text:
MARIE HOLLEIN: Thank you, Donna. I'm very pleased to be here today. I'm actually one of the judges, too, and as Craig [Jeffery] said earlier, it gets better and better every year. It's been very impressive to see the booklet this year with all the different proposals and really the best practices. Before we get started, I'd like to make mention that Adam Matteo will be replacing Kathleen Winters from Honeywell today.
Donna [Miskin] mentioned FEI: We have about 15,000 members, and we'll be celebrating an 80th year anniversary next year. We have a research foundation as well, and I want to share with you something on ERM [from] one of our surveys that we've done among our members.
But today we're going to focus on enterprise risk management, and it really is a hot topic again. It's been interesting. I have been following it with my extensive treasury background since the early '90s, and it seems that every time there's a major event or downturn in the economy, like we've seen recently, we start looking at the risk of the organization. And it's been interesting, because companies have really struggled with trying to get their hands around what enterprise risk management really means. Back in the late '90s, when right near the tech bust it was interesting that the Economist magazine had actually done a Risk Manager of the Year award, and I know for two years in a row I was on that selection committee — we looked at about 600 companies and how they were managing risk and what the enterprise risk meant, and here we are again looking at it, so just some background on that.
We completed a study among a number of our members, our senior members, looking at enterprise risk and what it meant to those companies. And that included 40 companies, we did 25 interviews from companies that were from the Fortune 500. The typical ERM program is still in a comparatively early stage of development. And while some organizations have reached advanced levels of sophistication, they are really outnumbered by those for whom ERM still remains a work in progress. I've really seen a minority of companies that are on the leading edge, if you will, looking at ERM, and have truly put a good overall arching ERM program in place. So I think today we'll hear from our panelists on what they have done, and I would put them also on the leading edge.
The drivers that lie behind the establishment of an ERM program may be classified as the following: the proactive decision; a reaction to events, whether it's internal or external; and the requirements and expectations of regulators and other external bodies. I would also say that there's a widespread belief that the new SEC proxy disclosure enhancement rule, that would be the SEC rule 33-9089, is the biggest single driver of the current interest in ERM.
Now the overall ERM approaches adopted by companies may be classified according to the categories of risk that they mainly intend to be within the scope of ERM, the predominant approach that they adopt for the management of these risks, and in general, ERM programs tend to fall into one or the other of two types of programs. One takes a mainly strategic view of risk and manages it in a qualitative way, and the other would be programs that take on a more operational or a financial view and manage risks through quantitative control. Now it could be argued by some ERM managers that the two approaches may be differentiated according to whether the view of risk is fundamentally enterprise level or enterprise-wide, and then most organizations are really making an effort to take a more holistic approach, more integrated.
When we originally started looking at ERM, it was kind of sectional in who's the owner of it, and where does it start? Often times it does start within the internal audit, but they may not be the ultimate owner in a company. And to do this an organization needs to ask itself how strategic risk can be analyzed on a quantitative level, and how operational data could be interpreted in a qualitative way. When companies look at risk, given the credit crisis over the past few years as well as the liquidity crisis — I've kind of named the treasurer as the chief liquidity officer now because they've really been forced to look at risk in a different view, now the treasurer has a seat at the table — you haven't seen that traditionally, it's been kind of an automated role.
ERM managers have generally reacted positively to various efforts that have been made to develop frameworks for ERM, in particular, the COSO framework from 2004. However, demands appear to be growing for this framework to be updated. And I could tell you as a side note, FEI is one of the founding member organizations of COSO, and we are currently looking to update that framework. So stay tuned on that. The ISO 31,000 also has been well received, albeit largely only as a basic introduction to ERM.
When you look at operationalizing ERM, most ERM programs operationalize at around five activities and that's gathering and organization of risk intelligence; cross-function risk discussions; risk scoring and prioritization; risk response; and reporting. The graph here depicts a broad overview of the process. Most of the ERM programs we see begin with a top-down approach to gathering intelligence on the risk, with senior management taking the first cut at defining the risk universe. That's why we've seen — with companies I have worked with in the past and continue to see through our membership — how do you [determine] what are all the risks? How many companies really focused in the past on operational risks, as an example, or reputational risks? So [this is] looking at it from the overall broad organization.
Cross-functional risk forms are considered essential in most ERM programs because they bring together the insights and inputs from across the businesses and therefore play a critical role in ensuring truly enterprise-wide engagement. Essentially the four choices open to a company are to accept the risk, share it, mitigate or reduce it, or avoid it, but all can have pretty serious implications. And so a risk response may itself create another risk event elsewhere through risk correlation or the law of unintended consequence.
One of the things, too, is the risk-scoring tools. A lot of companies that have gotten into ERM are doing these heat maps, which involves a risk scoring and prioritization setting and that's what that is. Most of these programs use the heat maps for this risk analysis with the axis defined according to the likelihood and severity of the risk, and some organizations also take into consideration the effectiveness with which the risk is addressed. However, some ERM managers consider heat mapping to be insufficiently robust and have developed sophisticated alternatives by which the monetary value is attached to every risk. Whichever model is used, compromises often need to be struck since it's often not possible to compare apples with apples.
There were eight submissions for ERM, and it was a pleasure, as I mentioned, to be on as a judge and to read all the papers and see such alignment among the broad trends that we've seen in our own FEI studies. It was obviously very tough to narrow the field, but I'm pleased to introduce the panelists and award winners for this category.
First the Bronze Award winner, Honeywell International, and accepting for Honeywell will be Adam Matteo; Adam is actually an FEI member as well. I have Kathleen's [information] here, but let me give you a little bit on Adam. Adam is the assistant corporate controller at Honeywell. He's responsible for SEC and management reporting, SOX and technical accounting, and he's been at Honeywell for four years. Prior to that, he worked 10 years at the national office of Deloitte in M&A and audit. I would like to welcome Adam to say a few words, if you will.
ADAM MATTEO: Thank you, Marie. Thank you very much. It's my pleasure to be here today. I want to share a little bit about Honeywell's ERM process and how we view ERM and risk. As you've probably realized by now, I'm not Kathleen Winters. I do work with Kathleen in the areas that Marie mentioned, as well as many of our ERM processes and, as you all know, many of us struggle with how to define ERM, how to define risk. And so what I shared here is a couple of what we at Honeywell view as our key objectives from ERM.
I think it's very important to have those objectives defined up front to help drive and guide your process. One of the things that's different, I believe, about our process [is that] we really have what we refer to as an embedded process, so we don't have a separate risk committee of the board or chief risk officer or director of ERM. Our processes are really a part of our annual operating plan, our five-year strategic plan, our functional plans and processes, our operating goals and targets and metrics, etc. And so what that leaves you with is you still need a way to understand how well you're addressing risk. Are you doing the right things? Are you looking at the right areas? So we do have an annual process where as I've described, we reach into these various other mature processes and pull out the results and information we're looking for. And so we go through that with our SBGs, our segments, as well as our corporate finance folks.
And then the other area we obviously look to follow is some of the recent developments around ERM — for example, the proxy rules that are coming into place.
The earlier slides hit one of our key items right on the head in terms of heat mapping: The risk factors listed here to the right are our 10-k risk factors. We do go through a fairly robust process of surveying and scoring these factors — monetary impact as well as likelihood of occurrence. We'll take these risks and we'll filter them through some art and science — so the takeaway for us here is we use this as a tool to filter our risks through to try to draw out the significant items, but it's not a black-and-white process that we go through and say, 'We're just going to look at these factors.'
This next page gives a hypothetical example. One of the other areas we really look at is liquidity, obviously of great importance to us, and what is the potential drag that we have as a result of risk factors? Obviously [we are] looking not just at the risks but at mitigation strategies, and really the illustration here is intended to drive toward looking at a five-year window that coincides with our strategic plan, and really with a goal of taking the potential liquidity drain from risk factors and minimizing and converging that over our five-year strategic plan period.
The question is that nice idea, does it really work? And so one of the examples I would share with you is if you look at Honeywell's results in prior recession vs. the most recent, we really had a much steeper and more precipitous decline in our revenue, down 15% in one year. However, if I look at our net income, [during] the prior recession we lost money two years in a row [and,] while [it's] certainly nothing [we] can necessarily pat ourselves on the back [for,] being down 23% year over year clearly [indicates] a lot better mitigation this time around. And then if you look over to our free cash flow, [we] really manage to preserve and even improve upon both our gross cash flow and our conversion rate. So I like to think that that's in no small part attributable to some of the ERM and risk mitigation factors that are embedded in our process. Thank you.
HOLLEIN: Thank you, Adam. That was very impressive.
Next is our Silver Award winner, and that is RTI International. Jennifer MacKethan, senior manager of ERM, is here to represent RTI. Jennifer has more than 16 years of risk and credit management experience. She implemented a successful COSO-based enterprise risk management system across RTI which includes ongoing comprehensive organization-wide risk management — risk assessment and gap analysis, mitigation-based action planning and development of multilevel risk dashboards. In addition to ERM, Jennifer has recently been given the responsibility of implementing RTI's corporate sustainability program, which is also becoming another very hot topic. Prior to focusing her career path on ERM, she worked extensively in the banking industry with a focus on commercial loan risk analysis and credit underwriting. Let's please welcome Jennifer. Thank you.
JENNIFER MACKETHAN: Good morning. I want to thank everybody for being here. I want to thank Treasury & Risk for having us up here. This is our third year in a row on this stage, so we are very pleased to be here. We are here for the hat trick, so to speak. I would like to acknowledge my chief risk officer, Ward Sax, who was not able to stay; he needed to fly back this morning. But he is one [of] the Treasury & Risk Top 100 Most Influential People in Finance from 2009, and I'm actually kind of glad he left because then we don't have to argue [about] who gets to keep the trophy, so that worked out nicely.
A little bit about RTI. We are a multinational research organization, not-for-profit. We are 51 years old. We have a history in scientific research, technology development and international development. We have five different business units that operate within international development; social and statistical sciences; health solutions, which is our clinical trials data management; discovery and analytic sciences; and energy technology. We are a government contractor primarily, with about 82% of our revenue coming from the U.S. government. And we're up last year from 3,800 professionals in 40 countries to 4,000 in 48.
Now one of the things we found out about enterprise risk management is it's an evolving risk management process. And we realized — especially over the last few years with incidents like [the] Virginia Tech [shootings] and the BP [oil spill] and Haiti's earthquakes and the volcano [in Iceland] that I will not attempt to pronounce that happened earlier this year — that there can be a great number of things that happen that you can't see coming that are actually outside of your scope. So one of the things that we attempted to do over the last year was to try and take a better look at some of those higher-level risks.
We are charged by our audit committee to take our ERM program to the next level, to develop state-of-the-art practices that focus on our emerging strategic risks, catastrophic impact with low probability risks, and some of the known unknowns — again, things that are known to people within the organization but may not be known to everybody or even the people that really should be aware. One of the things that we added as a sort of third dimension to this standard heat map and risk graph is the concept of risk velocity. Not only have we looked at our risks in terms of what their probability was — and severity — but we looked at the velocity, and that was the speed with which the adverse impact would be felt in such an event.
Now this is a very small spreadsheet and I won't challenge you to try to read it too much. We polled our executive and senior leadership teams. The three boxes along the top are the probability, velocity and impact, with our definitions of how we rank them, and then the organization name. Then in the middle call box to your left, we asked them to put in their own words what their top five risks to their business unit would be. We then took those and assigned a key risk indicator to capture that. So for that one, I believe it's the freezing of government funding might impact our ongoing opportunities. That was translated into a key risk indicator of the U.S. government market. This allowed us to apply a common lexicon across all of the risks and allowed us to aggregate them into one single viewpoint. We then took and graphed them based on the number of leaders that provided them and then as well as the probability, the impact and the velocity. Now this is the organizational view, and it's a picture of what our total key risk picture is from the top down.
Then for each business unit we took and looked at their top five and sort of compartmentalized for each individual business unit what their specific risks were. Now this is listed as operational; however, this is what became the foundation for the executive vice president's strategic risk planning sessions. These are the areas that they were asked to focus on for their strategic risk planning.
Next we took a look at this from the catastrophic level and, again, [we have a] similar graph. But one of the things we decided [was] to take a look at our catastrophic risk potential, because as we kept seeing these things pop up in the news, one of the things that we were not impressed with was the notion, 'We never thought this could happen.' As an organization, we decided that [this] was not a valid response and that we needed to be prepared whenever possible.
So if you look at some of these, they're fairly standard, they're ones that any organization could face: environmental pollution, natural disaster, pandemic or a security incident that involved serious injury. Then, again at the leadership level, we assess the top five for the organization. Beyond this, we then formulated working groups to assess what we had in place to deal with each one of these risks in the event, however unlikely it may be, that they occurred, and what we should have in place and where our gaps were.
Our next step will be to go do tabletop scenarios in which executives will essentially in their own head create a worst-case scenario and hand it over on a specified day. Then we will take and operationalize and do a tabletop scenario to see how we would respond if such an event were to occur.
Now for those of you who might have been here last year, I'm sure you'll remember this was our dashboard that we were up here for. This is what it looked like. However, because again we believe that enterprise risk management is an evolution, we went through and did a redevelopment to make it a little more user-friendly. This was also based on feedback from our business unit leaders as well as our audit and board. We redeveloped it to make it a little easier to read, although probably not so much on this slide, but it's a little easier to read. We integrated the top five business unit risks graph that we had developed into a part of the dashboard, and we also added a leadership commentary box, because one feedback that we received was that we were reporting on risk but we needed to allow the leadership to report on their view of the risk as well, to respond to whatever was assigned.
So our result was pretty much what we believe to be a holistic look at the risk of our organization. We built on our existing award-winning tools, and we created a multi-tiered approach to cover our risk from the lowest of our operational to strategic, catastrophic, local and global impact events. We integrated risk assessment into our strategic planning at the executive level and created working groups to assess risks and develop our organization's risk management response plans.
Once again, I want to thank everybody for allowing us to be here. We greatly appreciate the award.
HOLLEIN: Thank you, Jennifer. That was great.
And now the Gold award winner is Paychex Inc., and Erika McBride, risk review manager from Paychex, is here to accept the award today. Erika is aligned within the enterprise risk management team and oversees a team of data-mining experts while also facilitating cross-functional objective teams of peers to assess risk throughout the company. Erika joined Paychex in 1997 as an accountant and worked her way through the ranks in various leadership capacities in financial and risk management roles. Prior to [working for] Paychex, Erika was a staff auditor with a regional public accounting firm as well as a member of a regional HMO finance team. Please welcome Erika.
ERIKA MCBRIDE: Thank you so much for having Paychex here once again. I believe it's our fourth appearance on the ERM panel, and we have certainly shared it with RTI and Honeywell in the past, so we are very honored to be here today to talk about the peer-review program at Paychex. If it's something that you're going to be interested in applying in your own organization, I'm hopeful that today's presentation will give you the information that you need, but, as we move forward, if you have any questions about how you could implement similar programs in your organizations, please feel free to reach out to me.
Marie started us off very well. Whether it's COSO or ISO, whatever ERM framework you are using, one idea is fundamental — that risks must be strategically managed and understood across the enterprise — which has been echoed by SEC pronouncements giving boards the responsibility for risk oversight. But whatever industry we are all in, be it financial or manufacturing or service like Paychex, organizational alignment can get in the way of that enterprise-wide viewpoint. If you're aligned by product lines, profit centers, cost centers, or what have you, that enterprise-wide view is difficult to achieve, and Paychex has been no exception.
A little about the company. We were founded in 1971, and we are a leading national provider of payroll and human resource outsourcing solutions for small to medium-size businesses. We went public in 1983, trading on NASDAQ with a record of steady growth. Market cap is around $9.8 billion, service revenues last year were over $2 billion. We have about 500,000 clients across the country served by 100 branches. We've been recognized on the national stage for excellence in ethics, training, being a great place to work, as well as for our accomplishments in risk management.
Paychex has the organizations that you would probably expect from a payroll service company. We have IT, field operations, human resources, sales and finance. We have a variety of organizations all aligned under different leadership, and as enterprise risk management began to evolve, we certainly brought in to the ERM organization credit and collections risk areas, compliance risk, as well as operating risk.
But if you think about it, Paychex is in the business of moving money, right? We move half a trillion dollars every single year, and it's in activities as sensitive as people's paychecks and their 401(k), so reputational risk is very profound in the entire organization, and we as ERM need to get our arms around that. Hence the Paychex peer-process program, P4, was born, and it's borrowed from the medical and the accounting industries' using cross-functional peers to go to different areas of the business to review them for risk and opportunities of all kinds. We stress that it's never an audit, we're never trying to get anybody in trouble, by any means. We're really here to advocate for the needs of the business by partnering with the business unit at hand.
Here's how it works. We choose a topic that we want to review, either by reviewing emerging risks across the landscape or possibly senior management might ask us to conduct a review, or in some cases managers of an area will come to us and say, 'Hey, I really need your help getting an understanding of the risks in my organization.'
So we choose the topic, then we start getting the review team together, and ideally it's a combination of analysts, supervisors and managers from basically every organization throughout the company. And we would like people on the team that might know something about the topic but are not married to it, because we want them to be independent and objective for sure.
So the very first day of the P4 field work, the sponsor of the review will conduct a dog-and-pony show — they'll tell us everything they can about the topic at hand, their process flows, business plan and what risks they see.
The guest reviewer team then brainstorms a list of what it is that we think we need to explore over the course of the five days that we're together — what risk points do we want to understand further. We divvy the list up amongst the team members and they spend the next couple of days looking at data, talking to people, going through scenarios, doing whatever they need to do to get an understanding of the topic they're assigned. They identify the risk, determine the impact upon Paychex, either potential or realized impacts, and then we as a team develop a specific actionable recommendation to mitigate that final risk point.
We have a closing meeting with the sponsors, the guest reviewers go back to their normal lives, and then the P4 analysts and I take all their findings and combine them, consolidate, edit into a report, very simple gold-book report that goes to senior management as well as the sponsor of the review, who then takes the flag and carries it forward with implementing the recommendations. So this gold book represents an advocacy tool for our clients, our employees and our company.
To implement the program in 2005, we had to build up some goodwill. So the first couple of reviews were really close to the areas that we were comfortable in. But over the next 45 reviews that we've conducted we've greatly expanded our footprint and we have greater sponsorship by organizations throughout the company. And some of the most profound topics may represent the enterprise-wide risk, such as vendor management, caller ID protocol and fraud.
So not only are we spreading the risk message by conducting the reviews, we've also had over 300 people participate on these P4 teams, and they overwhelmingly recount the greater understanding of risk principles that they are now able to apply to their day-to-day operations. We've had 20-year Paychex people say this is the best week they had ever spent at Paychex from a developmental perspective.
So that's all great feel-good stuff, but what about the results? What's to keep the managers of the area from just throwing our gold book in the drawer and saying, 'Thanks, have a nice day'? Well, we've issued over 1,200 recommendations to this point, and every quarter we get together with senior leadership and the sponsors of the reviews and we'll go through their recommendations saying, 'What's the current status of that?' Through those updates we found that almost 70% of the items that we suggest are completed or are in progress at any point in time. Only about 15% are not pursued, which is a very encouraging statistic when you consider that there's no senior management band aid of any kind to take these recommendations and implement them. We've got teams of people who are not experts in the area, they're not risk experts, we only have them for five days, so the fact that 70% of the items we suggest are actually implemented is very encouraging to us. And these are recommendations that mitigate compliance risk, reputational risk, any type of risk in the portfolio.
But the opposite side of risk, as you all know, is reward. So we're always looking for reward opportunities as well. Since 2005, through a variety of revenue-generating recommendations P4 has issued, we've added over $8 million to the top line and, just like that, enterprise risk management can go from becoming a cost center to a value or a profit center.
So overcoming silos, providing insight across the enterprise and delivering results — that's the power of peer review. Thank you so much.
HOLLEIN: Thank you, Erika. Adding $8 million to the bottom line is very impressive.
I'd like to see if there are any questions from the audience, but let me start with a question to the group first. How long have you been doing ERM because it is an evolving process? Where did it initially start — and I think you mentioned internal audit? And who is the ultimate owner of it now? So if could ask each of the panelists to respond.
MATTEO: Sure. Honeywell's been doing ERM in terms of separate reporting to the audit committee and the board for about seven years now. It originated when, things like rating agencies began using ERM, and the audit committee really drove their initial recommendation to first put it in place and continue to improve upon it. The ultimate ownership, as I said, is really embedded in our ongoing processes, but in terms of the oversight in the reporting, it's really shared between the finance and the legal functions.
HOLLEIN: Great. Thank you.
MCBRIDE: At Paychex I would say ERM really began when our director of ERM, Frank Fiorille, joined the organization in 2004. He came from a banking background, so he was very well versed in the ERM discipline, and it continues to evolve. At this point we are a stand-alone organization reporting directly to the CEO.
JENNIFER MACKETHAN: RTI has had an ERM function for five years now; it was added it at the behest of the audit committee and the board. And while we have myself and Ward Sax, the chief risk officer, and we are the party of two that make up our ERM function, we believe that risk management responsibility and actual ownership is aligned responsibility, so we act as an advisory committee, an advisory team. But ultimately the leaders of the business units and ultimately our CEO are the ones that are the holders of the risk.
HOLLEIN: Great. That gives you an example of how a few companies have done it. I've seen one other company that I'm familiar with, a large insurance firm, where they've actually taken one senior person from each of the major functions or departmental functions and formed an overall risk department. They actually recently had a disaster, a simulated disaster, which was pretty interesting, and told so many people to stay home and they had to respond, so that's on the leading edge.
Let me open it to questions from the audience. If you have any questions for our panelists, we'd like to hear them.
Q: Erika, can I ask, first of all, how you came to adopt the idea for the peer process? And then I'm also wondering whether you find employees of any particular department to be more adept at participating in this process or more kind of intuitively able to identify risks?
MCBRIDE: So your first question, I believe, is where did this idea come from, right? Well, I believe that Frank managed this program when he was at the bank prior to coming to Paychex. They had a similar program, a bit different in terms of greater accountability and more of a compliance feel to it, whereas [at] Paychex it's truly a partnership between ERM and the business unit.
And the second part was do we find certain team members more adept at identifying risks? Certainly we've had a lot of participation from ERM personnel exclusively, so that would mean they are at least versed in risk nomenclature, etc. But if we look throughout the entire enterprise, I would say we're just looking for fast learners, out-of-the-box thinkers that can grasp these topics really quickly. So those are the kinds of folks that we really request to have on the teams.
HOLLEIN: Any other questions? Yes?
Q: My question is also for Erika. You had mentioned, I think, $8 million worth of results for your ERM initiative: How do you go about quantifying that number?
ERIKA MCBRIDE: That $8 million is actually a very easily quantifiable figure, because it's revenue-generating activities that we've identified in possibilities there: So just how many clients are we billing now? Or how much has our investment income improved in that scenario, so it's top line? I would agree that quantifying the bottom-line impact of risk mitigation measures is much more difficult, and I would certainly be interested in talking to Jennifer about the third dimension that she's added to her heat map.
HOLLEIN: I'd like to ask Jennifer and Adam, what are your quantifiable or qualitative benefits that you both have seen from your end? We've heard from Erika.
MATTEO: I'd say, in terms of hard items like you mentioned, we struggle a little bit with that. One of our biggest challenges is having an embedded process. We don't have some of the really fantastic tools and reports to continuously update and provide feedback to management. But I'd say the benefits that I've seen come more on the qualitative side, as we get into a number of our information gathering and processes and speaking with folks that have shared feedback in terms of looking at things differently because of the process, having that ah-ha moment from time to time. But I will say that [with] some of the risk management that's embedded, for example, in our annual operating plan I see businesses very adeptly and quickly and with minimal financial impact react to unforeseen circumstances — and largely, because of good risk management. We had volcanic ash and earthquakes in Mexico and floods in New England all in the same week this year, and seeing businesses react very well to that, there are certainly some hard-dollar abilities there.
MACKETHAN: At RTI we do have some areas that are quantified; a lot of the financial areas do have certain metrics that are measured. But we believe with the ERM, a lot of the areas you just really can't put a number around. For example, one of our key areas is international security because we are in 48 different countries, post-conflict countries such as Iraq and Afghanistan: You can't really put a number around that. If you were to try and tie it to events, well, that's event measurement, it's not risk measurement. Our risk measurement that we look at is what we basically refer to as your defensible gut. We have our director of international security; he has on-the-ground intelligence with individuals within various countries and so he provides his ranking on the area based on his information and based on his intelligence, and we always have them prepared to be able to explain where that ranking came from. But we do a very simple red, yellow, green — low risk being it's manageable and where we're comfortable with it; yellow means it's moderate and we're trying to keep an eye on it; and red means we should be doing something about it. It's really that simple. We looked at a lot of ways of trying to put numbers around things, but we actually found that there are just things you can't put a number around. But it didn't mean that those areas didn't have a significant amount of risk.
HOLLEIN: Okay. Are there any other questions before we close this session?
I'd like to again congratulate our panelists and thank them for participating, and I'd like to thank Treasury & Risk again for the opportunity and doing this award, and congratulate all the other winners as well. Thank you.


text:
Thanks to all who participated in June's Wrapped Up In Books discussion on Philip K. Dick's A Scanner Darkly, the first of two readers' picks for this summer. As a reminder, we'll be continuing with the readers'-choice theme by delving into David Mitchell's Cloud Atlas, starting on Monday, July 26. You picked it, so we hope you'll join us in reading it.
On Monday, August 30, we get back to staff picks via Keith Phipps' latest choice. He's selected Martin Dressler: The Tale Of An American Dreamer by Stephen Millhauser. Here's what he has to say about it: "It's a tale of American success at the end of the 19th century. It also features an unusual hotel. And that's all I really should say about it right now, except to note that it will probably remind you of a collaboration between Horatio Alger and Jorge Luis Borges, and I think you'll enjoy it." (Man, what a tease. Now we have to read the book to find out what he won't tell us.)

subset: commoncrawl


text:
A Christian apologetics ministry dedicated to demonstrating the historical reliability of the Bible through archaeological and biblical research.
The dispute over these two fossils shows that the search for human origins is not a purely scientific endeavor, but is fraught with personal animosity and the desire to be the first paleontologist to prove that humans evolved from lower animals.
Research RSS Feed
© 2013 Associates for Biblical Research. All rights reserved. Terms of Use | Privacy Policy
web design by Develisys


text:
NeilAsher needed a new print or packaging design and created a contest on 99designs.
A winner was selected from 8 designs submitted by 3 freelance designers.
Neil Asher
we are online marketing company
primarily male audience, 40 +
people who are looking to make money from home
We need a creative solution for the DVD cover and matching special report cover. You can see all details about the promo on the link
We will need to get: Case for DVD design, DVD itself design, and cover page for the promo design
This is to convey money making online ideal, and to feature attached logo
thank you


text:
Map with directions to the trip Aberdeen, EC-Gqebera, EC. With distance, travel times, costs and traffic situation.
The distance of the road from Aberdeen, EC to Gqebera, EC is approximately kilometers, equal to miles, the approximate duration of the trip is about . To calculate the fuel costs required for the trip, use the appropriate form travel cost calculation.
The distance measured as the crow flies between Aberdeen, EC and Gqebera, EC is approximately 212 km equal to 132 mi
In za/where-is/Aberdeen,eastern_cape you will find more information about Aberdeen, EC, distances from neighboring towns and major cities (in kilometres and miles).
In za/where-is/Gqebera,eastern_cape you will find more information about Gqebera, EC, distances from neighboring towns and major cities (in kilometres and miles).
In addition it is possible through specific links to Google Maps to display the location of: attractions, museums, restaurants, supermarkets, post offices, banks, ATM, train stations, airports, petrol stations, car mechanics and electrics, Rental cars, hospitals, pharmacies, doctors, dentists, veterinarians, schools, bookstores, churches, cemeteries nearby both Gqebera, EC and Aberdeen, EC
The route departing from Aberdeen, EC with arrival in Gqebera, EC was calculated using the features of Google Maps. You can also follow the road directions of the Aberdeen, EC - Gqebera, EC step by step or view the route in reverse (directions Gqebera, EC - Aberdeen, EC).
Calculate the route for to Gqebera, EC starting from a different location. You can enter both a generic location and an exact address.


text:
|Bel Air, Md.
|High School:
2011: Starts her second season at York ... will strive to build off a successful rookie campaign ... battled injury during the preseason ... will look for a return to form once fully healthy.
2010: Started in goal in each of York's 16 contests in just her freshman season ... totaled 702 minutes of play in the cage ... recorded a total of 98 saves for the year.
Personal: Is an accounting major … is the daughter of Brian and Tracey Evans … born on February 1, 1991 … played for North East Maryland Select (NEMS) on the club level … was an honorable mention selection in 2008 while in high school … names her parents are the people she most admires … hobbies include reading book and novels and playing Catch Phrase … favorite athlete is Ray Lewis … chose York because it is "close to home and it's a school that felt like home – connected with the team on a visit (and) fell in love!" … her most significant athletic achievement is "being in the starting lineup my freshman year of college lacrosse" … lists her most memorable athletic moment while at York as the St. Mary's (Md.) game during the 2010 season in which went into double overtime because it was "such a good, intense game" … after graduation she plans on starting a successful career and building her life while also possibly continuing to coach lacrosse for the club team for which she played.


text:
Welcome to the Driftwood Inn
We're right on the Gulf of Mexico in the sleepy little panhandle town of Mexico Beach, Florida.
The Inn is a restful relief from the crowded resorts, more of a place for getting recharged than supercharged. Grab a book, your favorite beverage and a seat in the swing under the gazebo. Relax and make yourself at home, you deserve it.
Home l Pricing l Attractions l Amenities l Contact
Site Managed by Firefly Creative, Inc. l © Copyright 2009


text:
Related Items
Trending Stories
U.S. Defender Spector Vying for Premier League Return at Birmingham City
U.S. defender Jonathan Spector is putting together his busiest season to date since playing in England. Before Spector joined Birmingham City, it was relegated to The Championship following the 2010-11 Premier League campaign. But Spector and the Blues are very much in the hunt to return to the top flight for 2012-13.
U.S. Men's National Team defender Jonathan Spector is currently playing the most important role of his professional tenure in England. After several seasons of off-and-on playing time within the Premier League, Spector is a key component for a Birmingham City team that is enjoying a rousing run that has the team in prime position to return to England's top flight.
Before Spector arrived to the Blues in August of last year, Birmingham had been relegated to The Championship. The team has been on a roll over the past two months, not losing a match since its 1-0 road loss on Dec. 19, 2011, to Crystal Palace. During the unbeaten stretch, the Blues have been 6-3-0 in league play and 8-4-0 overall to move into third place.
"We've been on a great run as of late," Spector said. "We knew it was going to take a while to work our way up the table because we had a few games in hand because of the Europa League. We knew that we weren't going to be in the hunt initially. Now we're up to third, and I think we're two points off automatic promotion, and six points off first place, which is a great spot to be in. But we also know there are teams behind us who are fighting to work their way up the table, as well."
The 26-year-old Arlington Heights, Ill., native is seeing more playing time with Birmingham than he has during any other previous season at West Ham United or Manchester United. Spector has played in 25 league matches and 37 in all, earning the starting nod in every match. Before Saturday's contest against Barnsley, the Blues still have 17 league games on the docket through April.
While Spector cannot predict where he could potentially fit in within the U.S. Men's National Team under head coach Jurgen Klinsmann down the road, the consistent playing time bodes well for him.
"It's just been beneficial for me individually in a sense that I'm playing week in and week out and having this run of games," Spector said. "You're bound to improve and sharpen up on certain things, which I've been able to do. In past seasons, whether it's through injuries or just being in and out of the team, it certainly makes it more difficult. Fitness isn't an issue for me with the number of games we've played. Within the team I've started more games than anyone else, and I feel great."
Spector has enjoyed this sense of regular stability and his heightened role at Birmingham. Spector had some stretches over the previous five seasons at West Ham when he was a frequent contributor, but there were times within the Premier League when he had hoped to contribute much more.
"I've been in the Premier League for so many years but was not always playing consistently," Spector said. "Injuries were a big part of that for a couple seasons when I was at West Ham and I had two surgeries that kept me out for lengthy periods of time unfortunately. With all the changes in management and things like that, there wasn't a lot of stability. So I just felt it was time for me to move somewhere where I would play consistently. I'm certainly getting that this year."
Spector is not used to being on this side of the promotion/relegation dynamic, but as long as Birmingham continues its torrid pace, his Championship tenure could be a brief one.
"It's exciting being where we're at," Spector said. "We're right on the coattails of promotion and first place in the league, and we'd love to be right up there at the end of the season. If we can win the automatic promotion, that would be great. At the very least, we expect a playoff spot.
"After playing in the Premier League for a number of years, the goal has always been to get back to that."
Spector is well known for his versatility on the pitch. He started the season in the midfield, but as of late Spector has dropped to Birmingham's back line, which has allowed only six goals in 15 regular-season home matches.
"I started off playing the season at center midfield, which I was really enjoying," Spector said. "But Stephen Carr got injured for a lengthy period of time, so obviously I knew I'd be playing as a fullback. I have enjoyed playing there as of late. It's a bit of a change from what my role was at the beginning of the season, but I have enjoyed playing as a fullback. It's on the right side, as opposed to left back, where I played for an entire season a couple years ago with West Ham."
There have been moments during Spector's professional time in England where he has been more of a fallback option. But with Birmingham manager Chris Hughton's side, Spector has been a go-to factor in the starting roster because of the adaptability he brings to the table.
"It's not as if I'm changing [positions] week in and week out," Spector said. "But I also think after playing in a position for a few games you grow into it and you get more accustomed to it initially. Your mindset has to change in terms of what your role is within the team. I just think I'm naturally suited for both roles, whether in the midfield or as a defender."
Spector said that Blues supporters are certainly latching onto the promotion sentiment now that Birmingham is six points behind first-place West Ham and only two points behind second-place Southampton.
"At the start of the season, the fans didn't have the same expectations as the players in the sense that the players all felt that we could achieve promotion in this first season," Spector said. "The fans were slightly more cynical, and probably rightfully so with the number of changes at the club. But I think now the fans feel, after seeing our performance and the run we've been on, I think they feel that's certainly something we can achieve as a club."


text:
Many gardeners are breathing a sigh of relief having gotten the season's tomatoes and other warm season crops into the ground. Bob and Susan Walsh have been eating home-grown tomatoes for a couple months now and are now wrapping up this crop in preparation for planting another.
Their secret: Self-watering planters they built for the sunroom-greenhouse of their Boulder home. The planters, which they call Farm Tubs, contain a watering system that lets them water only once every two to three weeks and are covered with decorative woods -- an important consideration since the sunroom in their historic home is visible from outside.
"We wanted something to look nice," says Susan of the tubs wrapped in oak. "People would stop and take pictures once we got them going."
That response and questions about how to get similar tubs made the couple decide to start a business selling the tubs. They launched at the Colorado Home and Garden Show in February.
As the weather got warmer, business picked up. They started out with Bob building the planters, but demand has increased to the point where they have now hired someone to build them. The tubs are made of galvanized metal and can be ordered plain or with several different woods on the outside. Hardwoods such as maple, oak and walnut are designed more for inside planters, while cedar is best for outdoor uses. The tubs can also be painted.
All tubs contain the watering system, which consists of a reservoir with flat pressed-wool wicks, which take up the water and allow it to be slowly absorbed into the soil. As a gardener adds soil, he pulls the wicks up through. The wicks need to be replaced about every three years.
The tubs come in various sizes. The smallest tub is 2 feet by 4 feet and 1 foot deep: Without wood decoration, it sells for about $250. The largest tub is 8 feet by 3 feet and 2 feet deep. The prices ranges from about $380 for the plain one up to $800, depending on the type of wood chosen for decoration. The most popular is a 4-foot square, 2-foot deep tub, which sells for $540 in cedar. After ordering the custom-tubs, delivery takes about two weeks.
"You can kind of do anything in it," Susan says.
The couple's tomatoes required lights beyond in addition to the natural light in the sunroom, as well as the 2-foot depth. The tubs have benefits beyond their compact size, the Walshes say. Because watering is wicked up from the bottom of the pot, soil does not become compacted. In addition, when the planters are outdoors, the reservoir helps to mitigate the effects of Colorado's wild temperature swings.
Melissa Winchester, who is opening a store focusing on urban farming in July, will be carrying the tubs.
"I like that they're attractive and practical. A lot of the time people shy away from things that are not an attractive or aesthetically pleasing way to do something," says Winchester, whose store, The Savvy Hen, will be located on east Pearl Street. "They work well, both inside and out."
The fact that the tubs' watering system means that they do not need to drain makes them appropriate for people living in smaller spaces. Bob says he has gotten some interest from chefs who would like to grow herbs and greens year-round for their restaurants.
Susan says the tubs appeal to everyone from long-time gardeners who are downsizing to newbie growers who live in apartments.
"The one thing people have been excited about is that they can keep gardening if they have moved into a condo," Susan says. "They are looking for ways to keep their gardening habit going and grow their own food."


text:
Here are the Top 10 factors affecting the tightening world wheat market, according to a report from U.S. Wheat Associates:
1. Canadian planting down 17 percent, the smallest crop since 1970, exports off 22 percent, hot/dry weather has affected yields.
2. World ending stocks drop to 30-year low; export origin holdings down 40 percent.
3. Australia stocks low, 2008 crop looking good.
4. Argentine wheat crop is fully committed, government may restrict exports.
5. Heavy rains deteriorate Western European crop quality, EU export taxes discussed.
6. Drought hits Eastern Europe and Ukraine crops, weather damage in Russia, low stocks, export restrictions imposed.
7. North African drought, Morocco crop down 76 percent, imports double to 3 million metric tons.
8. Ocean freight transportation rates at record highs.
9. U.S. winter wheat crop missed production expectations.
10. Corn/wheat price spread at record level
According to USDA's August world wheat outlook, forecast world wheat production for 2007-08 was reduced 2 million tons to 610 million tons. The forecasted foreign wheat production declined 1.2 million tons from July to 552.9 million tons.
The largest drop was for the EU-27, which declined 1.7 million tons to 124.9 million tons. Excessive rains across Northern Europe and drought in the Southeast were not favorable for crop production, and forecasts for wheat production were reduced for France, Bulgaria, Germany, Romania, and Hungary.
Wheat production projected for 12 countries of the former Soviet Union increased 1.25 million tons to 85.5 million tons. Good rains and favorable temperatures boosted spring wheat production prospects in Russia and Kazakhstan, each up 500,000 tons in August. Harvest reports in Ukraine indicated a wheat crop of 13.3 million tons, up fractionally.
Wheat production for India increased 1.2 million tons to 74.9 million tons, according to the Indian government. Favorable growing conditions and strong prices at planting support the increases in area and yield.
Extremely hot dry conditions during July in parts of Alberta and Saskatchewan cut Canada's wheat production prospects by 1 million tons to 21.5 million tons. A cold dry winter in parts of Turkey cut wheat production 500,000 tons to 15.5 million. Scattered cold and dry conditions also trimmed prospects for wheat production in Brazil.
World wheat consumption in 2007-08 is projected to reach 620.5 million tons, up slightly from July. Rain which fell on the wheat harvest in Northern Europe reduced wheat quality, which resulted in prospects for wheat feed use increasing 500,000 tons to 57.5 million tons. Increased production and stocks in Ukraine boosted both feed and food use prospects for 2007-08, putting wheat use up 400,000 tons from July to 11.9 million tons.
For Morocco, strong imports at the end of 2006-07 boosted stocks for the start of 2007-08 and increased food use prospects 300,000 tons to 7.1 million tons.
Projected global wheat ending stocks for 2007-08 were reduced 1.8 million tons in August to 114.8 million tons, due to the combination of reduced production and increased use. Projected global ending stocks are down 10.1 million tons compared with a year earlier and would be the lowest since 1981-82.
Importers' recent buying pace indicates continued strong demand for wheat despite relatively high prices.
Projected world wheat trade for 2007-08 increased 1 million tons to 108 million tons. With reduced production, EU-27 wheat imports are projected 500,000 tons higher at 6.5 million tons. Croatia's import prospects increased slightly and unaccounted imports were increased.
Competition among exporters for 2007-08 is dynamic, according to USDA. Australia's exports for 2006-07 (July-June) were reduced in August, leaving more supplies to be exported in early 2007-08. Exports are projected 500,000 tons higher to 14.5 million tons.
Reduced production and high internal prices are expected to limit EU-27 exports, which are projected 500,000 tons lower, at 11.5 million tons. Russia has improved production prospects for spring wheat and has been selling aggressively, boosting projected exports 500,000 tons to 11 million tons.
e-mail: firstname.lastname@example.com


text:
Padres make the right move in underwhelming season
As the losses piled up and it became increasingly clear this Padres team was not a "sleeper" but was, in fact, still slumbering, the question was not whether they would make some sort of midseason personnel change.
The question was which leadership position would be affected.
As the losses piled up and it became increasingly clear this Padres team was not a "sleeper" but was, in fact, still slumbering, the question was not whether they would make some sort of midseason personnel change.
The question was which leadership position would be affected.
Would Phil Plantier join the long, long list of hitting coaches taking the hit for teams that don't hit?
Would Bud Black join the long, long list of managers who served as fall guys for flawed rosters?
Or would the Padres get down to the heart of the matter and make a change atop the baseball operations food chain?
Turns out they went to the top, relieving general manager Josh Byrnes of his duties 75 games into another lost season.
"Thus far this season," team president and CEO Mike Dee said in a release, "the results on the field have been mixed at best and clearly have not lived up to expectations."
To make a move of his magnitude is always difficult, because it's an open acknowledgment that the situation at hand is substantive, the fix far from quick.
But with the Trade Deadline a little more than a month away, a San Diego team likely on the short list of sellers needed to address the GM spot if it had any doubt that Byrnes ought to be the one working the trade trigger.
When Byrnes was dismissed by the D-backs back in 2010, that move reeked of an itchy trigger finger on the part of Arizona ownership. Byrnes was in the midst of an eight-year extension and had even been granted a partial ownership stake. But his gamble on A.J. Hinch as manager was met with resistance and was ultimately unfruitful, and Byrnes was shown the door just three years after the D-backs reached the cusp of the World Series.
This time around, there is simply not an overwhelming amount of evidence to suggest the Padres are acting impatiently.
Byrnes' track record with the Friars is probably defined most by the 2011 trade that sent Mat Latos to the Reds, yielding Yasmani Grandal, Yonder Alonso, Edinson Volquez and Brad Boxberger. Two and a half seasons later, it's impossible to argue that trade as anything other than a win for the Reds.
The track record of in-house extensions -- including Carlos Quentin, Cameron Maybin, Cory Luebke, Nick Hundley and Jedd Gyorko -- has been similarly spotty, at best. San Diego also missed its best opportunity to bring back a hefty haul for Chase Headley after his breakout 2012 season -- an offensive surge that has proven to be unrepeatable.
Certainly, baseball decisions are best analyzed in the panoramic frame, but the on-field results during Byrnes' time at the helm have been underwhelming:
2011: 71-91
2012: 76-86
2013: 76-86
2014: 32-43 (through Saturday)
This latest slog is particularly disappointing, given that ownership invested more than $20 million over the 2013 payroll (to say nothing of the pledge of another $25 million toward Petco Park improvements).
Unquestionably, injuries have played a part, just as they have in previous pedestrian efforts. And Byrnes has respect among his peers in the industry.
But the Padres have demonstrated neither the depth to overcome those injuries nor the signals that the offense, as constructed, is worth believing in, even at full strength. As a team, San Diego is batting .215, threatening the lowest team-wide average in the Majors in the modern era (the White Sox hit .211 in 1910). The club entered Sunday averaging just 2.99 runs per game.
Something had to give. An organization already mourning the loss of franchise icon Tony Gwynn didn't need another dour day on the docket, but it also had to acknowledge the obvious that the stagnant status quo ain't cutting it.
Now comes a truly interesting juncture, because the Padres will employ an interim troika of Omar Minaya, Fred Uhlman Jr. and Hinch in the GM spot just as some franchise-shaping moves must be made.
That committee has its work cut out for it, as Quentin, Headley, Huston Street and Ian Kennedy all figure to at least be dangled in the market. There is also the matter of whether this might be time to at least explore the market for Andrew Cashner, who would really shake up the pitching market (though with Cashner signed through 2016, such a move might be needlessly aggressive).
San Diego has to act decisively on those fronts, because the current market empowers the few defined sellers to be aggressive in the "ask." All the more reason why the search for Byrnes' permanent replacement is likely to be a relatively swift one, settled in-season.
This was another tough day for the Padres, capping an emotionally draining week. But the roughshod results are an indication that the problems at play run deeper than just lineup construction or batting practice methodology, and a San Diego team stuck in neutral for too long had to make some sort of systematic change to push forward.
Anthony Castrovince is a reporter for MLB.com. Read his columns and follow him on Twitter at @Castrovince.


text:
Pedro Neira needed a new logo design and created a contest on 99designs.
A winner was selected from 137 designs submitted by 33 freelance designers.
e-Holding S.A. is a company based in Peru that operates several online websites and sells advertising.
You can check one of our websites to get an idea of our quality and image:
Check out http://www.adondevivir.com a real estate vertical portal.
Children and teenagers and from 8 - 20 years old.
We want to change the image of our free flash gaming site ( you can check the actual website at http://www.adondejuegos.com )
We need a new logo for our website and we want it to have the following characteristics:
- It has to look modern/hype. Remember the target audience is Children and young adults. The age range is from 8 - 20 years old.
- It has to look Techy . Inspire in the actual logos of industry leaders in techology/videogame industry like Apple, Playstation, XBox, etc.
- It has to have some kind of volume/bright. We don't want a 2D Logo.
- The logo has to use the name of the website: Adondejuegos
- Optional: You can use images or symbols if you want to substitute some of the letterts in Adondejuegos. It's just an option
Find out how a design contest works or learn more about our logo design services.


text:
Don't see your question? Visit our help section.
Get access to great in-store deals and local pick-up
Sign up for our email deals newsletter!
The hit Cartoon Network series, NARUTO, returns in the sequel to the game that IGN called
"Wii's best fighter, hands down."
With the polished fighting engine and colorful characters that made the CLASH OF NINJA
series an over-a-million-units success, the sequel now brings loads of additional content and
an all new completely original storyline created for North American audiences!


text:
love lemonade necesitaba un nuevo diseño de logotipo y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 138 diseños de 23 diseñadores freelance.
Lemonade is a brand new retail store slated to open within the next few months in Contra Costa County, California. It will be a certified green business. Lemonade is a children's consignment store which will sell children's clothing size 0-12, gear (such as baby slings, jogging strollers and highchairs), toys and gifts. About 80% of our merchandise will be consignment (previously owned), and 20% will be brand new but earth-friendly meaning it will be locally made or manufactured, organic, made with recycled materials, or in some way eco-friendly. The idea behind the name Lemonade is to "turn your clothing lemons into something really sweet" meaning consign the clothing you no longer want/need with us and buy something great which is new-to-you.
Eco and trend conscious suburban mothers with young children. Customers will generally be mothers age 30-45 with children age 0-12.
Logo must include the word "lemonade". I see the word lemonade as possibly being in all lower case.
I want the logo to have a warm, friendly, fun, playful, organic feel to it. I do not want a corporate style logo. Colors and shapes should be on the soft side and I visualize yellow and green as the main colors but I'm open to other options. The logo could include a lemon/lemon slice, lemon tree, Mt. Diablo, child figures, circle/recycle design, rainbow, owl, or other items. I want something clean and simple, not too complicated.
I like the designs on the Aeolidia design website. I especially like the illustrations by Leslie Saito and Leslie Dallion and would like to have this sort of feel to my logo.
I'm looking for something completely original, no stock art or clip art.
I will need the winning designer to provide me with a vector file format. I will be using the logo for both printing and on the web so I will need files that work for both.
There is a chance of future design projects as my business grows and evolves.
Descubre cómo funciona un concurso de diseño u obtén más información sobre nuestros servicios de diseño de logo.


text:
Nerves and Stinging
Posted: 10/24/2012
According to a study funded by the National Rosacea Society, researchers have found a potential connection between the nervous system and the redness and stinging of subtype 1 (erythematotelangiectatic) rosacea.
Drs. Ferda Cevikbas and Martin Steinhoff, University of California-San Francisco, noted that the flushed face of rosacea is often accompanied by stinging and burning, signs of nerve activation. They theorized that this may signal a dysfunction in communication between the nerves and the vascular system.
A neuropeptide – a molecule linked to the nervous system – called pituitary adenylate cyclase-activating polypeptide (PACAP) was recently recognized as playing a role in regulating the blood vessels, they noted. However, while PACAP has been identified as having inflammatory as well as anti-inflammatory effects in various animal diseases, its role in human skin and skin disease is poorly understood.
Drs. Cevikbas and Steinhoff administered PACAP into skin on the underside of the forearms of volunteers, and found that the neuropeptide caused flushing, swelling and itching, though not pain. The investigators noted that PACAP may have a role in pain in combination with other factors, and suggested that blocking PACAP may be a potential treatment to relieve the redness and flushing of rosacea.
Contact Us
- Phone:
- Email:
- email@example.com
196 James St.
Barrington, IL 60010
Our Mission
The National Rosacea Society is a 501(c)(3) nonprofit organization whose mission is to improve the lives of people with rosacea by raising awareness, providing public health information and supporting medical research on this widespread but little-known disorder. The information the Society provides should not be considered medical advice, nor is it intended to replace
consultation with a qualified physician. The Society does not evaluate, endorse or recommend any particular medications, products, equipment or treatments. Rosacea may vary substantially from one patient to another, and treatment must be tailored by a physician for each individual case. For more information, visit About Us.


text:
- Shandong Microwave Machinery Co.,Ltd.
- To be the Leader of microwave drying and edible oil refining equipments Manufacturer
Home>Products>Microwave thawing machine>sale for unit heating meal box Microwave Microwave Tunnel-type thawing
sale for unit heating meal box Microwave Microwave Tunnel-type thawing
- Shandong, China (Mainland)
- 1 Set/Sets
- US $8,000 - 100,000/ Set
- paypal,UnionPay, Visa/MasterCard, Amex, Discover,T/T
- 300 Set/Sets per Year
Product Details
|Place of Origin:
|Shandong, China (Mainland)
|Brand Name:
|Model Number:
|meal heating sterilizing machine
|After-sales Service Provided:
|Engineers available to service machinery overseas
|Power source:
|Microwave power:
|Transmission speed:
|304# stainless steel
|Dimension L*W*H:
Product Description
shandong microwave machinery co.,ltd.
Shandong Microwave Machinery Co.,Ltd. offers a full range of Microwave thawing machine for microwave thawing applicationssale for unit heating meal box Microwave Microwave Tunnel-type thawing. Shandong Microwave Machinery Co.,Ltd. will also custom design components for your needs Microwave thawing machine. Shandong Microwave Machinery Co.,Ltd. can supply products Microwave thawing machinefor operation at 915 MHz in a variety of sale for unit heating meal box Microwave Microwave Tunnel-type thawing configurations.
Shandong Microwave Machinery Co.,Ltd. can also provide sale for unit heating meal box Microwave Microwave Tunnel-type thawing for applications where the magnetron needs to be separate from the power supply and controls. Shandong Microwave Machinery Co.,Ltd. Microwave power levels from 10kW to 300kW are standard products.Microwave thawing machine can be used in defrosting frozen food,for example,beef meat,pork,fish,poultry,dairy product ,fruit & vegetable and others.
Shandong Microwave Machinery Co.,Ltd.is a Microwave thawing machine factory specializing in the production of sale for unit heating meal box Microwave Microwave Tunnel-type thawing, scientific research,manufacturing,installation, commissioning.Shandong Microwave Machinery Co.,Ltd.can provide Microwave thawing machinecustomers with design and services of 1-2000 tons sale for unit heating meal box Microwave Microwave Tunnel-type thawing. Shandong Microwave Machinery Co.,Ltd. have finished hundreds of successful projects Microwave thawing machineover the years: peanut oil, soybean oil, rapeseed oil, cottonseed oil, sunflower oil, sesame oil, animal oil,grape seed oil, acer truncatum oil, peony seed oil, walnut oil, hemp seed oil, pine oil, tea seed oil, papaya oil, milk thistle seed, and other special type Microwave thawing machineoil. Shandong Microwave Machinery Co.,Ltd. have independent import and export department. Shandong Microwave Machinery Co.,Ltd. Microwave thawing machineequipment has been successfully exported to more than ten countries: Russia, Australia, India, Afghanistan, Cameroon,and so on.
Tunnel-type box meal heating unit for saleProduct Description
1.Instruction of microwave heating oven:
Microwave fast food heating equipment ,ready to eat meal microwave snack heating equipment ,fast microwave fast food heating machine,microwave fast food heating machine ,fast microwave snack heating machine,raedy meal heating oven are suitable for heating ,low temperature sterilizing fast food and snack,widely used in industrial enterprise,school,fast food companies,restaurants,arena,eLDibition and other fast food distribution.The advantages are :high productivity,continuous and fast ,can finish heating in 2 minutes ,donât destory the nutritional content of food ,donât change color ,donât change the flavor.
At the same time,because in the microwave heating process,microwave thermal and non-thermal effect together,plays a bactericidal role for fast food,meets with the food health indicators requirements.Micrwave heating fast food equipment is the best choice for heating fast food.Equipment can be pointed reasonably designed accorrding to your products productivity.
2.Features of fast food heating machine :
1). Microwave heating machine is widely used in heating foodstuff ,such as fast food,read meal etc
2). Fast heating speed, uniform heating,save energy and high efficiency
3). Very suitable for heating poor thermal conductivity products
4). Easy to control, save labor and time
5). Food grade equipment,no secondary pollution
6). Heating box material: 304# stainless steel
7). Equipment safety:accord with GB-5226 Electrical safety standard
accord with a country GB16798-1997 Food machinery health security index
8). Selective heating
The microwave has a different effect on different material.Due to the water molecules absorb microwave better,so the parts with more moisture content can absorb more microwave than lower moisture content parts,this is selective heating.
3.Technical Parameters:
For factory,hotel,school, which heating equipment is the most suitable for heating fast food/ready meal ?
Microwave Heating equipment.
Microwave have following features : 1) fast heating ,3~5 minutes.microwave heat from internal to external ; 2) save energy/efficient; 3) easy to operate,cover less area ; 4) Safety and health,no dust and pollution; 5) stainless steel material ,with CE certificate
Microwave has two types : vertical type and tunnel conveyor belt type. The difference is batch and continuous working . Tunnel microwave can meet with big capacity production.
Are you manufacturer or Trading company ?
We are manufacturer , have our own factory and professional team with rich experienced engineer ,so we can specially design for you according to your requirements .
Packaging & Shipping
Our Services
Customer Visit
Any inquiries or questions, please feel free to contact me!
Contact us:
Carrie-Sales manager
shandong microwave machinery co.,ltd.
Web: www.epier.com
Email: firstname.lastname@example.com
Moblie:0086-15020017267(also WhatsApp)
Contact Us
- Shandong Microwave Machinery Co.,Ltd.
- AddressNo. 225, Huangqiao Village, Beiyuan, Tianqiao District, Jinan, Shandong, China
- Phone(Working Time)+86 0531 85064681
- Fax+ 86 0531 85064682
Related News
|Microwave Drying Characteristics and Kinetic Model of Mushroom
|Effects of different drying methods on physicochemical properties of egg yolk powder
|Effect of Microwave Drying Conditions on the Quality of Zanthoxylum bungeanum
Product Categories
- Paper Products Microwave Drying Equipment
- Closed Circuit Cooling Towers
- Commercial Microwave coffee roaster
- Microwave Herb Drying Sterilization Equipment
- Microwave Seafood dryer sterilizer
- Buckwheat Dehulling Machine
- Barley Dehuller and separating equipment
- peanut shelling machine
- Microwave Hot air dryer & Roaster
- industrial sized microwave
- Oats dehulling and separating equipment
- Petroleum Refinery
- Nut&Seed Processing Machinery
- dehulled hempseeds kernels
- Palm Fruit Processing Line
- Tea Microwave Dryer Sterilizer
- Breading Machine
- Microwave wood products drying equipment
- Microwave thawing machine
- food microwave progress equipment
- 1-20TPD Small Scale Oil Refining Line
- Tartary buckwheat dehulling and separating equipment
- shellers Seeds Dehulling and Separating Equipment
- Teaseeds oil machinery
- Peeling Machine
- Microwave Extracting Equipment
- Agricultural and Sideline products microwave dryer
- destoner machine Cleaning Machine
- Ready Meal Heating Equipment
- Microwave Sterilization Equipment
- Agricultural Instrument
- Meatball Making Machine
- Food Forming Machine
- peanut peeling machine
- Rice bran oil machinery
- peanut crusher machine
- oil press and complete oil equipment
- Foxnut dehulling and separating equipment
- Microwave Heating Equipment
- organic hemp protein
- seed dehulling machine
- Microwave Equipment Spare Parts
- Pine Nuts dehulling and separating equipment
- Essential oil distillation machinery
- Hempseeds dehulling and separating equipment
- Mung beans decorticating and separating equipment
- Microwave Vacuum Drying Equipment
- pumpkin seed oil extraction machine
- Russia sunflower oil refining machine
- Cotton seeds oil machinery
- Perilla seed Dehuller and separating equipment
- Microwave food products drying equipment
- peanut sorting machine
- home coffee roasting equipment
- peanut cleaning machine
- crude palm kernel oil press production line
- Pretreatment Processing Line
- Silybum marianum dehulling and separating equipment
- seeds nuts shellers
- Edible oil refining machine
- Castor bean dehulling and separating equipment
- watermelon seeds dehulling and separating equipment
- hulled hemp seed
- Rubber seeds dehulling and separating equipment
- Microwave freeze drying equipment
- Drying microwave Oven
- Microwave Roasting Equipment
- Corn germ oil machinery
- peanut coating machine
- Oil and Beverage Machinery
- Microwave Spices Dryer Sterilizer
- peanut butter filling machine
- sheller and huller machine
- Agriculture Machine & Equipment
- Microwave Medical Products Sterilization Equipment
- Nut Roasting Machine
- Auxiliary Machine For Oil Press
- Microwave Vacuum Drying Equipment
- Tunnel Microwave Dehydration Drying Machine
- Peanut Butter Production Line
- Microwave Drying And Sterilizing Equipment
- Walnut shelling equipment
- Rapeseeds oil machinery
- Oil Hydraulic Press Equipment
- peanut frying machine
- peanut half separating machine
- peanut cutting machine
- Sunflower seeds oil machinery
- Rapeseeds dehulling and separating equipment
- solvent extraction operating line
- Oil Refinery Equipment
- Oil Press Machine
- Apricot kernel shelling machine
- Pumpkin seeds dehulling and separating equipment
- Industrial microwave oven
- peanut butter machine
- Sesame oil machinery
- Oil Press Machinery
- Seed Hydraulic Press Machine
- Oilseeds Refinery Plant
- Chemical Microwave Drying Equipment
- Feed Microwave dryer Machine
- Small oil machine
- peanut peeling machine
- Tunnel-type Microwave Drying and Sterilization Equipment
- Full-automatic and Continuously Microwave Defrosting and Heating Machinery
- Microwave Pyrolysis and Assisted Extraction System
- Ligne de processus de riz artificiel / Nutrition
- Chaîne de production d'aliments pour animaux de compagnie / aliments pour poissons
- sachet de thé d'emballage machine
- ligne de transformation des aliments aquatiques machine
- machine d'extrudeuse de bouffée de maïs
- Machine à sécher les insectes et les insectes
- Chieh s / contraction Nik Nak Process Line
- Machine à amidon modifiée / prégélatinisée / précuite
- Machine d'extrudeuse de macaronis de pâtes
- e dégivrage automatique
- Machine fragile de cacahuète
- Machine à farter
- ligne de transformation des aliments pour poissons flottants machine
- machine de granule d'alimentation de poissons
- machine à bonbons
- Ligne de production de pellets / fryums 2D / 3D
- Machine de battage de peau de cacahuète
- Machine à battre
- Chaîne de production alimentaire de casse-croûte 2D
- instruments de musique séchage
- Équipement de dessiccateur de micro-onde de papier
New Products
- Oven Microwave Microwave Microwave Industrial thawing
- dryer shrimp type belt microwave tunnel Microwave Microwave Commercial thawing
- machine puffing skin pork type belt Microwave Microwave Industrial thawing
- SS304 machine processing machine/peanut roasting microwave Microwave Microwave Popular thawing
- CE with dryer tea green herb Microwave Microwave Tunnel thawing


text:
Common myths about breast cancer abound, relayed through word of mouth and the Internet, often frightening women unnecessarily.
Despite the rumors, you can't get breast cancer from electric blankets, deodorant, microwave oven use, or underwire bras, says the American Cancer Society (ACS). The National Cancer Institute (NCI) has found no association between induced and spontaneous abortions and breast cancer, dispelling another popular myth.
That's not to say your lifestyle doesn't matter. The ACS says that your health habits may play a role in helping to reduce your risk for this serious disease, and they're particularly important as you get older.
An American woman has a 1-in-8 lifetime risk of developing the disease, but overall lifetime risk increases dramatically after age 40. According to the ACS, about two out of three women with invasive breast cancer are age 55 or older when they are diagnosed.
A mammogram won't reduce your risk for breast cancer, but it can help detect the disease in its early, most treatable, stages. The benefits and limitations of mammography vary based on factors like age and personal risk. Experts have different recommendations for mammography. Currently, the U.S. Preventive Services Task Force (USPSTF) recommends screening every two years for women ages 50 to 74. The ACS recommends yearly screening for all women ages 40 and older. Talk with your doctor about your personal risk factors before making a decision about when to start getting mammograms or how often to get them.
In general, your risk for breast cancer nearly doubles if one or more close relatives on either your mother's or your father's side developed the disease before menopause or have had ovarian cancer at any age. But other factors, such as being diagnosed with certain types of benign breast disease -- the extra growth of apparently normal cells -- can also increase your risk.
Risk factors for breast cancer include:
Genetics. Five to 10 percent of cases of breast cancer are hereditary, as a result of changes in genes (mutations). Women who inherit a BRCA1 or BRCA2 mutation have around an 80 percent chance of developing breast cancer during their lifetime. When they do develop cancer, it is often at a younger age than in women who are not born with one of these gene mutations.
Family history of breast cancer. According to the ACS, having one first-degree relative (a mother, sister, or daughter) with breast cancer about doubles a woman's risk. Having two first-degree relatives about triples her risk.
Previous breast cancer. A woman who has cancer in one breast is at higher risk for developing a new cancer in the other breast or in another part of the same breast, the ACS says.
Race. White women are slightly more likely to develop breast cancer than other groups, according to the ACS. African-American women are more likely to die of breast cancer. This may at least be partly because African-American women tend to have more aggressive tumors, although doctors aren't sure why this is the case. Asian, Hispanic, and Native American women have a lower risk of both developing and dying from breast cancer.
Breast biopsy results. A biopsy result of atypical hyperplasia increases a woman's breast cancer risk by four to five times; a result of proliferative breast disease without atypical hyperplasia increases the risk by 1.5 to 2 times. A biopsy result of fibrocystic changes without proliferative breast disease does not appear to increase breast cancer risk.
Radiation treatment. A woman who had radiation treatment in the chest area as a child or younger woman is at higher risk, the ACS says.
Menstruation history. Women who started their periods when they were younger than 12 and/or who went through menopause after age 55 are at slightly higher risk for breast cancer. This same risk applies to women who have not had children or had their first child after age 30, according to the ACS. This may be because risk could be related to the total number of menstrual periods a woman has during her lifetime.
Combined hormone therapy. Use of estrogen and progesterone, called combined hormone therapy (HT), for as little as two years puts a woman at higher risk for breast cancer, the ACS says, although the increased risk applies only to recent or current users of HT. Estrogen alone (ET) does not appear to increase the risk for breast cancer. Other health risks are associated with HT and ET. You should discuss the issue carefully with your health care provider to find out what is best for you.
Obesity. The relationship between obesity and breast cancer is complex. According to the ACS, risk appears to increase for women who gained weight after menopause, but not for those who have been overweight since childhood. Fat tissue, which produces a small amount of estrogen, may contribute to increased risk when present in higher amounts in the body.
Alcohol. The risk for breast cancer increases with the amount of alcohol consumed. When compared with women who are nondrinkers, women who have one alcoholic drink a day have a very small increase in risk, and those who have two to five drinks daily have about 1.5 times increased risk.
Be sure to tell all your health care providers that you may have an increased risk if any of these apply to you.
A woman with a family history of breast cancer or with a genetic mutation of a BRCA gene may be able to reduce her chances of breast cancer. The first step is genetic testing to find out if she has a mutation in either the BRCA1 or BRCA2 gene.
The drug tamoxifen, which blocks the effects of estrogen on breast tissue, has been used for years to treat some breast cancers. It is also used to reduce the incidence of breast cancer in high-risk women. It is important to be aware that tamoxifen can have serious side effects, such as blood clots, the ACS says.
Another anti-estrogen drug, raloxifene, reduces the risk of breast cancer to the same degree as tamoxifen, and may have lower risks of certain side effects such as uterine cancer and blood clots in the legs or lungs. (Still, studies have shown that the risk of blood clots is higher than normal when taking this drug.)
Cancers caused by the BRCA1 gene mutation may not be prevented by tamoxifen or raloxifene.
Other types of drugs being studied for breast cancer prevention in postmenopausal women are aromatase inhibitors (AI). In premenopausal women, estrogen is produced by the ovaries and other tissues of the body using a substance called aromatase. In postmenopausal women, estrogen is produced only by tissues in the body. AIs do not block estrogen production by the ovaries, but they can block other tissues from making this hormone. That's why they are used mostly in women who have reached menopause, when the ovaries are no longer producing estrogen. AIs have side effects such as causing joint pain and stiffness, and bone loss, leading to a higher risk for osteoporosis. Currently, three AIs are approved by the U.S. Food and Drug Administration: anastrazole (Arimidex), exemestane (Aromasin) and letrozole (Femara). None of these drugs is approved for reducing the risk of developing breast cancer at this time.
The ACS recommends clinical breast exams (CBEs) at least every three years for all women in their 20s and 30s. The ACS recommends annual CBEs for women ages 40 and older. The USPSTF, however, believes there is not enough evidence to assess the value of CBEs for women ages 40 and older. Women should talk with their doctors about their personal risk factors and make a decision about whether they should have a CBE.
The USPSTF does not recommend breast self-exams (BSEs) because evidence suggests BSEs do not lower risk for death from breast cancer. The ACS says BSEs are an option for women 20 and older as a means of familiarizing themselves with their breasts so they can notice changes more easily. Talking with your doctor about the benefits and limitations can help you decide if you should start performing BSEs.
It's especially important for postmenopausal women to avoid being overweight, the ACS says, because that increases the risk for breast cancer.
Plus, maintaining a healthy weight throughout your life can also reduce your risk for many other conditions, including diabetes and heart disease.
If you drink, do so in moderation. Studies suggest that women who have more than two alcoholic drinks a day have about 1.5 times the risk of getting breast cancer compared with women who drink no alcohol, the ACS says. One drink equals 12 ounces of beer, 4 to 5 ounces of wine, or 1.5 ounces of hard liquor.
Among its many benefits, physical activity has been shown to reduce breast cancer risk, the ACS says. No one knows exactly why, but it may be because of the effects of activity on hormones, energy balance, weight reduction, and the immune system.
Researchers aren't sure how much exercise to recommend, or the type of activity. Until researchers know more, aim for at least 45 to 60 minutes of intentional physical activity, such as walking, jogging, or strength training, at least five days a week, the ACS says.


text:
Freshmen Finish Tied for Sixth
HANOVER, N.H. - The Bulldogs were unable to hold off a charging Dartmouth in the final round of the Dartmouth Invitational. Dartmouth started the second round four shots behind the Bulldogs, but scores of 67 and 68 by two of their players shot them into first place. Yale (583) finished four shots behind Dartmouth (579) and 10 shots ahead of Fordham (593) who finished in third.
"We were tied for the lead after the first round and felt good because we knew we could improve," said senior captain Ben Wescoe. "Unfortunately, we didn't get the putts to drop today and things didn't go our way. But you have to give credit to Dartmouth. They shot four-under today with stellar rounds from freshman James Pleat and defending Ivy League champion, Peter Williamson."
The Bulldogs were led again on Sunday by freshmen Brad Kushner and Carson Weinand. Both freshmen shared scores of 73 (+2) on Saturday and followed those up with scores of 71 (E) on Sunday. Both players finished in a tie for sixth, with total scores of 144 (+2).
"The freshmen were all studs this weekend," said Wescoe. "It was their first college tournament and they led the team, very impressive. They have been playing well and working hard so far, so I'm very proud of them all."
Kushner and Weinand weren't the only ones going shot-for-shot, Wescoe and junior Thomas McCarthy also shared scores. Yale's All-Ivy players from a year ago shot rounds of 75 (+4) on Saturday and came back Sunday to go two lower with 73 (+2). The two finished in a tie for 12th with total scores of 148 (+6). Junior Brandon Marick dropped a few shots from his Saturday score of 74 (+2). He fired a round of 77 (+6) on Sunday to finish tied for 27th with a total of 151 (+8).
Yale's second team finished as strong as they started with all five players firing under 80 on Sunday. Freshmen Russell Holmes led the second team with an even-par round of 71 (E). He finished in a tie for 12th with McCarthy and Wescoe, after shooting a total of 148 (+6). Following closely behind Holmes was junior Michael Fader who finished in a tie for 19th. His second round score of 74 (+3) was a two shot improvement over Saturday. He finished with a total of 150 (+8). Just a shot behind Fader was senior Seven Gonzales, who shot a round of 76 (+5), placing him in a tie for 27th with Marick. Sophomores Jeff Hatten and Zach Plutzik finished in ties for 41st and 66th, respecvitely. Hatten fired a 77 (+6) on Sunday to finish with 156 (+13). Plutzik improved substantially on his Saturday round of 89 (+18). He shot 79 (+8) on Sunday to finish with a total of 168 (+25).
The Bulldogs will have a chance at redemption Oct. 3-4, when they host the Macdonald Cup at the Course at Yale.
"We will regroup this week, work on our putting, and get geared up for our home tournament," said Wescoe. "We have a strong field coming and some good Ivy League competition. We look forward to getting back on the Yale golf course, where we will have an advantage and enjoy support from our family and friends who will be in attendance. It hurts to lose; we will be hungry this weekend and eager to defend our home turf."
Report filed by Charles Moore '10, Yale Sports Publicity


text:
Assassinated for his beliefs: Pakistani Christians grieve for their Minorities Minister
Date created : Latest update :
He was aware of the death threats that had been made against him, but the assassination of Pakistani Minorities Minister Shahbaz Bhatti on March 1st still came as a shock. The Christian was killed after he pushed for reforms to Pakistan's blasphemy law. It's because of that law that a Christian woman, Asia Bibi, is currently facing the death sentence.
Programme prepared by Kate Williams, Marie Billon and Patrick Lovett


text:
The burial of Boston bombing suspect Tamerlan Tsarnaev in a Muslim cemetery in Virginia appears to be legal, according to the county sheriff who investigated the secretive undertaking.
Tsarnaev, 26, was buried at the Al-Barzakh Cemetery in Doswell, Va., last week after relatives and a funeral director in Worcester, Mass., unsuccessfully sought a burial place for more than a week.
Tsarnaev's remains were washed and ready to be buried, but cemeteries in several cities refused to take the body, fearing protests and desecration. And as a Muslim, the 26-year-old's body could not be cremated. Attempts to send the body back to his native Russia also failed.
Disgusted by all the furor, a Christian woman, Marsha Mullen of Richmond, Va., stepped in as a gesture of kindness. She emailed religious leaders and others to find a final resting place for Tsarnaev.
Al-Barzakh offered a plot.
Tsarnaev's uncle, Ruslan Tsarni, took possession of the body and moved it to Virginia. On Thursday of last week, it was revealed the suspect in the bombings that killed three and wounded more than 200 others had been buried.
"I buried him with my own hands," Tsarni told NBCWashington.com on Friday. "It's over."
In the first congressional hearing on the Boston bombings many questions remained unanswered, such as why the FBI didn't involve Boston's law enforcement when assessing whether Tamerlan Tsarnaev was a terrorist threat. The FBI investigated Tsarnaev two years ago after receiving a tip from Russian authorities. NBC's Pete Williams reports
Hours after the burial, Caroline County officials asked the state to investigate whether it was done properly or if laws had been broken. Neighbors protested a police presence at the cemetery.
Late Saturday, Caroline County Sheriff Tony Lippa issued a statement, saying his office had reviewed the death certificate, burial permit, transportation permit for movement of the body from Massachusetts to Virginia as well as other documents. He consulted with David Storke, mayor of the county seat of Bowling Green, who also happens to be a funeral home owner.
"It would appear that all paperwork is in order at this point. I am still awaiting return phone calls from the Islamic Society of Greater Richmond, Islamic Funeral Services and Worcester Police Chief Gary J. Gemme," Lippa's statement said.
Lippa said some security was provided at the gravesite on Friday. There were no reported incidents. He vowed not to divert limited government resources to protect the gravesite, "especially one belonging to that terrorist."
"Unfortunately we now find ourselves forever connected to this tragedy in the most unsavory way," he said in his statement, "as the final resting place of one of the alleged terrorists."
His brother, Dzhokhar Tsarnaev, 19, is in a prison hospital in Massachusetts awaiting trial on federal terrorism charges.
This story was originally published on Sun May 12, 2013 10:22 PM EDT