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The Board of Directors
The Board is collectively responsible for promoting the success of the Company by directing and supervising the Company's policy and strategy and is responsible to share owners for the Group's financial and operational performance. Responsibility for the development and implementation of Group policy and strategy and for day-to-day management issues is delegated by the Board to the Group chief executive and the other executive directors.
For the year under review, Philip Lader continued as chairman of the Board, responsible for the leadership of the Board. Sir Martin Sorrell, as the Group chief executive, continued to be responsible for the development and implementation of policy and strategy and for the day-to-day operations of the Group. The biographies of the current Board members appear in Who runs WPP.
All directors are fully briefed on important developments in the various business activities which the Group carries out worldwide and regularly receive extensive information concerning the Group's operations, finances, risk factors and its people, enabling them to fulfil their duties and obligations as directors. The directors are also frequently advised on regulatory and best practice requirements which affect the Group's businesses on a global basis.
During 2010, the Board met six times formally and held 24 committee meetings throughout the year. With the exception of Lubna Olayan, Tim Shriver, Esther Dyson and Orit Gadiesh (each absent for one meeting), and Koichiro Naganuma (who was only able to attend two meetings), there was full attendance at all formal meetings of the Board during 2010.
The Board was composed of 16 directors in 2010 (following the appointment of Ruigang Li and Sol Trujillo on 12 October 2010). Three members are executive directors and 12, plus the chairman, are non-executive directors. The Board considers that 10 of the 12 non-executive directors, in addition to the chairman, are independent. John Quelch and Koichiro Naganuma are the only non-executive directors the Board considers are not independent.
The shareholdings of non-executive directors are set out in How we're rewarded. Non-executive directors do not participate in the Company's pension, share option or other incentive plans, but may receive a part of their fees in ordinary shares of the Company and may participate in the Company's deferred compensation program.
The Board considers that the non-executive directors' remuneration conforms with the requirements of the Combined Code and the UK Corporate Governance Code.
The fees payable to non-executive directors represent compensation in connection with Board and Board committee meetings and where appropriate for devoting additional time and expertise for the benefit of the Group in a wider capacity.
Details of directors' remuneration and service contracts form part of the report of the Compensation Committee.
Election of directors
In accordance with the new UK Corporate Governance Code, all of the directors will submit themselves for annual re-election at each Annual General Meeting. Directors may be appointed by share owners by ordinary resolution or by the Board on the recommendation of the Nomination Committee and must then stand for re-election at the next Annual General Meeting where they may be re-elected by ordinary resolution of the share owners.
The Board recommends that share owners vote in favour of the resolutions to elect or re-elect all of the directors of the Company and sets out their reasons for this recommendation in the Appendix to the Notice of the Annual General Meeting.
Conflicts of interest
The Company's Articles of Association permit the Board to consider and, if it sees fit, to authorise situations where a director has an interest that conflicts, or may possibly conflict, with the interests of the Company (Situational Conflicts). The Board has a formal system in place for directors to declare Situational Conflicts to be considered for authorisation by those directors who have no interest in the matter being considered. In deciding whether to authorise a Situational Conflict, the non-conflicted directors must act honestly and in good faith with a view to the best interests of the Company and they may impose limits or conditions when giving the authorisation, or subsequently, if they think this is appropriate.
Any Situational Conflicts considered, and any authorisations given, are recorded in the relevant minutes. The prescribed procedures have been followed in deciding whether, and on what terms, to authorise Situational Conflicts and the Board believes that the systems it has in place for reporting and considering Situational Conflicts continue to operate effectively.
Committee meetings
The attendance of non-executive directors at meetings of the committees of the Board during 2010 was as follows:
|Philip Lader1
|Bud Morten2
|Jeffrey Rosen
|Paul Spencer
|Esther Dyson
|Orit Gadiesh
|Colin Day3
|Lubna Olayan
|Tim Shriver4
|Sol Trujillo5
- 1
- By invitation, the chairman attended all of the Audit Committee meetings.
- 2
- By invitation, Bud Morten attended all of the Audit, Compensation and Nomination Committee meetings.
- 3
- Colin Day was appointed to the Compensation Committee in December 2010.
- 4
- Tim Shriver retired from the Audit Committee and joined the Compensation Committee part way through 2010.
- 5
- Sol Trujillo was appointed to the Audit Committee in October 2010.
During 2010, the Corporate Responsibility Committee, chaired by Paul Richardson, met once on a formal basis and had many informal discussions. Read their Corporate responsibility report for 2010.
The Disclosure Committee, which met four times during 2010, is comprised of senior executives from Group financial reporting, internal audit, treasury, legal, tax, human resource and investor relations departments. The purpose of the Disclosure Committee is to add further assurance to the Board and its committees in relation to the content of major financial public statements and advises the Audit Committee and the Board on their disclosure obligations generally and the Disclosure and Transparency Rules so as to enable the Board to comply with all relevant provisions.
Share owner relations
The relationship with share owners, potential share owners and investment analysts is given the highest priority by the Company.
The Company has a well-developed and continuous program to address the needs of share owners, investment institutions and analysts for a regular flow of information about the Company, its strategy, performance and competitive position. Given the wide geographic distribution of the Company's current and potential share owners, this program includes regular visits to investors, particularly by the Group chief executive, the Group finance director, the deputy Group finance director and the head of investor relations, in the UK, Continental Europe and the major financial centres in North America and also in Asia Pacific and Latin America. The Company provides a preliminary announcement, an interim management statement at the end of the first and third quarters which includes a trading update, an interim report at half year and a trading update and presentation at the Annual General Meeting.
The Company ensures that it has a proper dialogue with share owners and their representative bodies through executive and non-executive directors in relation to remuneration and corporate governance matters as and when appropriate. The chairman provides feedback to the Board on issues raised with him by share owners.
WPP's website, www.wpp.com, provides current and historical financial information, including trading statements, news releases and presentations and the Company's statement of its corporate governance practices.
Internal control
WPP operates a system of internal control, which is maintained and reviewed in accordance with the UK Corporate Governance Code and the guidance in the Turnbull Report as well as Rules 13a-14 and 15 under the Securities Exchange Act 1934. In the opinion of the Board, the Company has complied throughout the year and up to the date of the approval of this Annual Report and Accounts with the Turnbull Report and has also complied with the relevant provisions of the Securities Exchange Act 1934.
The Board (which receives advice from the Audit Committee) has overall responsibility for the system of internal control and risk management in the Group and has reviewed the effectiveness of the system during the year and up to the date of this report. In the context of the scope and complexity of this system, the Board can only give reasonable, not absolute, assurance against material misstatement or loss. The system of controls is designed to manage, but may not eliminate, the risks of failure to achieve WPP's objectives. For certain joint ventures and associates, WPP operates controls over the inclusion of their financial data but places reliance upon the systems of internal control operating within our partners' infrastructure and the obligations upon partners' boards relating to the effectiveness of their own systems.
The principal elements of internal control are described below.
Control environment
The quality and competence of our people, their integrity, ethics and behaviour are all vital to the maintenance of the Group's system of internal control.
The Code of Business Conduct (which is regularly reviewed by the Audit Committee and the Board) and was updated in 2010, sets out the principal obligations of all employees. Directors and senior executives throughout the Group are required each year to sign this Code. The WPP Policy Book (which also is regularly updated) includes the Code of Business Conduct and human resource practices, as well as guidance on practices in many operational areas. Breaches or alleged breaches of this Code of Conduct are investigated by the director of internal audit and the Group chief counsel.
The Group has an independently operated helpline, Right to Speak, to enable our people to report issues that they feel unable to raise locally. A number of issues have been raised during 2010 through 42 calls to this helpline, all of which have been followed through and investigated where appropriate and reported to the Audit Committee.
Risk assessment
Risk monitoring of all of the Group's operations throughout the world is given the highest priority by the Group chief executive, the Group finance director, the chairman of the Audit Committee and the Board, as it is essential to the creation and protection of share owner value and the development of the careers of our people. The Board realises that WPP is a service company and its ongoing prosperity depends on being able to continue to provide a quality service to its existing and potential clients in a creative, efficient and economic way.
At each Board meeting, the Group chief executive presents a Brand Check review of each of the business' operations, including an assessment of the risk in each business, providing feedback on the business risks and details of any change in the risk profile since the last Board meeting.
The Brand Check covers such issues as:
- the possibility of the win or loss of major business (e.g. as a result of a change of senior management at a major client);
- the addition or loss of a key executive of the Group;
- introduction of new legislation in an important market;
- corporate responsibility;
- political instability in an important market; and
- changes in accounting or corporate governance practice.
Each operating group undertakes monthly and quarterly procedures and day-to-day management activities to review their operations and business risks. These are formally communicated to the Group chief executive, other executive directors and senior executives in monthly reports and quarterly review meetings and, in turn, to the Board.
The Board is firmly of the opinion that the monitoring of risk is strongly embedded in the culture of the Company and of the operating companies, in a manner which the Board considers goes beyond the Turnbull recommendations and the requirements of Rules 13a-14 and 15 under the Securities Exchange Act 1934.
Principal risks and uncertainties
The Board has considered the principal risks and uncertainties affecting the Group as at 31 December 2010 and up to the date of this report. These are described in alphabetical order in the table below. As set out above, the Group has specific policies in place to ensure that risks are properly evaluated and managed at the appropriate level within the Group.
Control activities and monitoring
Policies and procedures for all operating companies are set out and communicated in the WPP Policy Book, internal control bulletins and accounting guidelines. The application of these policies and procedures is monitored within the individual businesses and by the Company's director of internal audit and the Group chief counsel.
Operating companies are required to maintain and update documentation of their internal controls and processes. This documentation incorporates an analysis of business risks, detailed control activities and monitoring, together with controls over security of data and the provision of timely and reliable information to management. IT and financial controls are also included.
The internal audit department was responsible for reviews and testing of the documentation and the relevant controls for a majority of the Group during 2010, the results of which were reported to the Audit Committee.
Financial reporting
Each operating company annually updates a three-year strategic plan which incorporates financial objectives. These are reviewed by the parent company's management and are agreed with the chief executive of the relevant operating company.
The Group operates a rigorous procedure for the development of operating company budgets which build up the Group's budget. During the final quarter of each financial year, operating companies prepare detailed budgets for the following year for review by the parent company. The Group's budget is reviewed by the Board before being adopted formally. Operating company results are reported monthly and are reviewed locally, regionally and globally by the business groups and by Group management on a consolidated basis and ultimately by the Board. The results are compared to budget and the previous year, with full-year forecasts prepared and updated quarterly throughout the year. The Company reports to share owners four times a year.
At each year-end, all operating companies supply their full-year financial results with such additional information as is appropriate. This information is consolidated to allow the Group to present the necessary disclosures for International Financial Reporting Standards (IFRS) including International Accounting Standards (IAS).
The Disclosure Committee gives further assurance that publicly-released information is free from material omission or misstatement.
Principal risks and uncertainties
|Potential impact
|How it is managed
|The Group competes for clients in a highly competitive industry and client loss may reduce market share and decrease profits.
|Competitors include large multinational advertising and marketing communication companies and regional and national marketing services companies.
New market participants include database marketing and modelling companies, telemarketers and internet companies.
Service agreements with clients are generally terminated by the client on 90 days' notice and many clients put their advertising and communications business up for competitive review from time to time. The ability to attract new clients and to retain existing clients may also in some cases be limited by clients' policies about conflicts of interest.
|Operating companies seek to establish reputations in the industry that attract and retain clients, including by improving the quality of their creative output.
The Group's different agency networks limit potential conflicts of interest and the Group's cross- discipline team approach seeks to retain clients.
Brand Check at every Board meeting.
|The Group receives a significant portion of its revenues from a limited number of large clients and the loss of these clients could adversely impact the Group's prospects, business, financial condition and results of operations.
|A relatively small number of clients contribute a significant percentage of the Group's consolidated revenues. The Group's 10 largest clients accounted for almost 18% of revenues in the year ended 31 December 2010. Clients generally are able to reduce advertising and marketing spend or cancel projects on short notice. The loss of one or more of the Group's largest clients, if not replaced by new client accounts or an increase in business from existing clients, would adversely affect the Group's financial condition.
|Global client account managers seek to ensure the Group maintains partnership relationship with major clients. Operating companies seek to establish reputations in the industry that attract and retain clients and key talent.
Brand Check at every Board meeting and regular dialogue between directors of the Company and directors of the Group's largest clients.
|CR issues
|The social and environmental impact of our work for clients.
|The operating companies across 107 countries may not always consider the social and environmental impact of their work.
|Opportunities to advise clients on marketing with a social or environmental dimension are identified by our companies.
|Damage to WPP's reputation from undertaking controversial client work.
|The operating companies may undertake controversial client accounts and may not always consider the impact on the Group.
|Upward referral within operating companies and consideration at WPP ethical review meetings and WPP Business Code of Conduct.
|Marketing ethics, compliance with marketing standards, and increasing transparency about our marketing practices.
|Our work may not always comply with all laws and industry codes governing marketing material.
|Managed by our companies with referral to WPP Business Code of Conduct and WPP directors as necessary to improve standards and measurement in marketing practices.
|Compliance with privacy and data protection regulations.
|Increased regulation unless the operating companies meet best practice standards, contribute to the debate on privacy, increase transparency for consumers on how their data are obtained and used.
|The Group assists our companies in developing principles on privacy and compliance with local laws. Our key digital marketing and research companies have nominated senior executives to provide leadership on privacy and to work with other companies in the Group.
|Employment, including diversity and equal opportunities, business ethics, employee development, remuneration, communication and health and safety.
|Failing to meet standards on diversity and gender would impact the perception of the group and quality of work.
|Human resources policies are set and implemented at operating company level. WPP's chief talent officer assists the companies in attracting, developing and retaining our talent.
|Climate change, including the emissions from energy used in our offices and during business travel.
|Negative cost and reputational impact if the Group failed to meet target to reduce per head carbon intensity to 1.2 tonnes by 2020 (from 3.3 tonnes in 2006).
|Cross-functional, Group-wide Energy Action Teams and a network of company Climate Champions help implement our climate change strategy. Some companies have appointed environmental managers.
|The Group's businesses are subject to economic and political cycles. Many of the economies in which the Group operates have significant economic challenges.
|Reduction in client spending or postponing spending on the services offered by the Group or switching of client expenditure to non-traditional media and renegotiation of contract terms leading to reduced profitability and cash flow.
|Reduction in headcount and overhead. Ensuring that variable staff costs are a significant proportion of total staff costs and revenue.
Increased controls over capital expenditure and working capital.
Strategic focus on BRICs, the Next 11, new media and consumer insight.
Brand Check at every Board meeting.
|Currency exchange rate fluctuations could adversely impact the Group's consolidated results.
|The Company's reporting currency is pounds sterling. Given the Group's significant international operations, changes in exchange rates cause fluctuations in the Company's results when measured in pounds sterling.
|The balance sheet and cash flows of the Company are hedged by borrowing in the currency of those cash flows.
The Company publishes and explains its results in constant currency terms, as well as in sterling and on an actual dollar basis.
|Changes to the Group's debt issue ratings by the rating agencies Moody's Investor Services and Standard and Poor's Rating Service may affect the Group's access to debt capital.
|The Company's long-term debt is currently rated Baa3 and BBB by the rating agencies respectively and the Company's short-term debt obligations P3 and A2 respectively. If the Company's financial performance and outlook materially deteriorate, a ratings downgrade could occur and the interest rates and fees payable on certain of the Company's revolving credit facilities could be increased.
|Active dialogue with the rating agencies to ensure they are fully apprised of any actions that may affect the Company's debt ratings. The Company also seeks to manage its financial ratios and to pursue policies so as to maintain its investment grade ratings.
|The Group may be unable to collect balances due from any client that files for bankruptcy or becomes insolvent.
|The Group is generally paid in arrears for its services. Invoices are typically payable within 30 to 60 days.
The Group commits to media and production purchases on behalf of some of its clients as principal or agent depending on the client and market circumstances. If a client is unable to pay sums due, media and production companies may look to the Group to pay such amounts to which it committed as an agent on behalf of those clients.
|Evaluating and monitoring clients' ongoing creditworthiness and in some cases requiring credit insurance or payments in advance.
|Mergers & Acquisitions
|The Group may be unsuccessful in evaluating material risks involved in completed and future acquisitions and may be unsuccessful in integrating any acquired operations with its existing businesses.
|The Group regularly reviews potential acquisitions of businesses that are complementary to its operations and clients needs. If material risks are not identified prior to acquisition or the Group experiences difficulties in integrating an acquired business, it may not realise the expected benefits from such acquisition and the Group's financial condition could be adversely affected.
|Business, legal, tax and financial due diligence carried out prior to acquisition to seek to identify and evaluate material risks and plan the integration process. Warranties and indemnities included in purchase agreements.
Audit Committee oversight of acquisition and Board oversight of material acquisitions and review of the integration and performance of recent and prior acquisitions.
|Goodwill and other intangible assets recorded on the Group's balance sheet with respect to acquired companies may become impaired.
|The Group has a significant amount of goodwill and other intangible assets recorded on its balance sheet with respect to acquired companies. The Group annually tests the carrying value of goodwill and other intangibles for impairment. The estimates and assumptions about results of operations and cash flows made in connection with impairment testing could differ from future results of operations and cash flows. Future events could cause the Group to conclude that the asset values associated with a given operation have become impaired which could have a material impact on the Group's financial condition.
|Regular impairment testing which is a recurring agenda item for the Audit Committee.
|The Group operates in 107 countries and is exposed to the risks of doing business internationally.
|The Group's international operations are subject to exchange rate fluctuations, restrictions and/or taxation on repatriations of earnings, social, political and economic instability, conflicts of laws and interpretation of contracts.
|Affiliate, associate and joint venture structures with local partners used in developing markets.
Brand Check at every Board meeting.
Uniform approach to internal controls to seek to ensure best practice employed in all jurisdictions.
|The Group's performance could be adversely affected if it were unable to attract and retain key talent or had inadequate talent management and succession planning for key management roles.
|The Group is highly dependent on the talent, creative abilities and technical skills of our personnel as well as their relationships with clients. The Group is vulnerable to the loss of personnel to competitors and clients leading to disruption to the business.
|The Group's incentive plans are structured to provide retention value for example by paying part of annual incentives in shares that vest two years after grant and having a five-year performance period for LEAP. Operating companies seek to establish reputations in the industry that attract and retain key personnel, including by improving the quality of their creative output.
Succession planning of key executives is a recurring agenda item of the Board and Nomination Committee.
|The Group may be subject to regulations affecting its activities.
|Governments, government agencies and industry self-regulatory bodies from time to time adopt statutes and regulations that directly or indirectly affect the form, content and scheduling of advertising, public relations and public affairs and market research or otherwise limit the scope of the activities of the Group and its clients which could have a material adverse impact on our financial position. Changes in tax laws or their application may also adversely affect the Group's reported results.
|The Group actively monitors any proposed regulatory or statutory changes and consults with government agencies and regulatory bodies where possible on such proposed changes.
Regular briefings to the Audit Committee of significant regulatory or statutory changes.
Group representation on a number of industry advisory bodies.
|The Group may be exposed to liabilities from allegations that certain of its clients' advertising claims may be false or misleading or that its clients products may be defective.
|The Group may be, or may be joined as a defendant, in litigation brought against its clients in respect of services provided by the Group.
|The Group seeks to comply with all laws and industry codes governing marketing material.
Upward referral procedure within operating companies and to WPP ethical review meetings.
|The Group operates in 107 countries and is subject to increased anti-corruption legislation and enforcement not only in the US and UK.
|The Group may be exposed to liabilities in the event of breaches of anti-corruption legislation.
|On-line and in country ethics and anti-bribery and corruption training on a Group-wide basis to raise awareness and seek compliance with the WPP Code of Conduct.
Confidential help-line for WPP staff to raise any concerns which are investigated and reported to the Audit Committee on a regular basis.
Due diligence on selecting and appointing suppliers and acquisitions.
Gift and hospitality register and approvals process.
Sarbanes-Oxley section 404
The provisions of section 404 of the Sarbanes-Oxley Act require the Company's management to report on the effectiveness of internal control over financial reporting in its Annual Report on Form 20-F which is filed with the US Securities and Exchange Commission. The 2009 assessment and related report from the external auditors confirmed that the Company's internal control over financial reporting was effective and included in the Company's Annual Report on Form 20-F for the year ended 31 December 2009. The 2010 assessment and related report will be included in the Company's Annual Report on Form 20-F due to be published in April 2011.
Going concern
The directors are required to consider whether it is appropriate to prepare the financial statements on the basis that the Company and the Group are going concerns. As part of its normal business practice, the Group prepares annual and longer-term plans and in reviewing this information and in particular the 2011 three-year plan and budget the directors believe that the Company and the Group have adequate resources for the foreseeable future. Therefore the Company and the Group continue to adopt the going concern basis in preparing the financial statements.
Further details of the Group's financial position and borrowing facilities are described in note 10 of the financial statements.
Responsibilities in respect of the preparation of
financial statements
The directors are responsible for preparing the financial statements in accordance with applicable law and regulations. The directors have elected to prepare financial statements for the Group in accordance with International Financial Reporting Standards as adopted by the EU (IFRSs) and have also elected to prepare financial statements for the Company in accordance with UK accounting standards. Company law requires the directors to prepare such financial statements in accordance with the Companies (Jersey) Law 1991.
International Accounting Standard 1 requires that financial statements present fairly for each financial year the Company's financial position, financial performance and cash flows. This requires the faithful representation of the effects of transactions, other events and conditions in accordance with the definitions and recognition criteria for assets, liabilities, income and expenses set out in the International Accounting Standards Board's 'Framework for the Preparation and Presentation of Financial Statements'.
In virtually all circumstances, a fair presentation will be achieved by compliance with all applicable IFRSs. Directors are also required to:
- properly select and apply accounting policies;
- present information, including accounting policies, in a manner that provides relevant, reliable, comparable and understandable information;
- provide additional disclosures, when compliance with the specific requirements in IFRSs is insufficient to enable users to understand the impact of particular transactions, other events and conditions on the entity's financial position and financial performance; and
- make an assessment of the Company's ability to continue as a going concern.
The directors are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Company, for safeguarding the assets, for taking reasonable steps for the prevention and detection of fraud and other irregularities and for the preparation of a Directors' report and directors' remuneration report.
The directors are responsible for the maintenance and integrity of the Company website. Jersey legislation and UK regulation governing the preparation and dissemination of financial statements differs from legislation in other jurisdictions.
The directors confirm that so far as they are aware, there is no relevant audit information of which the Company's auditors are unaware. Each director has taken all the steps that he or she ought to have taken, as a director, in order to make himself or herself aware of any relevant audit information and to establish that the Company's auditors are aware of that information.
The following information, together with the letters from the chairmen of the Nomination, Audit and Compensation Committees, the statements regarding directors' responsibilities and statement of going concern set out above and the directors' remuneration and interests in the share capital of the Company set out in the Directors' report, which also includes the sections Letter to share owners, Who runs WPP and What we think.
Substantial share ownership
As at 18 April 2011, the Company is aware of the following interests of 3% or more in the issued ordinary share capital:
|Amount held (%)
|Legal & General
The disclosed interests refers to the respective combined holdings of this entity and to interests associated with it.
The Company has not been notified of any other holdings of ordinary share capital of 3% or more.
Profits and dividends
The profit before tax for the year was £851.3 million (2009: £662.6 million). The directors declared a second interim dividend of 11.82p (2009: 10.28p) per share to be paid on 4 July 2011 to share owners on the register at 3 June 2011 which, together with the first interim ordinary dividend of 5.97p (2009: 5.19p) per share paid on 8 November 2010, makes a total of 17.79p for the year (2009: 15.47p).
Charitable donations
Our head office made charitable donations of £266,100 (2009: £191,000). Collectively, WPP companies together with the parent company made an estimated £5 million of charitable donations in 2010 and in kind. More detailed information regarding the Group's support of charities is set out in the section dealing with corporate responsibility.
It is the Company's policy not to make payments for political purposes.
Significant agreements and change of control
In addition to the financing agreements to which the Company is a party, details of which are given in note 24 on page 173, the Company is a party to an agreement with Asatsu-DK Inc dated 3 August 1998 pursuant to which WPP subscribed for 20% (at that time) of the share capital of Asatsu and Asatsu subscribed for approximately 4% (at that time) of the issued share capital of WPP. The respective shareholdings may only be transferred following a procedure set out in the agreement. WPP and Asatsu are each entitled to nominate a non-executive director to the board of the other subject to retaining its shareholding in the other.
Each of the €600 million 4.375% bonds due in December 2013, the £400 million 6% bonds due in April 2017, the €500 million 5.25% bonds due in January 2015, the €750 million 6.625% bonds due May 2016, the £200 million 6.375% bonds due November 2020, the £450 million 5.75% convertible bonds due May 2014 and the $600 million 8% bonds due September 2014, contain provisions which are triggered on a change of control of the Company. The holders of such bonds (other than the £450 million 5.75% bonds) have the right to repayment at par (except for holders of the $600 million 8% bonds where the holders have the right to redeem the bonds at 101% of par) if the Company is non-investment grade at the time of the change of control or becomes non-investment grade within 120 days of the announcement of the change of control.
In addition the Group has a $1.6 billion Revolving Credit Facility due August 2012 and a £200 million Revolving Credit Facility agreement expiring July 2011, the terms of which require the consent of the majority of the lenders if a proposed merger or consolidation of the Company would alter its legal personality or identity.
The impact of a change of control on WPP's incentive plans is dealt with in How we're rewarded.
Articles of Association
There are no restrictions on amending the Articles of Association of the Company other than the need to pass a special resolution of the share owners.
Group activities
The principal activity of the Group continues to be the provision of communications services worldwide. The Company acts only as a parent company and does not trade.
Share capital
The Company's authorised share capital consists solely of 1,750,000,000 ordinary 10 pence shares. The Company operates an American Depositary Receipt program. The rights and obligations relating to the ordinary share capital are outlined in the Articles of Association; there are no restrictions on transfer, no restrictions on voting rights and no securities carry special voting rights with regard to control of the Company.
At the Annual General Meeting in June 2010, share owners passed resolutions authorising the Company, in accordance with its Articles of Association, to allot shares up to a maximum nominal amount of £45,609,991 of which £6,285,768 could be allotted for cash free of statutory pre-emption rights. In the year under review no shares were issued for cash free from pre-emption rights. Details of share capital movements are given in note 26.
Authority for purchase of own shares
At the Annual General Meeting in 2010 share owners passed a special resolution authorising the Company, in accordance with its Articles of Association, to purchase up to 125,496,212 of its own shares in the market. In the year under review, 6,895,690 ordinary shares of 10 pence each were purchased at an average price of £6.730 per share.
Supplier payment policy
The Company has no trade creditors because it is a parent company and does not generate trading revenues. Accordingly, no disclosure can be made of year-end trade creditor days. However, the Group's policy is to settle the terms of payment with suppliers when agreeing the terms of each transaction and to ensure that suppliers are made aware of the terms of payment and to abide by the terms of payment. The average trade creditors for the Group, expressed as a number of days, were 42 (2009: 45).
Deloitte LLP were appointed as auditors of the Company on incorporation and the directors will propose a resolution at the Annual General Meeting to re-appoint them.
By Order of the Board:
- *
- The sections headed 'Letter to share owners', 'Who we are' and 'What we think' should be read in conjunction with and as part of the section headed Directors' report.


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House ethics panel finds Rangel guilty?
WASHINGTON -- New York Rep. Charles Rangel, a longtime power in the U.S. House, violated its rules with financial misconduct, brought it discredit and will be punished, fellow lawmakers sitting as jurors ruled on Tuesday.
Protesting the enduring stain on his four-decade congressional career, the 80-year-old Democrat said he was treated unfairly for "good faith mistakes." His statement reflected the bitterness of an eight-month career slide, starting with an unrelated ethics ruling that forced him from his coveted chairmanship of the tax-writing Ways and Means Committee.
The conduct often cited by critics was his failure to report income to the IRS from a unit he owned in a Dominican Republic resort -- showing the chairman in charge of tax legislation shortchanged the IRS.
Rangel, a founder of the Congressional Black Caucus, remains a political kingpin in New York's famed Harlem neighborhood and is unlikely to resign. He won re-election earlier this month.
Convicted on 11 of 13 charges of rules violations, his ordeal isn't finished.
The eight-member ethics panel that convicted him -- four Democrats and four Republicans -- now will write what is likely to be a stinging report to amplify its findings. Then, the full House ethics committee will conduct a hearing on the appropriate punishment for Rangel, the silver-haired, gravelly voiced and sartorially flashy veteran of 20 terms in Congress.
Possible sanctions include a House vote deploring his conduct, a fine and denial of certain privileges.
Rangel's downfall, in part, came in the way he solicited money for a New York college center designed as a monument to himself. There also was his decade of misleading annual disclosures of his income and assets, and his use of a subsidized New York apartment -- designated for residential use -- as a campaign office.
The panel deliberated over two days before its chairman, Democratic Rep. Zoe Lofgren, made a bare-bones statement announcing the findings -- leaving a full explanation for the upcoming written report.
The conviction was a fresh setback for Democrats who lost control of the House to the GOP in the midterm elections, support for Republican candidates' assertions of bad conduct.
At his one-day trial Monday, Rangel was reduced to pleading for a postponement -- arguing that his lawyers abandoned him after he paid them some $2 million but could afford no more. The panel rejected his request, and Rangel walked out of the proceeding.
"How can anyone have confidence in the decision of the ethics subcommittee when I was deprived of due process rights, right to counsel and was not even in the room?" Rangel complained on Tuesday. "I can only hope that the full committee will treat me more fairly and take into account my entire 40 years of service to the Congress before making any decisions on sanctions."
He called the panel's findings "unprecedented" because there was no rebuttal evidence. He complained that the rejection of his appeal for more time violated "the basic constitutional right to counsel."
Rangel, echoing a statement he made in August in a speech to the House, added, "Any failings in my conduct were the result of good faith mistakes." He said they were caused by "sloppy and careless record keeping, but were not criminal or corrupt."
New York Gov.-elect Andrew Cuomo, a Democrat who attended Rangel's fundraiser in August while campaigning to clean up New York politics, said, "It's obviously a sad situation to experience."
"It's important that people have full faith in the integrity in public service, so it's painful to watch," Cuomo said Tuesday at a press event near Rochester. "But we'll see what happens at the end of the process."
The eight-member jury panel was unanimous on most charges against Rangel. Members split 4-4 on a charge that he violated a ban on gifts because he was to have an office -- and storage of his papers -- at the Charles B. Rangel Center for Public Service at City College of New York.
Two counts charging him with misuse of Congress' free mail privilege were merged into one. And the panel voted 7-1 on a final charge that he had brought discredit on the House. No breakdown was given on who voted no.
The charges said the solicitation for the Rangel Center targeted foundations and businesses that were seeking official action from the House or had interests that might be substantially affected by Rangel's congressional conduct.
However, Rangel was not accused of using his influence to pass or defeat legislation.
During Monday's trial proceeding, the chief counsel for the House ethics committee, Blake Chisam, told the jury that Rangel could have received permission to solicit nonprofit foundations. However, he could not have used congressional stationery and staff as he was found to have done.
Rangel had previously acknowledged some of the charges, including submission of 10 years' worth of incomplete and inaccurate annual statements disclosing his assets and income.
He also admitted he initially did not report his rental income from a unit he owned at the Punta Cana resort in the Dominican Republic.
An apartment in Harlem's Lennox Terrace complex housed the Rangel for Congress and National Leadership PAC political committees, although the lease terms said the unit was for living purposes only.
Chisam had told the jury that other tenants were evicted at an increasing rate for violating the same lease terms.

subset: commoncrawl


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Cherie said she's imagined the opening scene from a documentary. Our children are on camera and an off-screen voice asks, "When did you first notice that your parents were going feral?"
We're eating more wild edibles these days and we've taken to sleeping outside. I know that for many readers of this blog those facts aren't particularly remarkable, but they're way outside the cultural norms these days. Plenty of people would see them as evidence that we're going feral.
So be it. Sleeping outside this time of year is wonderful. The air is cool, the sky is beautiful, the lightning bugs are entertaining and the nightsounds are enjoyable. It's not quiet outside at night. The frogs and crickets keep up a steady hum, punctuated by the calls of whippoorwills and the occasional owl. Less pleasant, but interesting, are the howls and yips of coyotes.
I'm an early riser, but sleeping outside wakes me even earlier. Not just because the rooster starts crowing well before sunup, but primarily because daytime arrives much sooner than we realize when we're sleeping indoors. And at dawn the air is crowded with birdsongs, nature's alarm clock.
I don't think there's any danger of us becoming entirely undomesticated, but I do hope we keep stretching the boundaries. I hope we keep going feral.


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If you are craving a naturally sweet, easy-to-make healthy treat that you won't feel guilty indulging in, then you simply must make these fudgy little fruit and nut nibblers that I just had to try after seeing Ricki's recipe for cocoa nibbles recently. I was especially attracted to the range of possible flavor combinations, and accordingly proceeded to explore my cupboards. The result was even better than expected! Think fat, chocolatey fruit leather without artificial sweetener and with just a hint of spice. These delightful slices of bliss will keep for a week in a covered container in the refrigerator, but I dare you to resist gobbling them all up after a short chill. Serves as many as you feel generous enough to share with.
|Cocoa Fruit Treats
|Recipe by Lisa Turner
Adapted from Diet, Dessert and Dogs
Published on June 3, 2008
Naturally sweet, guilt-free and no-bake cocoa treats with pistachios, dried fruits and a hint of chili
Print this recipe


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Mr. Speaker, in recognition of Black History Month, I rise to pay tribute to one of our country's trailblazers, William Peyton Hubbard, the first African-Canadian to be elected to public office in a Canadian city.
William Hubbard's father was an American slave who escaped via the underground railroad to Canada. Born and raised in Toronto, William Peyton Hubbard originally worked as a baker, but after rescuing George Brown from the Don River one night, Hubbard found himself entering the world of politics.
With the support of his friend, George Brown, he was elected in 1894 as a Toronto alderman. This was the first of 15 terms in office. During that time he also served on the Board of Control and as acting mayor on occasion. He fought corruption, pushed for democratic reform and never failed to speak his mind.
Toronto still celebrates "Old Cicero's" accomplishments with the William P. Hubbard Award for Race Relations. I ask the House to join me in celebrating this extraordinary man's contribution to our country.


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Serving Up Science
Serving Up Science is hosted by history buff, science writer and foodie Sheril Kirshenbaum, who will give you science-backed tips to make your favorite foods even better. Farmed or Wild? Why does cheese stink? Why should meat rest? Explore these questions and more.
Produced by WKAR Public Media
In Cooperation with Food@MSU


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- "Industrial wasteland meets suburban hell."
- ―GTA IV Website
The State of Alderney (Nickname: The Wasteland State) is an American state located to the west of Liberty City. Although the two states are completely independent from one another, Alderney City is known by many as being part of Liberty City's metropolitan area. The state is only a little bit smaller than the neighboring Algonquin borough of Liberty City, but it is unknown whether what is seen in-game is the whole of the state or simply a section of it.
The state is only seen in Grand Theft Auto IV and its two downloadable content packs. In Grand Theft Auto: Chinatown Wars, the state was removed from the map possibly due to the limitations of handheld systems, leaving only Liberty City open to the player.
Alderney is based on the State of New Jersey, Alderney City shares many similarities with Newark and Jersey City and unlike Liberty City, it is much more consistent with its real-life counterpart in terms of spatial planning and geography. The state is mostly made up of in-game representations of real-life cities and townships in Hudson County, New Jersey; however, it also features portions of Bergen County (Westdyke and Leftwood) to the north, and Union County (Tudor) to south of Alderney.
Not much is known about the history of Alderney. However, on the documentary A History of Liberty City on CNT, it is stated that Alderney was named after Phillip D. Alderney, who was said to be the only person that could tolerate an oily mosquito filled swamp full of industrial waste and soccer moms.
Alderney City can be considered suburban and somewhat middle-class overall. Alderney has a wide range of characters and atmospheres which include:
- Commercial (Leftwood), (Berchem) and (Koreatown, Alderney City)
- Central business district (Downtown Alderney City)
- Lower-class residential (Central Acter)
- Housing projects (West Tudor)
- Docklands (East Tudor), (Port Tudor), (Riverside, Alderney City) and (Normandy)
- Central industrial district (Acter Industrial Park)
- Semi-industrial (Tudor)
- Prison District (Alderney State Correctional Facility)
- Run-down, gang influenced (Acter)
Crime and corruption are no less common in Alderney City than in Liberty City. The most crime-ridden areas in Alderney are south and central Alderney City and in the townships of Acter, Berchem, and some parts of Tudor. The Pegorino Family and the Korean Mob conduct organized crime from within Alderney and Mafia families from Liberty City, such as the Ancelottis and Pavanos, also run operations there. as does a set of M.O.B.. A chapter of The Lost MC was active until it disbanded in 2008 after a civil war left it in ruins.
The State Troopers of Alderney wear uniforms different from those of the Liberty City Police Department that resemble those of the New Jersey State Police. Contrary to this independence, the Alderney State Police department use vehicles bearing the livery of the LCPD. The reason for this sharing of a police force between two cities in two different states is never explained. However in reality, this could be a developer oversight in which different police vehicles were never designed for the State of Alderney, or that the shape/layout of the city was different during the planning stages.
Gangs of Alderney
- The Lost MC (formerly)
- Pegorino Family (formerly)
Food & Drink
Alderney's dining services mostly come from fast-food chains, such as the Pizza This and Burger Shot in Leftwood and Westdyke. Cluckin' Bell and Wigwam Burger are also seen around Berchem. The hot dog and peanut vendors spread throughout Alderney City. Alderney also has traditional foreign restaurants such as Mr. Fuk's Rice Box, a Korean restaurant located in Alderney City, and branches of chain restaurants that serve foreign dishes, such as Gozushi! in Leftwood.
The only park seen in the State of Alderney is Acter Park in Acter.
It is possible that the Liberty City Wrath (who are based on the New York Giants and the New York Jets) football team plays in Alderney much like their real-life counterparts who actually play in New Jersey. A very similar situation is possible for the Red Mist XI soccer team who are based on the New York Red Bulls. Although, no football or soccer stadiums are seen in Alderney or Liberty City.
High Schools
Two high schools from the state of Alderney are seen on Hornyhighschoolreunions.com
- Acter High School
- Alderney City Tech
Alderney's outer reaches are supplied by the Plumbers Skyway. The state is connected to Liberty City by the Booth Tunnel and Hickey Bridge, both of which cross the West River. A ferry terminal is under construction in Castle Garden City, Algonquin, which would supposedly connect it with the completed Alderney terminal, but the terminal is abandoned, and construction is only in progress on the Algonquin end.
- Hickey Bridge, connects Alderney City, Alderney, to Varsity Heights and North Holland, Algonquin, Liberty City.
- Booth Tunnel (Lincoln Tunnel), connects Alderney City to Westminster, Algonquin.
Much like other streets, Alderney streets are named after famous objects or people. Northern Alderney streets are named after mountain ranges, Owl Creek Avenue, Beaverhead Avenue, Big Horn Drive. Central Alderney streets are named after inventors, Babbage Drive, Farnsworth Road, Edison Avenue, and cult leaders, Koresh SQ, Applewhite Street, Hubbard Avenue, and in Southern Alderney streets are after American nuclear tests, Plumbbob Avenue, Niblick Street and Tinderbox Avenue.
- As an independent state, Alderney does not have a subway. However, around the state, the remnants of a rail system can be found, though this appears to be for freight rather than passengers.
Public Services in Alderney
Police Departments
- Leftwood Police Station (Franklin St. & Bridger St. ― Leftwood, Alderney) telling by its relative size of area it covers.
- Acter Police Station (Vitullo Ave & Lee Rd. ― Acter, Alderney)
- Acter Industrial Park Police Station (Grommet St. & Toggle Ave ― Acter Industrial Park, Alderney)
- North Tudor Medical Center (169 Babbage Drive ― Tudor, Alderney)
- Westdyke Memorial Hospital (Long John Ave. ― Leftwood, Alderney)
Fire Departments
- Berchem Fire Department (Vitullo Ave. ― Berchem, Alderney)
- Tudor Fire Station (Hardtack Ave. ― Tudor, Alderney)
Places of Interest in Alderney
- International Online Unlimited (Rand Ave and Applewhite St, Alderney City)
- Kakagawa Building (Myung and Bedrock St, Alderney City)
- National Newark Building (Boyden Ave and Koresh Sq, Alderney City)
- RON Building (Asahara Rd and Jonestown Ave, Alderney City)
- Schlongberg Sachs (Koresh Sq, Alderney City)
- Alderney Ferry Terminal (Asahara Rd and Booth Tunnel entrance, Alderney City)
- Alderney Casino (Beaverhead Ave, Westdyke)
- Sprunk Factory (Argus St, Tudor)
- Alderney State Correctional Facility (Grenadier St, Muskteer Ave, Acter Industrial Park/Alderney State Correctional Facility)
- Acter Nuclear Power Plant (Acter Industrial Park, Trinity Road)
Known residents
- Giovanni Ancelotti
- Gracie Ancelotti
- Johnny Barbosa (formerly)
- Phil Bell
- Niko Bellic
- Ashley Butler (formerly)
- Ivan Bytchkov (determinant)
- Anthony Corrado (formerly)
- Joseph DiLeo (formerly)
- Jim Fitzgerald (formerly)
- Frankie Gallo (determinant)
- Billy Grey (formerly)
- Brian Jeremy (formerly)
- Johnny Klebitz (formerly)
- Angus Martin
- Charles Martin
- Charles Matteo (formerly)
- Jason Michaels (formerly)
- Angie Pegorino
- Jimmy Pegorino (formerly)
- Kenny Petrovic
- Leila Sharpe
- Luca Silvestri (formerly)
- Clay Simons (formerly)
- Terry Thorpe (formerly)
- Derrick McReary (formerly)
Businesses in Alderney
- Auto Eroticar (Keneckie Ave & Lockowski Ave. ― Alderney City, Alderney)
- Big Paulie's Used Cars (Emery St. & Anvil Ave. ― Tudor, Alderney)
- Burger Shot (Owl Creek Ave. and Sacramento Ave. ― Westdyke, Alderney)
- Honkers (Tinderbox Ave. & Argus St. ― Tudor, Alderney)
- Mr. Fuk's Rice Box (Hubbard Ave. ― Alderney City, Alderney)
- Pay 'n' Spray (Roebuck Rd. & Hardtack Ave. ― Port Tudor, Alderney / Panhandle Rd. - Leftwood, Alderney)
- Pizza This (Bridger St. & Tenmile St. ― Leftwood, Alderney)
- Tw@ Internet Café (Vitullo Ave. & Kemeny St. ― Berchem, Alderney)
- Westdyke Autos (Lemhi St. & Sacramento Ave. ― Westdyke, Alderney)
Townships, Industrial areas and Municipal counties
- Westdyke (Weehawken)
- Leftwood (Englewood and Westwood)
- Alderney City (Jersey City, Newark and Trenton)
- Berchem (Hoboken, North Bergen)
- Acter (Kearny, East Newark)
- Normandy (Bayonne)
- Tudor (Elizabeth)
- Port Tudor (Port Newark-Elizabeth Marine Terminal)
- Acter Industrial Park (Industrial District of South Kearny)
- Alderney is a neighboring island to Jersey in the English Channel, hence the name "Alderney" replacing "New Jersey" in GTA universe.
- Some dialogue in the game refers to Alderney as "Guernsey" (the Bailiwick of Guernsey incorporates Alderney and the island of Guernsey is another Channel Island near to Jersey), suggesting that, at some point in GTA IV's development, the state may have carried its GTA 1 name of "New Guernsey", after the parent island; "Guernsey" may, however, simply be a nickname for the state. Jimmy Pegorino mentions both names in the Payback mission cutscene.
- Alderney does not play a huge role in the storyline of The Ballad of Gay Tony, aside from the Drug Wars and Base Jumps that are found across the state. The only two storyline missions that have the player travel to Alderney are Blog This!... and Ladies' Night, both given by Gay Tony.
- Elizabeth of York and Queen Elizabeth I were members of the Tudor dynasty, hence 'Tudor' county substituting for New Jersey's Elizabeth county.
- Alderney is frequently derided by Libertonian citizens and news media like Weazel News throughout the game, parodying the antagonism between New York and New Jersey. Examples of this include a website claiming that "not even a terrorist would want to live in Alderney" and "The Episodes from Liberty City" instruction manual describing Alderney as being home to "dreary suburbia, industrial wastelands and strip malls".
- Berchem is the name of a district in Antwerp, Belgium; to its west is the Hoboken district, one of the disputed origins of the name of Hoboken, New Jersey.
- DJ Mister Cee of The Beat 102.7 once referred to Alderney as "Al-Dirty", a play on the New Jersey nickname "Dirty Jerz".
- Although Alderney State Police officers wear a New Jersey State Police styled uniform rather than the standard LCPD uniform, they drive LCPD cruisers. Some officers will announce themselves as being a state trooper while others will announce themselves as the LCPD.
- In the beta map for GTA IV, Alderney appeared to have a piece of land extending to the north which was removed during development.
- Many of the houses in Alderney (specifically Westdyke) have garage doors that open when approached with a vehicle; however, the door will not close after you get out, nor can you save vehicles here.
- Alderney is the single state in whole GTA series to not include an airport or a railway system but it is unknown if the present Alderney in GTA IV is just a part of the state.
- Alderney was mentioned in Grand Theft Auto V in the mission Friends Reunited while planting sticky bombs on The Lost MC's trailer, the bikers in the first trailer will say Billy Grey was "something Alderney could be proud of".
- Vehicles in Alderney don't seem to have their own licence plates and use Liberty City ones instead.
See Also
- State of New Guernsey - the 2D Universe version of New Jersey.
- Shoreside Vale - the 3D Universe version of New Jersey but it's lot of land in north


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A new dress size and a new man!
Click here if you missed last week's post, with photos, on Jennie Garth's divorce thinnification. Along with her new dress size, it appears that Jennie also has a new man - Noah Abrams, a photographer. According to PEOPLE it's just "casual". Whatever it is, casual or not, she still wanted us to know...which is why the paps just happened to come upon them at the movies on Tuesday with perfect hair, makeup, and wardrobe. And it's not a bad strategy.
She's 40 and she's looking for love again, in skinny jeans with diet tips to share -- it's a classic, irresistible story for women, a sure sell. And the timing is good too. Have you seen all those Old Navy commercials? Please. For those of us who grew up on 90210, you can't look away. And, if you don't squint, it's like...they haven't changed at all.


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City leaders silent on DOJ investigation
Feds probe possible police abuse of force
One day after the announcement that the Department of Justice is investigating the Albuquerque Police Department, city officials are all but silent.
The police chief and the mayor have gone missing from the public eye.
On Tuesday, Mayor Richard Berry said, "As we work during the coming months, I look forward to a candid and an open dialogue with the Department of Justice, with our community and with those we serve."
The DOJ is investigating the police department for possible abuse of force.
Police Chief Ray Schultz also issued a statement saying, "We look forward to continue (to) work with all parties involved in order to answer any and all questions that may arise."
When asked for comment Wednesday, a city spokesperson said, "The chief's statement from yesterday stands as his comments for now."
City officials said the mayor is out of town on an economic-development mission in Portland.
Community leaders said the case will likely involve a long investigation and an even longer road to regaining the public's faith.
"This, to me, is a challenge to bring the department to the highest level possible to restore that community trust that I want to have back," Schultz said.
A spokesperson for the mayor told Action 7 News that all of the statements from Tuesday are still accurate.
Calls for more comment went unanswered.


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- How your parents raised you and handled their own finances can have a huge impact on how you make decisions as an adult.
- Parents who live large or frugally, get divorced, or never talk about money can leave lasting financial impressions on kids.
- If your parents spoiled you, and you now lead a more expensive lifestyle than you can afford, challenge yourself to see what it's like to live modestly.
- If your parents had a bad experience with the stock market growing up you might avoid investing in stocks altogether — and you should do your homework before investing.
Whether we realize it or not, how we were raised has a tremendous impact on how we make decisions as adults. Sometimes the results are positive, certainly. But other times the results are detrimental to our well-being, especially when it comes to our financial health. This doesn't mean that we can just blame mom or dad (or both) for our money mistakes and leave it at that. But once we understand the root of our bad habits we can take ownership of them and make a conscious effort to change them.
Here are eight common parenting behaviors that can negatively influence your money habits and what you can do to overcome them. Let the therapy session begin.
Your parents were very frugal
The behavior: Whether they needed to keep a tight budget, were trying to teach you a lesson or were choosing to put themselves first financially, they seemed to deny you of everything you wanted as a kid.
The influence: You overspend to compensate. Binge spending often occurs in response to feeling deprived as a child. Haven't we all heard the story about the strict parents whose kid rebelled and went hog-wild? Perhaps you are acting out with your money choices because of your parents' frugality.
The solution: Talk to your parents about the reasons for their choices. There may be more to their decision than you understood when you were young. Regardless, know that your real revenge for childhood deprivation is financial prosperity. Channel that inner rebel as best you can to save instead of spend. If your will isn't strong enough to stop overspending, force yourself to by setting up automatic savings plans whenever possible.
And don't let the cycle continue: If you have kids, make sure you include them in the reasoning for being careful with money so that they can learn the benefits of saving and not feel resentful.
Your parents spoiled you
The behavior: Perhaps your parents were deprived as children themselves, and in response, they chose to overspend on you. You grew up living a life of abundance and not wanting for anything.
The influence: You feel entitled to have a luxurious lifestyle. Kids who are spoiled can often grow up to expect that they can — and should — still have whatever they want. The problem is that you might not have the income to support your ability to live large, which can lead to racking up unnecessary debt.
The solution: Shift your sense of entitlement from having a lot of "stuff" now to having financial freedom later. Challenge yourself to see what it's like to live modestly and then put any savings towards more important goals like buying a home, a comfortable retirement or starting a family. Set up automatic retirement contributions to force yourself to make better money decisions for your future.
Your parents were extremely charitable
The behavior: Perhaps they grew up poor or experienced some kind of trauma firsthand. In response, they chose to invest their time and money in causes that they were passionate about.
The influence: Your heart is in the right place, and so were your parents'. But you may give more money away than you can really afford to out of guilt or obligation. Whether you feel obligated to because of your parents' experience or want to match their generosity, you can't seem to say "no" to most charitable appeals. Charity is a wonderful and noble concept, but it is easy to let your emotions get the best of you, which can result in saying "yes" too often and donating more than you can actually afford.
The solution: Decide which causes are most important to you and make a charitable gift budget now that is within your means for next year. This budget should include a little extra room for unexpected appeals that you may want to support. Then set up automatic payments through your bank to the charities of choice, either monthly or annually, depending on what you can comfortably afford, and let the charities know what to expect. This way, you know what you are giving and give ahead of time and you won't be as tempted to give too much based on emotion and impulse.
Your parents never taught you about money
The behavior: This is a very common problem and often due to the subconscious perpetuation of their own parents' lack of financial education. Money has a notorious reputation for being dirty and taboo to talk about. And of course women have a long history of being kept in the dark when it came to the household finances. So generations of parents have avoided discussing money matters with their children out of ignorance or preference.
The influence: You are money foolish — and probably in a variety of ways, whether it is overspending, undersaving or avoiding investing and/or financial planning in general. You have no foundation of knowledge when it comes to money management, so you are left to (hopefully) learn from your mistakes.
The solution: Get educated. Being a DailyWorth subscriber is a great start. You can also take it a step further by hiring an experienced, qualified financial advisor who can offer you personalized guidance, get you on the right track to achieve your goals, and, ideally, educate you at the same time. Get referrals from family and friends and interview several candidates until you find one you like and trust. If you have kids of your own, make it a priority to talk to them about money and involve them in your financial planning activities so they can break the cycle.
Your parents badmouthed the stock market
The behavior: Whether they lived through the Great Depression, took a big hit during the Great Recession or made bad stock-picking decisions in the past, they have chosen to put their money in the safest place possible … under the bed.
The influence: You avoid investing in stocks altogether. This may seem a safe choice, but the reality is that you need to grow your money as much as possible in order to have a fighting chance at a comfortable retirement. That leaves you with few options other than investing in the stock market and real estate.
The solution: Be careful and strategic with your investing decisions. This means doing sufficient research and asking questions, if necessary, to make sure you know what you're getting into and whether it's appropriate for your objectives and risk tolerance. You also need to make sure that your total investment portfolio is well-diversified so you don't subject yourself to any unnecessary risk.
Your parents lived large
The behavior: Maybe they were compensating for being deprived as kids or they felt the need to keep up with the Joneses. Whatever the reason, your parents spoiled themselves and probably spent more than they should.
The influence: You live beyond your means, too. As much as we try to avoid turning into our parents, it often happens. Growing up in a home where your role models lived a lavish lifestyle would make it particularly challenging for you to adopt a modest one. The unfortunate result is that you are likely not just trying to keep up with the Joneses, but with your parents as well.
The solution: If you can't go as far as physically removing yourself from an environment that tempts you too much to overspend, then you need to put constraints in place to force yourself not to. That means setting up automatic transfers to save money you would otherwise spend and dedicating an account and debit card just for discretionary spending with no overdraft protection.
Your mother was dependent
The behavior: Whether she married one man of means or multiple men, your mom was taken care of and did not have to worry about money. (At least, as far as you know.)
The influence: You too are expecting Prince Charming. Why should you have to struggle if your mom didn't have to? This subconscious question commonly results in procrastination and irresponsible money behavior because, in the back of your mind, you assume that someone will eventually save you financially.
The solution: Wake up from this unrealistic fairytale! Stop waiting to be saved and instead, save yourself. The end result will be much more satisfying, and you can take pride in being a model of financial independence and inspiration to your own children and others.
Your parents divorced
The behavior: This is an unfortunate reality for so many families and a major contributor to all kinds of psychological issues in kids, including those that fuel poor money decisions.
The influence: You are determined to live happily ever after. This isn't necessarily a bad thing, but it can also lead you to jump into marriage, buy a house and start a family prematurely or for the wrong reasons. That can easily lead to living beyond your means, racking up debt, enduring financial stress — and can ultimately result in divorce. The vicious cycle continues.
The solution: Make a commitment to always be financially independent even if you do marry or are already married. This means maintaining your own separate accounts for spending, saving and investing and making it a priority in your relationship to contribute to your own personal retirement account as much as possible (even if you are not the breadwinner in your relationship or have left the workforce to be a caretaker). If you happen to significantly outearn your potential mate, you may also want to consider a prenuptial agreement as a practical, protective measure.
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Seen a scammer? Been caught out? Let the world know so they don't get burned. Add information if you see one that's already been logged - scammers move quickly and change details often to avoid detection. Details you log here will be in major search engines within an hour or two.Please Like, Share, Tweet etc. to spread the word.
|Scam Reporter
|Scam Tips Received
Hawthorne, CA, United States
2015-11-07 01:00:45
Wills/Probate Scam
| decided to bequeath the sum of $10,000,000.00 to you. (Contact; firstname.lastname@example.com)â€â€Ž
Attn; Beneficiary
7th of November, 2015
My name is Mrs. Karen Smith, 72 yrs old widow. I got your contact information from a Christian website. I have decided to donate what I have to you. I was diagnosed with cancer of lungs few years ago, immediately after the death of my husband who has left me everything he worked. I have been inspired by God to donate my inheritance to you for the good work of God and charity purpose, i am doing this because my family are unbelievers and I will not allow them inherit this money for their own selfishness. I have come to find out that wealth acquisition without Jesus Christ is a vanity. My late husband was very wealthy and after his death, I inherited all his business and wealth. Based on the doctors reports that i might not live up to three months. My late husband family intentions is to allow me die in this condition because I do not have a child, this have made me source for a Godly person abroad who will make this claim of $10 Million dollars which is deposited in a security firm. I decided to bequeath the sum of $10,000,000.00 to you. If you are much more interested, Contact Mr. Michael Newton with this specified email: email@example.com
Warmest Regards,
Mrs. Karen Smith
Endeavor to Contact My Lawyer Email: email@example.com


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In the picture above, my daughter was grouping the cards into various categories. And she was able to do so in more than one way. They could be grouped by color, location, function, and other relative categories. This was awesome for me, as one of the topics in both her math and science lessons right now is comparison and categorization. Doing this activity with the cards was a great way to reinforce these concepts.
I also used these during her Spanish lessons to see which words she knew and which ones needed work. I can see that they will be a definite tool for learning to read in Spanish, as well.
I'm also able to use these with my preschooler for color recognition. (The cards can easily be sorted into all your traditional colors: red, pink, yellow, orange, green, blue, purple, brown, gray, and black.) And I can see that they will be great to help with learning letter sounds.
You can tell a lot of thought has gone into the design of this product. There are quite a few sets of bilingual flash cards out there (I know because we have a few of them), but I think that one of the reasons that my kids and I are enjoying these so much is because of the illustrations. They are not independent of each other, but rather are tied together in a story book like fashion with a young boy and girl as the main characters. I found my daughter arranging the cards in a certain order to "tell a story." And the English side is surrounded by a blue border, whereas the Spanish side is yellow, which is helpful if you or your kids accidentally drop them all over the floor. They are very easy to sort without having to look at each word.
There are a couple of cards that use Spanish words that I don't (I say "pelota" not "bola" and I use "camión" instead of "carro") but with such a diverse language, I don't find it to be bothersome. I just acknowledged it and then used the word that I preferred.
BLINGuals also offers flash cards in other language combinations. Acutally, they have 15 available languages that you can choose from and you can get your cards in any combination (i.e., French/Spanish?)
BLINGuals has agreed to send one of these great flash card decks to a MommyMaestra reader.
So let's keep it simple. Just leave a comment letting me know how you would use this deck with your kids.
The deadline to enter is August 31st at 11:59 pm EST. The winner will be chosen using Random.org and will be notified via email. (Please be sure to provide a valid email address with your entry.) The winner must have a valid United States mailing address.
¡Buenas suerte!
Disclosure: A sample of this product was provided by BLINGuals, but the opinions expressed above are completamente my own.
This giveaway is now closed.


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I'm a software engineer and genome scientist in Silicon Valley. I joined DNAnexus in 2012, following a decade at MIT, the Broad Institute, and the Kellis lab.
You can read my blog, follow me on twitter, look me up on
LinkedIn, peruse my scientific publications on Google Scholar, or fork my repos on GitHub.
I established mlin.net in 1999 to publish several freeware Windows
utilities I'd created, which had millions of users over the following decade.
You can still view the classic mlin.net, but the software is now
largely obsolete.


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What happens when you take the already devilish Mazdaspeed3 (better known as the Mazda3 MPS there) and throw it into the challenging Targa Tasmania? Madness. The folks at Mazda Motorsport are bringing their hot hatch to the 2008 race to compete with the hot pink Nissan GT-R. Unlike other rallies, this race features cars that are mostly stock and include all of the electric systems and upholstery that came with the original car. We imagine this makes it a bit more comfortable for Alister McRae and his co-driver.
This will be the eighth race for Mazda and the second for the MPS rally car. The vehicle features the stock 2.3-Liter direct injection turbo fourbanger that's good for 255 horsepower, routed through a six-speed manual transmission. The race runs from April 15-20 and you should be able to follow the updates at Mazda Australia's Targa Site, if it updates. [Mazda via World Car Fans]


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MozzyDox brauchte ein neues Logo Design und hat einen Wettbewerb auf 99designs gestartet.
Aus 299 Designs von 41 Designern wurde eine Gewinner gewählt.
Mozzy Dox, a new web-based documentary production company, needs a kick ass logo to use on its website and marketing materials. We are based in Brooklyn, New York and would like the logo to have a fun urban yet vintage-y feel to it. A logo that would look really sweet on an old worn in t-shirt that you love wearing. That kinda feel...
Mozzy Dox
A mosquito in the logo is key...so have fun with it!
Iwant a logo thats catches your eye instantly. I named my company MozzyDox because "Mozzy" is my nickname. It stands for "mosquito" which ismy middle name. (No joke!) And "Dox" was just a cool way to write"Docs" next to "Mozzy" so people knew we specialized in documentaryshorts.
I'dlike to incorporate a graphic of a mosquito somehow into the logodesign since it's the inspiration for the company name. My feeling isthat it could look really amazing as a silhouette - like the outline orshape of a mosquito, without all the intricate detail included. I'd like to even use the mosquito graphic as the symbol for thecompany on its own - like the apple is for the mac.
I also thought using the "M" in Mozzy to create the legs of the mosquito could be fun to play with as well. But don't let this stop your creativity. I'm open to cool ideas!
All in all, I have more to be developed down the pipe. I'd love for this to be the start of a nice relationship! The logo will appear on the video docs, the website, biz cards, materials, etc.
- A urban, cool, vintage vibe.
- Playful.
- Recognizable mosquito graphic
- Vintage-y colors - more subdued, worn-in colors.
- For instance: http://www.colourlovers.com/palette…port_Cali.
- OR http://www.colourlovers.com/palette…regrets%5D
- Greys instead of blacks, and vanillas instead of whites.
- Something memorable.
- Simple black and white logos.
- Meaningless graphics... no web 2.0 lines or shapes just for the sake of it.
- Images of cameras or films.
- Not techy looking.
- Not complex.
- Not cutesy or cartoonish. Think cool or retro.
Finden Sie heraus, wie ein Designwettbewerb funktioniert, oder lernen Sie mehr über unsere Logo-Design-Angebote.


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Here at GolfersMind.com we are constantly testing and evaluating all kinds of mental golf training software. Pro Mental Coach was recently written up in USA Today, and has been getting some buzz around the internet too, so we're going to take a closer look at it. Why is mental golf training so important? Because golf, perhaps more than any other sport, demands more of your mind than your physical skills. Here's what Pro Golfer Tom Murphy says: "Let's face it, 95 percent of this game … [Read more...]
Mental Golf Training Software, Pro Mental Coach
December 2, 2011 by 4 Comments


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Buy Books at up to 60% OFF Retailers Prices!
Hedgehog Online Children's Bookstore is the brainchild of teachers who passionately believe that reading aloud to children will set them on a life-long journey of learning and exploration. Their teacher reviews will help you choose the best books for your children. Learn more about reading children's books aloud...
Grade Level Reading Lists
Pre-K | K | 1st | 2nd | 3rd | 4th | 5th | 6th | 7th-8th
Read Aloud To Your Children
We feel it is important to start reading to your child right from the start...the younger the better! With little ones (children from birth to 4) it is very important to read and reread books that have predictable, often repetitive passages. Starting early makes the job of the listener (for you will be teaching your child how to listen) easier, as it fosters an early love of the written and spoken word.


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ECW: Ultra Clash 1993 DVD-r
DVD-R Version
Please verify you have a compatible player before purchasing our DVD-R titles. We are not responsible for the compatibility of your player to our DVD-R titles.
Click here to check: (DVD-R Compatibility Chart)
1. Public Enemy vs. Jason Knight & Axl Rotten (bloody)
2. Tony Stetson vs. Tommy Cairo
3. Super Destroyer 1 vs. Super Destroyer 2
4. JT Smith vs. Dark Patriot (Scaffold match, great)
5. Terry Funk & Stan Hansen vs. Abdullah the Butcher & Kevin Sullivan (wild)
6. Battle Royal
7. Sal Bellomo v.s Chris Michaels
8. Shane Douglas vs. Sandman
9. Head Hunters vs. Crash Terminator & Miguel Perez Jr. (Baseball Bat match)
Average Customer Review: 1 Reviews
Write an online review and share your thoughts with others.


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George Clooney
George Clooney was born on May 6, 1961 to Nina and Nick Clooney, a journalist. His aunt was the legendary singer-actress Rosemary Clooney. The future Oscar winner was raised in Kentucky and Ohio, and initially went to college to be a journalist like his father.
He went on to study acting at the Beverly Hills Playhouse, and scored roles on "The Facts of Life," "Roseanne" and "Sisters." Clooney's breakout came in 1994 when he was cast on the medical drama "ER." He remained with the show for five seasons as his fame steadily grew, earning two Emmy and three Golden Globe nominations.
Clooney was already making movies before leaving "ER," starring in such films as "One Fine Day," "The Peacemaker," "Out of Sight," and "Batman & Robin." Following "ER," Clooney focused exclusively on the big screen, with the 2000s bringing flicks like "The Perfect Storm," "O Brother, Where Art Thou?" (for which he won a Golden Globe), and the "Ocean's Eleven" films.
In 2005, Clooney appeared in "Syriana," for which he won the Best Supporting Actor Oscar and a Golden Globe. That same year, he directed, produced, and starred in "Good Night, and Good Luck," which earned him Best Director and Best Screenplay nominations at the same Academy Awards.
Clooney's next Oscar nod came for 2007's "Michael Clayton," the same year he directed "Leatherheads." More Oscar nominations followed for 2010's "Up in the Air" and 2011's "The Descendants," the latter of which led to a Golden Globes win. He also received an Academy Award screenplay nomination for "The Ides of March."
The star's second Oscar win, however, finally came in 2013 when "Argo" won Best Picture. As producer, Clooney got to take home one of the statues. Later that year he starred opposite Sandra Bullock in the critically-acclaimed "Gravity," and in 2014, he wrote, directed, and starred in the less well-received movie, "The Monuments Men." In early 2015, he received the Cecil B. DeMille award at the Golden Globes for lifetime achievement.
Clooney has balanced his screen work with his passion for activism, and has frequently used his celebrity to raise awareness of certain causes, such as the crisis in Darfur and earthquake disaster relief in Haiti. His love life, however, has garnered even more interest. Following a short marriage to Talia Balsam from 1989 to 1993, Clooney dated (and eventually dumped) a string of beautiful women, earning him the title of Hollywood's top bachelor.
But Clooney's playboy lifestyle came to a screeching halt when he met Amal Alamuddin, a human rights lawyer, in 2013. They became engaged in early 2014, and had a star-studded wedding in Venice later that year.
George Clooney Q&A
George Clooney Recent Posts
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February 27th, 2020
George Clooney And Amal Living Apart For Months?
February 25th, 2020
Did George Clooney Divorce Amal?
February 15th, 2020
That Time George Clooney Nearly Killed His Director
January 20th, 2020
George Clooney And Amal Having Third Baby After Nearly Divorcing?
January 4th, 2020
George Clooney's Back Pain Resulting In Marriage Problems With Amal?
January 1st, 2020
George Clooney Turns Into A 'Grinch' For Christmas?
December 21st, 2019
George Clooney And Amal Having Twin Girls?
December 18th, 2019


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NEW YORK (AP) — The Wall Street Journal is reporting that OfficeMax Inc. and Office Depot Inc. are talking about combining their companies.
The newspaper, citing unidentified people familiar with the matter, said Monday that talks are at an advanced stage, and an announcement could come as early as this week.
OfficeMax reports its fourth-quarter results on Thursday, while Office Depot is expected to report results next week. Representatives of both companies declined to comment on merger talks.
The office supply business is very competitive. Staples is a big player, along with Amazon and big discount stores such as Costco and Wal-Mart.
Boca Raton, Fla.-based Office Depot has about 1,675 stores worldwide, mostly in the U.S. and Canada. OfficeMax, based in Naperville, Ill., has about 900 stores in the U.S. and Mexico. If the two companies merged, they could close stores that compete against each other, as well as reduce costs.


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Yummy Plants: a vegan lifestyle website and community. We can help you start a vegan diet!
Plant-Based Diet Basics: Get to Know Your Grains
Are you new to a plant-based diet? Or maybe just looking for some new plant-based recipe ideas? Let's get to know our grains! Whole grains can add depth and texture to create super yummy plant-based recipes. You may find that changing up the grains can add a whole new flavor to some of your favorite recipes!


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UHS is one of the nations largest and most respected hospital companies, Universal Health Services, Inc. (UHS) has built an impressive record of achievement and performance. Steadily growing from a startup to an esteemed Fortune 500 corporation, UHS today has annual revenue nearing $10 billion. In 2017, UHS was recognized as one of the Worlds Most Admired Companies by Fortune; ranked #276 on the Fortune 500, and listed #275 in Forbes inaugural ranking of Americas Top 500 Public Companies.
Our operating philosophy is as effective today as it was 40 years ago: Build or acquire high quality hospitals in rapidly growing markets, invest in the people and equipment needed to allow each facility to thrive, and become the leading healthcare provider in each community we serve.
Headquartered in King of Prussia, PA, UHS has more than 81,000 employees and through its subsidiaries operates more than 320 acute care hospitals, behavioral health facilities and ambulatory centers in the United States, Puerto Rico, the U.S. Virgin Islands and the United Kingdom.
Saint Simons By-The-Sea Hospital is a 101 bed psychiatric and addictive disease hospital for adults and adolescents. We strive to provide quality mental health treatment and addiction treatment services in the area. Located on Saint Simons Island, Ga., Saint Simons By-The-Sea's serene island setting ensures privacy and anonymity, enabling the patient to concentrate on recovery. Our hospital is conveniently located within driving distance of Jacksonville, FL, Savannah, GA, and other surrounding cities in the South Georgia and Northern Florida region. The hospital's comfortable, supportive environment helps put patients at ease. Saint Simons By-The-Sea's staff has extensive experience in the fields of addiction treatment, recovery, relapse prevention and mental health treatment.
Saint Simons By-The-Sea Hospital is seeking an experienced RNrender professional nursing care to patients within the treatment programs. Practice ongoing patient assessment, evaluation and update of patient care through observation of physical and behavioral symptoms and communicates pertinent data to other service areas as needed. Administer medications appropriately and document all data accurately according to facility policy. Participate in formulation of individual treatment plans for all patients and implements plan according to facility policy.
Responsibilities include, but are not limited to, the following tasks:
This opportunity offers the following:
Challenging and rewarding work environment
Growth and Development Opportunities within UHS and its Subsidiaries
Competitive Compensation
Excellent Medical, Dental, Vision and Prescription Drug Plan
401k plan with company match
Job Requirements:
Licensed RN in the state of Georgia
1+ year experience nursing, preferably inbehavioral health
CPR Certified
Excellent written and verbal communication skills
Must be able to successfully perform in a fast-paced work environment
Our free job seeker tools include alerts for new jobs, saving your favorites, optimized job matching, and more! Just enter your email below.


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Stubbed out: the rise and fall(?) of smoking in Britain
Wall mounted amusement arcade machine,United Kingdom, 1931-1940
Cigarette in hand, footballing legend Stanley Matthews beams out of this magazine advert from 1952. This was the year before the FA Cup final that would cement his place in sporting history, but it was also around this time that research began to deliver results that would change the image of smoking for ever. Stanley says that with its 'smooth, clean smoking', Craven 'A' is 'the cigarette for me'. At the time, such advertising was commonplace and often featured happy, healthy-looking people. Some, such as Stanley, were leading sports figures; others were well-known entertainers. Indeed, with the added approval from top Hollywood stars, smoking's image was both cool and glamorous.
The history of early tobacco use in Britain
Although the history of tobacco is long, Britain's relationship with it is relatively short. Used in the Americas for centuries before European adventurers brought it home, it first reached England in 1565. By the early 1600s the habit was already causing concern. In 1604, King James I wrote 'A Counterblaste to Tobacco', which dismissed smoking as 'loathsome to the eye, hateful to the nose, harmful to the brain [and] dangerous to the lungs'. Throughout the 1600s tobacco was occasionally subjected to further criticism, but demand continued to grow. Its supposed medical properties were even boosted during the Great Plague of 1665-66 - the pungent smoke was thought to protect against disease miasmas. At the height of the plague, smoking was actually made compulsory at Eton public school.
The increasing role of slavery
Increasing demand for tobacco came at a heavy human cost. Slave labour was introduced on the expanding American plantations from 1619 and became central to the trade. Cheap and exploited, enslaved workers ensured that plentiful supplies of tobacco reached British shops, a situation reflected in the size of British clay pipe bowls, which grew steadily bigger. The popularity of snuff during the 1700s further increased imports.
Anti-smoking campaigns: stopping the sale of tobacco for under-16s
The 1800s marked the era of the pipe-smoking Victorian gentleman - although much to their annoyance, there were also those prepared to condemn their favourite habit. Regarded as eccentrics, these anti-smoking campaigners made little headway, but they did have some success with younger smokers, ensuring a clause in the Children's Act of 1908 forbidding the sale of tobacco to under-16s. By then, the role of tobacco in British society had shifted dramatically.
The increase in smoking during and after the First World War
In the 1880s automated cigarette-making machines heralded a complete transformation of the tobacco market. Cigarettes, previously handmade and expensive, had accounted for a tiny fraction of sales. By drastically reducing production costs, these machines provided mass production for new mass markets. Year on year cigarette sales rose dramatically, so that by the end of the First World War (1914-18) - a war synonymous with images of smoking soldiers - cigarette sales exceeded those of pipe tobacco. Smoking, previously seen as something of a male preserve, now appealed to women too. By 1949 it is estimated that 81% of men and 39% of women smoked. No longer a luxury item, cigarettes were part of everyday life.
The link between smoking and illness
Despite its prevalence, smoking was not viewed as a harmless pursuit. Vague associations with illness were well known and appreciated, with 'coffin nails' being a common slang term for cigarettes. While excessive smoking was discouraged, its apparent benefits as a stress-reducing pleasure generally outweighed major concerns. But then, in 1950, Richard Doll and Austin Bradford Hill published a report in the British Medical Journal. Their initial research suggested a link between smoking and the formation of lung cancer. Further evidence was produced in 1952, and in 1954 their research on the smoking habits of the nation's doctors convinced most remaining sceptics. Responding with a news conference, the British Minister of Health, Iain Macleod - who chain-smoked throughout - agreed that a link had been proved.
Slow government action sees a slow decline in smoking
So began the slow decline of smoking in Britain, accompanied by a long battle of wits between the tobacco industry and health campaigners. The government was cautious about economic implications and did not wish to appear over-protective, so its own health campaigns did not swing into action until the mid-1960s. Only in 1971 was a voluntary agreement introduced which placed health warnings on tobacco products.
Modern smoking laws
More recently, additional laws have further marginalised smoking, and by implication those who smoke. Research from the 1980s onwards raised concerns about passive smoking and this has been a key factor in the various bans introduced in subsequent years. Beginning with voluntary workplace bans, these measures have progressed through compulsory public transport bans to the 2007 legislation which outlawed smoking in enclosed public places - and may yet have further to go.
In Britain, smoking levels continue to fall slowly.
What would Stanley have made of it all?
Related Themes and Topics
Related Objects
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Related links
Techniques and Technologies:
R Doll and A B Hill, Smoking and carcinoma of the lung. Preliminary report, British Medical Journal, 2 (1950), pp 739-48
R Doll and A B Hill, 'The mortality of doctors in relation to their smoking habits', British Medical Journal, 1 (1954) pp 1451-5
M Hilton, Smoking in British Popular Culture, 1800-2000 (Manchester: Manchester University Press, 2000)
S Lock, L A Ramsey and E M Tansey (eds) Ashes to Ashes: History of Smoking and Health (Clio Medica 46), (Amsterdam: Editions Rodopi B V, 1998)
Tobacco that has been finely powdered. Snuff is usually sniffed through the nose, or applied to the gums with a finger.


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Redskins tackle Trent Williams has a nickname: Silverback. It's a self-bestowed nickname, but he's really committed to the idea. He dropped six figures on a massive diamond gorilla head chain, had Roger Goodell introduce him as Silverback when he was drafted, and apparently has remodeled his basement in a Midcentury American Primate style.
A reader sends along this photo he says was recently taken in Williams's basement. But that's not all. Tipster says there's also a gorilla printed on his pool table's felt, and "a painting of Trent playing O-line blocking a gorilla defensive end."
Presumably Williams had the art commissioned himself, though he does totally seem like the type whose friends and family would only buy him gorilla-themed gifts on birthdays and Christmas.


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Not to be left out, Sprint announced today that the company will be adding the new Blackberry Curve 8530 to its lineup of devices.
Kevin Packingham, Sprint Senior Vice President of Product Development said today, "We are anxious to bring it to our customers who also appreciate the strength of our network."
Pricing and availability will be announced at a later date and will be available in three color options Black, Royal Purple and Red.
Have a look at Sprint's official press release...
- BlackBerry Curve 8530 smartphone Coming to Sprint Featuring America's Most Dependable 3G Network and Affordable Price Plans
For you Sprint customers interested in the Blackberry Curve Specs.


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Stelfox necesitaba un nuevo diseño de logotipo y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 106 diseños de 27 diseñadores freelance.
Ol' Smokey
Ol' Smokey sells specialty, high end, pre-prepared meats to grocery stores across the country. We prepare and package everything from stuffed pork chops to peanut chicken to high end steaks. We DO NOT smoke any of the products, though that is in our name.
We are looking for an updated logo design. We want the logo to be distinct, innovative and creative design. The logo needs to be such that it can be used all of our print and online materials and as a background/watermarks etc. The logo needs to use bright, eye-catching colors.
Our logo is proudly placed on the packaging of our products in grocery stores across America. The logo must have broad consumer appeal.
No specific requirement but make it eye catching. If we need to purchase a specific font, please tell us with your submission.
No specific requirement other than bright.
The power of the product is high end, quality we bring to meat packaging. We would love the logo to include the idea of movement and high end, quality is important and should be represented graphically. No cartoons. No relationship to smoking meats.
From format perspective we are looking for a graphical symbol or artwork incorporated in the logo – not just a basic wordmark with a horizontal orientation that would work well for online usage in page headers. As stated above graphical element that could live separate to the wordmark for greater use online and in materials as backgrounds/watermarks etc. The graphic element should have wide consumer appeal and stand out on a crowed store shelf.
The files we will require are:
Print file format - .ai (CMYK)
Web file format - .jpg and layered .psd (RGB)
Please do not use any stock images or clip art in the logo
Descubre cómo funciona un concurso de diseño u obtén más información sobre nuestros servicios de diseño de logo.