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Andrea MJ Makeup Artist
Christopher CrossPhotographer Male Los Angeles, California, US
My Website: http://mrlaparty.comMy MM URL: http://www.modelmayhem.com/mrlaparty
Mayhem # 2983297
About MeStarted out doing music videos and Band promo shots since I was in High School. Focused on Video and started working for a Television show in 2004. From there I started my own TV Show called These Days and was syndicated in 13 states for 2 years.
After that I became a Broadcast Journalist / editor / photographer for a NBC affiliate for 5 years. Interviewing Artist, Actors, to Presidents. from Client Eastwood to Alice Cooper to George Bush and many more en-between.
When that chapter in my life was done went back to music and did documentaries for touring bands.
Went to Los Angeles Film School
2011 picked up a camera that filmed Video for a project. Then Got into taking pictures again. So been picking up gigs and doing AD campaigns with my lifestyle photography.
I like meeting instating and capturing their moments in life.
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A firm called Ultramercial claims to have invented the concept of showing a customer an ad instead of charging for content. The company has sought royalties from a number of Web sites, including Hulu and YouTube. Ultramercial's patent isn't limited to any specific software algorithm, server configuration or user interface design. If you build a Web site that follows the general business strategy claimed by the patent, Ultramercial thinks you owe them money. … Read more
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2 KEY FIGURES OF THE PALFINGER GROUP KEY FIGURES OF THE PALFINGER GROUP EUR thousand HY HY )) HY HY HY Income statement Revenue 606, , , , ,270 EBITDA 73,462 58,460 54,027 52,158 50,138 EBITDA margin 12.1% 11.0% 11.4% 11.2% 12.1% EBIT 53,723 41,444 39,118 37,171 35,992 EBIT margin 8.9% 7.8% 8.2% 8.0% 8.7% Result before income tax 48,881 35,938 32,205 31,827 30,068 Consolidated net result for the period 34,648 24,642 24,688 23,859 22,571 Balance sheet Total assets 1,232,103 1,065, , , ,662 Net working capital (average) 193, , , , ,341 Capital employed (average) 858, , , , ,642 Equity 518, , , , ,886 Equity ratio 42.1% 42.1% 43.4% 45.2% 45.3% Net debt 380, , , , ,411 Gearing 73.4% 78.8% 63.8% 53.9% 49.8% Cash flows and investments Cash flows from operating activities 37,606 9,683 23,751 11,807 15,138 Free cash flows 7,010 (151,985) 9,495 (8,148) 4,710 Net investments 26, ,566 16,682 20,238 10,056 Depreciation, amortization and impairment 19,739 17,016 14,909 14,987 14,146 Payroll Average payroll during the reporting period 2) 8,765 7,273 6,303 6,071 5,449 1) The figures for the first half of 2014 were adjusted with retrospective effect (see Note Adjustments with retrospective effect ). 2) Consolidated Group companies excluding equity shareholdings as well as excluding temporary workers. 2
3 CONSOLIDATED MANAGEMENT REPORT CONSOLIDATED MANAGEMENT REPORT AS AT 30 JUNE 2015 PERFORMANCE OF THE PALFINGER GROUP In the first six months of 2015, the performance of the PALFINGER Group was marked by steep growth. Revenue rose by 14.1 per cent from EUR million in the first half of 2014 to EUR million, which is a new record for half-year revenue. EBIT showed an extraordinarily strong increase of 29.6 per cent from EUR 41.4 million to EUR 53.7 million. This, in turn, generated a marked rise in the EBIT margin, which came to 8.9 per cent, as compared to 7.8 per cent in the first half of The consolidated net result for the first half of 2015 was EUR 34.6 million, 40.6 per cent higher than the previous year s level of EUR 24.6 million. 475, , ,198 The major factors accounting for this positive performance included the huge gains achieved in the loader crane business in Europe as well as the enormous progress made by PALFINGER outside Europe. In North America, the healthy economy facilitated a boost in revenue and earnings. In Russia/CIS, the strategic investments in local value creation proved their worth, making it possible for PALFINGER to continue its growth. In Asia, the cooperation with SANY continued to be excellent. In the marine business, the effects of the low oil price dampened customers willingness to invest; nevertheless, PALFINGER continued its steady growth, achieving an increase in revenue of approx. 16 per cent. In South America, however, PALFINGER recorded further losses in revenue as a result of the generally slack economy and the considerably reduced willingness of customers to invest, even though PALFINGER s share in this receding market increased. The contributions to earnings made by the EUROPEAN UNITS segment and, in particular, the AREA UNITS segment showed a significant increase in the first half of HY1 HY1 HY DEVELOPMENT OF REVENUE (EUR thousand) 39,118 41,444 53,723 HY1 HY1 HY DEVELOPMENT OF EBIT (EUR thousand) 3
4 CONSOLIDATED MANAGEMENT REPORT The present level of incoming orders gives reason to expect a continuation of this satisfactory development in the second half of In Europe, visibility is still low but has stabilized in the past few months. The investment propensity of customers in Europe is still restrained, despite some noticeable positive trends, whereas in North America, particularly in the USA, there is greater confidence in a revival of the economy. Performance over the individual quarters since the beginning of 2013 shows the continuous growth of the PALFINGER Group. DEVELOPMENT OF REVENUE AND EBIT (EUR million) % 8.4% 7.0% 6.9% 7.7% 7.9% 5.8% 8.1% 9.6% Q Q Q Q Q Q Q Q Q Revenue EBIT EBIT margin (in per cent) 4
5 CONSOLIDATED MANAGEMENT REPORT PERFORMANCE BY SEGMENT The segment figures reported by the PALFINGER Group are broken down into the segments EUROPEAN UNITS and AREA UNITS and the VENTURES unit. DEVELOPMENT OF REVENUE BY SEGMENT* (EUR thousand) 81,484 82, ,421 91, , , , , , ,644 Q Q Q Q Q EUROPEAN UNITS AREA UNITS * No revenues were generated in the VENTURES unit. EUROPEAN UNITS Rising demand for loader cranes in Europe Around 16 per cent growth in the marine business Norwegian Deck Machinery AS accounts for 20 per cent of the segment s growth in revenue The business units of the EUROPEAN UNITS segment operate on the markets in Europe, the Middle East, Africa and Australia. The segment s main focus is on the development, production, distribution and maintenance of loader cranes, EPSILON timber and recycling cranes, tail lifts, access platforms, hooklifts, truck mounted forklifts and railway systems, primarily for the afore-mentioned markets. The global marine business also forms part of this segment and so do the production companies in Europe and the distribution company in Germany. Business development in the first half of 2015 In the first half of 2015, the EUROPEAN UNITS segment reported a year-on-year increase in revenue of 9.7 per cent, from EUR million to EUR million (Q2 2015: EUR million). Approximately 20 per cent of this growth was attributable to the revenue generated by Norwegian Deck Machinery AS, which had been acquired in January. The segment saw an increase in EBIT of 13.5 per cent to EUR 53.1 million for the first six months of 2015 as compared to EUR 46.8 million for the same period of the previous year. As a consequence, the segment s EBIT margin rose from 12.4 per cent in the first half of 2014 to 12.8 per cent in the first half of
6 CONSOLIDATED MANAGEMENT REPORT OPERATIONAL HIGHLIGHTS In the first half, the loader crane business recorded a distinct rise in sales and revenue, which is also reflected in satisfactorily improved earnings. Growth, in some cases considerable, was achieved primarily in Denmark, Sweden, Great Britain, the Netherlands, the Czech Republic and Austria, as well as in Africa and Australia. In contrast, revenue declined in Germany, Belgium and France and in connection with exports to Russia. On a highly positive note, demand picked up considerably in the Southern European regions after years of weakness. In Italy and Spain, where revenue levels had been low, PALFINGER achieved increases in revenue of more than 70 per cent. The hooklift business also expanded revenue in the first half of 2015 and given the clear increase in incoming orders, it is expected to grow further in the second half. An increase in sales was also achieved in EPSILON Timber and Recycling Cranes and Truck Mounted Forklifts. Railway Systems managed to maintain the high level achieved in the same period of the previous year and order intake is stable. The good capacity utilization at the production units during the first half of 2015 resulted in a high level of profitability. Manufacturing for third parties was also expanded. In the global marine business, PALFINGER increased its revenue by around 16 per cent. This growth was made possible not only by the NDM Group (Norwegian Deck Machinery AS) acquired in the first quarter of 2015 but also by the market success achieved by Launch & Recovery Systems, Boats and Rope Access. In June 2015, PALFINGER was awarded a major contract with a value of approx. EUR 33 million for its offshore business. The predominately state-run Norwegian oil company Statoil invited tenders for the equipment for a new oil and gas field and, in early June, awarded the contract for large marine cranes to PALFINGER. One of the decisive factors accounting for this success over the company s international competitors was PALFINGER s verifiably lower costs over the lifecycle, given comparable quality. AREA UNITS 24.9 per cent increase in the segment s revenue, marked increase in earnings Expansion of business in Russia due to acquisitions and local production Market success of the joint venture with SANY in China reflected in earnings In its AREA UNITS segment, PALFINGER operates in the market regions North America, South America, Asia and Pacific including India, and CIS together with their respective regional business units. PALFINGER has been promoting the continuous further development of the non-european market regions through local value creation its own initiatives, partnerships and acquisitions. The objective for the years to come is to complete the product portfolios in the individual market regions and to achieve a relevant market share for PALFINGER. Business development in the first half of 2015 In the first half of 2015, the revenue of the AREA UNITS segment increased by a notable 24.9 per cent. Halfyear revenue came to EUR million as compared to EUR million in the first half of 2014 (Q2 2015: EUR million). Organic growth accounted for slightly more than half of this increase, while the rest was attributable primarily to the companies acquired in Russia. Consequently, the percentage of the Group s revenue accounted for by the AREA UNITS segment rose from 28.9 per cent in the first half of 2014 to the current level of 31.7 per cent. The segment s EBIT surged by per cent, from EUR 3.2 million to EUR 7.9 million. This remarkable improvement was caused primarily by the growth achieved in North America. Consequently, the EBIT margin rose to 4.1 per cent. 6
7 CONSOLIDATED MANAGEMENT REPORT OPERATIONAL HIGHLIGHTS PALFINGER's revenue in North America increased by nearly 40 per cent. Approx. one third of the increase was the result of organic growth; approx. two thirds were due to the appreciation of the US dollar. As compared to the previous year, the product areas established on the market, namely Loader Cranes, Tail Lifts and Access Platforms, generated significant increases in revenue which were also reflected in earnings. Given that incoming orders have remained at a high level, this positive trend is expected to continue throughout the rest of the year. Together with the US company Fairwind LLC, headquartered in Lawton, Oklahoma, PALFINGER established a joint venture for the American wind service industry in June The use of large access platforms can double or even triple the efficiency of service and maintenance work. To date, workman baskets or rope access have been the main methods of access. PALFINGER holds a 51 per cent interest in the new company FairWind Renewable Energy Services, LLC. In South America, the weak economy caused a contraction of PALFINGER s business volume. In Brazil, state funding was, for the most part, no longer available, which led to a massive decline in sales and revenue. All in all, market volume in South America shrank by around 20 per cent, but PALFINGER nevertheless succeeded in expanding its market shares. In Russia/CIS, PALFINGER achieved increases in revenue and managed to expand its market share despite the economic sanctions and the weak ruble. Sales of PALFINGER s locally produced products more than compensated the lack of exports to this region. PM-Group Lifting Machines, which had been acquired in the fourth quarter of 2014, was the main contributor to this development, but INMAN also posted significantly higher revenue. After the expansion of production capacities at INMAN had been completed, the opening celebration for the new plant, attended by high-profile guests, took place on 24 July. In March 2015, the two joint ventures agreed upon by PALFINGER and the leading Russian truck producer KAMAZ were officially established and operations were started. One of these joint ventures will produce truck bodies and mount cranes, hooklifts and other lifting equipment on commercial vehicles, while the other joint venture will produce cylinders. The development of the Asia and Pacific market region was characterized primarily by PALFINGER s successful cooperation with SANY. In the reporting period, deliveries from the new plant in Rudong, north of Shanghai, were stepped up continuously. This had a positive impact on the segment s EBIT. All in all, PALFINGER profited from the intensive investment activities in this region. 7
8 CONSOLIDATED MANAGEMENT REPORT VENTURES Focus on integration of the acquired companies Acquisition of Norwegian Deck Machinery AS completed Establishment of operations of the two joint ventures with KAMAZ Forward integration through a joint venture with Fairwind LLC The VENTURES unit processes all major strategic projects for the future pursued by the PALFINGER Group up to their operational maturity. As the projects included in this unit do not generate revenue, only the costs of such projects are reported. Business development in the first half of 2015 Following the great number of strategic acquisitions made in recent years, the focus in the reporting period was on consolidating the structures and fully integrating the new units into the PALFINGER Group. This is also reflected in the EBIT posted by this unit which came to EUR 7.4 million in the first half of 2015 as compared to EUR 8.4 million in the same period of Major projects included the closing of the Norwegian Deck Machinery AS acquisition and the joint venture with FairWind Renewable Energy Services, LLC in North America, the development of both joint ventures with KAMAZ and the integration of PM-Group Lifting Machines. 8
9 CONSOLIDATED MANAGEMENT REPORT FINANCIAL POSITION, CASH FLOWS AND RESULT OF OPERATIONS As at 30 June 2015, the equity ratio of the PALFINGER Group came to 42.1 per cent, the same level as on the reporting date in the previous year (30 June 2014: 42.1 per cent). Due to the satisfactory development of earnings in the first two quarters of 2015 in combination with considerable exchange rate effects, equity rose by EUR 70.0 million from EUR million as at 30 June 2014 to EUR million as at 30 June Total assets increased from EUR 1,065.3 million at the end of the first half of 2014 to EUR 1,232.1 million, primarily as a consequence of the acquisitions made in the previous twelve months and the related increases in net working capital and property, plant and equipment. Thus, equity increased by 15.6 per cent, and total assets rose by 15.7 per cent in the same period. At EUR million, the average net working capital remained at almost the same level as reported for the first half of 2014 (HY1 2014: EUR million). The average capital employed rose by EUR million to EUR million. A special initiative was launched to achieve a Group-wide reduction in current capital. In addition, a part of the outstanding accounts receivable was sold under a factoring agreement. Net debt increased by 7.6 per cent year on year to EUR million as at the end of June 2015 (30 June 2014: EUR million). This development was due, among other things, to the financing of the acquisition of PM-Group Lifting Machines, the closing of the two joint ventures with KAMAZ in Russia, the acquisition of the remaining 20 per cent in the US company ETI as well as acquisitions for the marine business. As a result of the retention of current earnings, the gearing ratio dropped to 73.4 per cent (30 June 2014: 78.8 per cent) per cent of PALFINGER s total capital employed has been secured on a long-term basis. In the first half of 2015, cash flows from operating activities amounted to EUR 37.6 million, as compared to EUR 9.7 million in the first half of Free cash flows were positive at EUR 7.0 million despite the distribution of a dividend of approx. EUR 12.7 million and investments in capacity expansion as well as the acquisitions made. 9
10 CONSOLIDATED MANAGEMENT REPORT MATERIAL RISKS AND UNCERTAINTIES IN THE SECOND HALF OF 2015 Current geopolitical and economic developments continue to harbour uncertainty, which is exacerbated by the lingering effects of the Greek debt crisis and political tensions between the West and Russia. PALFINGER's local production in Russia has cushioned the direct effects of the sanctions; however, the marked slowdown in economic growth (e.g. in industry and construction) has reduced investments and consequently PALFINGER's sales market. The picture is similar in the markets in Africa, the Middle East and South America, where political tensions as well as low oil prices have had a negative impact on orders. European dealers often have no definite provisions for their business succession. In order to counter these risks, cooperation with dealers is being intensified further and optimized through the introduction of dealer standards. Given that substantial value-creation stages lie in manufacture and assembly, an extended production downtime at a plant would have a significant impact on the financial results generated by PALFINGER. The growing order volume in the project business (particularly in the marine business and in railway systems) has driven up project-related risks. Large projects may also involve concentration risks. A side effect of PALFINGER's growth strategy is the increase in cost structures. As in 2014, additional emphasis is being placed on additional cost-saving initiatives. The central focus is on a Group-wide initiative aimed at optimizing working capital as well as standardizing and optimizing business processes in order to realize synergies and potentials. In addition, initiatives for the integration of the newly acquired companies are continuously being promoted. Lengthy decision-making processes may delay the implementation of optimization measures, which means that an increase in efficiency could be implemented more slowly or only to a limited degree. The challenge in the field of development is to continuously reconfirm the Group s status as an innovation leader. Therefore, research and development are core issues for PALFINGER in order to fulfil its goal of bringing new products and services to the market on an ongoing basis. Today s dynamic environment and enormous competitive pressure tend to result in an ever-faster product cycle, thus increasing the risk of quality defects if innovations are launched prematurely. Continuous communication with PALFINGER s sales partners is essential so that PALFINGER can continue to develop customer-oriented solutions and thereby generate competitive advantages on the market. PALFINGER regards its employees as the major factor in the successful achievement of its goals. Local and demographic developments may limit the availability of skilled labour for the value-creation sites. Through apprentice training programmes, regular executive development, and measures such as flexible working time models, PALFINGER is striving to increase its attractiveness as an employer and become an employer of choice also in the growth regions. 10
11 CONSOLIDATED MANAGEMENT REPORT RISKS RELATING TO BALANCE SHEET PREPARATION The necessary use of estimates and judgements in the fields of intangible assets, deferred tax assets, measurements of inventories and receivables, provisions for pensions, severance payments and anniversary bonuses, as well as provisions for cases of guarantee or warranty claims have a direct impact on the presentation of the Group s assets and earnings. There is the risk that, should the market environment deteriorate drastically, individual intangible assets will have to be adjusted to the changed valuations (impairment) or that investments may not amortize as planned. As a consequence of the participation in SANY-Lifting-Business in 2014, EUR million were shown under investments in companies reported at equity at the balance sheet date 30 June This share in the company includes goodwill of EUR 98.2 million. Whether the goodwill will have to be impaired depends on the development of the Chinese economy and on the success of the internationalization strategy. The need for impairment of the share will be influenced primarily by the performance of the construction industry in China. The progressing urbanization of the Chinese population and the infrastructure projects resulting therefrom play a vital role in this connection. In the international markets, there are various political and macroeconomic risks that might have an impact on whether or not the share in SANY-Lifting-Business will have to be impaired. The advancing internationalization and the growing volatility on the currency markets have increased the foreign exchange risk to which the PALFINGER Group is exposed. In this connection, PALFINGER pursues a consistent hedging strategy and attempts to protect itself against these currency risks to the greatest possible extent. When hedging transactions, future cash flows have to be assessed, which harbours uncertainties. For the purposes of cash flow hedge accounting, a high probability of the respective future cash flows actually occurring is assumed. With its continuously developing risk management and control system, which has been uniformly organized throughout the Company, PALFINGER ensures that adequate risk control strategies are developed and implemented. At the moment, there are no discernable risks that might jeopardize the continued existence of the Company. 11
12 CONSOLIDATED MANAGEMENT REPORT OTHER EVENTS In the period under review, the PALFINGER Group consistently continued its strategic projects. Moreover, in connection with the rapid growth of previous years and the active management of capital employed, a Groupwide initiative to optimize internal processes was launched. This initiative pursues the goal of reducing the net working capital to revenue ratio in the long term and is to be implemented first in the business units in Germany, North America and Brazil, where first results are expected to become noticeable before the end of In the field of sustainability management, a stakeholder survey was carried out in mid-2015, the results of which will be incorporated into the new materiality analysis. On the basis of PALversity, a programme to foster diversity, a Group-wide initiative for developing and endorsing corporate culture was launched in order to establish PALFINGER s values more firmly at all sites. The objective of this initiative is a sound corporate culture that takes local conditions into account and makes it easier for employees to show great commitment. Internationalization remains one of the Group s priorities. In 2015, the focus is being placed on integrating the companies acquired in previous years and consolidating PALFINGER s market presence in China and Russia. Effective 15 May 2015, PALFINGER increased its share in ETI Equipment Technology LLC, Oklahoma, to 100 per cent. The previous owners and managing directors of the local unit will retain operational responsibility for the company. Effective 16 June 2015, Wolfgang Anzengruber resigned from the Supervisory Board of PALFINGER AG for career-related reasons. Supervisory Board Chairman Hubert Palfinger jun. expects that a successor will be named later this year. Construction of the new headquarters in Bergheim near Salzburg is progressing. Relocation will take place in August 2015 as scheduled. 12
13 CONSOLIDATED MANAGEMENT REPORT OUTLOOK The fact that the global economy is still heterogeneous and volatile confirms the importance of the three strategic pillars of the PALFINGER Group. Without internationalization, innovation and flexibility, the continuous growth recorded by the Group would not have been possible. PALFINGER will therefore continue to pursue its long-term Group strategy in order to generate sustainable, profitable growth in the future as well. Special attention is currently being paid to increasing the flexibility of all business areas of the Group. Orderbased procurement, manufacturing and assembly have enabled PALFINGER to respond promptly to fluctuations in demand without the lockup of capital which would result in made-to-stock manufacturing. Flexibility is being expanded in all processes in the recently acquired companies right from the outset. In this connection, the initiative to reduce current capital will also show first positive results in It will be implemented in the entire PALFINGER Group in phases, and is expected to bring about long-term success through new approaches. Moreover, consistent control of fixed costs is contributing to PALFINGER s ability to act assertively in the market at all times. For 2015, the management expects revenue growth of slightly more than 10 per cent and an even higher increase in earnings. PALFINGER still sees the potential to increase its annual revenue, including the joint venture companies in China and Russia, to approx. EUR 1.8 billion by The Company intends to reach this goal by rounding out its product portfolio in the market regions outside Europe. Substantial growth is also expected in the North American market and the global marine business. The management plans to reach this revenue target chiefly through organic growth. 13
15 CONSOLIDATED INCOME STATEMENT EUR thousand Note Apr June 2015 Apr June 2014* Jan June 2015 Jan June 2014* Revenue 313, , , ,170 Cost of sales 1 (236,019) (201,145) (456,835) (398,999) Gross profit 77,872 66, , ,171 Other operating income 2, 3 3,758 4,444 8,778 8,538 Research and development costs 1 (6,676) (6,189) (12,856) (12,668) Distribution costs 1 (21,524) (19,124) (41,527) (37,648) Administrative costs 1 (22,704) (22,136) (45,534) (43,610) Other operating expenses 3 (4,954) (2,916) (8,513) (6,528) Income from companies reported at equity 5 4, ,012 1,189 Earnings before interest and taxes EBIT 30,138 21,020 53,723 41,444 Interest income Interest expenses (2,649) (3,242) (6,171) (6,346) Exchange rate differences 3 (18) Net financial result (2,328) (2,330) (4,842) (5,506) Result before income tax 27,810 18,690 48,881 35,938 Income tax expense (6,100) (4,240) (10,767) (8,300) Result after income tax 21,710 14,450 38,114 27,638 attributable to shareholders of PALFINGER AG (consolidated net result for the period) 20,122 12,673 34,648 24,642 non-controlling interests 1,588 1,777 3,466 2,996 EUR Earnings per share (undiluted and diluted) Average number of shares outstanding 37,305,727 35,907,692 37,305,727 35,907,692 * The figures for the first half of 2014 were adjusted with retrospective effect (see Note Adjustments with retrospective effect ). 15
16 CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME EUR thousand Apr June 2015 Apr June 2014* Jan June 2015 Jan June 2014* Result after income tax 21,710 14,450 38,114 27,638 Amounts that may be reclassified to the income statement in future periods Unrealized profits (+)/losses ( ) from foreign currency translation (13,110) 4,406 33,150 3,352 Deferred taxes thereon 710 (58) (1,131) (58) Effective taxes thereon (161) (200) (322) (169) Unrealized profits (+)/losses ( ) from cash flow hedge Changes in unrealized profits (+)/losses ( ) 5,489 (3,374) (4,099) (4,894) Deferred taxes thereon (1,164) (8) Effective taxes thereon (294) ,234 Realized profits ( )/losses (+) (65) 424 3,193 1,078 Deferred taxes thereon (133) 118 Effective taxes thereon (382) (115) (676) (385) Other comprehensive income after income tax (8,547) 1,952 31, Total comprehensive income 13,163 16,402 69,186 27,906 attributable to shareholders of PALFINGER AG 11,912 14,364 62,865 24,610 non-controlling interests 1,251 2,038 6,321 3,296 * The figures for the first half of 2014 were adjusted with retrospective effect (see Note Adjustments with retrospective effect ). 16
17 CONSOLIDATED BALANCE SHEET EUR thousand Note 30 June Dec June 2014* Non-current assets Intangible assets 227, , ,521 Property, plant and equipment 4 265, , ,029 Investment property Investments in companies reported at equity 5 175, , ,540 Other non-current assets 3,140 3,129 1,874 Deferred tax assets 15,593 18,627 16,536 Non-current financial assets 10 34,242 33,656 4, , , ,923 Current assets Inventories 6 276, , ,301 Trade receivables 6 179, , ,883 Other current receivables and assets 28,886 26,007 22,168 Tax receivables 2,995 3,131 1,876 Current financial assets 10 2,773 1,406 1,021 Cash and cash equivalents 21,140 20,757 14, , , ,368 Total assets 1,232,103 1,130,111 1,065,291 Equity Share capital 37,593 37,593 37,593 Additional paid-in capital 82,128 82,056 82,135 Treasury stock (1,547) (1,593) (1,593) Retained earnings 7 365, , ,779 Foreign currency translation reserve 16,323 (12,519) (18,104) 500, , ,810 Non-controlling interests 18,626 16,809 12, , , ,812 Non-current liabilities Liabilities from puttable non-controlling interests 8 8,837 23,372 26,138 Non-current financial liabilities , , ,666 Non-current provisions 9, 10 50,428 49,386 32,681 Deferred tax liabilities 8,634 6,639 6,778 Other non-current liabilities 1,931 3,062 4, , , ,823 Current liabilities Current financial liabilities 10 74,121 85, ,340 Current provisions 14,967 12,813 11,749 Tax liabilities 8,481 4,902 6,523 Trade payables and other current liabilities 181, , , , , ,656 Total equity and liabilities 1,232,103 1,130,111 1,065,291 * The figures for the first half of 2014 were adjusted with retrospective effect (see Note Adjustments with retrospective effect ). 17
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Michael Kinsley, in addition to being one of the nicest people on the planet, demonstrates in this essay at The New Republic, why he remains also one of the sharpest essayists on the planet. He examines the issue of crockpots for crackpots. Hilarious, scary, incisive, all at the same time.
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It's no surprise that small town of Anacortes, WA is a joyful place to spend the holidays. After all, Burl Ives, known for his beloved seasonal classics, retired in this seaside hamlet. If you missed last weekend's Skagit Valley Tree Lighting Celebrations, don't worry, there is another Anacortes event this weekend. Each year, the City of Anacortes, local businesses and organizations decorate Washington Park campsites with festive lights, decorations, and holiday cheer for the annual Winter Wonderland Walk.
This year, Winter Wonderland Walk takes place on December 9th and 10th from 5 to 8 p.m., and it's FREE!
Disclosure: There are affiliate links in this post.
Thinking of visiting the small town of Anacortes, WA? TripAdvisor is my go-to source for travel advice, but there are plenty of ways to get the scoop. Find the best deal, compare prices, and read what other travelers have to say about Anacortes at TripAdvisor and Hotels.com.
Winter Wonderland Walk in Anacortes
There are many reasons the Winter Wonderland Walk is my favorite Anacortes holiday event. First, it is unique and very Pacific Northwest. Where else can you walk down a lit path through the woods to campsites decorated with holiday cheer? Second, are the local businesses, organizations, and groups who put their heart into making these two nights special. Each year it grows, and more holiday fun is added. What you can expect at the Winter Wonderland Walk is roasted chestnuts, s'mores, hot cocoa, reindeer poop donuts, peanuts, campfires, Christmas carols, lights and more lights, karaoke singing, and of course, the Grinch in Whoville and Santa.
Travel Tip #1: The event is in the woods so come prepared with hats, gloves, sturdy shoes, and even though the path is lit, it is helpful to have a flashlight handy just in case.
Travel Tip #2: There are bathrooms near the campgrounds to the right of the path.
Travel Tip #3: If you need a place to dine I recommend A'Town Bistro, Dad's Diner, The Shrimp Shack, 5th Street Bistro, The Brown Lantern, Rockfish Grill, and my favorite place for happy hour is Secret Cove.
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Holiday Light Displays in Anacortes
Extend your Winter Wonderland Walk adventure and check out the
Anacortes holiday light displays on Biz Point Lane and Hwy 20.
Biz Point Road Holiday Light Display
Each year the Noltensmeyer's decorate their yard with around 500,000 lights, and they happily share this delightful glittering display with others. There are dozens of scenes that light up the yard, like the nativity, dinosaurs, and the candy cane village.
Address: 3820 Biz Point Road, Anacortes, WA 98221
Travel Tip #4: Visitors are allowed to walk on the path that goes all the way around the house. A sign in the yard notes the radio channel.
Anacortes Cool Christmas Lights
Anacortes Cool Christmas Lights dazzles drivers with a jubilant synchronized holiday light show with hundreds of cosmic, strobe and LED lights that dance to twenty-two songs on station 101.7 F.M. The display is a wonder to behold with its cosmic light ribbon tree, eight point star, and a seventy-foot-tall mega tree with over 1000 feet of lights.
Address: 8232 State Route 20, east of the Shell Station and Blue Cow Carwash.
Travel Tip #5: The display is on the right side of Hwy 20 when heading east. Pull over to the side of the road and tune into the radio channel.
Thinking of visiting the small town of Anacortes, WA? TripAdvisor is my go-to source for travel advice, but there are plenty of ways to get the scoop. Find the best deal, compare prices, and read what other travelers have to say about Anacortes at TripAdvisor and Hotels.com.


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Congressman Steve Kagen, M.D. is working hard to help small businesses secure access to the credit they need to help rebuild our economy. Today, the Senate voted to begin consideration of the "Small Business Lending Fund Act of 2010," including Kagen's job-creating "Loans for Main Street" amendment.
The procedural vote in the Senate moves forward the small business lending bill which passed in the House of Representatives last week. The bill would immediately expand lending opportunities to many credit-worthy small businesses at no cost to taxpayers.
"The focus of this bill is jobs, jobs, jobs. Privately-owned small businesses will create the jobs we need to work our way back into prosperity - if they have access to credit at a price they can afford to pay," Dr. Kagen said. "Small businesses are the economic engine of our recovery, and I join millions of small business owners and thousands of community banks in thanking the Senate for moving forward on this jobs bill."
Small Business Lending Fund Act of 2010 will help small businesses expand through investments in states and small banks that focus on lending to local small businesses. It also lowers the capital gains taxes on small business investments, and increases tax deductions to help entrepreneurs recover more start-up expenses.
This legislation, which expands much-needed lending to small businesses and offers tax incentives to help small businesses grow, is fully paid for and will save taxpayers $1 billion over the next ten years.
Source: http://kagen.house.gov/index.php?option=com_content&view=article&id=595:kagen-small-business-amendment-clears-another-hurdle&catid=78:press-releases&Itemid=194


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Tuesday, March 20, 2012
gud by Burt's Bees Review - Klout Perk
Have you ever heard of a Klout Perk? You can get free products and experiences that are fabulous! The more influence you have through your social networks like Twitter, Facebook and ten other networks the more Klout Perks you will be eligible for. My most recent Klout Perk was three wonderful products by Burt's Bees called gud! I received one tube of body lotion, one bottle of body mist and a bottle of body wash. I loved all the awesome products, especially the body wash! It smells like fresh oranges! The body lotion smells like cherry blossoms and the body mist smells like vanilla. The best thing of all, is that they are all natural! I would recommend all of these great products!
Check your Klout Perks regularly to see what you are eligible for. Perks are available to everyone, not just people with high scores. Influence is relative so it depends on your goal and peers. The average Klout Score is not 50; instead, it is around 20. The Score becomes exponentially harder to increase as you move up the scale. For instance, it is much harder to move from a 70 to a 75 than from a 20 to a 25.
Check out my Klout Page.
A product sample was received for review. I was not paid in any form of cash for this posting. The opinions expressed are my own and were NOT influenced in any way.
Posted by Bonny Sallee at 3/20/2012 10:37:00 PM
Labels: Burt's Bees, Klout Perks, Quick Tattletails Review
Subscribe to: Post Comments (Atom)


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Discussion in 'XenForo Questions and Support' started by alkahf, Jun 28, 2013.
How move all members in usergroup No. 14 to usergroup No. 2?
Thank you
There is a batch update users function in 1.2.
Thank you but i use 1.1.5 now
There is no way to do that in 1.1.5.
Separate names with a comma.


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What is JotForm?
JotForm is a free online form builder which helps you create online forms without writing a single line of code. No sign-up required.
At JotForm, we want to make sure that you're getting the online form builder help that you need. Our friendly customer support team is available 24/7.
We believe that if one user has a question, there could be more users who may have the same question. This is why many of our support forum threads are public and available to be searched and viewed. If you'd like help immediately, feel free to search for a similar question, or submit your question or concern.
Where can I find the field ID of a hidden field widget?Asked by JanSpijkerman on August 22, 2016 at 03:06 AM
In the hidden field box there is no button advanced so i can not see the field IDs
I need that becourse i use a external program to update the hidden field.
Is there a solution for this? Where can i find de field ID of a hidden field?
JotForm Support
Hello Jan,
You are right. The gear icon of the "Hidden Field" widget does not display the field id. I am reporting it to our backend team. We will get back to you as soon as we have any update from them.
For now, I would suggest you to please view your form's source code and get the field ID of hidden form field. Please check the screenshot below:
Hope this helps.
Do get back to us if you have any questions.
Thank you!
New response receivedThanks for now. That will do/
JotForm Developer
Hello Jan,
Now you can see Hidden Box Field ID under the General Settings. I hope this helps. Please feel free to contact us for any further assistance.
New response receivedThat was verry fast! Now it's fixed.
Thank you for your help.


text:
See a different side to beautiful Waiheke Island. Take a Segway Journey through native bushland, vineyards and even onto the beach. It's about the journey!
- Erwachsener
- $100.00 - $120.00
Kontaktieren Sie uns
Über uns
The scenery and venues on Waiheke Island simply speak for themselves from quiet retreats to lush, opulent settings and anyone looking to escape the city life for just a moment need only jump on the ferry across the Hauraki Gulf.
When you take one of our Journeys you will be immersed in the inner beauty of Waiheke Island. Take it slow and glide on through native bushland, wetlands, vineyards and beach environments to really experience the local's Island.
Segwai also provide an exciting option through private hire events (weddings, hens, parties & everything else) and corporate events to to create memorable team experiences full of challenges, fun and laughter.
We look forward to seeing you on-board with SegWai.
SegWai, Matiatia Bay, Oneroa, Onetangi, Auckland, 1081, New Zealand.
- Geschäftsmonate:
- ganzjährig
Anlagen und Einrichtungen
- Nähe zur Stadt:
- 5 min drive
Preise und Bedingungen
|$100.00 - $120.00
- Weitere Preisangaben:
- Riders should be between 45 – 120kgs (99 – 265lbs). Unfortunately no exceptions to these limits will be allowed as the Segways are primarily controlled by shifting weight and we must ensure the safety of the individual, other riders and the general public.


text:
Crank your games to 11 with Kain Vinosec's first music pack: The Nothing Battles!
Add a touch of darkness to your games with Kain Vinosec's second music pack: The Blackheart Power!
Learn how to set up loops, submit music to the RPG Maker Web store, and general tips and tricks on creating the best kinds of music for your games!


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US Brite- LED Lighting Products and Expertise
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Help with Lease Options
We have been offered full asking price, but the gentleman wants to take over financial responsible with the option to buy in 6 years as the current price. But I am unsure how secure this is, apparently he wants add an extra bedroom and got someone in mind to rent it out, but what happens if he doesn't keep up with mortgage payments or goes bankrupt or the work he does is rough. I need to know about all this and whether we will get our fingers burnt. We need to sell sooner rather than later due to ill health but I don't want to lose out in the long run
Asked on Jul 13 2011, Selling in Spalding | Report content
Answers (1)
I would consider a different route, contact us and we will be able to give you a clear cut price on the property which we will sell to one of our investors and then your responsibility will off the house no matter then what happens to it.Answered on Jul 14 2011, Report content
Didn't find what you were looking for? Ask a question
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How do you find out how long a house has been on the market?
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text:
We will be volunteering at a number of places this semester, with the first being Touch of Nature on the 2nd of October. There will be more opportunities in the future so stay posted by following our meetings. (Email us at email@example.com if you want to receive meeting minutes)
Chili Dinner
We will be hosting a chili dinner on November 5th. We will be ironing out details and advertising on campus so keep an eye out for us and we hope to see you there!
We are holding meetings every other Tuesday at 5:00 in the Dean's Conference Room, located in the Engineering Building. If you have any questions email us at firstname.lastname@example.com


text:
WASHINGTON – Wisconsin's late season slide was started by a home loss to a hungrier, fired-up Northwestern. It was evident that the Badgers didn't forget.
With the Wildcats' February victory in Madison likely fresh in their minds, No.24 Wisconsin delivered one of its best performances of the season in a 76-48 blasting of the sixth-seeded Wildcats in the Big Ten tournament semifinals at the Verizon Center.
Wisconsin (25-8) shot 47.4 percent from the floor and put three starters in double figures, led by Nigel Hayes 18 points and 10 rebounds. The 28-point victory was the Badgers biggest in Big Ten tournament history.
Wisconsin will go for its fourth tournament championship in school history when it faces No.8 Michigan tomorrow afternoon at 2 p.m. CT. The Wolverines defeated fourth-seed Minnesota behind 29 points from Derrick Walton Jr. in the first semifinal.
Wisconsin shot only 41.9 percent in the first half but led 38-21 after putting the Wildcats through a defensive clinic. Shooting just 7-for-27, the Badgers held the Wildcats to 1-for-11 from the floor the final 7:44 and .677 points per possession.
It only got better for Wisconsin in the second half, as the Badgers were shooting 60 percent from the floor when the starters hit the bench with four minutes remaining.
Missing the regular season meeting while recovering from mononucleosis, Scottie Lindsey scored 16 to lead Northwestern (23-11), which shot 34.6 percent and only 3-for-14 from 3-point range. After scoring 25 points on 23 shots in Madison, Bryant McIntosh managed only eight points on 4-for-12 shooting with Wisconsin senior Zak Showalter in his face.
full coverage from BadgerNation.com – the Internet's No.1 Wisconsin subscriber site
Stories from BadgerNation
Wisconsin jumps on Northwestern early and doesn't relent in semifinals blowout (w/ video)


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text: Sarah-Marie McDonald is the deceased mother of Shida. PhotosEdit Add a photo to this gallery END OF ARTICLE Retrieved from "http://madagascar-fandom.wikia.com/wiki/Sarah-Marie_McDonald?oldid=23230" Ad blocker interference detected! Wikia is a free-to-use site that makes money from advertising. We have a modified experience for viewers using ad blockers Wikia is not accessible if you've made further modifications. Remove the custom ad blocker rule(s) and the page will load as expected. Categories: Females Femme fatale Humans Fan-Character Add category Cancel Save


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Hyderabad, Apr 5: Sunrisers Hyderabad made a victorious start when they successfully defended a low score of 126 to defeat Pune Warriors by 22 runs in IPL 2013 on Friday night.
At the innings break, Sunrisers' score of 126/6 looked not enough. But a spirited show by their bowlers, led by South African pace spearhead Dale Steyn and Amit Mishra, restricted Pune to 104 all out in 18.5 overs.
Here are the highlights of this match
# Dale Steyn was superb in his first spell of two overs. He conceded just two runs in 12 balls with 8 being dot deliveries
# Steyn was on a hat-trick in his second spell when he clean bowled Bhuvneshwar Kumar and Rahul Sharma in successive deliveries in the 19th over. However, Ashok Dinda averted a hat-trick but fell next ball caught at slip as the innings ended
# Steyn finished with bowling figures of 3/11 in 3.5 overs. His all three wickets were taken in his fourth and final over. He took three wickets in five balls in the 19th over
# Overall Steyn bowled 14 dot balls out of his 23
# Legspinner Amit Mishra was also impressive with 3/19 in 4 overs
# Mishra was declared Man-of-the-match
# Thisara Perera put in an all-round show with 30 runs and 2/29 (4 overs)
# Pune were bowled out for 104 in 18.5 overs
# Robin Uthappa was the topscorer with 24 for Pune
# Yuvraj Singh was out for just 2 runs. Yuvraj was stumped by Parthiv Patel off Mishra
# Marlon Samuels too was dismissed for single digit score - 5
# Pune scored 27/0 in first six overs of powerplay. They reached 50 off 66 deliveries
# Pune were reduced to 50/4 in 11.2 overs
# Pune scored six boundaries and two sixes
# Pune's sixes were scored one each by Uthappa and Mitchell Marsh
# Sunrisers were kept to 126/6 in 20 overs
# Sunrisers had made 38/1 in 6 overs. Their 50 came off 48 balls
# This was Sunrisers first ever match in IPL. The Hyderabad franchise was earlier named Deccan Chargers and now they have new owners and new name
# Perera was the topscorer for Sunrisers with 30 runs off 18 balls with 3 fours and 1 six
# Sunrisers had a solitary six in entire innings. Perera scored that
# Ashok Dinda was the most successful bowler with two wickets. He had figures of 2/29 in 4 overs
# Bhuvneshwar Kumar was also excellent with the ball. He took 1 wicket for 17 runs in 4 overs
# Rahul Sharma had 1/21 in 4 overs
# Yuvraj Singh bowled 2 overs for 8 runs and 1 wicket
# Sunrisers scored 12 boundaries


text:
Just when stakeholders thought the October 1 ICD-10 compliance deadline was a lock, a bill has been introduced in the U.S. House of Representatives that seeks to put the kibosh on the federal governments plans to require the medical community to comply with the new code set.
According to Rep. Ted Poe (R-Tex.), sponsor of H.R. 2126, the Cutting Costly Codes Act of 2015, ICD-10 is a burdensome bureaucratic system that is financially strapping physician practices across the country which are suffering under the weight of the costs. The congressman cites studies which peg the costs of the code switchover at anywhere between $56,000 on the low end and $8 million on the high end.
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text:
|Specific References
|Related Products
|G1P2, IFI15, IP17, UCRP, hUCRP
|A DNA sequence encoding the mature form of human ISG15 (AAH09507.1) (Met 1-Gly 157) was expressed and purified.
|E. coli
|In general, recombinant proteins are provided as lyophilized powder which are shipped at ambient temperature.
Bulk packages of recombinant proteins are provided as frozen liquid. They are shipped out with blue ice unless customers require otherwise.
|> 95 % as determined by SDS-PAGE
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text:
The ESC Game Theater is quite the set-up. Allowing up to 30 different players at once, the movie theater-sized screen lets everyone game at the same time. What's it like playing on such a big screen with so many others? Surprisingly easy and definitely fun.
During my time in the ESC Game Theater, I had the opportunity to try out three different games: a basketball game, a soccer game and a football game. Each is relatively simple, and they have to be. Anyone can grab a controller and get playing in just a few seconds. Most games involved moving and performing an action, some are even simpler than that.
Teams are divided up with half of one room on one team, and the other half looking to take them on. The basketball game, fittingly called Robot Basketball, sees players take on the roles of robots, zipping around on a selection of different paths. Players tilt the special controller you're given (a modified iPod Touch) to rotate the robot, and press the action button to suck up basketballs and shoot them into the hoops scattered across the map.
This game was fun, and using your teammates helps secure the win. Passing balls back and forth charge them up, and getting charged balls into baskets gets you more points. While this one can get a little chaotic due to you not being in control of where your character is moving, it's still easy to see where you are with a quick shake of the controller, which will pop your player number up onto the screen.
Things got a bit more complex with the soccer game, called Cube Ball. Players control cubes that must move around a soccer field and score points. It's possible to kick the ball, carry it into the goal (that's shaped like a mouth for some reason) or just roll yourself into the mouth/goal. This game was the most fun of the three, offering some competitive head-to-head action that you didn't get when you were a robot zipping around on a track.
The last game was the football game, Feudal Football. This featured a medieval theme, with players starting out as peasants looking to get the pigskin into their team's endzone. Upgrades in the form of doughnuts can be consumed to turn peasants into knights, wizards and archers, each with their own special abilities. Once you get control of the ball, players can pass to anyone within their line of sight, or try and run with it themselves. If one team touches all four corners of the field, a dragon swoops down over the field, killing everyone on the opposing team. If you die, you restart back in your team's starting area as a peasant.
Each game is simple out of necessity. When shuffling people through the ESC Theater, you need to have games that anyone can pick up and play within seconds. Skill is important, but with so much simplicity anyone can put together a decent performance and contribute to the team. The one exception to this is the football game, where if you have one skilled player who knows what he or she is doing, that player can dominate an entire game.
Half of the fun of the ESC Game Theater is also the environment you're playing in. There are so many lights and sounds to go along with playing, and at the end of each game, the highest scorer for the round gets bathed in a spotlight of glory. It's an exciting thing to just be around, and even more fun to participate in.
There are more games in the ESC Game Theater that I didn't have the opportunity to play, so if you see one in a mall near you, give it a try. Only one location is in operation right now (in Paramus, NJ if you happen to live nearby), but expansion is coming for other areas of the country.
So what do you think? Are you interested in trying out the ESC Game Theater for yourself? What games do you want to try out for the 30-person gaming system? Let us know your thoughts in the comments section below.


text:
Server 2008 R2
XenApp 6.5
For some reason the below information only happens where users have the Okidata 4410 installed.
They connect to the XenApp server and their printers are created as expected, "HP 1300 (from COMPUTERNAME) in session 12.
However, the Okidata 4410 is always created as "Okidata 4410 on Server" as if it's installed locally on the Citrix Server but it's not. Then it makes the Okidata the default printer even though the HP 1300 is the default on the clients desktop.
10 Replies
Jun 15, 2012 at 2:09 UTC
You're sure it's not installed locally and shared out through Citrix? That's exactly how i'd expect it to show up if that was the case.
Might want to re-install the drivers on the citrix server, might help.
Is this all users or just some? What happens if you remove the printer from the user's computer, does it still show up?
Jun 15, 2012 at 2:12 UTC
TIGUNIA is an IT service provider.
It just started happening? GPO haven't changed? Citrix Appcenter, no changes to the Printing Policy in there either?
Jun 15, 2012 at 2:17 UTC
100% positive that it's not installed locally on the Citrix servers.
The only change is going from XenApp 5.0 to 6.5. This only occurs on 6.5.
When logging in as a user with the 4410 I can open up Devices and Printers (on the Citrix server) and the 4410 is not there, but if I was 10 seconds it will then appear. (I have the policy enabled for them to log in PRIOR to printers be created).
I can actually watch the 4410 being created.
Jun 15, 2012 at 3:24 UTC
it sounds like you have a policy to set it up as a session printer. I take it the server name in the printer name is the citrix server.
This is what a session printer looks like. We have a print server that serves all session printers and that is what they look like.
I would double check for the policy (ICA\Printing\Session printers) and the share. If it is truly not shared out on the server then you need to call Citrix and report this.
We have been working out the bugs of our 6.5 environment for about 4 months and a lot of them have been with printing. what's new, right?
Jun 15, 2012 at 4:00 UTC
The Oki 4410 is shared on the server near the client \\LocalServer\Oki4410.
The client's printer is a Network Printer that connects to \\LocalServer\Oki4410 on their local computer.
The OKI is NOT installed/shared on any of the Citrix Servers.
FYI: The \\LocalServer\PrinterShare is how ALL the client printers are installed on the local machine to the user.
Jun 18, 2012 at 11:10 UTC
What I have done in an attempt to fix it is to postpone the desktop UI until ALL printers and drivers are mapped.
I'll keep you updated.
Jun 20, 2012 at 3:59 UTC
Well I attempted to contact Citrix regarding this case and they will not help us because we don't have the appropriate subscription plan. Since we only have Subscription advantage (which allows upgrades) it does not allow us technical support.
Now I have to find another solution to my issue.
Is it possible "Report a bug" without getting support in the hopes that it will help others in the future?
Jun 20, 2012 at 4:13 UTC
TIGUNIA is an IT service provider.
That would be helpful to report the bug. Have you looked into a local "Gold" partner for Citrix?
Jul 5, 2012 at 3:49 UTC
I contacted Citrix and perhaps eventually I'll open a pay per incident case, but they wouldn't' help me. I've put my feelers out to other sites to see if anyone else has any other ideas.
Aug 24, 2012 at 2:55 UTC
I think it always says Okidata on server because it is indeed a network printer. That's rather normal to me. What you can do to make the HP always the default is create a User policy in the Citrix Appcenter. Then assign that user to the policy. Here is a pic of what I mean.
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