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Al-Masad (Arabic: المسد, meaning "Twisted Strands" or "The Palm Fiber") is the 111th chapter (sūrah) of the Quran with 5 verses (āyāt).
The Palm Fiber
|Juz' 30
|No. of verses
|No. of words
|No. of letters
Verse 1 mentions one of Muhammad's adversaries named Abū Lahab.[1] This surah takes its name from verse 5 in which the phrase "ḥablun min masad" (meaning "a rope of palm fibre") occurs that mentions the palm fibre rope that in hellfire shall be twisted around the neck of the wife of Muhammad's uncle, who bitterly opposed Islam; for she took great pride in wearing an ostentatious necklace she became known for and would slip by night to strew thorns and prickly plants in Muhammad's path to injure his feet.[2][3][4]
Regarding the timing and contextual background of the supposed revelation (asbāb al-nuzūl), it is an earlier "Meccan surah", which means it is believed to have been revealed in Mecca, instead of later in Medina.
Surah Al-Masadd in ahadithEdit
Since this is the only place in the Quran where an enemy of Islam has been condemned by name, the study of hadith is pivotal to grasp the special trait of the character of this person, which became the basis of this condemnation by name, as ḥadīṯ (حديث) is literally "speech"; recorded saying or tradition of Muhammad validated by isnad; with sira these comprise the sunnah and reveal shariah.
- Narrated Ibn Abbas: Abu Lahab said, "May you perish! Is it for this that you have gathered us?" So there was revealed: 'Perish the hands of Abu Lahab'.[5][6][7]
- Narrated Ibn Abbas: When the Verse: 'And warn your tribe of near-kindred (26:214), was revealed, the Prophet (Mohammed) ascended the Safa (mountain) and started calling, "O Bani Fihr! O Bani `Adi!" addressing various tribes of Quraish till they were assembled. Those who could not come themselves, sent their messengers to see what was there. Abu Lahab and other people from Quraish came and the Prophet then said, "Suppose I told you that there is an (enemy) cavalry in the valley intending to attack you, would you believe me?" They said, "Yes, for we have not found you telling anything other than the truth." He then said, "I am a warner to you in face of a terrific punishment." Abu Lahab said (to the Prophet) "May your hands perish all this day. Is it for this purpose you have gathered us?" Then it was revealed: "Perish the hands of Abu Lahab (one of the Prophet's uncles), and perish he! His wealth and his children will not profit him...." (111.1-5)[8][9][10][11][12][13][14]
- Narrated Jundub bin Sufyan: Once Muhammad became sick and could not offer his night prayer (Tahajjud) for two or three nights. Then a lady (the wife of Abu Lahab) came and said, "O Muhammad! I think that your satan has forsaken you, for I have not seen him with you for two or three nights!" On that Allah revealed: 'By the fore-noon, and by the night when it darkens, your Lord (O Muhammad) has neither forsaken you, nor hated you.' (93.1-3[15]).[16][17][18]
- According to Ibn /jarir: One day Abu Lahab asked Muhammad: "If I were to accept your religion, what would I get?" Muhammad replied: "You would get what the other believers would get." He said: "Is there no preference or distinction for me?" Muhammad replied: "What else do you want?" Thereupon he said: "May this religion perish in which I and all other people should be equal and alike!".[19]
- Rabiah bin Abbad ad- Dill related: "I was a young boy when I accompanied my father to the face of Dhul-Majaz. There I saw Muhammad who was exhorting the people, saying: 'O people, say: there is no deity but God, you will attain success.' Following behind him I saw a man, who was telling the people, `This fellow is a liar: he has gone astray from his ancestral faith.' I asked; who is he? The people replied: He is his uncle, Abu Lahab."[20][21][22]
- Sayyid Abul Ala Maududi was a widely read and very influential, a 20th-century Islamist political philosopher, journalist, Islamic scholar, Muslim revivalist leader (1903–1979), in his tafsir Tafhim al-Qur'an relates[23] In Makkah Abu Lahab was the next door neighbor of Muhammad. Their houses were separated by a wall. Besides him, Hakam bin As (Father of Marwan), Uqbah bin Abi Muait, Adi bin Hamra and Ibn al-Asda il-Hudhali also were his neighbors. These people did not allow him to have peace even in his own house. Sometimes when he was performing the prayer, they would place the goat's stomach on him; sometimes when food was being cooked in the courtyard, they would throw filth at the cooking pot. Muhammad would sometimes come out and say: "O Bani Abdi Manaf, what kind of neighborliness is it?" Abu Lahab's wife, Umm Jamil (Abu Sufyan's sister), had made it a practice to cast thorns at his door in the night so that when he or his children came out of the house at dawn, they should run thorns in the foot.[24]
- When Muhammad's son Qasim ibn Muhammad died in 605, Abu Lahab came out of his house screaming and dancing. And he says Batara Muhammadun – Muhammad has had his lineage cut off.[25][26] Ata ibn Abi Rabah reported same happening when the second son of Muhammad died.[27]
- ^ Quran 111
- ^ http://al-quran.info/#111:1
- ^ http://englishtafsir.com/Quran/111/index.html
- ^ http://www.qtafsir.com/index.php?option=com_content&task=view&id=1062&Itemid=167
- ^ Sahih Bukhari, Prophetic Commentary on the Qur'an (Tafseer of the Prophet); USC-MSA web (English) reference: Vol. 6, Book 60, Hadith 497
- ^ Arabic reference كتاب التفسير: Book 65, Hadith 4973
- ^ Sahih Bukhari, Book 23: Book of Funerals (Al-Janaa'iz): (98) Chapter: Talking about the wicked among the dead كتاب الجنائز (98) باب ذِكْرِ شِرَارِ الْمَوْتَى Sahih al-Bukhari 1394. In-book reference: Book 23, Hadith 149; USC-MSA web (English) reference: Vol. 2, Book 23, Hadith 477 (deprecated numbering scheme)
- ^ Sahih Bukhari, Prophetic Commentary on the Qur'an (Tafseer of the Prophet); USC-MSA web (English) reference: Vol. 6, Book 60, Hadith 293
- ^ Sahih Bukhari, Arabic reference: كتاب التفسير: Book 65, Hadith 4770
- ^ Sahih Bukhari, USC-MSA web (English) reference: Vol. 6, Book 60, Hadith 325 Arabic reference: Book 65, Hadith 4801
- ^ Sahih Bukhari, USC-MSA web (English) reference: Vol. 6, Book 60, Hadith 495 Arabic reference: Book 65, Hadith 4971
- ^ Sahih Bukhari, USC-MSA web (English) reference: Vol. 6, Book 60, Hadith 496 Arabic reference: Book 65, Hadith 4972
- ^ Jami` at-Tirmidhi, Chapters on Tafsir - كتاب تفسير القرآن عن رسول الله صلى الله عليه وسلم Grade: Sahih (Darussalam); English reference: Vol. 6, Book 44, Hadith 3363; Arabic reference: Book 47, Hadith 3689
- ^ Sahih Muslim Book#1 The Book of Faith كتاب الإيمان ; Chapter#89: Regarding the saying of Allah, the most High: "And warn your tribe of near kindred." (89) باب فِي قَوْلِهِ تَعَالَى: {وَأَنْذِرْ عَشِيرَتَكَ الأَقْرَبِينَ}. In-book reference: Book 1, Hadith 416; USC-MSA web (English) reference
- ^ http://al-quran.info/#93:3
- ^ Sahih Bukhari, Prophetic Commentary on the Qur'an (Tafseer of the Prophet) - كتاب التفسير » Hadith USC-MSA web (English) reference: Vol. 6, Book 60, Hadith 475; Arabic reference: Book 65, Hadith 4950
- ^ http://www.sunnah.com/urn/46300
- ^ Sahih Bukhari, Book of Virtues of the Qur'an Book#كتاب فضائل القرآن 66 Virtues of the Qur'an: (1) Chapter: How the Divine Revelation used to be revealed and what was the first thing revealed (1) باب كَيْفَ نُزُولُ الْوَحْىِ وَأَوَّلُ مَا نَزَلَ
- ^ hadith by Ibn Jarir According to Ibn Zaid
- ^ (Musnad Ahmad, Al-Bayhaqi)
- ^ Abul A'la Maududi's tafsir work The Meaning of the Qur'an
- ^ http://englishtafsir.com/Quran/111/index.html
- ^ Lahore: Islamic Publications, Ltd. (1981)
- ^ Al-Bayhaqi, Ibn Abi Hatim, Ibn Jarir, Ibn Asakir, Ibn Hisham
- ^ Abul A'la Maududi's tafsir work The Meaning of the Qur'an
- ^ Ibn Jarir Ibn Sa'd and lbn Asakir have related that Abdullah bin Abbas said this.
- ^ http://englishtafsir.com/Quran/108/index.html


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It's been said many times that men are results-driven and women are process-driven. And in my years as a Family Law attorney I would say this is never more apparent than in the arena of divorce court--usually to the disadvantage of the man. Most men are bottom-line creature: They want to get it over with as quickly as possible and move on, whereas most women consider the process and strategize accordingly.
The mistake most men make is they don't strategize about how to protect themselves in a divorce. And many are shocked to learn that the woman they are divorcing is not the woman they married. In the beginning it was all bliss and Bundt cakes, but in the end it's a land grab -- whether the "land" is a home, money or the children.
Men think that if they put any effort into protecting themselves during a marriage with pre-divorce planning that it increases the likelihood of a divorce. Just last week I gave the manager at my gym a free copy of one of my divorce books for men and he refused to read it. His reasoning? "I don't want to attract a divorce."
This willful blindness on the man's part is frequently why they get taken advantage of and make short-sighted decisions during a divorce. For instance, when it comes to property division, some men want out of the marriage so badly they are willing to give up more of the community property in order to buy their freedom. Others think they can buy peace by giving her everything she asks for and that she'll return the favor with the child custody. What men don't realize is that their spouse probably has a rock-solid strategy for the child custody phase that she won't deviate from.
I had one client who paid off his wife's credit card debt before filing for divorce. His thinking was that if he was a "good guy" she wouldn't contest child custody and support. The reality was that his attempt had no bearing on his wife's strategy at all. What he should have done was to pay off his credit card debt, meet with an attorney, and figure out how he was going to maximize his child custody and visitation time.
Male clients often come to me with what they think is the correct division of the money but haven't acknowledged how important the step-by-step process is for many women. Frequently they want to make an offer based on assets and debts they've listed on the back of an envelope and expect their soon-to-be ex-wife to believe that it is an accurate representation of their assets. Oddly enough, soon-to-be ex-wives don't trust their soon-to-be ex-husbands that much.
Many men want to avoid the emotions that come with divorce by throwing themselves into figuring out the division of the assets. This is particularly true in cases where there is a family business like a small retail store or a restaurant. In one case, my client handed me a manila folder that detailed all the family's assets and debts from the restaurant they jointly owned. He expected me to convince his wife that this was true and accurate inventory of all that they owned. That didn't happen even though he was spot on with the numbers. He didn't understand that the process was important to his wife. She needed to be 100 percent sure about the numbers, which created a mountain of paperwork for him to validate his claim.
The difference in expectations for men and women extends to the children as well. Most of the men I represent care far less about the money, and far more about their children, than their soon-to-be- ex-wives believe. The men come in thinking that they are entitled to 50 percent custody of their children and don't see why they shouldn't get it. I have to sit them down and explain the realities of joint custody such as school schedules, extra-curricular activities, logistics of transportation and the fact that they, being employed, must continue to earn the same amount of money. In other words, quitting their jobs and becoming the stay at home dad is not in the cards.
While more couples are working towards creating a positive co-parenting framework, that doesn't mean it will work for everyone. I have a client who is on the road 5 days a week and refused to believe that the judge wouldn't give him 50 percent custody. His solution to spending so much time on the road was that he'd just hire a nanny. I had to drill in to him that no judge is giving him 50 percent custody so that a nanny can raise his children while he's away.
It is the rare case where a man will walk in to my office prepared to successfully navigate the tumultuous waters of divorce, alimony and custody. And that lack of preparation is why they are at such a disadvantage when they are served the Summons and Petition. They haven't been talking to their friends about what to do, when to do it, and how to secure the best relationship with their children. But they can be certain that their wives have, because, again, it's part of the process.
Until men realize that they are in a situation that demands preparation and strategy, they will continue to be frustrated and end up with less.
The steps to strategize are like the steps to winning a Super Bowl ring. They need to read the playbook to learn about the game, and determine the plays they'll be calling. They need to know their opponent's strengths and weaknesses, and finally they need to prepare, prepare, prepare.
While divorce isn't a game, it can be a battle. And without the right kind of preparation, what invariably happens is that men enter in to that battle with a pea shooter while their spouse is armed with a bazooka. And all that's left at that point it to play "Taps."
David T. Pisarra's books A Man's Guide to Divorce Strategy and A Man's Guide to Child Custody are available on Amazon.com and as an e-book from his website, www.MensFamilyLaw.com.

subset: commoncrawl


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To Shop Online
KappAhl Year End Report 16/17: Improved performance
"The 2016/2017 financial year was yet another step towards KappAhl's financial targets – to achieve an operating margin of 10 per cent and a sales increase of 4 per cent over a business cycle." Read the CEO statement on the Year End Report.
This information is information that KappAhl AB is obliged to disclose pursuant to the EU Market Abuse Regulation and the Securities Market Act. The information was released for public disclosure through the agency of President and CEO Danny Feltmann on 12 October 2017 at 07.30 CET.
For further information Danny Feltmann, President & CEO. Tel +46 31 771 5661. Anders Düring, Chief Financial Officer. Tel +46 708 887 733.
For photos and company information Charlotte Högberg, Head Corporate Communications, Tel +46 704 71 56 31, firstname.lastname@example.com
KappAhl was founded in Gothenburg in 1953 and is a leading fashion chain in the Nordic region with 370 KappAhl and Newbie stores and Shop Online in Sweden, Norway, Finland and Poland. Our business idea is to offer value-for-money fashion of our own design to the many people. Sustainability-labeled fashion accounts for 53 per cent of the range. Sales for 2016/2017 totaled SEK 4.9 billion and the company has approx. 4,000 employees in nine countries. KappAhl is quoted on Nasdaq Stockholm. More information at www.kappahl.com
Download file: KappAhl Year End Report 16-17_Improved performance.pdf
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We want to give you affordable fashion with quality – produced with respect and care for people and the environment. We have come a long way, but we also know that there's lots left to do. More about sustainability


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I'm here thinking of writing, but the summer slips by while I blink away the sunspots. Our days have been filled with series of day camps, special activities (like fairy house building), park days, swimming, movies, tinkering, building, experimenting, jewelry-making, glass, just to name a few.
The newest contender on the block is Magic: The Gathering. I might have to buy cards. I've already had to learn how to build a deck. If you knew me well, you'd be rolling on the floor laughing. Really, really hard. Perhaps endlessly.
The pause of summer is about to kick into Fall without a hiccup or a quiet. Soccer starts next week and then it's back to our regular chaotic schedule.
Oh the fun of it all.
The summer wanes and whispers "wait and catch your breath", but I already am running to the next season.
The boy is a year older. No time to spare.


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Rolling along in his high-gear expansion drive, Montgomery Ward's aggressive Chairman John A. Barr last week dipped farther into the $198 million capital reserve long hoarded by penny-pinching former Chairman Sewell Avery. To put Ward on Chicago's State Street, the city's retail center, Barr announced purchase of the Fair, an 82-year-old department store with three thriving suburban branches, controlled by Five & Ten Mogul Sebastian S. Kresge's charitable Kresge Foundation. For $7,532,500, Ward bought 301,300 shares of the Fair stock from the foundation at $25 a share, will try to buy the remaining 70,800 shares from 1,500 private...
RETAIL TRADE: Buy for Ward
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Enabling RESTful Web Services in the Enterprise
Today's guest blog post by Francois Lascelles tackles why RESTful web services matter in the enterprise, and why they're going to matter even more in the new future. Francois is the technical director of Europe for Layer 7 Technologies, and he also blogs at SYS-CON. -Michael
As the 'old SOA' post-mortem reality settles, many enterprise architects are turning their attention to WOA (Web Oriented Architecture) and more lightweight REST-style Web services. REST lowers the bar of complexity for exposing Web service-type APIs. What started off as a grassroots movement is now maturing fast: RESTful Web services support is growing, standards are emerging and the debates on the comparative merits of REST vs. WS-* have given place to inclusion and rapprochement.
Cloud-based deployments are especially well-suited for RESTful Web services. Enterprises already use SaaS (Software as a Service) applications, which expose their own REST-style APIs. PaaS (Platform as a Service) offerings enable enterprises to expose their own cloud-side services. These, along with on-premise deployed services, partner services and others, constitute the new distributed SOA upon which enterprises are increasingly relying.
What can the enterprise do to leverage such deployment patterns and address security concerns? The security considerations about enterprise services being exposed, whether on or off premise, are equally important for RESTful Web services as for their WS-* counterparts.
A crucial factor to enable the management of security is standards. This is especially true in the context of a distributed SOA where an ecosystem of service zones interact with each other under varying authority. A case in point: two dominant cloud-based application platforms today—AWS and Azure. Both platforms define an HMAC-based authentication scheme but both versions are home-baked and incompatible with each other. Emerging standards will be essential to ensure consistency and richer security management. The so-called Enterprise vs. OpenSource identity 'camps' are not mutually exclusive. Standards like OAuth and OpenID should be considered by the enterprise; their application is broader than just social media. Along the same lines, it would be useful to define a new SAML binding specification that would be tailored to RESTful Web services.
Because RESTful Web services have a strong transport-level orientation, they tend to be network infrastructure-friendly. Yet, just as for WS-* services, these RESTful Web services receive payloads and potential message-level threats such as injections and parser attacks. Network-focused types of infrastructure do not address the content-level inspection needed. Consider SOA specialized perimeter gateways that detect message-level threats, validate compliance for XML structures, implement emerging standards such as JSON Schema Validation, enable the enforcement of rules that take into consideration identity, URIs, HTTP Verbs, etc: the ability to virtualize service endpoints at the edge is an important aspect of securing and managing their use.
As standards continue to mature and infrastructure increasingly focuses on addressing RESTful Web service use cases, expect REST to increase its footprint in the enterprise landscape in the near future.
Francois Lascelles works for Layer 7 Technologies, an Enterprise SOA and Cloud infrastructure provider. As the Technical Director, Europe for Layer 7, Francois advises global corporations and governments in designing and implementing secure SOA and cloud based solutions. Francois joined Layer 7 in its first days back in 2002 and has been contributing ever since to the evolution of the SecureSpan SOA infrastructure product line. Francois is co-author of Prentice Hall's upcoming SOA Security book.
Interested in guest blogging for the IT Watch Blog? Contact Michael Morisy at email@example.com.


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Following a full week of eventful Olympic coverage, NBC is continuing to broadcast all of the Olympic moments throughout the weekend.
Starting off the weekend tonight from 8 p.m.-11:30 p.m., Ice dancing with American favorites Tanith Belbin and Ben Agosto, Alpine Skiing men's super-G with Lake Placid native Andrew Weibrecht competing, women's Skeleton, and Ski Jumping men's large hill.
Tomorrow, live from 1 p.m.-2:30p.m., women's Freestyle Skiing takes center stage. Immediately afterwards from 2:30p.m.-4 p.m., watch Ski Jumping men's large hill live, a medal event, then a medal event in Cross Country men's 30km pursuit from 4 p.m.-6 p.m.
Coverage resumes from 8 p.m.-11:30 p.m. with another medal event in Alpine Skiing women's super-G with Lindsey Vonn competing, Short Track and Speed Skating (both 1000m short and 1500m long), and the two-man Bobsled with New York's John Napier competing.
Sunday, Freestyle Skiing ski cross event officially debuts as an Olympic sport live 12 p.m.-1:30p.m., Biathlon men's 15k mass start, a medal event, airs live 1:30p.m.-3 p.m. with Lake Placid's Lowell Bailey and Paul Smiths's Tim Burke competing, and men's Hockey airs 3 p.m.-6 p.m.
Local athletes competing in Sunday's hockey game include New York Rangers' Ryan Callahan, team captain Chris Drury, Olli Jokinen, Henrik Lundqvist; New Jersey Devils' Patrik Elias, team captain Jamie Langenbrunner, Zach Parise; Buffalo Sabres' Ryan Miller, Andrej Sekera; Ithaca native Dustin Brown; and Buffalo native Patrick Kane.
Sunday night medal events from 7 p.m.-11 p.m., Ice dancing continues, Alpine Skiing men's giant slalom, Freestyle Skiing men's ski cross continues, Speed Skating women's 1500m, and women's Bobsled.
Rounding out the weekend is the late night medal event from 11:30 p.m.-12:30 a.m., Biathlon women's 12.5km., plus medal ceremonies for Short Track, Bobsled, Ski Cross and Speed Skating.
Over two dozen New York area athletes are competing in the Winter Games. For a complete schedule of Olympic coverage, visit NBCNewYork's Olympics Zone.
What to Watch: The Second Olympic Weekend
NBC's Olympic coverage
Following a full week of eventful Olympic coverage, NBC is continuing to broadcast all of the Olympic moments throughout the weekend.


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Castle Creeps was released a couple of weeks ago for android and ios. I had the pleasure of writing the music for it, and despite a fairly tight schedule was able to get a couple of live string players and Sam Ewens, a great trumpet player on the score. Turning around a semi-orchestral score in such a short timeframe would have been impossible only fifteen or so years ago, but I was able to do that and get some fab real players to help make it all sound a bit better – thanks to the tech of today.
I also managed to get one of the Castle Creeps themes into the trailer 🙂
The brief was orchestral, but with a playful/light edge and a medieval flavour. Alongside the standard orchestral stuff and the live players, I used some hammered dulcimer, medieval harp and lute as well as a recorder consort. Probably the most fun I had writing music in 2016! It's had some great reviews so far, with most commenting on how polished and well-done the art & audio style is, and clocked up over 2 million downloads in the first 5 days of release. Not bad…
Here's a suite I've cobbled together for the various levels:


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Regalis Tennessee Black Truffle Honeycomb
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- Summary
Experience true Southern comfort with this golden Georgia honeycomb, infused with fresh black truffles from Chuckey, Tennessee. Showcasing raw star thistle honey from Savannah, the completely edible honeycomb offers a delicious combination of flavors and textures, blending the honey's delicate sweetness with the deep, earthy flavors of the truffles. It's a great addition to a cheese board—or enjoy it on a baguette or in a grilled cheese sandwich. You can also use bits of the honeycomb to top everything from pancakes, waffles and ice cream to your favorite salads. This extraordinary American honeycomb comes to us from Ian Purkayastha of Regalis Foods, a top purveyor of rare truffles and authentic truffle condiments for Michelin-starred chefs around the world.
- 6 oz.
- Made in USA.
- Ingredients
- Raw star thistle honeycomb, Tennessee black truffle infusion (tuber melanosporum).
- Shipping
Shipping Information
UPS can deliver most in-stock items within 3–5 business days. UPS is unable to deliver to P.O. boxes.
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The shipping rate varies depending on your order total and shipping destination. View Shipping Options and Charges.
Next Day Delivery
For an additional charge of $26 per address, we can expedite delivery to most destinations. This service is not available for some oversize items, items shipped directly from the supplier (including perishable and custom-manufactured items), out-of-stock items and items to be shipped outside the contiguous 48 states.
Orders received by 9:00 p.m. ET Monday through Thursday will arrive the next business day; orders placed Friday through Sunday will arrive on the following Tuesday.
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At Williams Sonoma, we take great pride in the quality and craftsmanship of our products. Attention to design, materials, safety and construction are our priority. Upon receipt, please inspect your purchase and notify us of any damage; we will arrange for a prompt replacement.
If within 30 days, you are dissatisfied for any reason, you may return your purchase for a refund of the merchandise value. An original receipt or gift receipt is required for all returns and exchanges. Returns with a gift receipt will be refunded in the form of a Merchandise Credit for the amount indicated on the gift receipt. Returns with original receipt will be refunded in the original form of payment, cash and check refunds over $100 will be issued as a company check (may take 14 business days from time of request).
For all cutlery returns (knife sets, single knives, cutting boards, knife sharpeners and knife storage), please contact us at 888.922.4108 to initiate the return.
We cannot accept returns on monogrammed, personalized, special-order items, custom upholstery, food, items shipped direct from the vendor or on items damaged through normal wear and tear. Final sale items ending in .97 or .99 cannot be returned.
Made to Order and Final Sale Furniture items are non-returnable and cannot be cancelled once the order is placed.
For returns of items purchased from your Williams Sonoma Gift Registry, we will gladly provide a refund or exchange for the merchandise within 90 days of your event or within 90 days of purchase, whichever date is later. View Full Returns Policy.
- About Regalis Foods
Regalis Foods was founded in 2012 by Ian Purkayastha—one of the youngest-ever truffle purveyors. Ian first discovered the delights of foraging with his uncle, who taught him to hunt for wild mushrooms in the Alabama countryside—and introduced him to the savory magic of European truffles. At the age of 15, Ian started a business delivering wild mushrooms to local chefs, riding his bicycle from one restaurant to the next. His enterprise grew into Regalis Foods, an extraordinary New York company "dedicated to purveying nature's rarest gems to an extensive list of Michelin-starred restaurants, home cooking enthusiasts and truffle lovers world-wide." Today, Williams-Sonoma is proud to be the exclusive retailer for Ian's legendary truffle condiments.
Rated 5 out of 5 by xela from Regalis does it again! Everything I've ever bought from Regalis has been incredible. Their truffle oils, butter, salts and various jams have never once disappointed me. I was a little hesitant to purchase this but figured I'd give it a shot and I'm so glad it did! This would be right at home on a cheese board, fried chicken or even just biscuits. If you like truffle then just give this a shot there's a lot you can do with it!Date published: 2019-05-04


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Be a part of a unique online community that connects post production professionals and film academics worldwide.
You'll have access to personalize your news feed, access to Live Post Talks and much more. Contribute to the community by posting interesting post production content.
August 3, 2010, 11:53 pm
Covering various aspects and events in filmmaking, editing, film preservation and so much more. An emphasis on documentary. Please take a look at http://kirstenstudio.com/wordpress/
February 9, 2015, 2:59 pm
A week into the Women's Film Preservation Fund's (WFPF) Carte Blanche series at the Museum of Modern Art (MoMA), brings to mind how much has been accomplished by the Fund, as well as us how much work there is yet to be done. I've been on the WFPF committee for just around 5 years now and continue to be […]
November 2, 2014, 8:20 am
In spite of the drizzle and drop in temperature, The Real Indies: A Closer Look at Orphan Films program, which appropriately opened last night, on Halloween, with Spider Baby (1968), began today's screenings with their Pioneering Women segment at 10AM this morning. Pioneering Women boasted a fascinating selection of films made by and about women, accompanied with presentation […]
September 21, 2014, 6:09 am
It's that time in a production's life when primary photography has been completed and it's time to devote almost all one's hours toward the footage. Beginning post production is exciting, but also daunting. Hopefully footage has been brought into the project and logged, and interviews transcribed as the shoots have taken place. Hopefully the spreadsheets […]
May 17, 2014, 1:22 pm
This spring the Brooklyn based resource for all things documentary, UnionDocs, offers its second round of Documentary Fundamentals. The six part series gives filmmakers a step-by step, how-to for tackling the art form. From practical application to creative, Fundamentals brings experts in the field into a conversational panel setting for a jam packed house. Last [...]
April 13, 2014, 11:24 am
There is still a level of uncertainty in regard to new media, but it seems more related to understanding the term, than anything else. One point many agree on, however, is that it's only going to continue to grow, and for media makers this means opportunity. For independent artists, it opens up possibilities at a [...]
February 18, 2014, 10:50 am
Hollow's Elaine McMillion and team talk participatory video, sound and visual design and more in this part II of two part Hallow: Our Lessons Learned, moderated by Opeyemi Olukemi of Tribeca Film Institute. (See Part I, Research, building audience, pre-production)
January 13, 2014, 11:05 am
A great interview clip by Film Courage with The Girls in the Band director, Judy Chaikin, on how she worked with editor, Edward Osei-Gyimah.
November 9, 2013, 2:19 pm
This past Tuesday the Association of Moving Image Archivists (AMIA) began their preliminary workshops as a precursor to the main annual conference event, which this year took place in historic Richmond, Virginia. I was only able to attend a couple of the workshops this year, but it was well worth the 7 hour train ride (got [...]
August 31, 2013, 3:48 pm
Crafting a story is about making choices. What information is essential to the narrative, whether it be for artistic, practical, or emotional reasons, as a storyteller, one has to constantly make choices, cut by cut, frame by frame. Any choice has the potential to drastically change story direction. With a feature length film, a filmmaker, [...]
August 4, 2013, 1:24 pm
Great slideshow on managing digital content over time. Find handouts here. This presentation was made possible by Library of Congress, Wisconsin Historical Society, and WiLS Managing Digital Content Over Time: Identify...
Gordon sits down to discuss the VFX of The Lion King with VFX supervisor Rob Legato
In this bonus episode, Gordon sits down with Dan Deleeuw, the visual effects supervisor for Avengers: Endgame.
Gordon sits down with Jinmo Yang to discuss the editing of Parasite, the hit Korean film and a must see for everyone.
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Amber necklace, bracelet, faceted,elliptical cherry and cognac gasket natural amber bead set Certificate 4400
Amber necklace, bracelet, faceted,elliptical cherry and cognac gasket natural amber bead set Certificate 4400
Only 1 available
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Item details
natural amber, amber
Length of the necklace: 44 cm
Amber bead size: 1,0*1,3 cm
Amber gasket size: 0,3*0,7 cm
Weight of the necklace: 19,4 g
Length of the bracelet: 16 cm
Amber bead size: 1,0*1,3 cm
Amber gasket size: 0,3*0,7 cm
Weight of the bracelet: 8,9 g
One size fits all
The Baltic region is home to the largest known deposit of amber, called Baltic amber or succinite. Baltic amber is a natural fossilized tree resin (like sap) which formed over 44 million years ago. It has been estimated that these forests created more than 100,000 tons of amber.
The Baltic amber was formerly thought to include amber from the Bitterfeld brown coal mines in Saxony (Eastern Germany). Bitterfeld amber was previously believed to be only 20–22 million years old (Miocene), but a comparison of the animal inclusions in 2003 suggested that it was possibly Baltic amber that was redeposited in a Miocene deposit. Further study of insect taxa in the ambers has shown Bitterfeld amber to be from the same forest as the Baltic amber forest, but separately deposited from a more southerly section, in a similar manner as Rovno amber. Other sources of Baltic amber have been listed as coming from Lithuania, Poland and Russia.
Amber comes in many different colors: the yellow-orange that is associated with the color "amber," cloudy white, yellowish-clear, cherry, green, pink, blue, and black.
It contains the highest quantity in nature (3-8%) of succinic acid, which produces its anti-inflammatory properties. When worn on the skin, body heat causes the amber to release an oil containing succinic acid, which, when absorbed into the skin, works like a natural ibuprofen for pain and inflammation.
Succinic acid, or amber acid, has been used in Europe as a natural antibiotic and general cure-all for centuries. Baltic amber is also known as succinite, as its succinic acid is a powerful antioxidant, helps boost the immune system and energy drained in the body and brain, heightens awareness, concentration and reflexes, and reduces stress. Succinic acid is an alkalinizing acid, so it won't add to your body's acidity but will actually help neutralize and lower the body's acidity, making it very compatible with hazelwood.
Succinic acid was analyzed in 1886 by the pioneer of modern bacteriology, Nobel Prize-winner Robert Koch, who confirmed its positive influence, discovering that there is no risk of the accumulation of surplus amounts of succinic acid in the human organism, even after the introduction of considerable amounts into the body.
Amber is incredibly beneficial for your health. All you need to do is just wear it. It is believed that amber exhibits astonishing health benefits due to its composition (as it is a product of a resin that has been fossilized for thousands of years). Wearing an amber bracelet gives an energy boost to the carotid arteries. Amber protects from headaches, improves mental state and eases the adverse impact of bad weather. It can also prevent asthma attacks. It's been known to alleviate stomachache, reduce gastritis pain, and increase oxygen levels. Baltic amber helps with thyroid disorders and diseases of the ears, eyes, and throat.
Possessing not only healing, but electrostatic properties amber has been long considered a magical stone. The first mention of the healing properties of amber (and its application in medicine) belongs to the famous ancient physician Hippocrates (460-377 BC). Amber has been used throughout the centuries to treat skin diseases, strengthen teeth, and cure headaches, cramps, asthma, and insomnia. A Nobel Prize winner, Robert Kock, has discovered the positive effects of succinic acid and the importance of it in the human body.
So Baltic Amber is not only healthy, warm and very light stone, it is also very unique, luxury, beautiful and elegant to wear.
We are a small business company, therefore our jewelry collections are fashioned and customized taking into consideration Your offers and suggestions. Please, do not hesitate to contact us with any kind of proposal or wish.
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E-mail: auris.amber [!at] gmail.com
WhatsApp - +370 687 88870
We would love to make Your dream come true.
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Klaipėda, Lithuania
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Photos from reviews
Amber tesbih, misbaha, dark cognac round natural amber prayer beads Certificate 4627
Amber bracelet, dark polished round natural amber bead bracelet Certificate 4459
Amber bracelet, dark cylinder and cherry, cognac gasket natural amber bead bracelet 4840, 4945
Amber bracelet, dark polished round natural amber bead bracelet Certificate 4432
Amber bracelet, faceted mixed round natural amber bead bracelet Certificate 4768


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Spikey's Page
Welcome to Spikey's Page
Spikey is the Akela's Den shop mascot and goes on adventures round the shop and with the owners.
Do you have any Scout ,Guide or outdoor questions? Then ask Spikey at email@example.com and he will try his best to find out for you.
One of Spikey's favourite things to do is to run around with Spikey Cam


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Overview of Our Corporate Governance Program and Recent Related Actions
Our Board and executive leaders view strong and effective corporate governance as essential to our success. Our commitment and holistic approach to corporate governance that integrates internal audit, risk management, investor relations, legal, and ethics and compliance functions has been recognized as producing the highest standards of governance. The following summary highlights key aspects of our corporate governance program.
|Board Structure
|Stockholder Rights
|Key Policies
|87.5% of our Board is comprised of independent directors
|Annual election of directors with no staggered Board
|Maintain a written Executive Compensation Philosophy with pay for performance as key component
|Independent Chairman of the Board
|Majority voting in uncontested elections
|Stock ownership guidelines for directors and named executive officers
|Independent Audit, Corporate Governance and Compensation Committees
|Special meetings may be called by stockholders holding 20% of our outstanding Common Stock
|Prohibition on pledging and hedging of our Common Stock
|Engaged and diverse Board with 25% female directors
|Formal shareholder engagement program
|Clawback policy
|Annual Board evaluations
|No poison pill in effect
|Transparent disclosure philosophy
|Two "financial experts" on Audit Committee
|Continuous review of our key corporate governance policies
In addition to the foregoing, we regularly review, among other things, our current corporate governance against benchmarks on a range of corporate practices. Over the past several years, we have, among other things, taken the following steps:
- In 2016, we instituted a formal shareholder corporate governance outreach program to elicit the views of our investors on matters of corporate governance and executive compensation. As a foundational element to this program, the Board adopted a policy on shareholder engagement.
- In April 2016, we reviewed and revised our Executive Compensation Philosophy in light of the Compensation Committee's current views of our compensation program.
- In 2015, the Audit Committee lengthened the duration of its meetings to ensure that we gave information technology and data security effective oversight and focus at the Board level.
- We recognize that director tenure, term limits, mandatory retirement age and board refreshment have collectively become an area of focus for many institutional investors and proxy advisory firms. Our Corporate Governance Committee continues to stay abreast of director tenure and board refreshment developments within the institutional investor and proxy advisory firm communities and have proactively solicited the views of our largest investors on these topics. After careful consideration and input from our stockholders, we determined that term limits and mandatory age requirements were not appropriate governance policies for us at the present time. We believe our current Board collectively has the necessary experience, skills and knowledge and a high level of engagement to serve our best interests and provides us a diverse set of perspectives for the industry in which we operate. We also believe, after considering all of the relevant facts and circumstances, that all of our directors (other than our CEO) are, indeed, independent in fact and not just independent "on paper." The Board will continue to consider our directors' tenure, both individually and collectively, as one of the many factors it analyzes in annually selecting director nominees in the future.
- We understand that proxy access is a key issue of interest to many shareholder groups, including some of our stockholders. In 2016, our Corporate Governance Committee began the process of proactively assessing whether proxy access would be appropriate for us, and will continue its deliberation into 2017.
We note that we are proud to have been recognized in recent years as best-in-class for our ethics and compliance and corporate governance programs by the NYSE Governance Services and the Corporate Secretary organizations. Additionally, our CEO has been a guest presenter several times in 2016 at various conferences about corporate governance practices. We intend to continue to strive to adhere to the principles and practices that those awards and invitations recognize.
2016 Shareholder Engagement on Corporate Governance Matters
In the spirit of open communication with our stockholders, we initiated a formal shareholder corporate governance engagement policy in 2016, which we have set forth in our Corporate Governance Guidelines (the "Guidelines"). Our shareholder engagement policy is intended to allow our stockholders to provide timely and meaningful feedback on corporate governance and executive compensation matters to members of executive management and our Board.
In furtherance of our shareholder engagement policy, in the summer of 2016, we proactively reached out to 25 of our top shareholders representing approximately 65% of our outstanding Common Stock inviting them to meet with us to discuss any corporate governance matters that may be of interest to them. We received responses from 10 of our shareholders representing about 40% of our outstanding Common Stock. Five of our shareholders representing approximately 25% of our outstanding common stock accepted our invitation to meet with them individually to discuss corporate governance matters of interest to them.
We believe the meetings with our shareholders, which our CEO and Corporate Secretary both attended, were enlightening and productive. Each of our shareholders expressed appreciation for our proactive efforts at engagement, and we certainly appreciated the time they took to share their views with us. The meetings collectively touched upon the following topics: (1) our Board's involvement in setting our strategic direction, (2) Board diversity and refreshment, (3) corporate governance, (4) compliance and ethics, (5) corporate social responsibility, (6) executive compensation, including the metrics utilized for performance-based compensation, and (7) proxy access. Although each shareholder's particular focus was slightly different, our mission, strategy, ethics, approach to executive compensation, corporate governance and corporate social responsibility were well received.
In the spirit of continuous improvement, we have reviewed with our Board the key takeaways from these meetings with the goal of continuing to evolve our corporate governance practices to best meet the needs of the Company and our key stakeholders. We intend to continue our shareholder outreach efforts on an on-going basis and look forward to other meetings with our valued stockholders.
Code of Ethics and Corporate Governance Guidelines
As another essential component to quality corporate governance, we have a strong commitment to promoting a culture of ethics and integrity, and our values define the way we do business. The Board is committed to fostering a strong ethical tone at the Company and expects all of its employees to strive to fulfill their responsibilities in accordance with the highest standards of professional and personal conduct. Accordingly, we have adopted the following:
- a Code of Business Conduct and Ethics ("Code of Business Conduct"),
- a Code of Ethics for the Principal Executive Officer and Senior Financial Officers ("Financial Officers Code of Ethics"), and
- the Guidelines.
As discussed above, our Board and its committees regularly and carefully review these key governance documents to ensure they always capture what we believe to be the best governance practices for us. Indeed, in 2016, we did a comprehensive review and refreshment of our Code of Business Conduct in light of current best practices. Our Code of Business Conduct is based on our core values and ethical principles with the content and format designed to provide a practical and usable guide for our team members. We publish the above-referenced documents, as they may be modified from time to time, in the link entitled "Corporate Governance" located within the "Investor Relations" tab of our website at www.amnhealthcare.com. We also make these materials available in print to any stockholder upon request. The Board regularly reviews corporate governance developments and modifies the Guidelines, the Code of Business Conduct and the Financial Officers Code of Ethics as warranted.
Director Independence
The Board has adopted categorical standards for director independence, which we set forth in the Guidelines that are available on our website as set forth above. Under these standards, a director will not be considered independent if:
- the director does not qualify as independent under Rule 303A.02(b) of the NYSE Listed Company Manual,
- the director or an immediate family member is a partner of, or of counsel to, a law firm that performs substantial legal services for us on a regular basis, or
- the director or an immediate family member is a partner, officer or employee of an investment bank or consulting firm that performs substantial services for us on a regular basis for which it receives compensation.
The Board does not consider the following relationships to be material relationships that would impair a director's independence:
- the director or an immediate family member is an executive officer of another company that does business with us and the annual sales to, or purchases from, us are less than 1% of the annual revenues of the company for which he or she serves as an executive officer,
- the director or an immediate family member is an executive officer of another company which is indebted to us, or to which we are indebted, and the total amount of either company's indebtedness to the other is less than 1% of the total consolidated assets of the company for which he or she serves as an executive officer and such indebtedness is not past due, or
- the director or an immediate family member serves as an officer, director or trustee of a charitable organization, and our discretionary charitable contributions to the organization are less than 1% of its total annual charitable receipts.
The Board has determined that director nominees Mark G. Foletta, R. Jeffrey Harris, Dr. Michael M.E. Johns, Martha H. Marsh, Andrew M. Stern, Paul E. Weaver and Douglas D. Wheat meet our categorical standards for director independence and the applicable rules and regulations of the NYSE and federal securities laws regarding director independence. Our CEO is the only member of our Board who the Board has not deemed independent.
Board Policy on Conflicts of Interest and Related Party Transactions
The Guidelines establish directors' duties to adhere to our Code of Business Conduct, including our policies on conflicts of interest, and to avoid any action, position or interest that conflicts with an interest of ours or gives the appearance of a conflict. We require directors to report any potential conflicts of interest immediately to the Chairman of the Corporate Governance Committee. We do not, without approval of the Board, permit a director or executive officer, or his or her immediate family member (i.e., spouse, parent, step-parent, child, step-child, sibling, mother-in-law, father-in-law, son-in-law, daughter-in-law, brother-in-law, sister-in-law or anyone (other than a tenant or employee) who shares that person's home) or any other person meeting the definition of "related person" under Item 404 of Regulation S-K promulgated under the Securities Exchange Act of 1934, as amended (the "Exchange Act") (each, a "related person") to enter into a transaction in which we are a participant if (a) the amount involved exceeds $120,000, and (b) the related person has or will have a direct or indirect material interest. We annually solicit information from directors and executive officers to monitor potential conflicts of interest and comply with SEC requirements regarding approval or disclosure of "related person transactions." We did not engage in any transaction in 2016 nor is there any currently proposed transaction that exceeds or is expected to exceed$120,000 in which we were or are a participant and in which a related person had or will have a direct or indirect material interest.
Board Meetings and Annual Meeting Attendance by Board Members
We expect each of our Board members to attend each meeting of the Board and of the committees on which he or she serves. We expect our directors to attend our annual meetings. During 2016, the Board met six times and took one action by unanimous written consent. In 2016, no member of the Board attended fewer than 75% of the aggregate of (i) the total number of meetings of the Board (held during the period for which he or she has been a director) and (ii) the number of meetings held by all committees of the Board (during the periods that he or she served on such committees). All of our directors attended our 2016 Annual Meeting of Stockholders.
Board Leadership Structure
We separate the roles of Chairman of the Board and the Chief Executive Officer. Our CEO, Ms. Salka, is responsible for working with the Board in setting our strategic direction and our day-to-day leadership and performance, while the Chairman of the Board, Mr. Wheat, leads the Board in overseeing our strategy, provides guidance to our CEO and presides over meetings of the Board. The Board believes that having separate roles:
- increases the independent oversight of the Company and enhances the Board's objective evaluation of our CEO,
- provides our CEO with an experienced sounding board in the Chairman, and
- provides an independent spokesperson for the Company.
Board Role in Risk Oversight
The Board as a whole is responsible for overseeing our risk exposure as part of determining a business strategy that generates long-term shareholder value. The Board shapes our enterprise-wide risk capacity, appetite and tolerance levels that provide the foundation for our overall strategy and direction. The Board recognizes that risk mitigation not only preserves value, but also, when risk is managed appropriately, creates value and opportunity.
Indeed, purposeful and appropriate risk-taking in certain areas is important for us to be competitive and to achieve our long-term goals. Accordingly, the Board has implemented a risk governance framework in which it periodically identifies key risks facing us and determines our risk appetite for each of the identified key risks. We have designed our enterprise risk management process utilizing open communication between our executive team and Board to regularly highlight the opportunities and threats to our business and the steps we are willing to take to capitalize on our business opportunities and to mitigate against identified risks. As part of this process, we maintain an Enterprise Risk Management Committee, which as part of our annual strategic planning assists the Board in identifying key risks. We typically focus on five to seven risks annually, which risks may relate to, among other things, business operations, competitive landscape, supply of quality healthcare professionals, talent, technology systems and innovative strategies. The Enterprise Risk Management Committee also assists the Board in determining our risk tolerance for each key risk in light of our (1) existing risk capacity, (2) appetite, if any, to take on additional risk, (3) risk velocity and (4) mitigation factors. The Board's determination of our key risks and our tolerance for each ultimately directly influences how we operate our business, including how we marshal our resources and make operational decisions.
With the oversight of our Board, members of our executive team, including our CEO, are given overall responsibility for monitoring and managing one or more identified key risks as well as Company risk generally. The members of our executive team and others, in turn, facilitate an appropriate culture of integrity and risk awareness for our team members. We also maintain internal processes and an internal control environment to facilitate the identification and management of risks. Our Board meets with management at regular Board meetings and, if necessary, at other times to discuss strategy and success in addressing our identified key risks along with any others that may face us from time to time.
In addition to the foregoing, each of the Board's standing committees set forth below focuses attention on risk areas implicated by its area of expertise, and reports regularly to the Board on such risks. All committees play significant roles in carrying out the risk oversight function.
Audit Committee Risk Oversight
The Audit Committee assists the Board in fulfilling its oversight responsibilities of our compliance with ethical and certain legal requirements, and our process to manage business and financial risk. Among other things, the Audit Committee's specific duties include:
- overseeing the work of our independent auditors,
- reviewing and discussing with management our major risk exposures and the steps management has taken to monitor, control and manage such exposures, including our risk assessment and risk management guidelines and policies,
- reviewing and discussing with management key technology initiatives and risks, including information security,
- approving procedures for receiving complaints by us regarding accounting, internal accounting controls or auditing matters, reviewing our code of conduct program and reviewing attorneys' reports containing evidence of material violations of securities laws, breaches of fiduciary duty or other similar violations of state or federal law,
- reviewing and discussing with management, our chief internal auditor, independent auditors or in-house counsel, as appropriate, any legal, regulatory or compliance matters that could have a significant effect on our financial statements,
- reviewing on a regular basis our ethics and compliance program in general and our code of conduct program in particular, including the regular receipt and review of any events investigated under our code of conduct program, and
- reviewing the results of significant investigations, examinations or reviews performed by regulatory authorities and management's responses.
Compensation and Stock Plan Committee Risk Oversight
The Compensation and Stock Plan Committee (the "Compensation Committee") is responsible for analyzing the risk associated with our compensation practices. We design our incentive compensation to reward officers and other key employees for committing to and delivering on financial goals that we believe are challenging yet (i) reasonably achievable, (ii) require meaningful revenue and profitability performance to reach the target level, and (iii) require substantial revenue and profitability performance to reach the maximum level. The financial performance required to reach the maximum level of compensation is developed within the context of budget planning and, while difficult to achieve, is not viewed to be at such an aggressive level that it would induce bonus-eligible employees to take inappropriate risks that could threaten our financial and operating stability. The Compensation Committee has reviewed our material cash incentive plans, which fall into two types: (1) those for front line sales production employees and (2) those for the sales and corporate leadership. The front line sales incentive plans typically provide incentives based on monthly or quarterly financial or individual and team operational metrics, and include monthly or quarterly payouts. Roughly half of our team members participate in one of our approximately 100 sales incentive plans. The sales and corporate leadership plans use annual financial targets based on consolidated and/or division metrics as well as individual leadership and performance considerations, and include quarterly or annual payouts. We have internal controls over financial reporting and the measurement and calculation of compensation goals, and other financial, operational and compliance policies and practices that are designed to keep these compensation programs from being susceptible to manipulation by any employee, including our named executive officers.
The Compensation Committee considers the risks associated with the compensation plans in light of several factors, including (1) the amount of incentive compensation paid to a particular group as a percentage of total incentive cash paid and as a percentage of division and/or consolidated revenue, gross profit and adjusted EBITDA ("AEBITDA"), (2) the number of plan participants in any particular plan as a percentage of total incentive plan participants, and (3) the amount of target incentive compensation per individual plan participant, which typically ranges from 10% to 80% of total compensation (and can range from approximately 60% to 80% of the named executive officers' total compensation). The Compensation Committee believes the use of a long-term incentive award program with targets that span a three-year performance period balances risk and reward by discouraging excessive risk that could threaten our long-term value, but at the same time encourages innovation to build our value in the short- and long-term. The Compensation Committee also reviews our program for design features that have been identified by experts as having the potential to encourage excessive risk-taking, such as: (A) too much focus on equity, (B) compensation mix overly weighted toward short-term results, (C) highly leveraged payout curves and steep payout cliffs at specific performance levels that could encourage short-term actions to meet payout thresholds, and (D) unreasonable goals or thresholds. After its consideration of the foregoing factors, the Compensation Committee has determined that our compensation programs and policies do not create risks that are reasonably likely to have a material adverse effect on us.
Corporate Governance Committee Risk Oversight
The Corporate Governance Committee considers the risk associated with our quality programs. It reviews and discusses with our management relevant quality metrics, performance improvement, compliance with certification standards and related laws and regulations as well as our enterprise risk management process relating to the quality of our services.
Committees of the Board
We have standing Audit, Corporate Governance, Compensation and Executive Committees. The Board committees are chaired by independent directors, each of whom reports to the Board at Board meetings on the activities and decisions made by their respective committees. The Board makes committee assignments and designates committee chairs based on a director's independence, knowledge and areas of expertise. We believe this structure helps facilitate efficient decision-making and communication among our directors and fosters efficient Board functioning at Board meetings. In line with our value of continuous improvement, the directors conduct an evaluation of the performance of the Board and each of the committees on an annual basis. We describe the current functions and members of each committee below. A more detailed description of the function, duties and responsibilities of the Audit, Corporate Governance and Compensation Committees is included in each Committee's charter available in the link entitled "Corporate Governance" located within the "Investor Relations" tab of our website at www.amnhealthcare.com.
The table below provides current committee memberships and fiscal year 2016 committee meeting information:
|Audit (1)
|Compensation (2)
|Corporate Governance (3)
|Mark G. Foletta
|R. Jeffrey Harris
|Michael M.E. Johns, M.D.
|Martha H. Marsh
|Susan R. Salka
|Andrew M. Stern
|Paul E. Weaver
|Douglas D. Wheat
|Committee Meetings and Actions by Written Consent
|Total Committee Meetings
|Actions by Written Consent
(1) The Board has determined that all Audit Committee members (A) are financially literate, and (B) meet the criteria for independence set forth in Rule 10A-3 under the Exchange Act, and Section 303A of the NYSE Listed Company Manual. The Board has further determined that Mark G. Foletta and Paul E. Weaver are each an "Audit Committee Financial Expert" as defined by SEC Rules and Regulations.
(2) The Board has determined that all members of the Compensation Committee meet the standards for independence required by the NYSE and the independence requirements of Section 162(m) of the Internal Revenue Code (the "Code").
(3) The Board has determined that all members of the Corporate Governance Committee meet the standards for independence required by the NYSE.
Audit Committee
Our Audit Committee Charter, last amended in September 2016, sets forth the duties of the Audit Committee. Generally, the Audit Committee is responsible for, among other things, overseeing our financial reporting process. In the course of performing its functions, the Audit Committee as provided by our Audit Committee Charter:
- reviews our internal accounting controls and audited financial statements,
- reviews with our independent registered public accounting firm the scope of its audit, its audit report and its recommendations,
- considers the possible effect on the independence of such firm in approving non-audit services requested of it,
- reviews disclosures made by our CEO and CFO in connection with the certification of our periodic reports,
- reviews and discusses with management our major risk exposures and the steps taken to monitor, control and manage such exposures, and
- appoints our independent registered public accounting firm, subject to ratification by our stockholders.
Corporate Governance Committee
Our Corporate Governance Committee Charter, last amended in September 2016, sets forth the duties of the Corporate Governance Committee. Generally, the Corporate Governance Committee:
- identifies and recommends individuals qualified to become members of the Board,
- evaluates periodically the Code of Business Conduct, the Financial Officers Code of Ethics and the Guidelines,
- reviews the Board's performance on an annual basis,
- reviews and evaluates succession planning for the CEO and other members of our executive management team,
- recommends potential successors to the CEO,
- oversees our shareholder engagement program as it relates to corporate governance issues, and
- reviews and discusses with our executive team relevant quality metrics, performance improvement, compliance with certification standards and related laws and regulations as well as our enterprise risk management process relating to the quality of our services.
With respect to director nominee procedures, the Corporate Governance Committee utilizes a broad approach for identification of director nominees and may seek recommendations from our directors, officers or stockholders or it may choose to engage a search firm. In evaluating and determining whether to ultimately recommend a person as a candidate for election as a director, the Corporate Governance Committee considers the qualifications set forth in our Guidelines, including judgment, business and management experience (including financial literacy), leadership, strategic planning, reputation for honesty and integrity, diversity and independence from management. It also takes into account specific characteristics and expertise that it believes will enhance the diversity of knowledge, expertise, background and personal characteristics of the Board. The Corporate Governance Committee may engage a third party to conduct or assist with the evaluation. Ultimately, the Corporate Governance Committee seeks to recommend to the Board those nominees whose specific qualities, experience and expertise will augment the current Board's composition and whose past experience evidences that they will (1) dedicate sufficient time, energy and attention to ensure the diligent performance of Board duties, (2) comply with all duties of care, loyalty and confidentiality applicable to them as directors of publicly traded corporations, and (3) adhere to our Code of Business Conduct.
The Corporate Governance Committee considers stockholder recommendations of qualified nominees when such recommendations are submitted in accordance with the procedures described in the Bylaws. To have a nominee considered by the Corporate Governance Committee for election at the 2018 Annual Meeting of Stockholders, a stockholder must submit the recommendation in writing to the attention of our Secretary at our corporate headquarters no later than January 19, 2018 and no sooner than December 20, 2017. Any such recommendation must include the information set forth on Exhibit A to this proxy statement (page A-1). Once we receive the recommendation, we will deliver to the stockholder nominee a questionnaire that requests additional information about his or her independence, qualifications and other matters that would assist the Corporate Governance Committee in evaluating the stockholder nominee, as well as certain information that must be disclosed about him or her in our proxy statement or other regulatory filings, if nominated. Stockholder nominees must complete and return the questionnaire within the timeframe provided to be considered for nomination by the Corporate Governance Committee.
The Corporate Governance Committee received no recommendation for a director nominee from any stockholder for the director election to be held at the Annual Meeting.
Compensation Committee
The Compensation Committee Charter, last amended in April 2016, sets forth the duties of the Compensation Committee. Among other things, the Compensation Committee:
- reviews, and, when appropriate, administers and makes recommendations to the Board regarding (A) compensation of our CEO (including employment agreements or severance arrangements, if applicable, and executive supplemental benefits or perquisites, if any), all senior officers that report directly to our CEO and our directors and (B) our incentive compensation plans and equity-based plans,
- prepares the Compensation Committee Report and oversees the preparation of our compensation disclosure and analysis required by the SEC to be included in our annual proxy statement and recommends their inclusion in the annual proxy statement to the Board,
- recommends the proposals on "say-on-pay" and the frequency of the "say-on-pay" vote that are required by SEC rules,
- reviews our incentive compensation arrangements generally to determine whether they encourage excessive risk-taking, and
- evaluates the performance of our CEO.
For further information about the responsibilities of the Compensation Committee, please see the Compensation Discussion and Analysis beginning on page 19.
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2017 – 40th Anniversary Benefit Dinner
More than 325 guests filled the grand ballroom at New York's InterContinental Barclay Hotel on May 11, 2017, in celebration of ISEF's 40 years of empowering gifted students from Israel's immigrant and underserved communities to get a higher education.
The event bestowed ISEF's Lifetime Achievement Award on Lily Safra, ISEF's Co-founder and Honorary International Chairwoman. Mrs. Safra, Chair of the Edmond J. Safra Philanthropic Foundation, was honored for her visionary leadership and profound dedication to ISEF's mission and students over four decades.
ISEF Chairman Carlos Benaim cited the tremendous impact of ISEF's work on its 11,000 alumni: "Looking back on 40 years, what stands out are the amazing individuals we've helped to fulfill their potential. Our graduates embody a shining vision of what Israel can be."
Technion President Prof. Peretz Lavie spoke about the tremendous contributions ISEF has made to leveling the playing field for students from less privileged backgrounds and enabling broader access to STEM degrees. Special recognition was given to PwC, one of ISEF's loyal corporate sponsors, and accepted by Puneet Arora.
Longtime ISEF supporter Norris Wolff led a spirited live auction of ISEF scholarships and projects, during which ISEF alumni. The auction featured three distinguished alumni — Prof. Yifat Bitton, the youngest person ever short-listed for a seat on Israel's High Court of Justice; Michael Vaknin, Chief Economist at JP Morgan and a member of ISEF's board; and former Israel Navy Seal and U. of Chicago MBA grad Omni Krigel. All three shared their moving personal stories about how ISEF transformed their lives.
Guests also enjoyed a lively performance by internationally known Israeli singer and actress Einat Sarouf, who had guests up and dancing in the aisles. Ms. Sarouf is currently starring in the smash Israeli film, "The Women's Balcony."
ISEF's 40th Anniversary Benefit Dinner was chaired by Vivian and Norman Belmonte, Eva and Joshua Benaim, Ide and David Dangoor and Smadar and Yosi Manor, and was emceed by Lauren Glassberg of ABC-Eyewitness News.
This truly memorable evening raised major new funds that will enable ISEF to support more than 400 bright young students in the coming year, and underwrite vital ISEF-sponsored education programs that reach more than 3,000 youngsters across Israel's most marginalized communities.
View additional photos from ISEF's 40th Anniversary Benefit Dinner
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Enter STALINO and OLYMPIO, from the house.
Only let him come into the country; I'll send the fellow back into the city to you with his porter's knot1, as black as a collier. STALINO
So it ought to be. OLYMPIO
I'll have that done and well taken care of. STALINO
I intended, if he had been at home, to send Chalinus to cater with you; that, even in his sadness, I might, in addition,inflict this misfortune upon our foe. CHALINUS
apart, retreating to the wall of the house . I'll betake me back again to the wall; I'll imitate the crab. Their conversation must be secretly picked up by me; for the one of them is tormenting me, the other wasting me with anguish. Why, this whip-rascal is marching along in his white garb2, a very receptacle for stripes. My own death I defer; I'm determined to send this fellow to Acheron before me. OLYMPIO
How obsequious have I been found to you! A thing that you especially desired, that same have I put in your power; this day the object that you love shall be with you, unknown to your wife. STALINO
Hush! So may the Deities kindly bless me, I can hardly withhold my lips from kissing you on account of this, my own delight! CHALINUS
apart . What? Kiss him? What's the meaning of this? What's this delight of yours? OLYMPIO
Do you love me at all now? STALINO
Aye, by my faith, myself even less than you. May I embrace you? OLYMPIO
You may. STALINO embraces him. STALINO
How, when I touch you, I do seem to myself to be tasting honey! CHALINUS
apart . I really do think he intends to choke the bailiff. OLYMPIO
pushing STALINO away . Away with you, you lover; get off, with your too close acquaintanceship! CHALINUS
apart . I' faith, I think that3 this very day they'll be making terms. Surely,this old fellow is an universal admirer. This is the reason, this is it why he made him his bailiff; some time ago, too, when I came in his way, he wanted to make me his chamberlain upon the like terms. OLYMPIO
How subservient have I proved to you to-day, how attentive to your pleasure! STALINO
How surely, so long as I live, will I prove more of a well-wisher to you than to my own self! How will I this day give full many a kiss to Casina! How will I, unknown to my wife, right pleasantly enjoy myself! CHALINUS
apart . Oho! Now, faith,at last I've got into the right track. It's himself that's dying for Casina. I've caught the fellows. STALINO
Even now, by my troth, am I longing to embrace her; even now to be kissing her. OLYMPIO
Do let her be brought out first from the house. Why the plague are you in such a hurry? STALINO
I'm in love. OLYMPIO
But I don't think that this can possibly be managed to-day. STALINO
It can, if, indeed, you think that you can possibly receive your freedom to-morrow. CHALINUS
apart . Why, really, I must make still better use here of my ears; now, in one thicket, I shall be cleverly catching two boars. STALINO
pointing to the house of ALCESIMUS . At the house of this friend and neighbour of mine there's a place provided; I have confided to him all my amorousness: he said that he would find me a room. OLYMPIO
What will his wife do? Where will she be? STALINO
I've cleverly contrived that: my wife will invite her here, to her own house, to the wedding; to be here with her, to help her, to sleep with her. I have requested it, and my wife has said that she will do so. She'll be sleeping here: I'll take care her husband is away from home. You shall take your wife home into the country; that country shall be this house, for a period, until I've had my marriage with Casina. Hence,before daylight, you shall afterwards take her home to-morrow.Isn't it very skilfully managed? OLYMPIO
Cleverly! CHALINUS
apart . Only do proceed; contrive away. By my troth, to your own mischance are you so clever. STALINO
Do you know what you must do now? OLYMPIO
Tell me. STALINO
giving him a purse . Take this purse. Be off and buy some provisions: make haste. But I want it nicely done: delicate eatables, just as she herself is a delicate bit. OLYMPIO
Very well. STALINO
Buy some cuttle-fish, mussels, calamaries, barley-fish4. CHALINUS
apart . Aye, wheaten fish, if you know what you're about. STALINO
Some sole-fish5. CHALINUS
apart . Prithee, why those rather than soles of wood, with which your head may be banged, you most vile old fellow? OLYMPIO
Should you like some tongue-fish6? STALINO
What need is there, since my wife's at home? She is our tongue-fish, for she's never silent. OLYMPIO
While I'm about it, I must make choice out of the supply of fish what to purchase. STALINO
You say what's good: be off. I don't care to spare for cost; provide abundantly. But it's requisite also that I should see this neighbour of mine, that he may attend to what I've requested. OLYMPIO
Am I to go now? STALINO
I wish you. Exit OLYMPIO. STALINO goes into the house of ALCESIMUS. CHALINUS
coming forward . By three freedoms I could not be induced this day to do other than provide a heavy retribution for them, and at once disclose all this matter to my mistress. I've caught and fully detected my enemies in their guilt. But if my mistress is ready now to do her duty, the cause is all our own: I'll cleverly be beforehand with the fellows. With omens in our favour the day proceeds: just conquered, we are the conquerors. I'll go indoors, that that which another cook has seasoned, I now, in my turn, may season after another fashion; and that for him for whom it was prepared, it may really not be prepared; and that that may be prepared for him, which before was not prepared7. Goes into the house.
1 With his porter's knot: From a passage of Festus, it is conjectured that the word "furca" here means an implement by means of which burdens were slung over the shoulder, for much the same purpose as the knot of the porters of the present day.
2 In his white garb: Lipsius thinks that Olympio has assumed the white dress on becoming the freed-man of Stalino. There is more reason, however, for believing that he has assumed it as his wedding-garment, according to the usual custom among the Romans, with whom the bridegroom, bride, and guests invited to the wedding, were drest in white. So in the Scripture, St. Matthew xxii., 11--12: "When the King came in to see the guests, he saw there was a man which had not on a wedding-garment,and he said unto him, 'Friend, how camest thou in hither, not having a wedding-garment?'"
3 I think that: This and the next six lines have been modified in the Translation, as they are replete with gross indecency.
4 Barley-fish: "Hordeias." This was the name of some fish now unknown; for want of a better name, and to express the pun contained in the original, it has been called "barley-fish" in the translation, as Chalinus puns on its resemblance to "hordeum," "barley."
5 Some sole-fish: "Soleas." Chalinus puns on this word, which means either "sole-fish" or "thin shoes." He thinks "sculponeæ" better suited. with which to bang the old fellow's head. These were wooden shoes worn by the rustic slaves, and resembled either the clogs of the north of England, with wooden soles and upper leathers, or the sabots of the Continent, which are made entirely of wood.
6 Some tongue-fish: "Lingulaca" was, according to Festus, a kind of fish, or a talkative woman. To give some idea of the play on the word, it has been rendered "tongue-fish." Warner says, in a Note to his Translation, that small flat-fish, or young soles, are called "tongues" in the west of England
7 Was not prepared: He means that, spite of his preparations, Olympio shall not have Casina, and that he himself will; in which, however, he is disappointed in the end, as she is given to Euthynicus.
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Washington > News > NATO Secretary General Jens Stoltenberg visits Luxembourg... >
NATO Secretary General Jens Stoltenberg visits Luxembourg ahead of the 2018 NATO Summit
Prime Minister Xavier Bettel, Deputy Prime Minister and Minister of Defense Etienne Schneider and Foreign Minister Jean Asselborn received the Secretary General of NATO, Jens Stoltenberg, for a working visit in Luxembourg on 25 June. They discussed the preparations of the NATO Summit, which will take place on 11-12 July in Brussels, as well as Luxembourg's contributions to NATO and EU-NATO cooperation.
Prime Minister Bettel declared that "the Transatlantic Alliance is based on common values. We reaffirm the necessity of unity, solidarity and the transatlantic relationship", and added "NATO has managed to maintain the peace in Europe for more than half a century, and we have to do everything to keep things that way". Deputy Prime Minister and Minister of Defense Etienne Schneider stated that "Luxembourg has taken concrete commitments for a reinforcement of European Defense within the European Union and within NATO. Luxembourg will honor its commitments and increase its defense effort in a useful and reliable way. We will create new defense structures in Luxembourg for useful military contributions and to respond to national needs for crisis management." Minister for Foreign and European Affairs Jean Asselborn underlined that Luxembourg attaches great importance to the strengthening of the cooperation and complementarity between NATO and the European Union : "the EU's efforts in the context of its global strategy contribute to better defense capabilities and will also benefit NATO".
Secretary General Stoltenberg also participated in the celebrations of the 60th anniversary of the NATO Support and Procurement Agency and of the 50th anniversary of its establishment in Luxembourg.


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Flowers Sweetheart Homecoming Dresses Mini LengthItem Code: 118534
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Years of tax evasion have now resulted in a three-year prison sentence, two of which are on probation, and a million dollar fine for 73-year old Arlette Ricci. Nina Ricci's granddaughter is considering appealing the decision.
Inheritance parked in Switzerland for 20 years
A Parisian judge says Arlette Ricci has been "extremely persistent for more than 20 years" in her attempt to keep 18.7 million euro of her father's allowance hidden on a Swiss bank account, safely out of view of the French treasury. Her attempts to use different fiscal schemes to organize her own insolvency also greatly displeased the court.
On top of the three-year sentence and the million dollar fine, the court has seized a Parisian mansion and an estate on Corsica, valued (according to the French media) at some 4 million euro. Margot Vignat, Arlette Ricci's 51-year old daughter, has also been sentenced for tax evasion and has been given a 8-month suspended sentence.
Will probably appeal
Arlette Ricci is the first famous person sentenced based on the infamous SwissLeaks file containing leaked information from the Swiss HSBC bank. The heir was not present at the hearing, but has denied all charges and has maintained her actions were all legal. She feels she is being used as a deterrent, which is why she and her lawyers are considering appealing the decision.
Arlette Ricci is the granddaughter of Maria Nielli, who launched the Nina Ricci fashion house in Paris, back in 1932. She stopped designing in the fifties and passed the reins to her son Robert, who launched the company's perfume branch in 1941 and was the man behind the mythical L'Air Du Temps perfume (1948). His daughter, Arlette, inherited his wealth when he died in 1988.


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We chose this cruise primarily for itinerary. Having done the Med a few times before, we were very interested in the transatlantic portion, and being able to relax after our hectic pace in Europe. As we love Rome, we chose to fly in a few ... Read More
We chose this cruise primarily for itinerary. Having done the Med a few times before, we were very interested in the transatlantic portion, and being able to relax after our hectic pace in Europe. As we love Rome, we chose to fly in a few days early and spend 3 nights there. Stayed at the Artemide which was local walking distance to everything and was fantastic. We then took the train to Venice, to spend one night there prior to boarding the Ruby. Unfotunately our train ride was more eventful than we liked. We traveled with another couple, and sometime during the 4 1/2 hr ride from Rome to Venice, our friends camera bag disappeared right from under his seat! The camera wasn't the big worry, he had three weeks worth of medication in that bag!! To make a long story short, a very wonderful pharmacist in Venice was able to replace the meds in 24hrs. Whew! After staying at the Locanda Vivaldi one night prior (fab hotel) , we boarded the lovely RubyPrincess late afternoon on the Wednesday. At that point, we stayed on board to wander and explore. We used the Princess Water Shuttle tickets provided to go back into Venice the next morning. We had a minisuite on Dolphin deck. Enjoyed having the extra room but can't seem to get used to the totally exposed balconys on this class of ship. Common/Public Rooms Lots of places to meet and mingle, nowhere seemed crowded except the ever popular International Cafe. Adiagos, Crooners, Wheelhouse, all great spots to linger with a drink. We enjoyed the outside area of Adiagos where you could sit and stare out to sea. Beautiful. The Princess Theater is a little small, and I guess that's why they repeat the Production Shows over 2 nights. The casino was nice, we didn't spend alot of time there. Dining We had second seating and had fabulous staff. Meals in the dining room were usually good to sometimes great. Unfortunately it was the only time we could say that. The Horizon Court was a huge disappointment. Very little selection in my opinion for lunch. Soggy sandwiches wrapped in saran wrap (I've never seen this before!)At least you could get a decent salad. We tried the dining room for lunch one day and again experienced the soggy wet bread. Specialty Dining Had a nice meal in the Crown Grill. And the Ultimate Balcony Dining was the best experience, would recommend to anyone. Sabatinis was a disappointment though. Entertainment Production shows were well done. I thought for 18 nights they could have squeezed an extra show in there - we had three. There was a pretty good comedian. MUTS had lots of good movies to choose from, but we only went once. They had the White Hot Deck party and Ruby Ball also. Ports The magic of Italy, what can I say. We loved Venice, and having spent time in Rome prior, we chose to go to Tivoli the day we docked in Civitavecchia. We enjoyed Tivoli very much. In Naples, we did a private tour to the Amalfi Coast and it was outstanding. Certainly a highlight of the trip. In Florence we walked around on our own in the pouring rain, the only bad weather day in the trip. We missed Marseilles due to high seas and winds, so had an extra sea day. Barcelona is beautiful and we enjoyed Gaudi's as well as strolling Las Ramblas. Lisbon - oh how disappointing to be there only a few hours, how I wished we had more time there. And Azores was a quaint beautiful stop before we headed out to sea. The transatlantic portion was 6 days, and that meant about 2 too many for us. We got a little restless by day 4. There were activities on board during the sea days and venues seemed to be busy most of the time. As the weather was beautiful for the crossing, with calm seas and sunny warm days, we were able to enjoy the outdoor areas, by the pool, mini golf, etc. We overall enjoyed out trip, but I don't think another transatlantic crossing is in our future!! Read Less
Sail Date October 2009