteed tomorrow. We are barely even guaranteed today. We wanted to take action now.
Sure, we could have waited until he retired, but we are not guaranteed tomorrow. We are barely even guaranteed today.
I began researching ways that we could make those dreams come true. I researched home based jobs, online jobs, and pyramid scheme company jobs. I even tried options like selling sewn crafts and homemade Lumpia and selling on Etsy, but it wasn't enough to get us by and just did not feel quite right.
That was when it happened: I felt called to blog. To most, it seems like a crazy idea to give up a fairly stable life to join the rest of the community of bloggers with different ideas.
What was my thought process for a year and a half after I felt that call? There are a lot of bloggers, why will someone want to read what I write? My friends and family will think I'm crazy and desperate for attention. It's a risky idea and very likely won't bring in any revenue. Worst of all, no one will read it and I'll give up everything for nothing.
Then, I came to a realization. All of my favorite bloggers are people too. They are humans who had a thought or idea, then typed it up for the world to read. These successful bloggers that I have put on a pedestal are just like me and my husband; real people. If they can do it, why can't we?
These successful bloggers that I have put on a pedestal are just like me and my husband; real people.
Just because we started blogging, does that mean we are immediately bringing in revenue? No. It takes a lot of work. It takes a lot of social marketing, creativity, and time invested. Will we regret our decision later? No, because we thought and unyieldingly prayed over our dream and we've accepted that if blogging does not pan out, maybe its purpose was to pull us away from our previous, less fulfilling life. Most of all, we asked God for direction, he showed the way, and we trusted and followed, so everything else is history.
My point in sharing this is to encourage the dreamer, or maybe even blogger in you to go for it. If you have felt a pull and calling to do something different with your life, but comfort and fear are keeping you grounded, know that your situation will not change if you don't start moving. The first step is sometimes the most difficult. Take that first step and gain some momentum, and then watch yourself go!
If you've already begun pursuing your dreams and are in the thick of it, I hope I can help reaffirm that you are going in the right direction. Have you found that maybe the dream you're pursuing isn't what you want after all? Use this experience as a special moment in life that led you closer to your purpose. Time invested in fulfilling dream is never time wasted.
Thank you for reading and I hope you'll come back next week for another dose of A Little Monday Lift. Do you have a prayer request? CLICK HERE to be directed to our prayer request form.
May your days be filled with things that nurture your soul and fill your cup.
With so much love,
This week's uplifting song is:
Disclaimer: I do not feel that selling sewn crafts, food items, and pyramid scheme companies are impossible jobs to make a living out of, nor do I believe that you can't live a fulfilling life doing them. Hindsight, it was just not my calling. If you are being pulled to do any of those, I hope you listen to the calling and go for it. Take that first step.
I have a prayer request!
If you found this content encouraging and want to be encouraged every Monday, please Subscribe to our email list at the bottom of this page.


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Introducing aspiring writer Lauren Elizabeth
Personal Profile
Here's a little self-written spinet from a talented young fiction writer I recently had the pleasure of meeting in cyberspace:
I was the quiet girl in the back who read books, that's all people knew me as. Now I'm the girl who writes young adult books and reads them.
Being still only 17 years old, I enjoy books more than anything, but then a couple years ago I decided I could write my own books. So little by little I wrote my first book, and now I am getting ready to start the publishing process this coming June.
Being a young adult writer can be and is difficult, nobody knows you. You've been pushed back in the corner again, and you have to learn how to fight your way to the front. Mainly by promoting, I started with a blog, then a twitter, facebook page, etc. I am trying to build my platform, piece by piece. This can hard when your still in high school and don't have connections.
I am following my dream to become a published author at the age of 17, don't give up on your dreams.
As I mention above I am a 17 year old female in high school who enjoys reading, writing, volunteering, and sports. I have a busy life but I still manage to have time to write and spend time with my two cats. Check out my blog at: http://elizabethlauren29.wordpress.com
Shoot for the stars!


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Shop with ease by having your gift delivered to our funeral home. When you select this option, our system will automatically input our delivery address for you.
Add a custom Ribbon for your flowers, such as "Beloved Dad", "Dear Friend".
Soothing lavender, respectful purple and compassionate pinks are combined beautifully in this basket overflowing with pretty flowers, sincerity and sympathy. A lovely way to share your thoughts and pay tribute to someone special.
Flowers will be received by a Jordan Funeral Home's staff.
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Large, full arrangement with lots of color
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Unable to be at the funeral I was very pleased to hear the arrangement was stunning. Thank you for taking care of everything.
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I thought it was beautiful. The colors were just what I wanted.thank you very nicely done
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Western blot analysis of extracts from KARPAS-299 cells, untreated or treated with calf intestinal phosphatase (CIP), using Phospho-ALK (Tyr1278/1282/1283) Antibody (upper) and ALK (C26G7) Rabbit mAb #3333 (lower). Cell Line Source: Dr Abraham Karpas at the University of Cambridge.
|Product #
|20 µl
|100 µl
|MW (kDa)
Product Information
|Western Blotting
Supplied in 10 mM sodium HEPES (pH 7.5), 150 mM NaCl, 100 µg/ml BSA and 50% glycerol. Store at –20°C. Do not aliquot the antibody.
For western blots, incubate membrane with diluted primary antibody in 5% w/v BSA, 1X TBS, 0.1% Tween® 20 at 4°C with gentle shaking, overnight.
NOTE: Please refer to primary antibody datasheet or product webpage for recommended antibody dilution.
From sample preparation to detection, the reagents you need for your Western Blot are now in one convenient kit: #12957 Western Blotting Application Solutions Kit
NOTE: Prepare solutions with reverse osmosis deionized (RODI) or equivalent grade water.
Load 20 µl onto SDS-PAGE gel (10 cm x 10 cm).
NOTE: Loading of prestained molecular weight markers (#13953, 5 µl/lane) to verify electrotransfer and biotinylated protein ladder (#7727, 10 µl/lane) to determine molecular weights are recommended.
NOTE: Volumes are for 10 cm x 10 cm (100 cm2) of membrane; for different sized membranes, adjust volumes accordingly.
* Avoid repeated exposure to skin.
posted June 2005
revised November 2013
Reprobing of an existing membrane is a convenient means to immunoblot for multiple proteins independently when only a limited amount of sample is available. It should be noted that for the best possible results a fresh blot is always recommended. Reprobing can be a valuable method but with each reprobing of a blot there is potential for increased background signal. Additionally, it is recommended that you verify the removal of the first antibody complex prior to reprobing so that signal attributed to binding of the new antibody is not leftover signal from the first immunoblotting experiment. This can be done by re-exposing the blot to ECL reagents and making sure there is no signal prior to adding the next primary antibody.
NOTE: Prepare solutions with reverse osmosis deionized (RODI) or equivalently purified water.
posted June 2005
revised October 2016
Protocol Id: 10
This protocol is intended for immunoprecipitation of native proteins for analysis by western immunoblot or kinase activity utilizing Protein A magnetic separation.
NOTE: Prepare solutions with reverse osmosis deionized (RODI) or equivalent grade water.
10X Cell Lysis Buffer: (#9803) To prepare 10 ml of 1X cell lysis buffer, add 1 ml cell lysis buffer to 9 ml dH2O, mix.
NOTE: Add 1 mM PMSF (#8553) immediately prior to use.
A cell lysate pre-clearing step is highly recommended to reduce non-specific protein binding to the Protein A Magnetic beads. Pre-clear enough lysate for test samples and isotype controls.
IMPORTANT: Pre-wash #73778 magnetic beads just prior to use:
Carefully remove the buffer once the solution is clear. Add 500 μl of 1X cell lysis buffer to the magnetic bead pellet, briefly vortex to wash the beads. Place tube back in magnetic separation rack. Remove buffer once solution is clear. Repeat washing step once more.
IMPORTANT: The optimal lysate concentration will depend on the expression level of the protein of interest. A starting concentration between 250 μg/ml-1.0 mg/ml is recommended.
IMPORTANT: Appropriate isotype controls are highly recommended in order to show specific binding in your primary antibody immunoprecipitation. Use Normal Rabbit IgG #2729 for rabbit polyclonal primary antibodies, Rabbit (DA1E) mAb IgG XP® Isotype Control #3900 for rabbit monoclonal primary antibodies, and Mouse (G3A1) mAb IgG1 Isotype Control #5415 for mouse monoclonal primary antibodies. Isotype controls should be concentration matched and run alongside the primary antibody samples
Proceed to one of the following specific set of steps.
NOTE: To minimize masking caused by denatured IgG heavy chains (~50 kDa), we recommend using Mouse Anti-Rabbit IgG (Light-Chain Specific) (D4W3E) mAb (#45262) or Mouse Anti-Rabbit IgG (Conformation Specific) (L27A9) mAb (#3678) (or HRP conjugate #5127). To minimize masking caused by denatured IgG light chains (~25 kDa), we recommend using Mouse Anti-Rabbit IgG (Conformation Specific) (L27A9) mAb (#3678) (or HRP conjugate #5127).
posted December 2008
revised April 2018
Protocol Id: 410
Phospho-ALK (Tyr1278/1282/1283) Antibody detects ALK only when phosphorylated at Tyr1278/1282/1283, which is equivalent to Tyr338/342/343 of NPM-ALK. This antibody might also have slight reactivity toward ALK when it is phosphorylated at Tyr1283 alone. This antibody also reacts with leukocyte tyrosine kinase (LTK) phosphorylated at Tyr672/676/677.Species Reactivity:
HumanSpecies predicted to react based on 100% sequence homology:
Mouse, Rat
Polyclonal antibodies are produced by immunizing animals with a synthetic phosphopeptide corresponding to residues surrounding Tyr1278/1282/1283 of human ALK protein. Antibodies are purified by protein A and peptide affinity chromatography.
Anaplastic lymphoma kinase (ALK) is a tyrosine kinase receptor for pleiotrophin (PTN), a growth factor involved in embryonic brain development (1-3). In ALK-expressing cells, PTN induces phosphorylation of both ALK and the downstream effectors IRS-1, Shc, PLCγ, and PI3 kinase (1). ALK was originally discovered as a nucleophosmin (NPM)-ALK fusion protein produced by a translocation (4). Investigators have found that the NPM-ALK fusion protein is a constitutively active, oncogenic tyrosine kinase associated with anaplastic lymphoma (4). Research literature suggests that activation of PLCγ by NPM-ALK may be a crucial step for its mitogenic activity and involved in the pathogenesis of anaplastic lymphomas (5).
A distinct ALK oncogenic fusion protein involving ALK and echinoderm microtubule-associated protein like 4 (EML4) has been described in the research literature from a non-small cell lung cancer (NSCLC) cell line, with corresponding fusion transcripts present in some cases of lung adenocarcinoma. The short, amino-terminal region of the microtubule-associated protein EML4 is fused to the kinase domain of ALK (6-8).
Phosphorylation of ALK on Tyr1278/Tyr1282/Tyr1283 was identified at Cell Signaling Technology (CST) using PhosphoScan®, CST's LC-MS/MS platform for phosphorylation site discovery. Phosphorylation of ALK at these three sites was observed in select carcinoma cell lines and in tumors (6).
Explore pathways + proteins related to this product.
UniProt ID: Q9UM73
Entrez-Gene Id: 238
Cell Signaling Technology is a trademark of Cell Signaling Technology, Inc.


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The IRS has just released its FISCAL YEAR 2011 ENFORCEMENT AND SERVICE RESULTS.
The total "examination" results are as follows –
Income Under $200,000 = 1.02%
Income $200,000 and higher = 3.93%
Income $1 Million and higher = 12.48%
The number of examinations for those with income under $200,000 is down from the previous fiscal year, but the other two categories are up.
However the number of examinations, or audits, is made up of two components – field audits and correspondence audits. While the report does not offer any introductory comments or explanation, I assume that the correspondence audit component represents the CP 2000 and similar notices, which are handled my mail or a phone call, while the field audits are the actual office audits.
Looking at the individual components, just under .0023 (less than ¼ of 1%) of taxpayers with income under $200,000 were subject to field audits, and only 1.76% of those with income of $200,000 and higher.
The report did show an increase in field audits in all categories – approximately 29,000 more for under $200,000, 20,000 more for $200,000+, and 4,000 more for $1 Million and over.
I was surprised to learn that correspondence audits were down in the under $200,000 category. It had seemed to me I was dealing with more CP-2000s than in past years.
So the chances of most of my clients being called for a "sit down" audit at the IRS office is less than ¼ of 1%, as it has been for a while now.
In practice, of the over 10,000 returns I have prepared over the years I can count the number of actual sit down audits I have had to deal with on the fingers of my two hands – so my audit rate is less than 1/10 of 1%.
I would be curious to see the numbers for taxpayers with incomes under $100,000.
Does anyone know if the "income" referred to in the study is gross income, AGI, or net taxable income?


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Four more people have died in an outbreak of fungal infections traced back to contaminated back pain injections, and 247 people are now confirmed infected in 15 states, federal health officials said on Wednesday.
The Centers for Disease Control and Prevention reports 19 deaths from fungal infections, in Tennessee, Virginia, Michigan, Maryland, Indiana and Florida.
Federal officials have opened an investigation into the pharmacy in Massachusetts that distributed the suspect drugs, and have asked doctors who treated any patients with any products from the pharmacy since May to check up and make sure they are well. Tens of thousands of people could eventually be affected, based on how many drugs the New England Compounding Center made and distributed.
"The signs and symptoms of meningitis include fever, headache, stiff neck, nausea and vomiting, photophobia (sensitivity to light) and altered mental status," the Food and Drug Administration said in a statement. "Symptoms for other possible infections may include fever; swelling, increasing pain, redness, warmth at injection site; visual changes, pain, redness or discharge from the eye; chest pain, or drainage from the surgical site (infection within the chest). Patients should contact their healthcare provider if they have any of these signs or symptoms."
FDA enforcers raided NECC's Framingham, Mass., facility on Tuesday night. Earlier in the day, FDA officials said inspections of the facility made them worry about the sterility of any of the pharmacy's products.
Members of Congress said they wanted answers, although as of Wednesday they had not scheduled promised hearings. Massachusetts Rep. Ed Markey, a Democrat, noted that NECC distributed controlled substances including morphine and fentanyl without a proper license.
"The list of recalled NECC drug products appears to include nearly 1,000 formulations that contain controlled substances that fall under the jurisdiction of the Drug Enforcement Agency (DEA)," Markey said in a statement. NECC shipped more than 17,000 vials from the three suspect lots of steroid to clinics in 24 states. The pharmacy makes hundreds of more products.
Sens. Bob Corker and Lamar Alexander, both Tennessee Republicans, have written the FDA seeking explanations. The FDA had warned NECC about cleanliness and its distribution practices. FDA and Massachusetts officials have said they didn't have enough powers to stop the pharmacy, which was not licensed to mass-produce drugs. They both asked Congress to pass legislation clarifying their powers.
Most of those sickened so far were injected with steroids from three particular lots made by NECC, and the sickest patients developed meningitis, an inflammation of the protective membranes, or meninges, covering the brain and spinal cord. The swelling is usually caused by bacteria or viruses, but meningitis can also be caused by a fungus. Most of those who died suffered strokes.
"As a result of the ongoing investigation of NECC, a patient with possible meningitis potentially associated with epidural injection of an additional NECC product, triamcinolone acetonide, has been identified through active surveillance and reported to FDA. Triamcinolone acetonide is a type of steroid injectable product made by NECC," the FDA said in a statement.
In addition, two patients who got steroids made by NECC injected into their ankles have developed infections. CDC doctors say they're still checking to see if the infections are fungal in nature. The two patients are not in danger of meningitis, CDC says.
At least one hospital system, Maryland-based Medstar, says it has begun compounding its own products when possible now to ensure their sterility. Bonnie Levin, who heads pharmacy services at Medstar, told NBC News the hospitals have rooms that are as sterile as operating rooms to do this.
So-called compounding pharmacies are frequently at the center of controversy. Under the FDA's definition, compounding pharmacists are supposed to mix drugs to order only on an individual basis in response to a prescription from a doctor. FDA can step in if it suspects pharmacies are exceeding this authority, and if contamination is suspected.
Related stories:
FDA: Check all patients who got drugs from pharmacy
Fungal meningitis outbreak has docs thinking about where they get drugs
Congress seeks probe of pharmacy in fungal meningitis outbreak


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Having shed its skin, the KTM 1290 SUPER DUKE R is now a leaner, meaner and an even more menacing hyper-naked bike than ever before. Mounted into an all-new chassis, beats an updated version of the renowned 75 degree, 1301 cc LC8, V-Twin heart, taking THE BEAST to the next level.
- Engine
- Displacement
- 1301 cm³
- Power in KW
- 132 kW
- Torque
- 140 Nm
- Bore
- 108 mm
- Stroke
- 71 mm
- CO2 emissions
- 145 g/km
The illustrated vehicles may vary in selected details from the production models and some illustrations feature optional equipment available at additional cost. All information concerning the scope of supply, appearance, services, dimensions and weights is non-binding and specified with the proviso that mistakes, printing, setting and typing errors may occur; such information is subject to change without notice. No rights may be derived from incorrect statements. The consumption values stated refer to the roadworthy series condition of the vehicles at the time of factory delivery.


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Belkasoft RAM Capturer 1.0
Belkasoft RAM Capturer
Belkasoft RAM Capturer is a kernel-mode tool designed to capture the content of the computer's volatile memory in a forensically sound way. Developed by a forensic research company, Belkasoft RAM Capturer requires no installation and leaves as small a footprint as theoretically possible. Coming with 32-bit and 64-bit kernel-mode drivers, Belkasoft RAM Capturer is able to overcome most current anti-debugging and anti-dumping protection systems such as nProtect GameGuard. Unlike many other memory dumping tools operating strictly in user mode, Belkasoft RAM Capturer works in the system's most privileged kernel mode, being able to acquire the full content of the computer's RAM.
Certain applications, including multi-player computer games, communication tools, and malware implement anti-debugging measures to actively block third-party tools from accessing their memory sets. In mild, best-case scenarios these proactive measures will simply cause the memory dumping tool to read zeroes (or random data) instead of the actual information. In other cases (e.g. malware, Trojans, certain security applications), such systems may lock up or reset the PC, thus destroying the content of the volatile memory and making it absolutely impossible to dump RAM contents. Examples of such anti-debugging systems include nProtect GameGuard and the game of Karos.
Many forensic RAM acquisition tools will operate in the least privileged user mode, triggering these protection systems and serving no good to their users. Unlike many competing tools running in system's user mode, Belkasoft RAM Capturer comes equipped with 32-bit and 64-bit kernel drivers allowing the tool to operate in the most privileged kernel mode.
Belkasoft RAM Capturer leaves the smallest footprint possible, does not require installation and can be launched in seconds from a USB flash drive. Memory dumps acquired with Belkasoft RAM Capturer can be then analyzed with Belkasoft Evidence Center Live RAM Analysis.


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Frühere Medienmitteilungen
UBS reports first quarter loss of CHF 11,535 million, in line with 1 April 2008 pre-announcement
UBS reports a Group net loss attributable to shareholders of CHF 11,535 million for first quarter 2008. This is in line with UBS's 1 April 2008 pre-announcement which forecast a CHF 12 billion loss.
The first quarter of 2008 was difficult for many reasons:
The downward spiral in US mortgages and related instruments accelerated during first quarter and also spread to other structured credit positions. This development led to first quarter 2008 losses of around USD 19 billion on these affected positions (for further details, please see Note 3 to the unaudited Financial Statements in UBS's First Quarter 2008 financial report and the discussion of FICC's revenues on page 8 of this media release).
This quarter was also characterized by lower capital markets activity, sharply reduced mergers and acquisitions and falling securities prices.
During this quarter, there was a weakening of the US dollar and the British pound against the Swiss franc, UBS's reporting currency.
Considering these market conditions, and with the exception of the additional losses experienced on UBS's positions affected by the US mortgage and credit market turbulence, revenue performance in most of UBS's businesses was satisfactory. UBS was also successful in bringing controllable costs down.
For the wealth and asset management businesses and Business Banking Switzerland, profit levels remained high in absolute terms despite a reduction in comparison with the prior quarter. A 13% quarter-on-quarter decrease in invested assets, and therefore asset-based fee income, was primarily due to the strengthening of the Swiss franc against the major currencies in which many invested assets are denominated (US dollar, euro, British pound) and a second successive quarter of declining equity indices.
In the Investment Bank, revenues generated by the advisory and capital markets businesses fell considerably in comparison with first quarter 2007, in the context of a more than 40% contraction in global deal volume. The equities business was negatively impacted by considerably weaker proprietary trading results and lower revenues from non-exchange traded derivatives, such as over the counter (OTC), and equity-linked instruments, which were only partially offset by improved contributions from cash commissions, exchange-trade derivatives and prime brokerage. Although trading results were weak in most FICC areas, there were some exceptions such as rates, which had a strong quarter driven by the European swaps and options business, government bond trading and the foreign exchange business, which benefited from higher volumes and good client flows. In commodities, lower revenues from energy trading were offset by good results in other areas such as metals.
Across the firm, variable personnel expenses were reduced in comparison with first quarter 2007 and fourth quarter 2007, despite severance costs following the Investment Bank's restructuring. General and administrative expenses for all categories other than provisions fell 20% from fourth quarter 2007 and 8% from first quarter 2007. Higher legal provisions and related legal fees offset these reductions, leading to a year-on-year increase in general and administrative expenses.
As a result of the observed market widening of UBS's credit spread in the first three months of 2008, the Investment Bank recorded gains on own credit of CHF 2,103 million in net trading income. These gains will reverse if UBS's credit spreads tighten in the future.
The accounting treatment of the mandatory convertible notes (MCNs) issued on 5 March 2008 resulted in a one-time gain of CHF 3,860 million, booked in Corporate Center.
Capital base reinforced
The Tier 1 ratio for first quarter 2008 includes the CHF 13 billion MCNs issued in March.
Two additional measures were taken in April and will be effective in second quarter 2008. UBS issued EUR 1 billion of perpetual preferred securities and these now form part of Tier 1 capital. And, at the annual general meeting on 23 April, shareholders approved the ordinary capital increase, proposed by the Board of Directors, to allow UBS to raise approximately CHF 15 billion of capital in a rights offering that has already been fully underwritten by four leading international banks. Taking into account both these measures and the reduction in risk-weighted assets, UBS's pro-forma Tier 1 ratio on 31 March 2008 would have been 11.8% and the total capital ratio 15.6% among the highest in the industry peer group.
The expected timetable of the rights issue is:
27 May 2008
Ex-date for rights and start of rights trading and exercise period
9 June 2008
End of rights trading period
12 June 2008
End of rights exercise period
13 June 2008
First trading day of new shares
17 June 2008
Payment and settlement
Risk inventory reduced
UBS has substantially reduced its risk inventory since third quarter 2007: positions related to US sub-prime residential mortgages have decreased by approximately 60%; and a combination of disposals and writedowns has reduced other exposures related to US residential and commercial real estate. An update on UBS's risk concentrations and the firm's exposure on 31 March 2008 can be found on pages 18-23 of UBS's First Quarter 2008 financial report.
In first quarter 2008, UBS reduced its balance sheet by accelerating the reduction in trading inventories in its Investment Bank.
According to Marcel Rohner, Chief Executive Officer of UBS, such actions are proving effective: "We can see tangible effects as a result of our initial responses to the losses. While our exposure is still subject to swings in market conditions, we see market demand for these securities returning in certain areas and at the current level of valuations. Risk measurement systems have also undergone corrections, with the first stage of re-positioning FICC now complete. The management structure of FICC has been simplified, the areas we wish to exit from are identified and the associated positions are now managed separately by a work-out group."
As announced on 1 April 2008, UBS is in the process of creating a new entity to hold substantial parts of this work-out portfolio. The aim is to reduce exposure to this entity in a way that optimizes value for UBS shareholders.
Outlook - The year started with tough business conditions for the financial industry as a whole. UBS expects this difficult environment to remain and be characterized by a continuing unfavorable global economic climate, deleveraging by institutional and private investors, slower wealth creation and lower trading and capital market activity.
The impact will affect all of UBS's businesses and it requires the firm to manage costs, resources and capacity very actively. The Investment Bank expects to employ around 19,000 people at the end of 2008. This will require a reduction of up to 2,600, of which the large majority will be redundancies. In the other business groups, personnel numbers will be reduced mainly through natural attrition and internal redeployment, although it will not be possible to avoid redundancies entirely. Assuming no change in market conditions, UBS estimates that, by mid-2009, the firm as a whole will have about 5,500 fewer employees than today.
Performance against targets
UBS monitors its delivery of adequate returns to shareholders by focusing on four key performance indicators. These indicators are calculated using results from continuing operations and results for first quarter 2008 are:
a decline in UBS's return on equity, at negative 180.0% compared with positive 26.8% in first quarter 2007, primarily as a result of the substantial losses in the Investment Bank related to the US mortgage market;
diluted earnings per share (EPS) of negative CHF 5.63, compared with positive CHF 1.43 in first quarter 2007. The diluted EPS calculation for first quarter 2008 included shares that will be issued at conversion of the MCNs;
a cost / income ratio that is not meaningful in the first quarter due to negative income; and
net new money outflows of CHF 12.8 billion, compared with net inflows of CHF 52.8 billion in first quarter 2007. Falling expectations for equity market returns have led to modest deleveraging of private client portfolios and the near absence of corporate events has negatively affected private wealth creation. Despite this, the global wealth management businesses saw net new money inflows of CHF 5.6 billion in first quarter 2008. In Switzerland, clients diversified assets away from UBS due to the effects on UBS of the credit market turbulence. Overall, this reaction affected only a small fraction of UBS's total invested assets base, but Business Banking Switzerland saw net outflows of CHF 1.9 billion.
Global Asset Management recorded net outflows of CHF 16.5 billion, of which CHF 9.6 billion was in the institutional business and CHF 6.9 billion in the wholesale intermediary business, reflecting the generally unsettled investment environment. To address the issue of underperformance in certain investment capabilities in prior quarters, Global Asset Management reorganized its management with the aim of improving investment performance consistently, and regaining institutional assets over time.
UBS results
Global Wealth Management & Business Banking
The pre-tax profit for Global Wealth Management & Business Banking was CHF 2,152 million in first quarter 2008, a 13% decrease from the prior quarter. Each unit of the business group reported lower pre-tax profits during the first quarter.
Wealth Management International & Switzerland's pre-tax profit was CHF 1,429 million in first quarter 2008, a 13% decline from the prior quarter. Total operating income decreased by 7% from CHF 3,298 million in fourth quarter 2007, due to reduced recurring and non-recurring income. A lower asset base led to a decline in recurring income; lower client activity and lower interest income led to a decline in non-recurring income. Operating expenses fell slightly from fourth quarter 2007, reflecting a decline in personnel expenses and general and administrative expenses, with the latter due to lower travel and entertainment expenses and lower professional fees.
Pre-tax profit in Wealth Management US was CHF 183 million in first quarter 2008, down 12% from the prior quarter. In US dollar terms, pre-tax profit for first quarter 2008 was USD 179 million, a decrease of 2% from the prior quarter. In addition to the negative effects of currency translation, the first quarter was marked by lower transactional income resulting from the turbulent US markets. Operating income was 9% lower than in fourth quarter 2007 - while the decline mainly reflects the decrease of the US dollar against the Swiss franc during the first quarter, recurring income as well as non-recurring income declined. Total operating expenses for first quarter 2008 were down 9% from the previous quarter. The decrease resulted from lower personnel and non-personnel costs, with both positively influenced by the depreciation of the US dollar against the Swiss franc during this period. Personnel expenses decreased by 5%; in US dollar terms, personnel expenses increased by 6% from fourth quarter 2007, mainly due to higher incentive compensation. Non-personnel expenses decreased from the previous quarter, mainly due to the currency translation impact as well as lower costs related to professional service fees and travel expenditure.
Business Banking Switzerland reported a pre-tax profit of CHF 540 million in first quarter 2008, down 10% from fourth quarter 2007. Total operating income decreased by 5% compared with the fourth quarter, as both interest and non-interest income declined. Despite increased personnel expenses, operating expenses fell by 1% mainly due to a decline in general and administrative expenses.
Global Asset Management
Global Asset Management's pre-tax profit for first quarter 2008 was CHF 330 million, down 32% from the prior quarter. Performance fees were lower than those recorded in fourth quarter 2007, as were management fees across the business, which decreased as a result of lower invested assets that were impacted predominantly by financial market performance and the stronger Swiss franc.
Operating income decreased by 27% from the previous quarter, mainly reflecting a decrease in performance fees following the very strong levels seen in fourth quarter 2007 - particularly in alternative and quantitative investments and in the Brazilian asset management business - combined with a decrease in management fees across almost all businesses from lower invested assets.
Institutional revenues declined as a result of lower performance fees and lower management fees, partly offset by the inclusion of Caisse Centrale de Réescompte. Wholesale intermediary revenues also decreased, primarily due to lower management fees resulting from lower invested assets.
Total operating expenses were down 22% from fourth quarter 2007. Personnel expenses were CHF 303 million in first quarter 2008, down from CHF 372 million in the prior quarter mainly due to lower incentive-based compensation - a result of lower revenues. General and administrative expenses decreased to CHF 104 million in first quarter 2008, primarily due to lower litigation expenses, lower professional fees and lower travel and entertainment expenses.
Investment Bank
In first quarter 2008, the Investment Bank recorded a loss of CHF 18,228 million. In contrast, the Investment Bank recorded a pre-tax profit of positive CHF 1,539 million in first quarter 2007.
Total operating income in first quarter 2008 was negative CHF 14,813 million, compared with total operating income of positive CHF 6,238 million in first quarter 2007.
Investment banking revenues, at CHF 557 million in first quarter 2008, fell by 58% from first quarter 2007 in relation to a contraction in global fee volume. Advisory revenues decreased by 14% in line with the industry trend of a decline in mandated deals. Capital markets revenues were impacted by reduced market volumes in all regions, falling by 72%. Equity capital markets revenues decreased by 80% and capital market revenues from the FICC area decreased by 61%. Other fee income and risk management decreased to a negative CHF 98 million.
Sales and trading revenue in first quarter 2008 was negative CHF 17,165 million, driven by the negative revenue in FICC, which was partly offset by positive revenue contribution from equities.
The equities business posted revenues of CHF 1,948 million in first quarter 2008, down 32% from the record result achieved in the buoyant conditions of first quarter 2007. First quarter 2008 was dominated by difficult trading conditions with continued market volatility and limited market liquidity. Despite this, cash equities posted increased revenues with record commissions. Prime brokerage revenues grew strongly during the quarter, driven primarily by client financing revenues from growth in average client balances and an increase in securities lending. Exchange-traded derivatives revenues were at a record level, through increased volumes and revenues from new clients who were acquired in 2007, while derivatives revenues fell. Proprietary trading revenues declined considerably across all regions, while equity-linked revenues continued to suffer from reduced liquidity levels.
Fixed income, currencies and commodities (FICC) revenues were negative CHF 19,113 million in first quarter 2008, down from positive CHF 2,055 million in first quarter 2007. Income in first quarter 2008 was heavily impacted by losses on exposures to the US residential mortgage market. Losses were also recorded on US commercial mortgages and the US reference-linked note program. UBS marked down its holdings in US student loan asset-backed securities and certain leveraged finance commitments. Further credit valuation adjustments were made on protection bought from monoline insurers. During the quarter, UBS accelerated the reduction of European asset-backed positions and, as a result, experienced losses from disposals and the negotiated termination of deals.
Overall, the market environment in first quarter 2008 remained very difficult. The negative market effects could only be partially offset by strong results posted by the foreign exchange, rates and commodities businesses. Foreign exchange and money markets had a record quarter. The rates business also had a strong start to the year, while the commodities business performed well and was flat against a very strong first quarter 2007.
Total operating expenses in first quarter 2008 were CHF 3,415 million, down 27% from the same period in 2007.
In first quarter 2008, personnel expenses decreased by 44% from first quarter 2007, reflecting lower accruals of performance-related compensation and currency effects. Salary costs also fell, reflecting the reduced level of staff (down by 859 full-time equivalents compared to fourth quarter 2007). Severance costs increased as a result of restructuring measures.
General and administrative expenses fell for most categories in comparison to a year earlier and fourth quarter 2007, but these reductions were offset by an increase in legal provisions.


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Product Description
In this frighteningly believable thriller from New York Times bestselling author Tosca Lee, an extinct disease re-emerges from the melting Alaskan permafrost to cause madness in its victims. For recent apocalyptic cult escapee Wynter Roth, it's the end she'd always been told was coming. When Wynter Roth is turned out of New Eden, a self-contained doomsday cult on the American prairie, she emerges into a world poised on the brink of madness as a mysterious outbreak of rapid early onset dementia spreads across the nation. As Wynter struggles to start over in a world she's been taught to regard as evil, she finds herself face-to-face with the apocalypse she's feared all her life--until the night her sister shows up at her doorstep with a set of medical samples. That night, Wynter learns there's something far more sinister at play: that the prophet they once idolized has been toying with the fate of mankind, and that these samples are key to understanding the disease. Now, as the power grid fails and the nation descends into chaos, Wynter must find a way to get the samples to a lab in Colorado. Uncertain who to trust, she takes up with former military man Chase Miller, who has his own reasons for wanting to get close to the samples in her possession, and to Wynter herself. Filled with action, conspiracy, romance, and questions of whom--and what--to believe, THE LINE BETWEEN is a high-octane story of survival and love in a world on the brink of madness.
More Product Information
- Publisher: Howard Books
- Release Date: January 29, 2019
- Pages: 384
- Language: English
- Binding: Hardcover
- Height: 1.30 inches
- Width: 6.00 inches
- Length: 9.10 inches
- Weight: 1.15 pounds


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Infragistics has announced NetAdvantage for .NET 2010 Volume 1. NetAdvantage for .NET is a suite of controls, components, and tools for Windows Forms, WPF, ASP.NET and Silverlight that now supports of Windows 7 and Visual Studio 2010.
With VS2010 support, the Windows Forms tools include in-process side-by-side hosting, multi-touch support for default gestures in Windows 7. Several features have been added to this toolset such as WinGanttView providing "drop in" stylable Microsoft Project functionally and Windows 7 Scenic Ribbon that updates legacy Windows Forms applications with the newest Windows 7 Styles. Also new, the WinMessageBoxManager and the WinActivityIndicator notify end users about application messages and long-running background processing.
With .NET Framework 4.0 and VS2010 support, Infragistics has introduced several WPF controls such as the new xamTilesControl, an animated, interactive layout container consisting of collapsible tiles that end users can slide and move around and xamDataCards that presents all manner of data in a high-fidelity faceted user interface of cards.
Infragistics' Visual Studio 2010 supports also includes support for Silverlight. By investing in a WYSIWYG drag-and-drop design surface, full property browsing support and enhanced debugging, provides a Silverlight design-time experience that Windows Forms and ASP.NET developers have been accustomed to in Visual Studio. With new Windows 7 Scenic Ribbon support in xamWebRibbon, developers can design RIAs using the Aero-style ribbon in Silverlight. The xamWebComboEditor enables binding to a flat list of items from which end users can either enter values into the editable field or select them from a dropdown list. Also new are the Persistence Framework and the Infragistics.Compression compiled assembly as well as UI Automation Support that helps Silverlight Line of Business UI controls interact with Assistive Technology for accessibility by individuals with disabilities.