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How to Become a Successful CISO
David Froud recently updated a blog post of his from last year about how to get into the cybersecurity field and become a chief information security officer (CISO). In last year's post, the security expert wrote about the importance of understanding your motivations for going into the security field. If you scored Extroversion, Sensing, Thinking, Judgment (ESTJ) on the Myers-Briggs personality test, he wrote, chances are you have the right kind of temperament and motivations to succeed as a CISO.
"Without question, a career in cybersecurity can be very rewarding, both in personal achievement and financial terms," Froud explained. "It can also chew you up and spit you out if you're not careful."
The CISO's Dilemma
Part of the problem with finding the right CISO job is that the role is almost too popular these days. There are hundreds of places from which potential IT candidates can obtain dozens of security credentials. Furthermore, enterprise protection technologies are exploding, and the days of a traditional antivirus tools are quickly coming to an end since new malware schemes are designed to circumvent them with sneakier methods.
This presents a typical CISO candidate with a dilemma: Should you focus on beefing up credentials or aim to create a more hands-on experience? Should you prioritize understanding the technology or becoming better at the underlying business processes?
No Substitute for Experience
In his recent post, Froud explained that experience is the best teacher. "It's the people and processes that give technology context, not the other way around," he wrote. "You will be lost in a never-ending cycle of throwing technology after technology at something that could likely be fixed by adjusting the very business processes you're trying to protect."
It's all about using real-world implementations of technology that can solidify a network to repel data breaches. Look at the many high-profile public breaches of the past year: In many circumstances, the companies involved had purchased various solutions to prevent data leaks. However, the solutions were incompletely implemented, misconfigured or only implemented in one corner of the network.
Listen to the podcast: One Hack Away from Disaster
The Devil Is in the Details
Security is really a means to an end, and that end is for the business to succeed.
"A successful CISO needs to be both strategic — long-term plan, collaborate with teams, communicate to executive management and the board — and tactical. The devil is in the details," said Imperva CISO Shahar Ben-Hador in a blog post. "As a CISO, I have to assess what's going to be a fundamental technology over a longer period of time and what's fundamental for our business."
Both articles feature lots of other solid career advice for CISOs, such as not to immediately take the most lucrative offer, find the right person to mentor you and review your progress every six months. As Froud wrote, the final aspect of a CISO's job borders on politics, so that had better be what you want. True enough!


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Lean Practitioner (LCS 1b) 4 Day Workshop Adelaide
This is a 4 day event delivered in two parts:
Workshop session 1: September 11 – 12, session 2: October 14 – 15 held at Intercast & Forge
Who should attend
This 4 day workshop (2 x 2 days) will be of interest to Managers, Team Leaders, Change Agents and individuals responsible for carrying out business improvement activities.
This workshop is the second in a series of accredited training programmes aligned to the Lean Competency System (LCS 1b) of Cardiff University and delegates who a pass in the exam and submit a successful project will receive a Certificate awarded from the University.
Learning Outcomes
- Understand Professor Peter Hines' Lean Business Model
- Be able to participate in effective improvement activities
- Diagnose issues in a process using appropriate tools and techniques
- Implement permanent solutions that resolve the root cause issues and prevent re-occurrence of the problem
- Learn a range of Value stream mapping tools
- Understand practical approaches to delivering
- Employee engagement and sustainable improvement
We are also happy to provide this workshop internally which is a more cost effective option for groups of up to 14. Please contact us for a quote.
For further information contact Richard Young, call 0466 745 018 and view the event flyer.

subset: commoncrawl


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Congratulations! You're pregnant! Is one of the most exciting phrases a woman can hear second to, "Will You Marry Me". Other than the early pregnancy symptoms, swollen feet and the huge round object that took place of where your tummy used to be; pregnancy sounds like the best time of woman's life. Although, modern society has conformed sex for personal pleasure instead of its sole purpose of reproduction, I would like to spread the love of pregnancy and help women embrace the blessing of reproduction. (This is not an anti abortion post, as for what you decide to do with your body is not my prerogative, just spreading good vibes.)
Embracement, is important for a healthy pregnancy. Embracement should be practiced during prenatal care; positive reinforcement in social settings and humane values help in a holistic way. Stress can interfere with conceiving a child. Stress affects the way the hypothalamus (brain gland that controls emotions, appetite and hormones). During early child development if the mother is stress she is at a high risk for miscarriage (a loss of pregnancy). Miscarriage symptoms consist of bleeding or spotting and abdominal pain. Although straying away from stress is important for a healthy life period, during pregnancy the body is more sensitive because of increased hormones. Therefore the first step to a healthy pregnancy is embracemenet.
HAVE fun
Although your pregnant it doesn't mean your social life is over nor' you can't have fun. To help celebrate your little bundle of joy there are a couple activities women can do.
1.Dinner reservations: In the first tri-mester eating may be a little difficult because the female senses are sensitive. Certain smells and foods may not be appealing to you anymore. But when that stage passes get ready to take your taste buds on a roller coaster ride of food heaven and embrace the pregnancy cravings. Don't think of these cravings as weird, instead it helps broaden your pallet and hey you never know, bacon and ice cream may be the next great combination meal.
2.Shopping. I don't know about you girls but shopping is my go to "pick me up" when having a down day. I mean, who doesn't want to spoil themselves and look stylish while doing it. That "itsy bitsy teenie weenie yellow polka dot bikini" is not going to fit you the same once you pack on the extra pounds of a little one in your pouch. No need to get depressed, you'll snap back, although you may feel like a swollen stress ball doesn't mean you have to look like it. Going out with your girls or mate for a shopping spree is totally worth it. No way, can we have Kim Kardashian and Chrissy Teigen take on the roll of being a milf without chiming in.
3.Baby Genius. You don't have to wait 9 months to play with your little one. Buy some headphones and have a jam session with your baby. Studies prove that babies who are exposed to classical sounds when younger have a greater faster cognitive brain development. You can also read, to him or her. I'm sure the baby won't be able to identify the plot, setting and the stories main characters. But hearing the vibrations of his/her mother's tone is always pleasing.
I'm sure when girls have their first pregnancy scare, this is not what they want to hear but this post was created to put the "scare" to ease. Having a baby is not the end of the world. Modern day society has created the birth of a child to feel like a burden. Yes, unlike other mammals, having a baby can be expensive and a burden if not prepared for. But when life gives you lemons create lemonade, meaning don't be a upset, everything happens for a reason. It's the way you react that determines the outcome.


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Hartman is one of Dallas and Houston's premier property management companies. We provide below market rates with above market amenities and service.
Hartman has owned and operated commercial office properties since 1983, offering premium office space at an affordable price by saving businesses a significant amount of money by keeping taxes, utilities, and maintenance low. With over 30 years in commercial leasing in Houston, San Antonio and Dallas, we have learned exactly what our customers require.
Whether you need 1,000 or 10,000 square foot of office space, we have the right office space to meet your needs in one of our nearly 50 locations in Texas. Our buildings are energy efficient, customer friendly, and are staffed by an expert Hartman property management team that is on-site and ready to assist your needs. If you are leasing in Houston, San Antonio or Dallas or wanting to start your new business office, call us today.


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WARNING: Reports indicate that refugees from other cities have heard rumors that Indianapolis, Indiana is a safe haven from the recent outbreaks, and tens of thousands may be headed that direction.
Be warned that our data indicates that Indiana is at an alarming 64% infection rate. If you enter urban areas such as Indianapolis this week, you may run into someone who is infected. Meanwhile, Raxxon has had only an 18% compliance rate in the city. Not enough people are accepting Raxxon's generous help by following commands without questions.
Raxxon does NOT recommend entering Indianapolis this week. Those who must should look out for the typical warning signs of infection.
Copyright 2017 Plaid Hat Games This site is for entertainment purposes only. There is no actual zombie apocalypse happening.Command Line Interface | Terms of Use | Privacy Policy


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LED Light Bulbs - GU24 Base
GU24 LED Bulbs
The GU24 base is unique to compact fluorescent (CFLs) and LED bulbs. Simply twist the bulb and this two-pin base locks into place. The LED bulbs have an internal driver, so upgrading to LED is a snap. Unlike incandescent bulbs, which put out a similar color temperature light across all products, CFLs range from a warm white 2700 Kelvin to daylight 6500 Kelvin. So when replacing a CFL with an LED bulb, make sure to either match the same color temperature or switch to a warmer (lower number) or cooler (higher number) if not satisfied with your existing lighting. Use our interactive lighting guide to see how color temperature changes how a room looks.


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Here's to the teams of the 2A and 3A. Several of these teams have pulled their programs out of the muck this year and qualified an athlete or a whole team for the state championship. Many of these teams can't remember the last time they made it. Some of these kids weren't born the last time their team made it to the state meet. So here is to you smaller programs that made giant strides this year. Good luck at the state championship and come back next season dreaming big.
And here's to B-CC, a program that looked like they would be forced to take a few steps backwards this year, but have instead come out as one of the strongest teams in the state. These guys have already been one of the biggest stories of the season, and the state championship meet will be the chance to go down in history. Needless to say, it will not be easy, but they do have a shot at coming home with a state title. If they weren't such a nice group of guys with great sportsmanship and a competitive nature, the 4A boys would probably turn their backs and take care of their own business after their race. But just as you saw at the regional meet, you can expect the rest of the county to cheer these guys on to help them reach the dream of a 1st place finish at Hereford and a place in the history books as the best cross country team in 3A in 2007.
3A Boys
Bethesda Chevy Chase Boys:
Short (left), Straughan (right)Dylan Straughan, Kyle Short, Alex Prevost, Matthew Davey-Karlson, James Lough, Walter Beller-Morales, Andrew Finklestein
Montgomery County Finish: 2nd
3A West Finish: 1st
3A State Prediction: 1st
Things could not have come together better for B-CC. It has been a refreshing season for the Barons who are primed to do great things at the state meet. They feel that running and winning the Bull Run Invitational has given them the confidence and experience to execute their strategy on race day. They continued to improve and gel as a team by placing 2nd in the county meet and winning the 3A West region. All that remains to be seen is whether they have what it takes to come home with several all-state athletes and a team state title. Wilde Lake will be their biggest competition.MD-K (left), Prevost (right)
Damascus Boys:
Wil Zahorodny, Ben Constaninides,
Thomas Arias,
Charlie Ramirez,
Jon Constantinides,
Billy Thane,
Sam Weeks
Montgomery County Finish: 8th
3A West Finish: 3rd
3A State Prediction: 7th
Thane (left), Ramirez (right)Wil Zahorodny will get to run with his team at the state championship for the first time in his running career. With a very young team overall, this season has been a roller coaster ride for Damascus, but they finally made it back to the big show for the first time in 3 years. All the leadership and consistency in the world from Zahorodny could not get the sophomores to all bring their 'A' game on the same day, but with flashes of talent from each, they know that they could be a top 5 team or better if they all bring it the same day. Zahorodny should be good for a top 5 spot or better.
Albert Einstein Boys:
Alex Bodaken, Sebi Devlin Foltz, Milo Johnson, Jonah Zinn, Sam Rivers, Martin Swift, Andrew Ceruzzi
Montgomery County Finish: 15th
3A West Finish: 4th
3A State Prediction: 18th
The Einstein boys could not be more thrilled about qualifying for the state championship after a drought of 17 years from state competition. They also have boasting rights as the only team at their school heading to state competition this fall. Sebi Devlin-Foltz returns as the only athlete who has been to the state meet, but after running at the Bull Run Invitational, the team feels that they are prepared to work the hills and have a good showing. Alex Bodaken, who is one of the breakout runners of the year in Montgomery County, will make a run at all-state honors along with Devlin-Foltz, but with a very large drop off, the success of the team depends on the remaining varsity runners.Bodaken (left), Devlin-Foltz (right)
Watkins Mill Boys:
David Gaynor, Chris Kaczmarek,
Ryan King,
Jed Lingat,
Tanner Brophy,
Marko Modric,
David Anderson
Montgomery County Finish: 21st
3A West Finish: 6th
3A State Prediction: 20th
David GaynorThis has to be the surprise of the year. Watkins Mill first won the Division IV title, then fell to 21st place at the county championship, and now qualified for the state championship. Coach Paul Ranno admits that even they were surprised that they qualified this year, but says that they used every bit of home course advantage that they had to succeed at regionals. They pounded the hills of the course and sprinted the field hockey fields atleast twice a week in preparation for the qualifying meet. With the final spot to regionals wide open, the hard work paid off as they were able to catch opponents on hills and on the final, flat, finishing stretch. Simply qualifying for the state meet marks a successful season for Watkins Mill and if they can beat any teams, it is just an added bonus to take away from this season.
Paint Branch Boys:
Nicholas SchmeddingAlthough Paint Branch missed qualifying as a team, the senior Nicholas Schmedding will be at Hereford to represent his team. Schmedding is the first athlete from Paint Branch to qualify individually for the state championship in a long time.Nicholas Schmedding
3A Girls
Damascus Girls:
Taylor Colbert,
Janna Domico,
Amanda Zyzak,
Ellen Davis,
Chelsey McMinn,
Taylor King,
Nicole Urps
Montgomery County Finish: 7th
3A West Finish: 2nd
3A State Prediction: 10th
Davis (left), Domico (right)After training all year to compete with 4A teams, a young Damascus team had no problem qualifying for the state championship in the 3A West. As a tight pack team, they will fit right in with the tight teams from the 3A East and could conceivably finish anywhere from 3rd to 12th. Whatever the case may be, they will be excited to compete as a team on the state level and should return almost everyone next year.
Bethesda Chevy Chase Girls:
Addie Tousley,
Annie Bateman,
Joanie Webber,
Caroline Quill,
Alex Beehler,
Darcy O'Connor,
Laura Keeling
Montgomery County Finish: 10th
3A West Finish: 3rd
3A State Prediction: 14th
It has been another rebuilding year for the B-CC girls who will send plenty of new faces to this year's state championship. Luckily, they all ran at the Bull Run Invitational this year and feel comfortable with the course. The coaches have told the athletes to treat it like any other race because they have been ready since June. While Addie Tousley pushes for a top 5 spot, the team probably won't move much from last year's 13th place finish.Addie Tousley
Paint Branch Girls:
Korine Duval,
Noelle Tom-Wigfield,
Michelle Tabisz,
Sarah Chang,
Sarah Adams,
Sylvie Vu,
Mponya Asher
Montgomery County Finish: 15th
3A West Finish: 4th
3A State Prediction: 17th
Korine DuvalThe Paint Branch girls were hoping to win their division title this year and were let down when they came up just short. They were able to stay focused with the team slogan, "Run Like Champions." They ran at the Bull Run Invitational earlier in the season to prepare to compete at a higher level and were able to grab the final spot in the 3A West to allow them to advance. However they may perform at the state meet, this season was a step in the right direction for a team that has not qualified in a very long time.
2A Boys
William Orndorff, Rockville
Ramon Munoz, Clarksburg
Mike Leaman, Clarksburg
Giovanni Reumante, Northwood
The boys of the 2A are making their schools proud. Clarksburg celebrated becoming the only school to win their cross country division for the boys and the girls this year. Now, in just its second year of existence, Clarksburg has once again qualified two athletes for the state meet in Ramon Munoz and Michael Leaman. Says Munoz, "This is the last year and this blue haired guy wants to leave a mark for my teammates and my school."
Giovanni Reumante became the first Northwood High School athlete to qualify for the cross country state meet since it reopened in 2003. He is excited to have qualified but is going there with a purpose, shooting for the top 20 in the race or better. A big fan of the Moco scene, he would also like to come away from the meet as the top Montgomery County finisher in 2A.
Reumante, Leaman, and Munoz will have to go through Billy Orndorff of Rockville if they want to be the top Montgomery County finishers in 2A. Orndorff (pictured right by Michael Menase) went undefeated in divisional meets this year and recently placed 7th in the 2A West Region meet in a time of 16:04. At states, he hopes to get out quickly and establish position early.
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SPH is committed to achieving high standards of corporate governance, to promote corporate transparency and to enhance shareholder value. It firmly believes that good corporate governance is essential to the sustainability of the Company's business and performance. SPH is pleased to confirm that it has adhered to the principles and guidelines of the Code of Corporate Governance 2012 (the "Code"). In so far as any guideline has not been complied with, the reason has been provided.
The Annual Report should be read in totality for SPH's full compliance.
The Board is collectively responsible for providing overall strategy and direction to the Management and the Group. Through the Board's leadership, the Group's businesses are able to achieve sustainable and successful performance.
The principal functions of the Board are as follows:
Matters requiring the Board's decision and approval include:
The Group has in place, financial authorisation limits for matters such as operating and capital expenditure, credit lines and acquisition and disposal of assets and investments, which require the approval of the Board.
All Directors are expected to objectively discharge their duties and responsibilities at all times as fiduciaries in the interests of the Group. However, to ensure that specific issues are subject to in-depth and timely review, certain functions have been delegated to various Board Committees, which would submit its recommendations or decisions to the Board. The Board Committees constituted by the Board are the Executive Committee ("EC"), Audit Committee ("AC"), Remuneration Committee ("RC"), Nominating Committee ("NC") and Board Risk Committee ("BRC"). Each of these Board Committees has its own terms of reference.
The EC comprises Dr Lee Boon Yang (Chairman), Mr Bahren Shaari, Mr Quek See Tiat and Mr Ng Yat Chung. Mr Chan Heng Loon Alan stepped down as a member of the EC on 1 September 2017.
The EC's principal responsibilities are as follows:-
Details of other Board Committees are as set out below:
Board Attendance
The Board meets on a quarterly basis and as warranted by particular circumstances. The Board met eleven times in the financial year ended 31 August 2017 ("FY2017"), of which four were the regular quarterly meetings and seven were meetings to discuss other important and strategic matters. A Director who is unable to attend any meeting in person may participate via tele-conference. The attendance of the Directors at meetings of the Board and Board Committees, and the frequency of such meetings, is disclosed on page 75. A Director who fails to attend three Board meetings consecutively, without good reason, will not be nominated by the NC for re-appointment and will be deemed to have resigned.
Training for Directors
Upon the appointment of a Director, he is provided with a formal letter setting out his key duties and obligations. A comprehensive orientation and induction programme, including site visits to the Group's operating centres, is organised for new Directors to familiarise them with the Group's business, operations, organisation structure and corporate policies. They are also briefed on the Company's corporate governance practices, the prevailing regulatory regime and their duties as Directors.
Directors are updated regularly on changes in relevant laws and regulations; industry developments; business initiatives and challenges; and analyst and media commentaries on matters related to the Company and the media industry. As part of the Directors' ongoing training, Directors are informed and encouraged to attend, at the Company's expense, relevant training programmes conducted by the Singapore Institute of Directors, Singapore Exchange Limited, and other business and financial institutions and consultants.
For FY2017, Directors were provided with training in the areas of audit committee duties, disruptive technologies and cybersecurity, in addition to updates on regulatory requirements such as the Singapore Exchange Securities Trading Limited ("SGX") Listing Manual and the Companies Act.
Directors may, at any time, request for further explanation, briefings or informal discussions on any aspect of the Group's operations or business issues from Management.
They are also informed about matters such as the Code of Dealings in the Company's shares as they are privy to price sensitive information.
As at the date of this report, the Board comprises nine Directors, all of whom, except for the CEO, are non-executive and independent Directors. Mr Alan Chan stepped down as a Director and CEO on 1 September 2017. Each Director has been appointed on the strength of his/her calibre and experience.
SPH is committed to building an open, inclusive and collaborative culture, and recognises the benefits of having a Board with diverse backgrounds and experience. Such diversity will provide a wider range of perspectives, skills and experience, which will allow Board members to better identify possible risks, raise challenging questions, and contribute to problem-solving. The Board and NC are of the view that the current composition of the Board encompasses an appropriate balance and diversity of skills, experience, gender, knowledge and competencies such as accounting, finance, legal, business or management experience, industry knowledge and strategic planning experience.
The Directors have, with the concurrence of the NC, decided that the optimum size of a Board for effective deliberation and decision making is between 10 and 12, and that the Board should have a maximum of 12 Directors, taking into account the nature and scope of the operations of the Company, the requirements of the Company's businesses and the need to avoid undue disruptions from changes to the composition of the Board and Board Committees.
Review of Directors' independence
The NC reviews annually whether a Director or potential candidate for the Board is considered an independent director bearing in mind the Code's definition of an "independent director" and guidance as to the relationships, the existence of which would deem a Director not to be independent (Guideline 2.3).
There is a strong independence element in the Board, with the NC considering eight out of its current nine Directors to be independent. The NC has ascertained that for the period under review, all the non-executive Directors are independent. For transparency, the NC has set out its determination of the independence of Mr Andrew Lim and Ms Janet Ang.
The NC (save for Mr Andrew Lim who abstained from deliberation in this matter) noted that Mr Andrew Lim, who was appointed to the Board of the Company on 1 January 2017, is a partner of Allen & Gledhill LLP, which is one of the law firms providing legal services to the Group. Mr Lim had declared to the NC that he did not have a 10% or more stake in Allen & Gledhill LLP, which received total fees and disbursements exceeding S$200,000 from the Group in FY2017 for the provision of legal services. The NC also took into account Mr Lim's actual performance on the Board and Board Committees and agreed that Mr Lim has at all times discharged his duties with professionalism and objectivity, and exercised strong independent judgment in the best interests of the Company, and should therefore continue to be deemed an independent Director.
The NC noted that Ms Janet Ang is the Vice-President, IBM Asia Pacific, which has business dealings with the Group. Ms Ang had declared to the NC that she did not have a 10% or more stake in IBM and was not involved in the negotiation of contracts of business dealings between SPH and IBM, which had transactions with SPH of more than S$200,000 in FY2017. The NC also took into account Ms Ang's actual performance on the Board and Board Committees and agreed that Ms Ang has at all times discharged her duties with professionalism and objectivity, and exercised strong independent judgment in the best interests of the Company, and should therefore continue to be deemed an independent Director.
For the above reasons, the NC has determined Mr Lim and Ms Ang to be independent Directors.
Key information regarding the Directors, including directorship and chairmanship both present and those held over the preceding three years in other listed companies, and other principal commitments, are set out in the Board of Directors' section and on pages 24 to 27 which provide further information on them.
The Board and Management are given opportunities to engage in open and constructive debate for the furtherance of strategic objectives. All Board members are supplied with relevant, complete and accurate information on a timely basis and non-executive Directors may challenge Management's assumptions and also extend guidance to Management, in the best interest of the Group.
To facilitate open discussions and the review of the performance and effectiveness of Management, the independent and nonexecutive Directors regularly meet without the presence of Management or executive Directors for informal discussions. This includes a continual review of the performance and effectiveness of Management in meeting agreed goals and objectives, and succession planning and leadership development.
The Chairman and CEO of the Company are separate persons. The Chairman is a non-executive and independent Director and also chairs the EC and the RC. He sets the agenda for Board meetings, ensures that adequate time is available for discussion of all agenda items, in particular, strategic issues, and that complete, adequate and timely information is made available to the Board. He encourages constructive relations within the Board and between the Board and Management, facilitates the effective contribution of non-executive Directors, and ensures effective communications with shareholders. He takes a lead role in promoting high standards of corporate governance, with the full support of the Directors, the Company Secretary and Management.
The Chairman and the CEO are not related. The CEO bears executive responsibility for the Group's business and implements the Board's decisions. The roles of the Chairman and the CEO are kept separate to ensure an appropriate balance of power, increased accountability and greater capacity of the Board for independent decision-making.
The Company does not have any lead Independent Director given that the Chairman and CEO are not the same person and are not immediate family members, and that the Chairman is not part of the Management team and is an independent Director.
The Board reviews the composition of the Board and Board Committees periodically, taking into account the need for progressive renewal of the Board and each Director's competencies, commitment, contribution and performance.
To ensure that the governance and business needs of the Group are adequately addressed, the NC regularly reviews the capabilities of the Directors collectively by taking into account their skills, experience, diversity, and company and industry knowledge.
The NC comprises Mr Bahren Shaari (Chairman), Dr Lee Boon Yang, Ms Chong Siak Ching and Mr Andrew Lim, all of whom are non-executive and independent Directors.
The functions of the NC include the following:
The NC reviews the size of the Board and recommends that the optimum board size should not exceed 12. The NC regularly reviews the balance and mix of expertise, skills and attributes of the Directors in order to meet the business and governance needs of the Group.Process for selection of new Directors
The NC shortlists candidates with the appropriate profile for nomination or re-nomination and recommends them to the Board for approval. It looks out for suitable candidates to ensure continuity of Board talent. Some of the selection criteria used are integrity, independent-mindedness, diversity, ability to commit time and effort to the Board, track record of good decision-making, experience in high-performing companies and financial literacy. The Committee may seek advice from external search consultants where necessary.
The appointment of Directors is also in accordance with Section 10 of the Newspaper and Printing Presses Act (Cap 206).
The Board does not have alternate directors as recommended by Guideline 4.5 of the Code.Directors' time commitment
The NC has adopted internal guidelines addressing competing time commitments that arise when Directors serve on multiple boards and have other principal commitments. As a guide, Directors should not have more than six listed company board representations and other principal commitments.
The NC monitors and determines annually whether Directors who have multiple board representations and other principal commitments, are able to give sufficient time and attention to the affairs of the Company and adequately carry out his duties as a Director of the Company. The NC takes into account the results of the assessment of the effectiveness of the individual Director and his actual conduct on the Board, in making this determination.
The NC is satisfied that in FY2018, despite their other listed company board representations and other principal commitments, each of the Directors was able to give sufficient time and attention to the affairs of the Company, and was able to adequately carry out his duties as a Director of the Company.Re-nomination of Directors
As a matter of corporate governance, all Directors are required to submit themselves for re-nomination and re-election at regular intervals, and at least once every three years. Article 116 of the Company's Constitution requires one-third of the Directors for the time being, or if their number is not a multiple of three, the number nearest to but not less than one-third, to retire by rotation at every annual general meeting ("AGM"). These Directors may offer themselves for re-election, if eligible.Succession Planning
The NC regards succession planning as an important part of corporate governance and has an internal process of succession planning for the Chairman, Directors, the CEO and senior Management, to ensure the progressive and orderly renewal of the Board and key executives.
The NC reviews the performance of the Board, Board Committees and individual Directors on an annual basis, based on performance criteria as agreed by the Board, and decides how this may be evaluated.
The Board has a process for assessing the effectiveness of the Board as a whole and its Board Committees, and for assessing the contribution by the Chairman and individual Directors to the effectiveness of the Board.Board Evaluation Process
The Board evaluation process involves having Directors complete a Questionnaire seeking their views on various aspects of the performance of the Board and Board Committees, such as Board composition, information, process and accountability. The Company Secretary compiles Directors' responses to the Questionnaire into a consolidated report. The report is discussed at the NC meeting and also shared with the Board. The NC assessed the performance of the Board as a whole, based on performance criteria (determined by the NC and approved by the Board), such as the Board's composition and size, the Board's access to information, Board processes, Board accountability, standard of conduct and performance of the Board's principal functions and fiduciary duties, and guidance to and communication with Management. The performance criteria do not change from year to year, unless the NC is of the view that it is necessary to change the performance criteria, for example, in order to align with any changes to the Code.Individual Director Evaluation
The Company also conducted a peer and self evaluation to assess the performance of individual Directors. Performance criteria include factors such as the Director's attendance, preparedness, candour, participation and contribution at Board meetings, industry and business knowledge, functional expertise, and commitment and dedication. The results of the peer and self evaluation are compiled by the Company Secretary and given to the Board Chairman, who assesses the performance of the individual Directors, and will discuss with each individual Director if necessary.
The Board is provided with quarterly financial accounts, other financial statements and progress reports of the Group's business operations, as well as analysts' reports on the Company. The quarterly financial results and annual budget are presented to the Board for approval. The monthly internal financial statements are made available to members of the Board. The financial results are also compared against the budgets, together with explanations given for significant variances for the reporting period. The Board also receives regular updates on the industry and technological developments. Such reports enable Directors to keep abreast of key issues and developments in the industry, as well as challenges and opportunities for the Group.
As a general rule, board papers are sent to Directors one week in advance in order for Directors to be adequately prepared for the meeting. Senior Management attends Board meetings to answer any query from the Directors. The Directors also have unrestricted access to the Company Secretary and Management at all times. Directors are entitled to request from Management and provided with such additional information as needed to make informed and timely decisions.Company Secretary
The Company Secretary works closely with the Chairman in setting the agenda for board meetings. She attends all Board meetings and ensures that board procedures are followed and that applicable rules and regulations are complied with. Under the direction of the Chairman, the Company Secretary's responsibilities include ensuring good information flow within the Board and its Board Committees, and between Management and non-executive Directors. The Company Secretary also organises orientation and training for new Directors, as well as provides updates and advises Directors on all governance matters. The Constitution provides that the appointment and removal of the Company Secretary is subject to the approval of the Board.
Should Directors, whether as a group or individually, need independent professional advice relating to the Company's affairs, the Company Secretary will appoint a professional advisor to render the relevant advice. The cost of such professional advice will be borne by the Company.
The RC comprises Dr Lee Boon Yang (Chairman), Ms Tan Yen Yen, Ms Chong Siak Ching and Mr Tan Chin Hwee, all of whom are non-executive and independent Directors.
The functions of the RC include the following:
The RC sets the remuneration guidelines of the Group for each annual period, including the structuring of long-term incentive plans, annual salary increases and variable and other bonuses for distribution to employees. It administers the SPH Performance Share Plan 2016 which was approved by shareholders at the Annual General Meeting on 1 December 2016 ("Share Plan"). The RC also reviews the remuneration framework (covering all aspects of remuneration including but not limited to Directors' fees, salaries, allowances, bonuses, share-based incentives and awards, and benefits in kind) and specific remuneration packages of Directors including that of the CEO, and key Management and submits its recommendations to the Board for endorsement. The RC reviews any overly-generous obligation on the part of the Company in the event of termination, to ensure that such contracts contain fair and reasonable termination clauses. The RC also aims to be fair and avoid rewarding poor performance.
The RC may seek expert advice inside and/or outside of the Company on remuneration of Directors and staff. It ensures that in the event of such advice being sought, existing relationships, if any, between the Company and its appointed remuneration consultants will not affect the independence and objectivity of the remuneration consultants. WillisTowersWatson Consulting (Singapore) Pte Ltd and Mercer (Singapore) Pte Ltd, the consultants engaged to advise on staff remuneration matters in FY2018, do not have such relationship with the Company.
The Company takes into account its long term interests and risk policies and has structured remuneration packages on measured performance indicators, taking into account financial and non-financial factors. The details are set out under Principle 9.
Directors' Remuneration
For the period under review, the CEO's remuneration package includes a variable bonus element and performance share grant, which are based on the Company's and individual performance and have been designed to align his interests with those of shareholders. As an executive Director, the CEO does not receive Directors' fees.
Non-executive Directors, including the Chairman, are paid Directors' fees, subject to the approval of shareholders at the AGM. Directors' fees comprise a basic retainer fee, fees in respect of service on Board Committees, attendance fees, and, where appropriate, fees for participation in special projects, adhoc committees and subsidiary boards. The Directors' fees are appropriate to the level of contribution, taking into account factors such as effort and time spent, and the responsibilities of the Directors, such that the independence of the non-executive Directors is not compromised by their compensation.
The Directors' fee structure for service on the Board and Board Committees remains unchanged from that of FY2017, with the scale of fees payable to the non-executive Directors held flat since 2007, and is as follows:
The attendance fees payable to Directors for attendance at each Board and Board Committee meeting are as follows:
Each of the non-executive Directors (including the Chairman) will receive 75% of his total Directors' fees in cash ("Cash Component") and 25% in the form of SPH shares ("Remuneration Shares") (both amounts subject to adjustment as described below). The actual number of Remuneration Shares, to be purchased from the market for delivery to the respective non-executive Directors, will be based on the market price of the Company's shares on the SGX on the date of the purchase. The actual number of Remuneration Shares will be rounded down to the nearest thousand and any residual balance will be paid in cash. Such incorporation of an equity component in the total remuneration of the non-executive Directors is intended to achieve the objective of aligning the interests of the non-executive Directors with those of the shareholders' and the long-term interests of the Company. The aggregate Directors' fees for non-executive Directors is subject to shareholders'approval at the Annual General Meeting. The Chairman and the non-executive Directors will abstain from voting in respect of this resolution.
A breakdown, showing the level and mix of each Director's remuneration payable for FY2018 is as follows:-
Remuneration of Key Management Personnel
The Company adopts a remuneration system that is responsive to the market elements and performance of the Company and business divisions respectively.
The Board is of the view that, given the confidential and commercial sensitivities associated with remuneration matters and the highly competitive human resource environment in which the Company operates and the importance of ensuring stability and continuity of business operations with a competent and experienced management team in place, it is in the best interests of the Company to not disclose the names of the Company's top five key management personnel (who are not Directors or the CEO). The remuneration of the CEO is set out above. The remuneration of the top five key management personnel (who are not Directors or CEO) of the Company as at the end of the financial year are set out below in remuneration bands of $250,000.
The Company adopts a remuneration policy for staff comprising a fixed component, a variable component, and benefits in kind. The fixed component is in the form of a base salary. The variable component is in the form of a variable bonus that is linked to the Company's and individual performance. The benefits in kind include club and car benefits. The RC approves the bonus for distribution to staff based on the Company's and individual performance.
The annual aggregate remuneration paid to the top five key management personnel of the Company (excluding the CEO) for FY2018 is S$3,163,000. This does not represent their remuneration for the full financial year as some of these personnel had joined the Company or assumed their current position in the course of the financial year. Their remuneration for the full financial year will be reflected in the following year's report.
No employee of the Group was an immediate family member of any Director or the CEO and whose remuneration exceeded S$50,000 per annum, during this financial year.
The Company has also, in respect of selected key executives, provided that any component of their remuneration may be revoked in the event of a breach of the terms of their employment, misstatement of financial results, or any misconduct which results in financial loss to the Company.Long Term Incentive Plan
The above remuneration bands include performance shares granted to staff under the Share Plan. The Share Plan is administered by the RC.
Staff who participate in the Share Plan are a selected group of employees of such rank and service period as the RC may determine or as selected by the RC. Awards initially granted under the Share Plan are conditional and based on performance assessed over a multi-year performance period. The conditions for such awards were chosen as they reflect medium to longer-term corporate objectives and include both market and non-market conditions. Market condition relates to Relative Total Shareholder Return against ST All-Share Index. Non-market conditions include Media Business Free Cash Flow, distributable income of SPH REIT, market competitiveness, quality of returns including sales, efficiency, productivity and profit, and business and productivity growth.
The Share Plan contemplates the award of fully paid shares, their equivalent cash value or combinations thereof, free of charge, provided that certain prescribed performance conditions are met, and upon expiry of the prescribed vesting periods.
Senior executives are encouraged to hold a minimum number of shares under the share ownership guideline which requires them to maintain a beneficial ownership stake in the Company, thus further aligning their interests with shareholders.
Furthermore, under a profit-driven performance bonus scheme for senior executives, a notional variable bonus bank account is set up for each participating senior executive, into which the annual performance bonus earned by him each year is credited. 1/3 of the total variable bonus bank account, which includes the balance brought forward from the previous year, is paid out, with the balance 2/3 carried forward to the next year.
Further details on the Share Plan and the incentives issued, can be found in the Directors' Statement and Notes to the Financial Statements.
Under the Share Plan, the RC has the discretion to determine if an executive is involved in misconduct, resulting in the forfeiture or lapse of the incentive components of his remuneration or awards, to the extent that such incentive or award has not been released or disbursed.
The Board announces its quarterly and full-year financial results which present a balanced and informed assessment of the Company's performance, position and prospects, via public announcements and through the SGXNET.
The Board takes adequate steps through the establishment of appropriate internal policies to ensure compliance with legislative and regulatory requirements, including requirements under the SGX Listing Manual.
The Company recognizes the importance of providing the Board with accurate and relevant information on a timely basis. Hence, Management provides the Board with management accounts and such explanation and information on a regular basis and as the Board may require from time to time, to enable the Board to make a balanced and informed assessment of the Company's performance, position and prospects. The Company also provides the Board with monthly reports on its financial performance.
The BRC assists the Board in overseeing the risk governance in the Group to ensure that Management maintains a sound system of risk management and internal controls to safeguard shareholders' interests and the Group's assets.
It also determines the nature and extent of the significant risks which the Board is willing to take in achieving its strategic objectives.
The BRC comprises Mr Andrew Lim (Chairman), Ms Tan Yen Yen, Ms Janet Ang and Mr Ng Yat Chung, the majority of whom are independent and non-executive Directors. Mr Lim and Ms Ang are members of both the BRC and the AC. The BRC's objectives include the following:
The Enterprise Risk Management framework strengthens the Group's capability to recognise and capitalise on new challenges and opportunities so as to add value to Management's decision-making, business planning, resource allocation and operational management. The BRC reviews the Group's risk appetite framework and risk tolerance for the enterprise risks. Using qualitative and quantitative measures, risks are calibrated so that balanced control processes are matched against the strategic objectives of each business unit.
The BRC also oversees the SPH Sustainability Reporting Framework that impacts the Company's performance and the long term sustainability of its business.
The Risk Management Report is found on page 94. The Sustainability Report is found on page 50.
The Internal Audit Division ("IAD") has an annual audit plan, which focuses on material internal control systems including financial, operational, IT and compliance controls, and the risk management processes. IAD also provides advice on security and control in new systems development, recommends improvements to effectiveness and economy of operations, and contributes to risk management and corporate governance processes. Any material non-compliance or lapses in internal controls together with corrective measures are reported to the AC.
Based on the audit reports and management controls in place, the AC is satisfied that the internal control systems provide reasonable assurance that assets are safeguarded, that proper accounting records are maintained and financial statements are reliable. In the course of their statutory audit, the Company's external auditors will highlight any material internal control weaknesses which have come to their attention in carrying out their normal audit, which is designed primarily to enable them to express their opinion on the financial statements. Such material internal control weaknesses noted during their audit, and recommendations, if any, by the external auditors are reported to the AC.
The CEO and Chief Financial Officer at the financial year-end have provided assurances on the integrity of the financial records/statements, as well the effectiveness of the Company's risk management and internal control systems.
Such assurances include the following:
Based on the internal controls established and maintained by the Group, work performed by the internal and external auditors, and regular reviews performed by Management, the Board and relevant Board Committees, the AC and the Board are of the opinion that the Group's risk management systems and internal controls were adequate and effective as at 31 August 2018 to address financial, operational, compliance and information technology risks, which the Group considers relevant and material to its operations.
The Board notes that the system of internal controls provides reasonable, but not absolute, assurance that the Group will not be affected by any event that could be reasonably foreseen and mitigated against as it strives to achieve its business objectives. In this regard, the Board also notes that no system can provide absolute assurance against the occurrence of material errors, poor judgment in decision-making, human error, fraud or other irregularities.
The AC currently comprises Mr Quek See Tiat (Chairman), Mr Tan Chin Hwee, Ms Janet Ang and Mr Andrew Lim, all of whom are independent and non-executive Directors.
The NC is of the view that the members of the AC have sufficient financial management expertise and experience to discharge the AC's functions given their experience as directors and/or senior management in accounting and financial fields. The AC performs the functions as set out in the Code including the following:
The AC has the authority to investigate any matter within its terms of reference, has full access to and co-operation by Management, and full discretion to invite any Director or executive officer to attend its meetings, and reasonable resources to enable it to discharge its functions properly.
The AC meets with the external and internal auditors, in each case, without the presence of Management, at least once a year. The audit partner of the external auditors is rotated every five years, in accordance with the requirements of the SGX Listing Manual.
Quarterly financial statements and the accompanying announcements are reviewed by the AC before presentation to the Board for approval, to ensure the integrity of information to be released.
During the financial year, the AC reviewed the quarterly financial statements prior to approving or recommending their release to the Board, as applicable; the auditors' evaluation of the system of internal accounting controls; the adequacy and effectiveness of the Company's internal controls; the annual audit plan of the external and internal auditors and the results of the audits performed by them; and potential interested person transactions. It also reviewed the scope, results and effectiveness of the internal audit and external audit functions; the independence and objectivity of the external auditors and the non-audit services rendered by them; and the re-appointment of the external auditors and their remuneration. Management's assessment of fraud risks, adequacy of the whistleblowing arrangements and whistleblowing complaints are reviewed by the AC.
The AC takes measures to keep abreast of the changes to accounting standards and issues which have a direct impact on financial statements, with training conducted by professionals or external consultants.
During the financial year, the following significant matters that impact the financial statements were reviewed by the AC in relation to their materiality and appropriate methodology/assessment. These matters were also discussed with Management and the external auditors.
The AC concluded that the Group's accounting treatment and estimates in each of the significant matters were appropriate. All the key audit matters ("KAMs") that were raised by the external auditors for the financial year ended 31 August 2018 have been addressed by the AC and covered in the above commentary. The KAMs in the auditors' report for the financial year ended 31 August 2018 can be found on pages 104 to 106 of this Annual Report.
External Auditors
The AC has conducted an annual review of the performance of the external auditor and the volume of non-audit services to satisfy itself that the nature and extent of such services will not prejudice the independence and objectivity of the external auditors, before confirming their re-nomination. Details of the aggregate amount of fees paid to the external auditors for FY2018, and a breakdown of the fees paid in total for audit and non-audit services respectively, can be found on page 168.
The Company confirms that the appointment of the external auditors is in accordance with Rules 712 and 715 of the SGX Listing Manual.
None of the AC members is a former partner of the Group's existing auditing firm.
Code of Dealings in Securities
The Group has in place a Code of Dealings in SPH's securities, which prohibits dealings in SPH securities by all Directors of the Company and its subsidiaries, and certain employees, within certain trading periods. The "black-out" periods are two weeks prior to the announcement of the Company's financial statements for each of the first three quarters of its financial year and one month prior to the announcement of the Company's full year financial statements. Directors and employees are also reminded to observe insider trading laws at all times, and not to deal in SPH securities when in possession of any unpublished price-sensitive information regarding the Group, or on short-term considerations. The Company issues quarterly reminders to its Directors, relevant officers and employees on the restrictions in dealings in listed securities of the Group as set out above, in compliance with Rule 1207(19) of the SGX Listing Manual.
Codes of Conduct and Practices
The Board has adopted a Code of Conduct and Ethics (including Conflicts of Interest) for Directors. This guides Directors in the discharge of their duties, requiring them to adhere to the highest standards of integrity and accountability. This Code covers key areas such as conflicts of interest, duty of confidentiality, loans to directors, directors' declaration of interest under the Companies Act, external appointments and dealings in shares. The Group also has an existing Code of Business Ethics and Employee Conduct Policy (Ethics Code), which is posted on the Company's intranet website, to regulate the ethical conduct of its employees. Codes of conduct and practices covering data protection and workplace health and safety are also posted on the website.
Whistleblowing Policy
The Group also has a Whistleblowing Policy & Procedure which is posted on the SPH Corporate website, to allow staff and external parties such as suppliers, customers, contractors and other stakeholders, to raise concerns or observations in confidence to the Company, about possible irregularities for independent investigation and appropriate follow up action to be taken. Such concerns include dishonesty, fraudulent acts, corruption, legal breaches and other serious improper conduct; unsafe work practices and any other conduct that may cause financial or non-financial loss to the Group or damage to the Group's reputation. The Group adopts a zero-tolerance to corruption. The Whistleblowing Policy encourages staff and external parties to identify themselves whenever possible to facilitate investigations, but will also consider anonymous complaints, in certain circumstances. It makes available to staff and external parties the contact details of the Receiving Officer, who may also forward the concern to the respective Heads of Division, CEO, AC Chairman and/or Chairman.
IAD is staffed by seven audit executives, including the Head of Internal Audit. Most of the IAD staff have professional qualifications, and are members of the Institute of Singapore Chartered Accountants and/or Institute of Internal Auditors ("IIA"). Some are Certified Information Systems Auditor (CISA). All IAD staff have to adhere to a set of code of ethics adopted from the IIA.
The Head of Internal Audit reports directly to the Chairman of the AC on audit matters, and to the CEO on administrative matters. IAD is guided by the International Professional Practices Framework issued by IIA and ensures staff competency through the recruitment of suitably qualified and experienced staff, provision of formal and on-the-job training, and appropriate resource allocation in engagement planning.
The AC reviews IAD's reports on a quarterly basis. The AC also reviews and approves the annual internal audit plans and manpower to ensure that IAD has the necessary resources to adequately perform its functions.
The AC approves the hiring, removal, evaluation and compensation of the head of the internal audit function and she is provided with access to the AC.
The Group encourages shareholder participation, and ensures that shareholders have the opportunity to participate effectively at general meetings.
All SPH shareholders are treated fairly and equitably to facilitate the exercise of their ownership rights.
To facilitate the exercise of shareholders' rights, the Company ensures that all material information relating to the Company and its financial performance is disclosed in an accurate and timely manner via SGXNET. Shareholders are also informed of rules, including voting procedures that govern the general meeting.
Any notice of a general meeting of shareholders is issued at least 14 days before the scheduled date of such meeting.
A shareholder who is not a "relevant intermediary" may appoint up to two proxies during his absence, to attend, speak and vote on his behalf at general meetings, provided that a shareholder holding management shares may appoint more than two proxies in respect of the management shares held by him. Shareholders who are "relevant intermediaries" such as banks, capital markets services licence holders which provide custodial services for securities and the Central Provident Fund Board, are allowed to appoint more than two proxies to attend, speak and vote at general meetings. This will enable indirect investors, including CPF investors, to be appointed as proxies to participate at shareholders' meetings.
The Company holds analysts' briefings of its quarterly results and a media briefing of its full year results. The quarterly financial results are published through the SGXNET, via media releases and on the Company's corporate website, to ensure fair dissemination to shareholders. The date of release of the results is announced through SGXNET two weeks in advance. The Company also conducts analysts' briefings and investor roadshows to maintain regular dialogue with shareholders as well as to solicit and understand the views of shareholders. Information disclosed is as descriptive, detailed and forthcoming as possible. Details are set out on page 47. The SPH investor relations team, together with senior Management, communicate with investors.
The Company does not practise selective disclosure. Price-sensitive information is first publicly released through SGXNET, either before the Company meets with any investors or analysts or simultaneously with such meetings. SPH also makes available speeches and presentations given by the Chairman, CEO and senior Management, and other information considered to be of interest to shareholders.
Following the amendments to the Listing Manual to allow listed companies to send documents to shareholders, including circulars and annual reports, using electronic communications, the Company also makes available a digital format of the Annual Report for FY2018 ("Annual Report"). The Annual Report, as well as the Company's Letter to Shareholders, are published on the Company's corporate website, corporate.sph.com.sg. All shareholders of the Company will receive the notice of AGM, proxy form and request form to request for hard copies of the Annual Report and/or Letter to Shareholders.
SPH has been declaring dividends at half-year and final year-end. Any payouts are clearly communicated to shareholders in public announcements and via announcements on SGXNET when the Company discloses its financial results.
The Company is in full support of shareholder participation at general meetings. The general meeting procedures allow shareholders to raise questions relating to each resolution tabled for approval, and to participate, engage and openly communicate their views on matters relating to SPH.
The Company does not allow a shareholder to vote in absentia at general meetings, except through the appointment of a proxy, attorney or in the case of a corporation, a corporate representative, to cast their vote in their stead.
At general meetings, each distinct issue is proposed as a separate resolution. All resolutions are put to the vote by electronic poll voting. Independent scrutineers are appointed to conduct the voting process and verify votes after each resolution. The results of the electronic poll voting are announced instantaneously at the meeting. The outcome of the general meeting is promptly announced on SGXNET after the general meeting.
The Company prepares minutes of general meetings and makes these minutes available to shareholders upon their request.
All Directors, including the chairmen of the EC, AC, NC, RC and BRC, and senior Management, are in attendance at the AGMs and Extraordinary General Meetings to allow shareholders the opportunity to air their views and ask Directors or Management questions regarding the Company. The external auditors also attend the AGMs to assist the Directors in answering any queries relating to the conduct of the audit and the preparation and content of the auditors' report. The AGM is held four months after the close of the financial year.


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Restoring energy and vitality...Naturally
How Does It Work?
The Date On Your Supplement Is Not An Expiration Date!
Learn More
Daily Complete®
You will be redirected to our order processing website.
As its name suggests, Daily Complete is a complete range of vitamins and minerals required for daily health. It provides 100% of the most important minerals and vitamins a person needs. Unlike many one a day multivitamins, Daily Complete is designed to provide a sustained level of nutrients throughout the day. It is provided in a gentle formula made up entirely of food and food based extracts. This allows your body to absorb the nutrients in their natural form. Daily Complete also provides you with three extra nutrients that supplements and multivitamins like Centrum may not; pantethine, phosphoglycolipids and NTFactor®.
Pantethine is a precursor to coenzyme A. The nutrient plays a critical role in gastro-intestinal health due to its ability to produce friendly bacteria. By increasing the micro-flora of the gastro-intestinal track Pantethine improves the uptake of nutrients. Research has shown Pantethine's success in lowering both serum cholesterol and triglycerides. Pantethine is also a means to increase the effectiveness and potency of antioxidants.
A phosphoglycolipid is the means by which our products replace the damaged lipids of the cells. The Lipid Replacement Therapy (LRT) present in most of our products allows for the repair, restoration and replacement of damaged lipids. They are replaced with the new healthy phosphoglycolipids provided.
NTFactor® is the tableting base that is the basis for most of our products. It provides the scientifically proven LRT. It is made up entirely of food and food extracts. It is not made up of any synthetic or unnatural fillers or binders. The LRT of NTFactor® allows Daily Complete to act as more than an antioxidant. Normal antioxidants work at slowing down the damage caused by free radicals. However, they do nothing to repair the damage already done. NTFactor® and its Lipid Replacement Therapy not only protects the cell from damage, it repairs and restores the cells damaged lipids, the membrane surrounding the cell. It is this membrane which is damaged due to oxidative stress and free radicals.
In addition, because NTFactor® is made up food and food extracts it allows the nutrients in Daily Complete to be more readily absorbed. In this product you absorb almost all the nutrient value provided on the label.
Supplement Facts
Serving Size 2 Tablets
Servings Per Container 30
Amount Per Serving
% Daily Value**
Vitamin A (50 % as retinyl acetate, 50% as natural beta carotene with mixed carotenoids)
Vitamin C (as calcium ascorbate)
60 mg
Vitamin D3 (as cholecalciferol)
Vitamin E (as d-alpha tocopheryl succinate, natural mixed tocopherols)
Thiamin (Vitamin B-1) (as thiamine HCl)
1.5 mg
Riboflavin (Vitamin B-2)
1.7 mg
Niacin (Vitamin B-3) (as niacinamide, niacin)
20 mg
Vitamin B-6 (as pyridoxine HCl)
2 mg
Folate (as folic acid)
400 mcg
Vitamin B-12 (as cyanocobalamin)
6 mcg
300 mcg
Pantothenic acid (as d-calcium pantothenate)
10 mg
Calcium (as calcium carbonate, dicalcium phosphate, calcium ascorbate, d-calcium pantothenate)
500 mg
Phosphorus (as dicalcium phosphate)
109 mg
Iodine (from kelp)
150 mcg
Magnesium (as magnesium oxide, magnesium carbonate)
400 mg
Zinc (as zinc oxide)
15 mg
Selenium (assodium selenate)
70 mcg
Copper (as copper gluconate)
Manganese (as manganese citrate)
Chromium (as Chromium chloride)
120 mcg
Molybdenum (as molybdenum glycinate)
75 mcg
Potassium (as potassium citrate)
80 mg
22 mg
200 mg
† Daily Value not established.
** Daily Values are based on a 2,000 calorie per day diet.
Other ingredients: Vegetable stearic acid, microcrystalline cellulose, croscarmellose sodium, vegetable stearate, silicon dioxide, pharmaceutical glaze.
Contains Fish (Tilapia), Soy ( The NTFactor® Phosphoglycolipids in this product are extracted from Soy) and may contain traces of Crustacean (shrimp,crab or lobster) and Molluscs
This product contains NO milk, egg, peanuts, tree nuts, wheat, yeast,gluten. Contains NO artificial sweeteners, flavors, or colors.
NTFactor® is a nutrient complex extracted and prepared using proprietary processes. It is composed only of food and food components listed as:
Phosphoglycolipids - includes polyunsaturated phosphatidylcholine, glycolipids and other polyunsaturated phosphatidyl nutrients.
Bifido and Lactobacillus Bacterium -freeze-dried and microencapsulated in a state of suspended animation with the potential to form healthy microflora colonies.
Growth Media - foods and bacteria growth factors to support microflora colonies including rice bran extract, beet root fiber, black strap molasses, glycine, magnesium sulfate, , leek, pantethine (bifido growth factor), taurine, garlic, potassium citrate, spirulina, bromelain, natural vitamin E, calcium ascorbate, alpha-lipoic acid, oligosaccharides, B-6, niacinamide, riboflavin, inositol, niacin, calcium pantothenate, thiamin, B-12, folic acid.
NTFactor® is a registered trade mark of
Nutritional Therapeutics, Inc.
Po Box 5963 Hauppauge, NY 11788
What Is NTFactor®?
NTFactor® Products
Take Fatigue Test
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What Is NTFactor®?
Nutritional Therapeutics' reputation is closely linked to the purity, balance, and integrity of our products. For nearly three decades, NTI develops, manufactures, and distributes both OEM, and proprietary formulations of nutrition supplements for healthcare professional, and consumer markets throughout the world. We produce only natural products with scientifically formulated food ingredients, avoiding additives found in other dietary supplements and pharmaceutical products.
Nutritional Therapeutics' reputation is closely linked to the purity, balance, and integrity of our products. For nearly three decades, NTI develops, manufactures, and distributes both OEM, and proprietary formulations of nutrition supplements for healthcare professional, and consumer markets throughout the world. We produce only natural products with scientifically formulated food ingredients, avoiding additives found in other dietary supplements and pharmaceutical products.


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The Dangerous Dogs Act 1991 bans the ownership, breeding, sale and exchange, and advertising for sale of the following 'types' of fighting dogs:
Pit Bull Terrier
Japanese Tosa
Dogo Argentino
Fila Braziliero
These dogs are dangerous because they were originally bred for their ability to fight.
Some common Pit Bull type names are: Pit Bull Terrier, American Pit Bull
Type, American Staffordshire, Irish Staff, Irish Blue Staffordshire.
These dangerous dogs are prohibited under the Dangerous Dogs Act (1991).
The Act deliberately uses the word 'type' as the law does not only apply to 'pure' breeds. Types are defined by the physical and behavioural characteristics of the prohibited dog.
Descriptions of the main characteristics of the four prohibited dogs are given by Defra in its leaflet 'Types of dog prohibited in Great Britain'. An assessment of the physical characteristics of a dog is made by a court on a case-by-case basis. The leaflet also explains exemptions to the Act.
The maximum penalty for illegal possession of a prohibited dog is a fine of £5,000 and/or six months imprisonment.
No, the law also gives protection to the public from any type of dog, which is dangerously out of control in a public place, or in a private place where it has no right to be.
If there is a dog of any type that is dangerously out of control in a public place, the Police have the responsibility to respond and take action where appropriate. Complaints regarding dangerous breeds are also the responsibility of the Police. However, the control of stray dogs is the responsibility of the council.
In addition to dangerous dogs, the Police also have the responsibility for:
If you have concerns regarding the general behaviour or temperament of dog and feel that it may pose a potential threat to the public or other animals, you can report it to the council online and in confidence.
Please give as much detail as possible including any history of incidents involving the dog and the dates and times they happened.
Report a dog online
If a dog is dangerously out of control at the present time and presenting an immediate risk you should report it to the Police at once.
Report online
Telephone Number: 0300 3333000
If an owner has a dog that they believe to be a prohibited type under the Dangerous Dog Act, such as a pit bull, they should contact their local Police who can assess the dog and provide advice.
If you suspect that someone owns an illegal dog you should contact West Mercia Constabulary. Alternatively, if you want to remain anonymous, please contact Crimestoppers on 0800 555 111
Crimestoppers is a charity independent to the Police. You won't be asked your name or personal details.
The Police has access to resources that can identify illegal dogs. West Mercia has 5 Specially trained Dog Legislation Officers (DLOs).What happens to illegal dogs once it has been seized?
The court will decide if the dog is to be destroyed or to put strict restrictions on the owner and place the dog on an exempted list. This list is called the 'Index of Exempted Dogs', which is managed by the Department for Environment Food and Rural Affairs (DEFRA).
Any dog on the index list must be neutered, tattooed and micro-chipped. It must be kept on a lead and muzzled when in a public place. The owner must maintain insurance against the dog injuring anybody and the dog cannot be left in possession or control of anybody under the age of 16.
If an owner has a banned dog they are breaking the law and liable to prosecution. The court will decide what sentence to impose and whether the dog should be put on the exempted list or destroyed. The maximum penalty for illegal possession of a prohibited dog is a fine of £5,000 and/or 6 months imprisonment.
General Customer Enquiries -
Please contact us on:
Email: email@example.com
Telephone: 01905 822799
Follow us on Twitter: @RegServs
Worcestershire Regulatory Services
Wyre Forest House
Finepoint Way


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Farmers Wife Original Recipe.
Hey ya'll!! I am so excited to share this recipe with you, because well it was possibly my favorite meal to ever come out of my kitchen. Let me explain. When I was a teenager my best friend and I were somewhat obsessed with Panda Express. I remember we'd go to the mall and without fail we would ALWAYS get Panda Express even if we'd just eaten lunch. And there was never a time that we went, that we didn't get a HUGE helping of their fabulous Orange Chicken. Even now as adults, we don't see each other very often living across the country from each other, but the last time she came down for a visit we made my Hubby take us to Panda for dinner one night... And we ordered the exact same thing! haha!
My love for Orange chicken has continued on into Adulthood, with the exception that now I wonder just what exactly I'm eating. I mean we all know that take out is never as good for you as homemade, and honestly my concern is always more with the chicken itself than the sauce. So awhile back I went on a hunt to find out more about my favorite chicken dish. And while I will still eat Panda's from time to time, I think making it at home was SO much better! Calorie wise it was much healthier, and the taste was almost spot on! Though I had a little help... hehe! Did ya'll know they bottle and sell the Orange Sauce now? YUP! I was so excited, I think I did a little happy dance in Wally World... teehee! I will say that you probably don't want to use just the straight sauce... My word was it strong! I added a few ingredients to it and we just LOVED this meal! So next time you're craving Chinese give this a try, I can almost guarantee it will satisfy your craving. ;-)
3-4 large chicken breasts, cubed
2 large egg whites
3/4 cup cornstarch
½ tsp. baking soda
¼ tsp. cayenne pepper
2 1/2 cups canola or vegetable oil
1/2 Bottle of Orange Sauce
2 Tablespoon Rice Wine Vinegar
1/3 Cup Soy Sauce
1/4 Cup Orange Marmalade
Dash of Ground Ginger
To make the sauce; in a Medium bowl mix all sauce ingredients until combined. You can then throw it into a 2-4 quart crock pot and keep it warm. Then once the chicken is done, throw it all together in the crock pot and it will stay warm til served, plus the chicken will absorb more of the sauce's flavor.
To make the chicken coating, place the egg whites in a pie plate and whisk until frothy. In a second pie plate combine the cornstarch, baking soda and cayenne pepper; whisk to blend. Pat the chicken dry with paper towels. Place half of the chicken pieces in the egg whites and turn to coat. Transfer the pieces to the cornstarch mixture and coat thoroughly, shaking off the excess. Transfer to a plate and repeat with the remaining chicken pieces.
To fry the chicken, heat the oil in a 11- or 12-inch round Dutch oven or straight-sided sauté pan until the oil reaches 350˚ F. Carefully place half of the chicken pieces in the oil and fry until golden brown, about 5-7 minutes, turning the pieces halfway through cooking. Remove from the oil with a skimmer or slotted spoon and transfer to a paper towel-lined plate. Return the oil to 350˚ F and repeat with the remaining chicken pieces. Once done add to the sauce and mix well, I like to put mine in my small 2 quart crock pot and let it stay warm, then serve on rice.
This was simply delicious, it had the same kick that the original does, but I think overall had more flavor. My hubby and I just LOVED this and fought over the leftovers. So I would give this one 5 stars!
Don't forget to tune in TOMORROW for another Friday Featured Guest Post, this week with Lauren from Forever Now and Then!
The Farmers Wife


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I found a bug (or should I say "unexpected behaviour") that I have in 9.5.1 (I tested pure 9.5.1 and 9.5.1 with HF9 in TM1 Perspectives).
I did not have it in 9.5.
DBR formula returns "#N/A" in Excel when element does not exist in dimension. In 9.5 it used to return "*KEY_ERR".
DBRW returns "*KEY_ERR" both in 9.5 and 9.5.1.
In my case it was useful to look for "*KEY_ERR"s only while doing some validation before sending values to cubes. Now I need additionally to check "#N/A"s.
9.5.1 - DBR returns #N/A instead of *KEY_ERR
Post bug reports and the status of reported bugs
Post Reply
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Post Reply
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Perhaps you want to block out the "noise" from your Aginity Workbench to focus your work on a select group of databases or even a select group of schemas or tables? The database grouping and entity filter functionality of Workbench allows a user to accomplish these objectives. See below for examples.
Although the below examples are for Aginity Workbench for Netezza, this functionality applies to other Wokrbench platforms as well.
Use Case 1:
There are many databases on the server, but I want to easily find the relevant databases in my UI. My relevant databases are:
Use Case 2:
I want to display only the tables that start with 'FB%' inside any database in my object browser to assist me doing my fantasy baseball analysis.
Step 1:
Create a database grouping called "My Databases". This is a top-level grouping that can contain many sub-groups.
The database sub-groups "Data" and "System" will now show in the UI as separate nodes. All other databases you have access to will still be included in the object browser under the "Uncategorized" node.
Step 2:
Create an Entity Filter "Fantasy Baseball" to only display objects with a name starting with 'FB%'
Step 3:
Display the database grouping defined in the "My Databases" database grouping.
Step 4:
Filter the objects defined in the "Fantasy Baseball" filter in all databases.
Please note it is not necessary to create database groupings in order to implement the entity filters. Each feature can be used independently.


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Best Cordless Drill
What is the best cordless drill for your needs? This has been the starting point for this extensive cordless drill review series. In this section we will... more about Best Cordless Drill
Cordless Circular Saw
In our circular saw review series let's have a look at the cordless circular saw with a view to deciding on a personal viable alternative to the corded... more about Cordless Circular Saw
12 Volt Air Compressor Handy On Camping Trips
A 12 Volt Air Compressor Is Also An Emergency Tool! It was terrible a 12 volt air compressor was exactly what I needed, a friend related about a recent... more about 12 Volt Air Compressor Handy On Camping Trips


text:
1956 Winter Games: Previous Winter Games ▪ Next Winter Games
Host City: Cortina d'Ampezzo, Italy
Date Started: January 27, 1956
Date Finished: January 27, 1956
Events: 6
Participants: 150 (109 men and 41 women) from 20 countries
Youngest Participant: Amalija Belaj (16 years, 218 days)
Oldest Participant: Karl Rafreider (38 years, 335 days)
Most Medals (Athlete): Sixten Jernberg (4 medals)
Most Medals (Country): Soviet Union (7 medals)
There were several changes to the cross-country program in 1956. The men now skied four events, adding a 30 km race to the short distance and marathon races, along with the relay. The 30 km had only been contested at the World Championships in 1926, and then again in 1954. One other minor change occurred when the 18 km was changed to a 15 km race. At the World Championships, 18 km had been the standard distance since 1925, with the exception of 1929 and 1930, when they raced 17 km, but in 1954 the distance was changed to 15 km, and it would remain at that distance for several Worlds and Winter Olympics. The womenâs program was also enlarged, adding a 3 x 5 km relay to the 10 km individual race. Women had first raced a relay at the 1954 World Championships, which was the first Worlds at which women competed. The Soviet Union also made its début at the Winter Olympics in 1956, and was the leading nation in cross-country, winning two gold medals and seven medals total, the most overall medals.
|Men's 15 kilometres
|Hallgeir Brenden
|Sixten Jernberg
|Pavel Kolchin
|Men's 30 kilometres
|Veikko Hakulinen
|Sixten Jernberg
|Pavel Kolchin
|Men's 50 kilometres
|Sixten Jernberg
|Veikko Hakulinen
|Fyodor Terentyev
|Men's 4 Ã 10 kilometres Relay
|Soviet Union
|Women's 10 kilometres
|Lyubov Kozyreva-Baranova
|Radiya Yeroshina
|Sonja Edström-Ruthström
|Women's 3 Ã 5 kilometres Relay
|Soviet Union


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Job vacancies
There are currently no vacancies. However, we are always interested in establishing contact with people who can form part of Zenicor's continued expansion.
If you think that Zenicor and our business seem interesting and you might have the qualities we're looking for, don't hesitate to contact us.
Send your application to
Mats Palerius Zenicor Medical Systems AB Saltmätargatan 8 SE-113 59 Stockholm Sweden Tel: +46 7(0) 70 561 55 64


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Category: Health Clubs & Fitness Centres | show me more
Royal Baths Building
Parliament Street
North Yorkshire
Landline: 01423 5...
Report a problem with this listing
Miniclub is an unbelievably versatile club space. Featuring 5 unique spaces: the breathtaking main bar, indulgent cocktail lounge, secluded vip lounge, main dance floor box and the infamous kandi bar. We are open on thursday's, friday's and saturday's, playing a range of the best house music.
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On the second day of my Ramadhan 3rd Solo Ride to Mae Hong Son's 1864 Corners, i started with great breakfast provided by Colonnade Hotel in Hua Hin.. the breakfast was taken placed at Tom & Tom coffee shop..
The ride to Mae Sot is only 700 km from Hua Hin.. i planned my ride would take at least 7 hours to complete and my average speed always be 130 kmph and i might do couple of rest & re-fueling stops in between..
So i started my ride via Phet Kassem on Route 4 after i exited Cha-Am.. As i rode to the North, there's a signage pointing Bangkok and Samut Songkhram on Route 35..
On Samut Songkhram's Route 35, it leads to Samut Sangkhon and Bangkok City via Bangkok's outer ring road, Kanchana Phisek of Route 9.. The traffic gets heavier and heavier as i am riding along the Route 35..
As i am approaching Bangkok city, i had to exit the Route 35, near Thanon Rama II.. There is a big blue Motor Highway lights and toll booths at the end of Route 35.. before the toll booths, there is an exit junction of Route 35, which connects to Kanchana Phisek's Route 9 and took that exit.. The distance from Samut Songkhram / Phet Kasem interchange to Thanon Rama II is merely 75 km..
Along the Kanchana Phisek Route 9, this is where i have to be aware of all the road / route signs.. it's a bit tricky as there are many interchange junctions and i must be aware of the building traffic.. sometimes the route signs could be blocked by huge lorries and busses on the slow lane.. therefore i just need to be alert of the signboards while riding in between cars through Bangkok traffic..
Finally, after 82 km riding along Kanchana Phisek of Route 9, i reached the AH1-Route 32 - Route 1 huge interchange also known as Pratunam Phra-In interchange.. Then i proceeded to ride on AH1-Route 32 highway and Ayutthaya town interchange is not very far.. only 23 km from the Kanchana Phisek interchange..
I planned to go to Phra Nakhon Si Ayutthaya town for a coffee break and few photo shots of Ayutthaya.. It has been almost 2 and half hours of riding and i have covered 300 km of distance from Hua Hin..
After 30-minute coffee break, i started my ride back on Route 1 towards the North.. I had a lunch break at PTT Kamhaeng Phet before headed to Tak.. The distance from Ayutthaya to Tak is merely 340 km..
As i was approaching Tak town along the Route 1, there is a T-Junction which leads to Mae Sot, Route 105..
I ended my ride in Mae Sot as the 1864 Corners will start from Mae Sot to Mae Hong Son.. On Route 105, the distance is approximately 80 km to Mae Sot from Tak junction..
The 80 km of riding is the "warm-up" ride of Mae Hong Son's 1864 Corners where the Route 105 starts to be hilly and full of corners in the mountains.. This is very encouraging as it builds up the riding spirit after the long, straight and boring 700 km of riding from Hua Hin to Tak..
I made a room booking via Agoda.com for the best hotel in Mae Sot.. it is called Centara Mae Sot Hill Resort.. It has nice, big and clean room, swimming pool and serves a huge spread of breakfast buffet.. It costs RM120.00 per night..
It has a nice music bar where i could chill listening to music, updating my blog and drink..
Ride in Style.. HooRahh!!


text:
کیا یوسف کذاب بھی مسلمان تھا؟ یا وہ کافر وگمراہ تھا؟
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text:
The Verdi Opera Theatre of Michigan was invited to present a special concert to celebrate the addition of two new buildings to the Saginaw Museum of Art. Internationally acclaimed mezzosporano Irina Mishura, was the featured artist of the evening. Ms. Mishura was accompanied by tenor Jack Morris and pianist Kathryn Goodson.
Read More.
Opera lectures, concerts, and exhibits, have been presented at the Detroit Opera House, in cooperation with the Michigan Opera Theatre, as well as at the Detroit Institute of Arts, at Detroit's International Institute, at the Italian American Cultural Center in Clinton Township, and at the Italian American Banquet Center of Livonia.
Other activities have included presentations
and performances at several Detroit metropolitan area high
schools; exhibits on opera at cultural institutions and
opera theaters in Michigan, Ohio, and Canada. Artists of
the Verdi Opera have performed with the Michigan Opera Theatre
as well as with the symphony orchestras of Birmingham-Bloomfield,
Livonia, Plymouth, Dearborn, Saginaw Bay, and Sarnia/Ontario,
among others. Special concerts were also presented with
the Parma Opera Ensemble (2001) and with the famed La Scala
Instrumental Ensemble (2007) featuring world-renowned and
Grammy Award winning basso Michele Pertusi.
In addition,
the Verdi Opera is privileged to have supported and featured
at its concerts the artistry of mezzosoprano Irina Mishura
a leading performer at New York's Metropolitan Opera House,
at Milan's La Scala
and at other major opera theaters in the world. Tenor Scott
Piper, who was chosen by celebrated director Franco Zeffirelli
to star in new productions of Aida and La Traviata in Verdi's
hometown of Busseto,
also performed with the Verdi Opera.
Tenor Michael Fabiano and soprano Caitlin Lynch, each a recipient of the Verdi Opera's $1,000 Prize award to continue their studies in Italy when they were students at the University of Michigan School of Music, are now performing leading roles at the Metropolitan Opera House in New York and other major opera theaters in the USA and abroad.


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Punjab Government had appointed M/s Jones Lang LaSalle/ Tata Consulting Engineer/ Townland (Hong Kong) for Amritsar, M/s AECOM India/IBM for Ludhiana and M/s IIDC/UMTC/BDP(UK) for Jalandhar to finalise the proposals for Smart cities which is to be submitted to the Central Government, an official spokesperson said.
A High Powered Steering Committee (HPSC) has accorded approval of the Smart City proposals of Amritsar, Ludhiana and Jalandhar prepared by the consultants, he said.
These would be forwarded to the Centre for inclusion in the Stage II competition at National level, the spokesperson said.
At an initial stage, 20 cities are expected to be selected for the financial year 2015-16 and thereafter 40 cities shall be selected in each of the next two stages, he added.


text:
The JBL L100 series speaker was the consumer version of the popular 4400 Series Studio Monitors. It remains one of the most popular speakers due to sturdy construction and high quality components which combined to produce great sound. It was so popular that a number of different versions made. Here are the parts details: new component and repair parts availability.
11 Responses to JBL L100 Parts and Repair
You can ship to us anyway you prefer. You can use USPS, UPS or Fedex. If you print and fill out this repair form and include it with your speaker, it will give you our address, packaging suggestions and all the info we need. http://localhost:8888/spex-sept-update/speaker-repair/repair-form-fill-out-and-send-with-speaker-2/
AVNER ILANI October 21, 2014 at 9:52 pm #
Pls advise where can i purchase (not ebay), a pair of Quadrex Sculptured Air Grills -Russet Brown
for JBL Century L 100.
Many thanks in advance.
Cathy Satin March 24, 2015 at 11:17 am #
We sell these. They are a special order. Contact us at firstname.lastname@example.com to order them.
Aksel Gotteberg September 29, 2016 at 5:55 am #
Hi,there,How do i Refoam may :JBL L65-12″ Woofer?Purchase in 1974 Ser,no:52055-52252,Refoam Kit?…..Many Thanks in Advance,…Aksel.
Cathy Satin September 29, 2016 at 7:49 am #
You need to use the RFK128 JBL kit and select DCP3200. If you are asking how to do it, here are the instructions
Greg Smith October 3, 2016 at 4:37 pm #
I have a set of L100t's and the foam around the woofers has disintegrated. Is there a more durable replacement for the foam? Thank You.
Cathy Satin October 4, 2016 at 10:16 am #
It is very typical for the foam surround to dry rot. This dry rot also occurs on butyl rubber surround speakers. Depending on where you are in the world and the environmental exposure your speakers experience, you can expect this to happen every 5-20 years. You can change the cone to an accordion edge surround or an all paper surround but you will sacrifice low frequency response. The speaker cabinets were tuned for this type of speaker and surround so I say just repair them as needed. You can send them to us for us to refoam or recone or we sell do-it-yourself parts as well. Contact us at email@example.com for more info.
Mike Chaney September 28, 2019 at 7:42 am #
I have a pair of JBL 4311B Control Monitors I would like to have repaired. Do you provide this service?
Cathy Satin September 30, 2019 at 10:47 am #
Hello, yes we do!
4310, 4311, 4312 Studio Monitors | The Speaker Exchange® -
February 20, 2011
[…] These JBL Series Studio Monitors were made for recording studios and introduced nearfield monitoring (see definition below) which became a huge hit. Their success led to the creation of a consumer version: L100 Speakers. […]


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A Coincidence Beyond Numbers
Me: "Thank you for calling technical support, this is [my name]. May I get your company's phone number or ticket number, please?"
Customer: "My company's number is [number]."
(This number pulls up her company, but it's an inactive account. I then look it up by the company's name, and find the active account under a completely different phone number.)
Me: "Alright, ma'am, it actually looks as though we have the account under this phone number." *gives her the new number*
Customer: "That's the number I gave you!"
Me: "Oh, I'm sorry about that; I thought you had given me [first phone number]."
Customer: "No, no! I gave you [second number], not that other one. You typed it in wrong!"
Me: "Oh, okay. So I just happened to mistype the phone number into a completely different number, which also happened to pull up your company, just by chance?"
Customer: "YES!"


text:
Scoop wore his lamp shade for a week, and we thought it was having no effect. His face was still sore, and his temper was worse. Every time poor old fuzzy woke up he would panic as he had lost his peripheral vision; also, he was itchy all over. Scoop was really down.
When he went for his checkup on Thursday, the vet recommended some more medicine (at RM7.50 or about US$2 a tablet, Scoop is now officially an expensive kitty!), a new ointment and another fortnight in plastic.
We OK'd the medicine but decided that the lamp shade was too much and took it off. It's not easy to go against medical advice and usually not recommended but guess what? Scoop is a lot better! His face is clearing up and we're crossing fingers he'll be handsome again in a month's time.
Minus lamp shade Scoop is back to his old self. He's cheerfully belting Au over the head, ambushing us when we walk past his chair and diving back into his social life with real verve.
All in all it's been a terrible fortnight. Not just Scoop's illness but also my PC broke down on Tuesday (hence the long silence). Now I've got my PC back and Scoop has his life back we're both back on track.
It's great stuff.


text: I am so proud of this night. The process of putting this together is something I hope I never recover from. I've been working at staying in the place I talk about here ever since - and while hard, it's been so full of amazing. Thank you to everyone who helped in all aspects of me walking up to the mic that night, to everyone who has been a part of the journey since and everyone who will be part of the journey to come.


text:
This photo taken from the Oscar Pistorius official website, Friday, Feb. 14, 2014, shows a message by the Olympian athlete Pistorius, center, on the anniversary of the Valentines Day shooting death of his girlfriend Reeva Steenkamp. (AP Photo/Denis Farrell)
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South African Paralympic sprint star Oscar Pistorius said Friday he was consumed with "sorrow" as he marked one year since he shot dead his girlfriend on Valentine's Day in what he maintains was an accident.He also posted a link to the message on Twitter, describing it as "A few words from my heart". It was the first time he has used his official account on the social networking site since February 12, 2013, two days before the shooting.Steenkamp's relatives will gather on Friday in private to mark the anniversary of her death.Steenkamp, a blonde cover girl and law graduate, was shot in the head, elbow and hip through the locked bathroom door of Pistorius's home.Pistorius will also answer charges for discharging a firearm on two separate occasions before Steenkamp's death.