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Discussion in 'Parramatta Eels' started by Suitman, Dec 5, 2011.
maybe you can fill us all in.
What has he been saying suity?
I'm glad there will be a PRICE ON CARBON[/B]...I will be getting the benefit of it...won't be coming out of my pocket..My grandkids might get another 80 years or so out of the planet.
No good sticking your head in the sand..The climate change we are getting now is just co-incidental...Yeah sure!!!!..
Jovial Joe has been blasting the loss of jobs. The first thing he says the Libs will do is cut 12,000 Health Public servants....Mmmmmm, Typical conservatives. First ones to suffer are the workers.
check your facts, then we can talk
Of course the Climate Changes. Always has.
Oh and what does a carbon tax mean anyway. Is it carbon monoxide or carbon dioxide. One is a trace gas which is poisonous and the other is exactly the opposite, we breath it out and trees etc live off it. I dont get it ?
If you don't understand, read up ;-)
I dont get it, the statement on the front page doesnt make sense.
Carbon Pollution doesnt exist. Monoxide is poisonous but turns into dioxide as it merges with atoms, And dioxide is a life source, year 8 science is pretty simple.
Thats simple enough isn't it.
So a carbon "TAX" is what a charge on all living life forms including us ! Were stuffed then.
First successful transplant of a Trout head..
Dead? I've never really thought of it that way.
That guy whoever he is sound like he knows his stuff. Pity he does have a head like a fish !
You're right, you don't get it. CO2 is poisonous as well if you are exposed to enough of it. It's one of the believed causes of cot death. I would not advise locking yourself in a small space without ventilation, as it's the CO2 you breathe out that will kill you well before you run out of oxygen.
Regardless, the toxicity of CO2 to humans is irrelevant (but I'll bet you knew that already). It's CO2's effect as a greenhouse gas that is the problem. That's why the 'tax' as you put it is not only on carbon dioxide (CO2) emissions but also methane (CH4) and other contributory gases. Carbon monoxide is not a greenhouse gas and so is not 'taxed'.
Then we better introduce an "evolution" tax, call it the "big bang"...... in your pocket... the BBS.
Then we will have covered all the bases of the whole "universe".
Finally, taxes WILL protect us from extinction.
Howard and Gillard should both get the arse. Whichever one is PM should call an election. ASAP.
so how many degrees will Australias tax lower the global temperature?
It's a slow day in the small town of Pumphandle and the streets are deserted. Times are tough, everybody is in debt, and everybody is living on credit.
A tourist visiting the area drives through town, stops at the motel, and lays a $100 bill on the desk saying he wants to inspect the rooms upstairs to pick one for the night.
As soon as he walks upstairs, the motel owner grabs the bill and runs next door to pay his debt to the butcher.
(Stay with this.....and pay attention)
The butcher takes the $100 and runs down the street to retire his debt to the pig farmer.
The pig farmer takes the $100 and heads off to pay his bill to his supplier, the Co-op.
The guy at the Co-op takes the $100 and runs to pay his debt to the local prostitute, who has also been facing hard times and has had to offer her "services" on credit.
The hooker rushes to the hotel and pays off her room bill with the hotel Owner.
(Almost done...keep reading)
The hotel proprietor then places the $100 back on the counter so the traveler will not suspect anything.
At that moment the traveler comes down the stairs, states that the rooms are not satisfactory, picks up the $100 bill and leaves.
No one produced anything.
No one earned anything.
However, the whole town now thinks that they are out of debt and there is a false atmosphere of optimism and glee.
And that, my friends, is how a "stimulus package" works!
Carbon Tax as are all taxes is a scam, is FRAUD = BULLSHIT.
Tax is a freemasonic/satanic slavery system.
Who is your master?
Who do you serve?
UM ? ok so why not get rid of it if its deadly. Would a tax get rid of it ?
Hold your horses there buddy! Greenhouse was a term i heard a long time ago. Has that got to do with the ozone layer because if it does we have a problem. I have a mate that looks into that stuff, its his job and he recently told me that the hole in the ozone layer has officially closed.
Co2 is not toxic to humans its Co that is. Thats common knowledge right. Hang on. Carbon monoxide is what comes out of cars exhausts so that was a greenhouse pollutant and caused the hole in the ozone layer right. So why are we getting a tax for exhaling as per instruction. Its not like we wanted to land on this earth. Blame our parents
Separate names with a comma.


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I am an editor at the German Historical Institute Washington DC, and I occasionally teach history at George Mason University.
The blog on this site, once called Stoneman's Corner, has seen various iterations. I have removed some old posts along the way, but also added some remnants from earlier blogs, History Survey (2007), Clio and Me (2008–12), and Language for You (2007–10). I have set the dates of such posts to when they first appeared on the other sites and marked them as such.
Wondering if you know me from another time and place? I grew up in New Hampshire and attended Dartmouth College. I did a four-year stint in the U.S. Army (field artillery) and was stationed in Wertheim, Germany. I also spent time in Augsburg and Freiburg i.Br., but I've called Washington, DC, home for a long time now.

subset: commoncrawl


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The direct link to the information can be found here: 2020 NC 4-H International Exchange (https://nc4h.ces.ncsu.edu/youth-3/nc-4-h-international-exchange-program/) Specifics to the requirements for who can host, who is eligible, and other important criteria for hosting can be found on the website!
Costa Rica Inbound
Applications for host families to host youth or chaperone from Costa Rica are DUE MARCH 1st!
Visits are usually mid-June to mid-July.
Japanese Inbound
We will be hosting 12 Japanese delegates in North Carolina and a Japanese chaperone this coming summer. Applications for the Japanese program are DUE by May 22nd!
Hosting dates for the Japanese delegates are July 25th through August 22nd.
We do have at least one Forsyth County family that is interested in hosting a Japanese student this summer. It's more fun when we have multiple youth stay in the county. Please let us know if you're interested in hosting. We can also put you in touch with families that hosted last year if you would like to hear about their experiences.


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School and Ranking Information
Collectively, Little Rock and its surrounding areas within 25 miles have less than 10 schools that offer programs in criminal justice. The following schools are considered the top three based on tuition, degree levels available and school type:
- Winner: University of Arkansas in Little Rock is the winner as a result of its low tuition rates, degree level choices available to students and the number of degrees the school has awarded in the area of study.
- Runner Up #1: University of Central Arkansas in Conway is the first runner up for its regional rankings in 2014 given by U.S. News & World Report and for being a public school.
- Runner Up #2: Remington College's Little Rock campus secures third place for being located in the city and for its high graduation rate.
School Comparison Chart
|University of Arkansas at Little Rock
|University of Central Arkansas
|Remington College-Little Rock Campus
|Rankings (2013)
| 66th on 2014 Regional Universities (South)*,
28th on 2014 Top Public Schools (South)*
|Little Rock, AR
|Conway, AR (23.3 miles from Little Rock)
|Little Rock, AR
|School Type
|4-year, public
|4-year, public
|2-year, private not-for-profit
|Tuition & Fees (2012-2013)
| $6,854 (undergraduate, in-state)
$16,066 (undergraduate, out-of-state)
$6,476 (graduate, in-state)
$13,476 (graduate, out-of-state)**
| $7,333 (undergraduate, in-state)
$12,830 (undergraduate, out-of-state)
$5,257 (graduate, in-state)
$9,322 (graduate, out-of-state)**
|Criminal Justice Degree Levels Offered
|Associate's, bachelor's, master's and doctoral degrees
|Bachelor's degrees
|Associate's degrees
|Criminal Justice Degrees Awarded (All Levels) in 2011-2012
|Most Popular Criminal Justice Degree Level in 2011-2012
|Bachelor's degree (85 awarded)**
|Bachelor's degree (0 awarded)**
|Associate's degree (15 awarded)**
|Undergraduate Graduation Rate (in 150% of normal degree time)
|20% (Fall 2006 Entering Class)**
|41% (Fall 2006 Entering Class)**
|85% (Fall 2009 Entering Class)**
|Involved in sustainability efforts like the Coleman Creek Greenway Project
|350-acre campus with 118 campus facilities and buildings
|Numerous campus locations
Sources: *2013 U.S. News & World Report rankings, **NCES College Navigator
Winner: University of Arkansas at Little Rock
- A lecture series brings distinguished criminal justice scholars to speak to the students here.
- The Arkansas Victim Assistance Academy is located on campus.
- A service organization called Criminal Justice Society is joinable by the criminal justice students here.
- Specific scholarship opportunities for criminal justice majors.
At the undergraduate level, the University of Arkansas at Little Rock offers an Associate of Arts in Law Enforcement and a Bachelor of Arts in Criminal Justice. All the credits earned in the associate's degree program can be applied towards the bachelor's degree program. Students that attend the campus can also pursue a Master of Arts in Criminal Justice while online students can earn a Master of Science in Criminal Justice. However, it is important to note that the Master of Science in Criminal Justice degree program does not meet the necessary requirements to enter into the school's Ph.D. in Criminal Justice program. The criminal justice program at the Ph.D. level requires students to learn about program administration, teaching and pedagogy and service to the discipline.
Runner-Up #1: University of Central Arkansas
- Students can participate in an undergraduate scholar program.
- Travel seminars can be taken by students interested in studying abroad.
- Internship opportunities can be completed by juniors and seniors.
Students at the University of Central Arkansas that are interested in criminal justice can pursue the Bachelor of Arts or Bachelor of Science degree program in sociology. This major has a specialization in criminology. In this concentration, students take classes on victimology, criminology and juvenile delinquency. There are also electives that can be completed in constitutional law, civil liberties, drug education and the American judicial system.
Runner-Up #2: Remington College-Little Rock Campus
- Career services are offered to assist students with employment.
- Online programs are available.
On campus, the Remington College-Little Rock Campus has an associate's degree program in criminal justice. The general education classes for this program require students to learn about algebra, English, speech communication and psychology. In the core curriculum of the major, students spend time being educated on packaged applications, constitutional law, substantive criminal law, forensic science and criminology and victimology. The program also spends time on career development to help students get ready for the workforce after graduation.


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Preparation time: 20 min
Cooking time: 3 hjours
Difficulty: Medium - experience needed
Serves: 6
Dietary guidance: d
2 smoked ham hocks
3 Carrots
4 Celery
2 White Onions
4 Cloves Garlic Crushed
6 sprigs Fresh thyme
2 sprigs Fresh Rosemary
2 Bay Leaves
16 oz Chicken Stock
3 cups water
Half bag of collard greens
2 cans of black eyed peas in southern sauce
Brown the ham hocks on all sides in a soup pot about 5-10 minutes. Add half of the carrots, celery, onion, and garlic - all can be rough chopped. Saute 3 minutes, stirring so the garlic doesn't burn. Add chicken stock and water - should cover the hamhocks. Add 2 sprigs thyme, 1 sprig rosemary, and 2 bay leaves - just throw them in, no need to chop it. And a dash of crushed pepper. Let simmer for 2 hours or until the ham hocks are falling apart.
Remove ham hocks and pull off meat when cool enough to handle. Discard all the fat/bones. Drain the pot, reserving all the liquid and discarding all the veggies/spices.
Return liquid to the pot. If it is especially oily, you can skim the top off. Put the ham hock meat into the liquid. For the remaining veggies- dice the onions, slice the carrots and celery, crush the garlic and add all to the pot of broth. For the remaining herbs, finely chop the leaves and add to pot. Add the black eyed peas and the collard greens to the pot. Simmer for 20 minutes or until the veggies are done.


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Geant4 provides several visualization mechanisms. These are controlled by the artg4Main module paramaters and a
vis.mac Geant macro file.
To turn on visualization, you set the following parameters for the
artg4Main module. For example,
physics: { producers: { artg4 : { module_type: artg4Main enableVisualization: true macroPath: ".:./macros:../macros:../../macros" visMacro: "vis.mac" visualizeSpecificEvents: true eventsToDisplay: [1, 4] afterEvent: pause // (ui, pause, pass) } ...
Be sure to set
enableVisualization to
true if you want visualization. You must specify the search paths and name of the visualization macro.
macroPath and
If visualization is enabled, you must specify a search path so that the program can find your visualization macro, as well as giving the name of the macro you want to use. Make sure that /run/beamOn isn't in there as a holdover from g2MIGTRACE, as artg4 now controls the Geant4 event loop. An example macro is in
gm2ringsim in
The sample visualization macro mentioned above has several options for visualization output. The two that seem to be the best are OpenGL and HepRApp. OpenGL visualization appears in real time when Geant is run (so you can't do this on Fermigrid). HepRapp writes data to visualization files that you can look at after the job is finished with the HepRapp application (download from http://geant4.slac.stanford.edu/Presentations/vis/G4HepRAppTutorial/G4HepRAppTutorial.html to your laptop, copy the visualization files there and run it).
Note that are simulation events have geometry significantly complicated that visualization is very slow. Furthermore, if you run HepRApp, you must tell it to increase its memory footprint. For example, do the following
java -jar -mx1000M ~/Downloads/HepRApp.jar
This parameter makes it possible to pause the visualization only after certain events of interest. If it is
true, you must specify events to display.
eventsToDisplay is a list (not necessarily in any order) of events of interest. The visualization (if enabled by
enableVisualization) will pass, pause, or give you a UI (as specified in
afterEvent) only after events in this list. It will still bring up visualizations for the others, but will pass through them rather than forcing you to hit enter after each one.
afterEvent parameter specifies what to do at the end of each event in order for you to view the visualization (needed for the real-time OpenGL back end).
pass says not to stop to vievw.
pause asks for the user to press enter to proceed to the next event.
ui gives you an interactive Geant prompt that allows you to manipulate the image in real time (only works for the OpenGL backend). Type
exit to proceed to the next event.


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We are currently open, although can't always guarantee our usual delivery speeds.
Raw Nuts and Seeds
Coconut products are in a separate section here.
Monthly Special offers For April
Psyllium Husks, Organic, Raw 500g
£9.75 £4.88
Save: 50% off
Disclaimer * Privacy Policy * Contact us
Funky Raw Ltd. VAT Registration number: 938 3569 79


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Interior Home Design
Interior home plays a really important role in creating the look of our entire home. It represents the characteristic of the home owner. The look of interior home is like our face. And it is the interior home design that a person will judge if he/she comes to our home. They will get surprised or even amazed after knowing how beautiful our interior home design is. That is why designing interior home becomes so important. We can design our interior home by ourselves or we can get assistance from the home designers. Before starting it, we must have had the concepts or ideas of interior home design. We may have a modern interior home design, contemporary interior home design or even futuristic interior home design. By choosing only one concept, we can really focus on it.


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Title Loans in Flower Mound TX 1 - Cross Timbers Rd.
601 Cross Timbers Rd., Suite 114
Flower Mound, TX 75028
Phone (972) 538-0123
M-F: 9am-7pm
Sat: 10am-2pm
Sun: Closed
M-F: 9am-7pm
Sat: 10am-2pm
Sun: Closed
Bilingual No
About this TitleMax store
The Cross Timbers Road TitleMax store provides residents of the Flower Mound area with title loans and personal loans. We are located off the cross streets of Cross Timbers Road and Garden Ridge Blvd in the same parking lot as FM Beverages and Prince Cleaners. If you live in or around the greater Flower Mound area and are in need of some fast cash, stop by the Cross Timbers Road TitleMax store or call us today at (972) 538-0123 to get approved for a title loan or personal loan fast!
Products/Services Offered
Product Details
- Any Credit Accepted
- Cash in about 30 minutes
- Keep driving your vehicle!
You only need to have a few things to get a title loan with us!
- Car or motorcycle
- Clear car or motorcycle title
- Valid government-issued ID (Matricula Card accepted)
Texas Personal Loan Requirements
You only need to have a few things to get a personal loan with TitleMax!
- A Valid Government-issued ID (Matricula Card accepted)
- Proof of Income ***
- Proof of Residence
- Active Bank Statement
- A Check
Flower Mound TX 1 - Cross Timbers Rd. Customer Reviews
See what our customers are saying!
Store DirectionsGet Directions to Store
Nearby Flower Mound, TX Title Loan Locations
- Lewisville TX 1 - S. State Hwy 121 (2.7 Miles)1233 S. State Hwy 121
Lewisville, TX 75067(214) 222-9022
- Lewisville TX 2 - E. Round Grove Rd. (4.1 Miles)413 E. Round Grove Rd., Ste. 100
Lewisville, TX 75067(972) 538-0244
- TitleMax Appraisals @ Colony Print and Ship (9.2 Miles)6805 Main St., Suite 430
The Colony, TX 75056(844) 390-1570
- TitleMax Appraisals @ The Ship Shop (9.7 Miles)2003 E. Hwy 114, Suite 340
Trophy Club, TX 76262(844) 390-1570


text:
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text: Hi, Catching up a couple of days late on the discussion.... but not missing the snow, -7C, and bright sunshine all packed in 48 hours (Hamburg is one of the most beautiful towns on this planet). 1. 10% losses ....enough said on that.........however, a relevant query. How long does TCP take to decide that its connection has gone to the dogs and that the Application must do something about it? RFC1122 (section 184.108.40.206) talks about "atleast" 100seconds. Is this applied practically? 2. TCP seems to have no major problems standing on its own. Very simple theory yields the strength of the protocol. Having said that it is also clear that considering the protocol without considering the under-lying layers is not correct. Considering "congestion" alone as cause of losses is not sufficient - the protocol when zipping through layers underneath it, sees all kinds of failures. Those failures which cause the TCP to have "serious" performance problems. Obviously one way to correct those failures is at their respective layers. The other is to make TCP responsible for the 2*E2E loop for both the data transport and fault-recovery functionality. At this point, i am interested in knowing what breaks TCP outside its own congestion related problems. What are those failures? How frequently they occur? Any idea of duration? I would also appreciate it if you could point out wether the solution to the problem is dealt at the TCP layer or elsewhere. For example, I can think of Link Layer Retransmissions in UMTS which relieve TCP some of its 2*E2E non-congestion related fault recovery. The trade off is delay against no-losses. It would be nicer, if the errors relevant for future large bandwidth-delay product IP over DWDM networks be given priority. Any data, papers, guesses...etc. will be appreciated. Thank you and regards, regards, SM


text:
Storytelling is a perpetual teaching and learning strategy. The practice has been commonly communicated by way of individual experiences, observations and didactics. Higher education learners largely praise knowledge gained from astute anecdotes. The following information will highlight effective methods of classroom study. (Click post title to continue reading)
Why Are You Here?
I start each class by asking students to (anonymously) write the answer to a simple question: "Why are you here?" Students typically look up with a confused expression; they anticipated a discussion on the syllabus and how to get an "A." (Click on post title to continue reading)
Communication is like the Weather; Everyone Grumbles about It, but Nobody does Anything about It
I thought about this paraphrase of Mark Twain as I was participating in a recent Faculty Senate meeting. The word "communication" was mentioned several times. The Senate was discussing, among other issues, the need for better communication among and between the various Touro constituencies. (Click post title to continue reading)
Transitioning from Passive to Active Learning in the Classroom
Over the past 20 years, professors in higher education (particularly those in science, technology, engineering, and medical fields) have seen a gradual exodus away from purely didactic educational experiences to those that embrace more active learning strategies. This emphasis on active learning aims to help our students practice both critical and clinical thinking skills in the classroom, before they leave the structured college environment and move into their experiential rotations. It is imperative that we give students the opportunity to learn and practice these "thinking" skills before they are released to rotations where they will encounter patients with complex problems. With the large volume of information pharmacy students need to be successful in practice, the Touro College of Pharmacy professors have accepted that it is not possible to present all of this information in their years of study at the college. We are increasing the amount of active learning in the classroom and fostering accountability for students to prepare for class ahead of time. After making this transition last year, I reflected on how I transformed my material from a traditional to a flipped classroom model, and the results I saw from my efforts.
Distance Teaching and Learning: Group Projects and Oral Presentations
Imagine an online course where the participants are in different states or countries. How does one engage students in the learning process? How do we ensure that all students meet the learning outcomes? How do we facilitate project-based activities inclusive of oral presentations in the virtual classroom? These are questions I have asked myself on occasion. (Click post title to continue reading)
Bringing Zoom into my Classroom
Here at the Graduate School of Social Work we are in the process of developing fully-online courses, both asynchronous and synchronous, to supplement our traditional in-class offerings. Social Work, like other human service professions, requires not only didactic facts and information but also practice skills, appropriate dispositions and attitudes, and practical experience. I was very concerned, even anxious, that these important "soft skills" may not be able to be effectively taught online but I was eager to explore. Accordingly, I developed and taught an online clinical practice elective over the summer semester and would like to share my experiences. (Click on post title to continue reading)
The Touro Interprofessional Education Collaborative (TIPEC)
As participants in Touro College Academy of Leadership and Management (TCALM) inaugural class of 2018, we were charged with developing and planning a project that would support the mission, vision, value and strategic plan of Touro College and University System (TCUS). Dr. Tamie Proscia-Lieto asks, "What do you get when you put a Doctor, a Dentist, a Physical Therapist and a Nurse?" An Interprofessional Team!!! (Click post title to continue reading)


text:
Identify deficiencies that may impact IEQ and/or sources of odor concerns. Typically includes the following depending on the nature of concern, but not limited to:
- interview/questionnaire of concern individual(s)
- inspection above drop ceiling (condition of roof deck, pipe insulation, return air plenum)
- inspection of ventilation system (operation of variable air volume box and outdoor air dampers, check controls, measurements of carbon dioxide, temperature and relative humidity, sources near outdoor air intake, measure return and supply air volume, cleanliness of coils, liner and condensate pan)
- inspection of exterior
- inspection below drop ceiling (housekeeping, sink and floor drain traps, signs of past and present moisture concern via visual and/or moisture meter, mold growth, ensure connection of current and capping of abandoned sanitary vents, odorizers, excessive plants and fabric items, identify potential pathways, and measure volatile organic compounds, carbon monoxide, and lighting)
Date(s) of Assessment: August 23, 2018
A slightly damp odor could be detected and was towards the back of the work shop classroom. This was based on normal room conditions (no dust collector, normal ventilation, class not in session, no recent use of the room). The odor was thought to be coming from the supply air diffusers.
No mold growth was observed on inspected classroom surfaces.
The ventilation unit serving the area is located within the wood storage closet. The coils had a moderate to heavy particulate load.
The dust collector system was found to contain damp wood dust / debris and fabric filters.
Building Services cleaned the coils of the ventilation unit serving the technology education area.
Building Services rendered the services of the contractor who recently disassembled/rebuilt the dust collector to assess the unit. The contractor found a leak through a duct seam. The seam was sealed. The filters were to be replaced upon receiving new filters and scheduling a day to do the work.
The school is to contact Facilities if they are unsure of the following:
- Emptying dust collector barrels.
- Some dust collectors have a mechanism to shake the filters to dislodge wood debris from the filter system into the barrels. The mechanism may need to be activated (push button on system controls) by school staff. School is to contact Building Services for assistance if they cannot determine if the dust collector system has this feature or where the shaker button is located, etc.


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Gilad is all about high tech, and not the high seas – he was unofficially named the worst sailor in Israeli military history! This dubious honor led to a very welcome move to IT, where he became an absolute star, even by Israeli tech standards. After his move to the US, and a B.S. in Computer Science at University of Maryland University College, Gilad was an early and critical addition to the iControl team.
With his decades of experience and knowledge of retail supply chain technology, he became our Chief Technology Officer in 2011. Gilad is a man that loves his movies to be full of action, and his steaks raw. His wife is Tali, and he has three delightfully precocious pre-teen children.


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Dôen offers free returns for items in new and unworn condition with tags attached within 30 days of your receipt of shipment with the exception of items marked FINAL SALE. We do not offer exchanges. If you would like to exchange an item, please return the original item for a full refund (less original shipping cost) and place a new order.
To complete a return, please follow the steps below:
- Fill out "Return Reason" on the packing slip included with your shipment. Please make sure this packing slip is included in your return shipment so we may identify your order.
- When your item is shipped to you, it will include a pre-printed return shipping label. Please attach this label to the original shipping packaging (or other packaging of your choice) and seal the package.
- Check your return label to confirm which shipping carrier you selected, then drop your package at that carrier's nearest location or dropbox.
- Within 7-10 business days of our receipt of your return, you will receive an email that your refund has been processed. Please note we may need additional time to process your return during high volume periods. If your return package shows as having been delivered but you haven't yet received a refund notification, we appreciate your patience in allowing us time to complete the return process. Your refund will be credited to the same form of payment used to make the original purchase. Refunds are for product only and do not include original shipping cost. Please allow 7-10 business days for your bank to post the refund to your account.
- If you would like to return an item, but do not have the pre-printed return label from your package, please include your order number and reason for return in your package and contact Customer Care for the return address at firstname.lastname@example.com or call 877.756.7353 Mon-Fri 9am - 5pm PST.
For help or questions about a return please contact firstname.lastname@example.com anytime.


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Sharepoint Support stopped – what are the Sharepoint alternatives?
Since 2001 Sharepoint is the all-rounder for companies. The collaboration application can be used as a social network, intranet portal and content management system. Particularly useful is the slide library function. This is integrated as a feature in SharePoint. With PowerPoint you have the possibility to save individual slides, as well as building blocks, which can not be stored in the slide master or in the slide layout. This makes sense especially when a high number of recurring slides prevails.
The ingenious advantage of the slide library is that slides are kept up-to-date at all times. Any change to a slide can be saved globally, so the slide is always up-to-date and accessible to anyone. Since Office 2013, SharePoint slides library is no longer supported. How can companies now combine newer versions of Office with a slide library? Especially third-party providers offer sharepoint alternatives. empower® slides is one of those sharepoint alternatives.
The Sharepoint slides library alternative:
The PowerPoint add-in integrates with Microsoft Office via its own ribbon. empower® slides not only offers a central slide library, but also templates, tools for quickly creating and formatting Office documents, as well as functions for checking the corporate design.
Collaboration is also possible using the tool. empower® slides offers the checkout and label function with which presentations can be edited together within the slide library. Collaboration can be organized directly in empower® slides and overlaps in editing by other users can be avoided.
If you are looking for an alternative to the SharePoint slide library, you can find more information about empower® slides ->here.


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Video: Lead Like The Great Conductors
Lead like the great conductors
An orchestra conductor faces the ultimate leadership challenge: creating perfect harmony without saying a word. In this TED talk, Israeli conductor and business consultant Itay Talgam demonstrates the unique styles of six great 20th-century musical conductors,
illustrating crucial lessons for all leaders, in both business and life.
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Mission Makeover® TV Series Announces Bonaventure Resort & Spa as Host Site for Fitness and Wellness Episodes for Season 4
Select episodes filmed on location at Bonaventure Resort & Spa, an ideal site to help the Mission Makeover ladies achieve their goal of transformation in both mind and body.
Pompano Beach, FL, January 17, 2015 --(
)-- Mission Makeover®, an award-winning health and wellness series, welcomes the Bonaventure Resort & Spa to Season 4 of the show as the premier host site for the series' fitness and wellness episodes. The premiere of Mission Makeover will air on Monday, February 9, 2015 at 7:30 a.m. on Lifetime.
Mission Makeover is a 13-week "look good, feel good" reality series that follows the powerful journey of women on a mission of a lifetime – to completely make over their lives in the areas of health, wellness and fitness.
Sharing the goals of helping women on their journey to personal transformation in both body and mind, the tropical Bonaventure Resort & Spa is the ideal venue and location for the Mission Makeover women to move forward in their journey to achieve better health and wellness.
"It was wonderful to be a part of this season's Mission Makeover," said Charles Reece, general manager of Bonaventure Resort & Spa. "It was a terrific partnership with our resort, our aLaya Spa and the BB3 Training Center."
The Bonaventure Spa & Resort, located in Weston, Florida will host several episodes with their on-site experts, including featuring the women experiencing Yoga in a Zen garden surrounded by tropical foliage; stepping up their fitness regime, and being treated to a day of pampering at the aLaya Spa where they can rest and renew their minds, bodies and spirits in a retreat nestled among 20 acres of lush surroundings.
About Mission Makeover®
Mission Makeover® Season 4 is a special series that chronicles the 13-week journey of six women as they set out to transform their lives. Nutrition, fitness, and life coach experts give the women the tools and guidance they need to make significant life changes and achieve a healthier lifestyle. Season 4 will add a twist with family dynamics playing a prominent role. America's best fitness, health and nutrition brands partner with the show to further enhance the experience. www.missionmakeover.tv
Like us on Facebook: https://www.facebook.com/MissionMakeover
Follow us on Twitter: @MissionMakeover
About The Balancing Act® on Lifetime® Television
Now in its 7th year, The Balancing Act® continues to empower women in all aspects of their lives. The mission at The Balancing Act® is simple -- to help today's modern woman balance it all by bringing them positive solutions to enrich and empower them. Entertaining, educational and trusted by women, viewers can watch America's premier morning show The Balancing Act® weekday mornings on Lifetime at 7:30 am (ET/PT). For additional information or to view a segment visit: www.thebalancingact.com
About the Bonaventure Resort & Spa
Situated in the heart of the affluent Fort Lauderdale neighborhood of Weston, Florida, Bonaventure Resort & Spa delivers an unparalleled resort experience that offers guests well-appointed accommodations, gourmet culinary options and a world-class spa. The AAA Four Diamond Resort, which became part of Benchmark Hospitality International's portfolio of hotels and resorts in September 2012, features 500 spacious guestrooms and suites, four swimming pools, fitness center, the full service aLaya Spa, a championship PGA golf course and multiple dining options, including the acclaimed AAA Four Diamond Ireland's Steakhouse. Conveniently located just west of Greater Fort Lauderdale, the resort is just a short drive from Fort Lauderdale / Hollywood International Airport and offers guests easy access to area attractions, including the Sawgrass Mills Mall, Florida Everglades eco-adventures, and the BB&T Center home of NHL hockey, concerts and events, as well as nearby beaches. For more information or reservations, please visit www.BonaventureResortandSpa.com, "Like" us on Facebook at or follow us on Twitter @BonaventureFL.
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European banks are going to get much bigger - much bigger. In the quest for a knock-out market capitalization, Europe's bank leaders are ready to tie the knot with the unlikeliest of partners. The coming wave of mergers involving commercial banks will put the recent consolidation of investment banking in the shade. By Peter Lee.
US banks dare to cross cultures
A jumble of incentives
Last year there was a huge leap in mergers and acquisitions within the European financial sector. The total value of deals was $107.4 billion, compared with $48.6 billion in 1996 and $46.9 billion in 1995 (according to figures from AMDATA). Last year, roughly one-third of all European M&A deals were in the financial sector. They encompassed financially-driven mergers within domestic markets designed to cut costs; more strategic cross-border deals, as banks with large shares in their own domestic markets sought to expand across Europe; and a growing number of deals between banks and insurance companies.
It's a safe bet that in the final year before the introduction of the euro bank mergers will continue apace throughout 1998. Not surprisingly, financial institution group (FIG) teams at investment banks, which advise banks on their merger plans, are girding up for another hectic year. If the enthusiasts are right there will be some large and surprising combinations this year. "'Think the unthinkable' has become the bank chairman's anthem," says Alastair Walton, managing director and head of FIG for Europe and Asia Pacific at CSFB. "We are showing ideas to bank CEOs that we wouldn't have dared show them 12 months ago. And what's surprised us is that CEOs are already well aware of the concepts if not the numbers behind those ideas. They are already considering them." He adds: "If 1997 was a year to consider and talk about those ideas, 1998 will be the year for action."
Walton's own group has grown from five people in mid-1996 to 17 today and is targeted to expand to 30 by the end of the year. "We're a microcosm for the whole financial-services sector," says Walton. "You've either got to be large or get out of the business. You can think of how rapidly investment banking has consolidated and translate that to mainstream financial services."
The forces driving consolidation in European banking are numerous and well known: overcapacity - there are 3,500 banks in Germany alone, deregulation, loss of national protection and increased competition. These factors will be exacerbated by the single currency, disintermediation in wholesale banking, weak earnings growth in many banking business sectors, the need for scale to spread growing information-technology and processing costs and the rising demands of shareholders for decent returns.
To senior bankers worrying about all these issues, there is no obvious strategic answer, no single model for the ideal bank of the future towards which all are working. But of one thing most bankers are sure: size matters. As a general rule, the bigger the bank, the lower the cost/income ratio. And, unsurprisingly, banks are most profitable in countries where market share is concentrated in a very few hands.
The simple objective of attaining a high market capitalization is a key driver behind many mergers and is often a more important consideration to senior executives than whether a merger creates a better business mix for the new group. "A high market capitalization can dramatically add to a bank's strategic flexibility," points out Andrew Chisholm, managing director at Goldman Sachs in London. With a large enough market capitalization, banks can afford to make hefty investments in technology, they can afford to add on other desirable acquisitions of banks that have expertise in particular products or countries, they can even make mistakes in the process and get away with it.
Any bank that is within the top two or three in its own country today will likely have ambitions to be within the top 20 or 30 in Europe as the single market unfolds over the next five years. Bank chairmen and chief executives are wondering what, in five years time, will be the average market capitalization of the leading banks in Europe. And they are weighing strategies to get their own market capitalizations up to those projected levels.
At the end of 1997, ING, one of the largest banks in Europe, had a market capitalization of $40 billion. Chisholm, working on a rough estimate of 15-20% annual growth, suggests that by 2003 the average market capitalization of a top-10 European bank will be $80-100 million, the average for the top 20 perhaps $60 billion and likewise for the top 30 perhaps $45 billion.
Capital challenge
Even for such large household names as Germany's Dresdner Bank or Spain's Banco Bilbao Vizcaya (BBV), each worth just over $20 billion at the start of this year, those are challenging figures. And they are even more daunting for banks like France's Banque Nationale de Paris whose market capitalization at the start of the year was $11 billion, or Spain's Argentaria and Banco Popular, Denmark's Den Danske Bank or Belgium's Generale Bank (each somewhere between $7 billion and $8 billion). The question is how to get the market capitalization up. One way is to expand the earnings multiple at which shares trade by better management, greater emphasis on producing shareholder value, taking hard choices about pruning businesses, achieving savings and scale and demonstrating a stronger financial performance.
Across Europe banks are showing a surprising enthusiasm for such previously unfashionable disciplines. Barclays and NatWest for example have curbed their ambitions in global investment banking. Credito Italiano has shed staff, closed international branches and emphasized higher margin retail and small-business banking over lending to large corporates. Dresdner Bank has improved its capital management by selling off stakes in industrial companies. European banks have been pushing down their cost/income ratios, (from 73% in 1990 to 64% in 1997 for the leading banks which Goldman Sachs analyses) and improving their returns on equity (from 13.7% in 1995 to 16.2% in 1997).
Such efforts will only push their valuations so far. Chisholm estimates that such organic growth might push a current $10-20 billion market capitalization bank only one third of the way to its target of being firmly in the leading group. In part, that's why so many bank executives are considering mergers to get them the rest of the way. "They all want a seat at the table in Europe," says Walton. "Today banks need scale, especially home-market scale, in order to have any hope of being significant internationally in the years to come."
Of course, banks have been busily merging and acquiring each other in Europe for several years already. A considerable domestic restructuring has been underway throughout the 1990s. According to figures compiled by London-based First Consulting, in the first four years of this decade the number of banks in France declined from 801 to 626, following mergers among the savings banks. In the Netherlands the number fell from 153 to 127. In Germany the number of small cooperative banks fell from 3,221 to 2,591 between 1990 and 1995. Among Europe's smaller banks, the trend towards consolidation has been evident for some time.
For larger banks too, the benefits of mergers and acquisitions have been proved by the growing importance in their chosen markets and improved financial performance of banks such as ABN Amro and ING in the Netherlands, both products of large mergers; BBV (a 1988 merger) and Santander (which took control of Banesto in 1994) in Spain; and Lloyds TSB Group in the UK. "There is a trend towards market leadership. That could be in a market defined by product, a regional or national market or in a global business like investment banking," says Keith Brown, head of FIG at Morgan Stanley. "In the UK the two dominant banks are Lloyds TSB and HSBC Midland, which have both arisen out of mergers and acquisitions. They are now pulling away from the others partly because larger market shares have generated improved profitability. Barclays and NatWest, which used to be the two biggest banks in the UK, are trailing behind." He adds: "The obvious winners in Europe will be those, like Lloyds and Santander, with a dominant position in their home markets."
The single most attractive thing for any bank to do is merge with or acquire a large domestic competitor. Nordbanken in Sweden only did its cross-border deal with Merita as a second choice after its preferred partner, Sweden's SE-Banken announced a merger with insurer, Trygg-Hansa. Similarly, Belgium's Banque Bruxelles Lambert (BBL) only succumbed to Holland's ING after making strenuous efforts over several years to find a domestic partner. Last year witnessed some sizeable domestic mergers and acquisitions: Société Générale and Crédit du Nord in France; Bank Austria and Creditanstalt in Austria; Bayerische Vereinsbank and Hypobank in Germany; Handelsbanken and Stadshypotek in Sweden; Ambroveneto and Cariplo in Italy; and at the end of the year the most remarkable of all: UBS and SBC in Switzerland. "Bank managements are prepared to take a risk on competition policy," says Walton. "Very few major bank mergers have been disallowed in recent years and we're advising that a combined bank can go to 25% market share in retail financial services without worrying. Banks themselves are now taking the single currency as a given and beginning to think in terms of European market share, not national market share."
There is continuing speculation that at some stage Barclays and NatWest will merge, adding another giant domestic combination to the European banking landscape. NatWest has reportedly approached Abbey National and insurance company Prudential over mergers and been rebuffed. Barclays, realizing that the cost benefits of a merger with NatWest would make a great deal for shareholders, has made overtures to NatWest. The main obstacle to such a merger, other than the personal worries of NatWest's management, is that it would create a dominant force in lending to small-to-medium-size UK businesses. It might well be blocked on monopoly grounds by the UK government unless some satisfactory scheme could be agreed for separating out some of the small-to-medium banking business. It would not create a monopoly in UK personal financial services. Not long ago, such a merger would have been unthinkable. Now bankers and lawyers are working on the details of how it could happen. The announcement of a proposed merger might induce Lloyds TSB to make an offer for Barclays.
Last year's deal between SBC and UBS seemed to signal a change in thinking about bank mergers in Europe. It marked a growing acceptance of the need to cut costs and jobs to produce strong banks and less concern over domestic monopoly considerations. The new UBS could have up to a 35% share in the Swiss banking market. The two Swiss giants aim to cut 13,000 jobs from their combined headcount of 56,000 by merging their overlapping domestic and international investment-banking operations. They plan to take out 20% of combined costs within three years. The new group has stated its goal to achieve a sustainable return on equity of 20% by 2002 and a cost/income ratio of under 60%. This looks more like the kind of hard-headed merger that investors in US bank stocks have grown used to in recent years.
Raising the stakes
Though there are few other prospective bank mergers that provide such opportunities for cutting costs both at home and abroad, the SBC/UBS deal is a significant pointer for future consolidation in Europe. It shows a pragmatism over job-cutting that even two years ago would have seemed very un-European. It also raises the stakes in terms of what will be perceived to be the necessary size and scale to maintain a place among the top banks in Europe. And it adds to the general air of urgency and expectation within bank boardrooms. With every deal that is announced, the options for other banks looking for merger partners are reduced and the pressure grows to do some deal or other. "There was enough momentum even before the Swiss deal that you could say every bank in Europe had consolidation on their mind in some fashion," says Chisholm. "When that deal happened it made people realize that no transaction is off limits anymore."
Pressure exerts itself in subtle ways. UBS and SBC might not have come together had not Credit Suisse first made an aggressive approach to UBS. Or take the merger announced last September of Bayerische Hypobank and Bayerische Vereinsbank. Cutting overlapping branches and back-office systems should save over Dm1 billion ($562 million) a year. It gives the new bank the opportunity and scale to shift away from low-return lending to medium-size corporates into higher-margin mortgage banking and asset management. The exchange by Vereinsbank of shares it already owned in Allianz in return for Hypobank shares re-deployed under-used excess capital previously tied up in an industrial equity portfolio. It positions the new bank for a leading role in any future consolidation of German banking, perhaps partnering one of the big three Frankfurt banks.
The logic of putting the two banks together was always apparent. But a deal only happened after Deutsche Bank took its 5% stake in Vereinsbank in the middle of 1996 and Vereinsbank began considering defensive strategies. Even then a deal was only possible because Eberhard Martini, chairman of Hypobank, was approaching retirement age and wasn't ambitious to run the merged bank. "People make mergers, not economics," points out Steven Davis, who runs his own bank consultancy, DIBC. When putting two banks together, the ages of the two chairmen is one of the first considerations. Many FIG teams will not bother suggesting a financially compelling deal if they suspect personality clashes are likely among ambitious senior executives of similar age at the two banks.
Still, there are forces at work other than personal dynamics. Shareholders are becoming more demanding and national and regional governments seem to be taking a more positive attitude towards mergers. The Bavarian government may have been attracted by the idea of Bavaria one day becoming home to the headquarters of Germany's largest bank and showed its favourable disposition by allowing the exchange of Allianz and Hypobank shares to proceed free of tax. "It is increasingly being realized that if a domestic market over-protects its institutions, there is a risk over time of turning them from being potential predators to being the prey," says Chisholm. "Even social commentators are beginning to see the advantages of having larger, stronger banks to preserve jobs in the long run."
Mega-mergers announced in 1997
|Month announced
|Deal value ($bn)
|Bank Austria/Creditanstalt
|Credit Suisse/Winterthur
|Paribas/Compagnie Bancaire
So the likely future pattern of bank consolidation in Europe looks obvious. There will be continuing in-market mergers driven by a search for scale and supported by the desire for cost-cutting. Once that process nears completion, and assuming the single-currency block of European countries becomes a truly open and competitive market, strong domestic banks will seek more mergers within that block.
Already, some of the smaller countries in Europe have reached the advanced stages of domestic consolidation. Morgan Stanley analysts look at the percentage of total assets in the banking system controlled by the top five banks. Taking figures from the start of last year, in Sweden (86%), the Netherlands (81%) and Finland (74%), the process is furthest advanced. But in Europe's largest economies consolidation has a long way to run, especially in Germany (17%), Italy (29%), France (47%) and even the UK (57%).
For banks in the smaller, more consolidated countries the next step after cementing a strong domestic market share has been to move cross-border. Merita, itself the product of a 1995 merger between Unitas and Kansallis-Osake-Pankki, had already achieved a 40% market share in Finland. With nowhere else to go in its domestic market it entered the first cross-border merger of equals, with Sweden's Nordbanken, late last year. "We are redefining our home market," says Hans Dalborg, former head of Nordbanken, who will be chief executive of the new bank. "The significance of borders between Nordic countries has been decreasing for 10 years and that creates a cohesion."
Similarly, Holland's ING with a large domestic share moved into Belgium, taking over BBL. In both these cases, the participating banks have talked about further cross-border deals, with MeritaNordbanken announcing an open invitation for a Danish or Norwegian bank to join in the creation of a regional super-bank and ING talking of the French-speaking BBL as a platform for a possible move into France.
So will banks in Germany, France, Italy and the UK consolidate in the same way, creating national champions and then expanding across borders? Or will consolidation follow a different pattern in Europe's larger economies? John Leonard, analyst at Salomon Smith Barney, sees potential differences: "Barclays and NatWest are still of sufficient scale to service UK-based clients which expand abroad. I just don't buy the argument that Barclays lacks critical mass globally in the businesses it intends to stay in."
There are also structural issues which may make the pattern of consolidation different in each country. Public ownership of banks is one such issue. In some countries, such as Italy and Germany, up to 75% of the banking system is in the public sector. It may make very good sense for Dresdner and Deutsche to merge or Dresdner and Commerzbank, but even if these private banks do merge with each other they will not achieve dominant market shares. By contrast, the public-ownership figure for other countries is much lower. In the Netherlands it is only 25%. Spain stands in the middle at 40%. Unquoted (mainly mutually-owned) institutions make up roughly 20% of the UK banking sector. "The smaller the country, the bigger you have to be," points out Claire Gouzouli, a director of First Consulting. "In a large country like Germany you can be the biggest bank with just 10% market share. In other countries you might need 30% of the market to be considered a big bank."
And before banks in Europe set off on a wave of cross-border mergers, many will consider the mistakes of the past. Barclays' purchase of Merck Fink in Germany in 1990 has been a poor investment. Crédit Lyonnais went on an acquisition spree in the early 1990s acquiring, among others, Banco Jover in Spain, BfG in Germany and CL Nederland in Holland, a network which it is now dismantling. Other cross-border linkages and cross-shareholdings, such as that between Dresdner and Banque Nationale de Paris and the one between Royal Bank of Scotland and Banco Santander, have not delivered much value.
One lesson from these misadventures is that buying a small foreign bank whose franchise value will shrink over time - like Merk Fink - is pointless. If you are going to do it, you have to do it seriously and not just hope that something significant emerges from a few strategic cross-shareholdings and agreements allowing other bank cards through your ATMs. Of course, there is another lesson which could be drawn. Don't bother going abroad at all.
The most successful banks, such as Lloyds TSB, have eschewed foreign adventures. Chairman Brian Pitman grew Lloyds by concentrating on the UK retail market, achieving cost savings and revenue synergies from combining the up-scale Lloyds brand with the more blue-collar TSB and then adding the premier low-cost mortgage company, Cheltenham & Gloucester. It's the so-called multi-brand approach. Investment bankers have continued to pitch acquisitions in Europe such as CIC in France but Lloyds TSB has turned them down flat. The bank's credo appears to be summed up in the catch phrase of one of its senior executives: "Abroad is for holidays." This approach and ruthlessly disciplined management have earned Lloyds TSB a tremendous stock-market following and the biggest market capitalization of any bank in Europe: $70 billion at the start of this year.
Today, the pricing of similar banking services differs markedly from country to country, as do the returns. Profitability in retail banking is highest in the UK, explaining why banks such as Lloyds are happy to concentrate on their home market. If it were to make another acquisition soon, Lloyds would be more likely buy a former building society such as Woolwich or an insurance business than a French retail bank.
By contrast, German banks are keen to do anything to improve on the weak returns in their domestic banking business. Even investment banking looks attractive by comparison. It might make sense for a Dutch or German bank to try to break into the UK personal financial services market, but the high stock prices and high multiples of UK bank's put acquisitions out of their reach. More surprisingly, no large European bank has yet tried to enter the market through a direct channel such as telephone banking. "I'm not sure why," ponders Davis. "Are they waiting for the single currency, or greater acceptance for the internet?"
Banks are all pondering how the European market will evolve come the single currency. A bank might have a deposit-gathering business in one country of the euro block and use this to build an asset base by lending in another country. No bank today could risk such a huge currency mismatch. Technology might also open up access to customers in a business where few players have built strong brands and many still compete on price. "The combination of technology and more harmonized financial markets increases the potential for, say, a German bank to offer products to a Spanish customer using an advert in a Spanish newspaper for a toll-free number that is answered in a third country by the banks' Spanish-speaking team," says Chisholm. "Potentially enlarged access to customers will emerge for both traditional and non-traditional players. Banks are thinking about that both offensively and defensively."
Another theory is that the disparity between pricing of similar financial services in different countries will disappear and margins on services will average out. That means it would makes sense for a UK bank such as Lloyds to take advantage of its high share multiple to buy a cheap bank in a country such as France or Germany with low stock prices and thin profitability. Within a few years it could expect to see margins shrink in the UK and expand in France and Germany.
As theories go, it's a fair one. Persuading any bank to bet on it, let alone a highly disciplined bank like Lloyds, is a different matter. Although deals like MeritaNordbanken appear to point the way towards more cross-border deals, some bankers are not convinced. "You could say that MeritaNordbanken is more a regionally-focused cross-border transaction in the nordic area. A new type of cross-border deal would be a German bank buying in France, a Spanish bank in Germany, a Dutch bank in the UK, a UK bank in France," says Richard Boath, head of FIG at Salomon Smith Barney in London. "You can see how a pan-European bank might emerge. A French and a German merge then do a third deal with a UK bank. But even the first type of deal hasn't happened yet."
But perhaps some senior bankers are thinking along these lines. Rolf Breuer, head of Deutsche Bank, has spoken of the bank's desire to do something in France. ABN Amro has also taken a look at French bank CIC, which is in the process of being sold. ING has also mentioned plans to expand south from Belgium into France. Santander has talked about building a large bank in southern Europe. Chisholm predicts: "While the focus may remain on domestic consolidation in the near term, there will be an increasing amount of cross-border activity in contiguous markets where there may be natural economic ties or overlap and cultural similarities. In addition there is a chance that one or two very large cross-border deals could occur that might really surprise people. At some stage even a large trans-Atlantic transaction should not be excluded."
Special tourist price
If that process does ever start, each deal will be fraught with difficulty. A domestic acquirer will always be able to pay more for a bank than a foreigner because of the greater potential cost savings. So a big bank trying to plant its flag in pan-European retail banking might have to over-pay to beat off other domestic bidders. That would be hard to justify to its own shareholders. But the senior management of a bank under attack by a domestic competitor might happily seek a foreign white knight, hoping to survive as the local country managers for a foreign owner, rather than lose their jobs following an in-market cost-cutting deal. One FIG banker says: "You can bet that if Commerzbank is ever threatened by Deutsche or Dresdner, [chairman Martin] Kohlhaussen will be straight on the phone to Credit Suisse."
A bank that was big enough to afford to outbid domestic players for a sizeable foreign acquisition might succeed in justifying it to existing shareholders as a strategic necessity. "It's a question of who you want to be allied with in each country," says Brown at Morgan Stanley. "Some banks may think they have to make moves soon, because no bank has much chance of building organically in another country and taking on the local players."
Even if big banks do start buying or merging with each other across borders, it is unlikely that any single bank, Deutsche or ING or Lloyds, would ever quickly become a dominant European bank under a single brand name. "The successful European bank of the future may have several names. It could continue to be BBL in Belgium, NMB in the Netherlands," says Terry Eccles, joint global head of FIG at JP Morgan. "There would be no synergies from closing branches. But what there might be is synergies in everything behind the branch: one operating and processing system, one product-design group, one treasury." In the McKinsey-speak so beloved of the present generation of European bank chairmen: one platform.
It's an intriguing vision which raises more questions about the future model for banks. A lot of bank business is processing. Certainly for large companies which raise funds mainly through the capital markets, banks are mainly useful for payments processing. But it doesn't take a bank to do that. "Anyone can shuffle paper, as long as it's in a controlled process," says Brown. "Processing could be out-sourced, re-located to the cheapest location in an emerging market." Banks must distinguish themselves in two ways, through products and distribution. So instead of merging with a domestic banking competitor, or doing a cross-border deal, they could buy an insurance company.
The attraction of insurance to banks is now well established. Insurance is perceived to be a generally more profitable product than banking. In mature markets such as the UK, long-term savings - including life insurance which is now more a form of saving for old-age than a protection against the death of the family bread-winner - is a faster growing business than traditional banking. Banks have their own advantages over insurers: first, stronger distribution and greater market penetration through branch networks, and second, greater size and financial strength. Last year several bank/insurance company M&A deals took place including the link-up of Credit Suisse and Winterthur in Switzerland, that of SE-banken and Trygg Hansa in Sweden, and the merger of Bank of Ireland and New Ireland, while in 1996, Halifax bought Clerical & Medical in the UK.
In some cases, such deals may be more defensive and less value-creating than their proponents make out. The bank achieves size (if not scale), making it more difficult for a competitor to acquire and it buys a good earnings stream. But is there any synergy? Or is the combined institution now a conglomerate, that might one day be broken up again?
Many banks have set up and grown their own life insurance business - selling a new product to their existing customers. The latest step is simply to buy insurance companies, including their assets under management and their different types of sales forces which may include telesales, direct sales and independent financial advisers.
There are potential savings: there would be one asset-management team and one product-design team. "Buying a life insurer can give fresh impetus to a bank's in-house bankassurance business," adds Antony Hotson, managing director at SBC Warburg. But there are considerable cultural differences between a commission-driven insurance salesforce stuffing heavily front-loaded policies down the customers' throats and bank branches offering simpler, more transparent accounts to customers who trust them.
Separate committees
"There is a growing assumption of convergence between banking and insurance," notes Davis. "But groups like Fortis and ING which combine the two have committees of bankers and insurance people to run separate networks. No-one, to my knowledge, has yet succeeded in bashing together insurance and retail banking under one management." SE-banken and Credit Suisse may be the first to try.
In the meantime, the insurance industry itself is consolidating with plenty of in-market mergers of its own. Last year saw the mergers of Sun Life with Equity & Law and Prudential with Scottish Amicable. In 1996 Axa and UAP merged, as did Royal and Sun Alliance. Such mergers raise obstacles to bank acquirers which have previously benefited from their larger size and market capitalization. The prices for life-insurance companies with their own independent financial advisers are now high, especially following the Prudential/Scottish Amicable deal.
If the FIG groups cannot pitch an insurance acquisition, an in-market merger or a cross-border deal to their banking clients, they will have to be content advising them on how to allocate capital better, perhaps by divesting poor-return businesses such as investment banking. But in truth the FIG groups will be busy for years to come.
With many thousands of providers across the continent, banking remains one of Europe's largest and least consolidated industries. It's difficult even to imagine a banking industry reduced to a handful of leading names in the manner of the auto or pharmaceuticals businesses. Gouzouli says: "That would take at least 10 years. And that's not 10 years from now, but 10 years from when the last act of legal, tax and accounting harmonization is passed to create a truly single European market."


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text: Hello all, I am a new nurse who had two months of orientation at a hospital, and I have been off for about a month now. Someone mentioned to me the other day that I ask a lot of questions. I am curious if I am asking too many questions to other nurses that makes me come off as incompetent? I ask simple questions that I think I know the answer to, but want more clarification or validation that I am doing it right. Other questions I just do not know the answer to. Sometimes with research I can find the answer, other times my mind is going a mile a minute I don't even think to look up the answer and I just ask their advice. I have asked other nurses their opinions on varying blood pressure readings, holding blood pressure medications with no parameters, giving oral blood sugar medications, calling the Dr., procedural tasks such as straight catheterization or g-tube, patient positioning, helping with manual BP, where exactly to put topical medications, which port to use to infuse medications, ect. Sometimes I ask the same questions twice as well because I just completely forget. I am not lazy, just worried that I will do something wrong if I don't ask even simple questions. I don't want to annoy the other nurses on the floor and I don't want to come off as dumb. Any advice on how to better use my critical thinking skills and possibly stop asking so many darn questions? Is this normal to ask this much for advice, or am I over doing it? Also, I started with a few other brand new nurses and they seem to getting a better hang of things then I am. They are calm, cool and collected at all times and I'm over here having a pretty hard time adjusting still. It is a little discouraging to see them advance so fast. Thanks for your advice! 1 Share this post Link to post Share on other sites


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Newcastle fans on Twitter call for a boycott to increase pressure on Mike Ashley
Newcastle United fans have been doing everything in their power this season to make life as the Newcastle owner hell on earth for Mike Ashley. The fans have been doing everything they can to protest against the Sports Directs owner and now they could be set to boycott a number of games to try and hurt Ashley's pockets.
#NUFC fans: what more can we do, as a fanbase, to increase pressure on Mike Ashley and ultimately force him to sell the club?
— NUFC 360 (@NUFC360) September 17, 2018
The Magpies have had to suffer for a long time under Ashley and after last season finished so well it looked like things were finally looking up for the historic old football club. The fans were delighted at least season's 10th placed finish and when the campaign ended Mike Ashley promised that he would give Rafa Benitez "every penny the club generates", however, that seems far from true given how their summer went.
This season is now seeing the impacts of the summer. Benitez was not backed in the market and had to wheel and deal to get his third and fourth choice options. There are some gems in there but overall it's disappointment for the fans. The season could hardly have started worse with five losses and a draw from their six games in the Premier League and Carabao Cup and now the fans are considering going to the extreme measure of boycotting St James Park.
You can read The Magpies' thoughts on what to do to rid the club of Ashley:
Full boycotts of televised games, with protests outside. The lack of fans in the stadium would be a big statement, and would probably also effect Sky coverage of our games, hitting Ashley in the pocket.
— Shiftz (@ShiftzTrapstyle) September 17, 2018
Stop going. It is the simplest, most obvious thing to try that we've never, collectively, done together. Make it a televised game, max exposure, and fill the Toon pubs with fans. Make the CITY the stadium, and leave the SD Arena empty. #NUFC
— Nedders (@Neddrs) September 17, 2018
Stop going. Full boycott. Make the City our Stadium. Fill the pubs.#NUFC
— Burnsie NUFC (@BenArfaChance) 17 September 2018
Don't go to the next 3 televised matches the fans who go are just prolonging this mess
— Patty O'dor (@mal_gordon) September 17, 2018
An empty ground is the only way now
— Dan Bell (@DanielB00955238) September 17, 2018
Stop going and/or protests in the ground . To the point it's the majority so they can't kick everyone out . Not just like 2 guys with a sign . Other clubs seem to be able to arrange these kinda protests look at AC Milan etc but we can't arrange anything.
— Dell (@agbnufc) 17 September 2018
Simplest way is to not go to games. A few games with near empty stadium will make him want out, although he's already pocketed the season ticket money so could be not too big a financial hit anyway. Will get a point across tho #nufc
— Chris Corlett (@ccorlett7) September 17, 2018
The Geordies are fully ready to boycott future home games and believe they can force Ashley out if they all work together to organise it.Like what the TT have on offer? Sign up for more notifications!
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Review Details
Dear Girls Cute Eyes Maker
Product Review (submitted on July 14, 2019):
I have naturally a bit sunken eyes, dark circles, and deep lines under my eyes and I thought this might help me brighten up my look, but no. Firstly, this product is not for anyone that has even slight dark shadow under eyes since the applicator is pretty thick it just makes your eye area really dark and basically cancels out any work you did with concealer and color corrector. If you have fine lines or wrinkles under your eyes it just accentuates them, so I advise to stay away from this product. Step two light color is actually nice and light colored so I think I can get some use out of it. I will use both as eyeshadows. I suggest you do not buy this since it is basically eyeshadow that you probably already own and applicators are very thick so you would do a much better job by using your own palette and brushes with better results. Product is also too expensive for what it really is and you do not get that much product for it. Sorry Etude House, but this one is a pass.


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Why work for Rotech? If we take a look at all the ways employees benefit from working at Rotech, we have a philosophy we like to call: "The Rotech Difference."
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We are seeking a dedicated CDL Local Delivery Driver of Medical Equipment (CDL-Patient Service Technician) who wants to be part of a company who makes a difference in patient's lives. In this position you will be responsible for making deliveries, providing services and ensuring patients and/or caregivers understand instructions for and are comfortable with use of respiratory and medical equipment.
Essential Duties and Responsibilities
Available for on-call assignments as needed
Adheres to and implements all company policies and procedures and the guidelines established in the 'Rotech Way'
Builds relationships with patients and caregivers
Completes all necessary delivery forms and paperwork including but not limited to invoices, work orders, manifests and logs, patient care instructions, route sheets, etc.
Delivers equipment and oxygen as required in accordance with industry standards and applicable federal, state and local governmental regulations
Delivers, sets up and maintains equipment at the delivery address using company vehicle
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Develops and maintains working knowledge of current products and services offered by the company and all applicable governmental regulations
Educates the patient and caregiver on the safe use and maintenance of the delivered items
Encourages patients and caregivers to complete the Customer Perception of Care survey
Maintains assigned company vehicle in a clean and safe working condition
Observes additional needs that the patient may have and reports to management during morning meeting
Properly cares for & uses electronic tablet that is assigned for job duties
Provide clear instructions to patients and caregivers to ensure understanding of equipment
Reports equipment hazards and product incidents as required
Safeguards patient's protected health information and adheres to all HIPPA privacy regulations
Works with location personnel to coordinate deliveries
Performs other duties as assigned
Supervisory Responsibilities
Employment is contingent on
Education and/or Experience
High school diploma or GED equivalent
Hazardous materials and tanker endorsement preferred but not required. Will be required to obtain once employed with our company.
Must have a motor vehicle record (MVR) free from suspensions, limitations or convictions for major offenses or serious traffic violations as stipulated in Title 49, Code of Federal Regulations, Section 383.51, Subpart D -Driver Disqualifications and Penalties
One to three years' delivery experience and working in healthcare, home health or medical field
Strong customer service background
Successfully pass a DOT physical examination upon initial employment and every two years thereafter
Valid commercial driver's license (CDL) and medical examiner's certificate as applicable to the weight class of the vehicle he or she will be responsible for driving and issued by the State in which you reside
Skills, Knowledge and Abilities
Effectively communicate in English; both oral and written, with physicians, location employees and patients to ensure questions and concerns are processed in a timely manner
Helpful, knowledgeable and polite while maintaining a positive attitude
Interpret a variety of instructions in a variety of communication mediums
Knowledge of Durable Medical Equipment (DME) or Home Medical Equipment (HME)
Maintain confidentiality and practice discretion and caution when handling sensitive information
Mapping skills including ability to plan time-saving delivery routes
Mechanical aptitude with ability to learn
Medical terminology
Multi-task along with attention to detail
Must be able to accurately perform simple mathematical calculations using addition, subtraction, multiplication and division
Properly work an electronic tablet device that is used for services after training
Self-motivation, organized, time-management and deductive problem solving skills
Work independently and as part of a team
Physical Demands
Available for on-call assignments as needed
Requires sitting, walking, standing, talking or listening
Requires close vision to small print on computer and or paperwork and our electronic tablet
Requires lifting and transporting of patient equipment and or move full & empty cylinders
Requires contact with patients and equipment with potential exposure to contagious pathogens
Requires driving a company vehicle for the majority of the workday
Requires the ability to load, push, pull and lift oxygen concentrators, oxygen tanks, portable oxygen units, positive airway pressure devices, wheelchairs, power wheelchairs, scooters, hospital bed parts, walkers, commodes and other home medical equipment and supplies in and out of location, warehouse, company vehicle, patient residence and/or delivery address
Machines, Equipment and Technical Abilities
Demonstrating successfully, once properly trained, the ability to operate a liquid oxygen supply vessel, as required, for trans-filling liquid oxygen on an ongoing basis
Electronic tablets and all corresponding equipment, such as blue-tooth ear-piece and dash mounts
Email transmission and communication
Internet navigation and research
Loading, unloading and proper tie down procedures of transported oxygen and other cargo as per company policy
Microsoft applications including but not limited to Word, Excel, etc.
Office equipment; fax machine, copier, printer, phone and computer
Operating the assigned company vehicle safely according to weight class and licensure required, to include installed apparatus (e.g., cryogenic storage vessels)
Operating vehicle mounted power lift or rail gates as required
Troubleshooting and repairing equipment
Understanding and operating equipment used in trans-filling (e.g., legal for trade weigh scales, pressure gauges, flow meters, hand held oxygen analyzers and cryogenic trans-filling hoses)
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Office and warehouse environment
Extensive travel via company vehicle required to patient's homes and/or delivery address for set-ups and recurring deliveries
Rotech Offers
Career Path and Management Opportunities
Employee Discounts, Referral Bonus, Recognition Program and Employee Service Program
Cell Phone reimbursement (when applicable for the position)
Mileage reimbursement (when applicable for the position)
Medical, Prescription, Dental and Vision plans
Flexible Spending Account and Health Savings Account
Short Term and Long Term Disability
Supplemental Life Insurance
Employee Assistance Program
Paid Time Off and Paid Holidays
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The hiring manager will review your resume and contact you if your qualifications match our needs. We appreciate your interest in Rotech Healthcare Inc.
Equal Opportunity Employer of Minorities, Females, Protected Veterans and Individuals with Disabilities
Rotech Healthcare Inc. recruits, employs, trains, promotes, transfers, separates from employment and compensates employees without regard to membership in, association with, or perception of race, color, age, gender, gender identity, religion, creed, national origin, ancestry, citizenship, marital status, veteran status, sexual orientation, physical or mental disability, pregnancy or any other personal characteristic protected by applicable federal, state and local laws governing nondiscrimination in employment in each locality where Rotech has employees.
Rotech Healthcare Inc


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Not Lightwave but definitely fits within a LW pipeline for creating texture maps. Wanted to share with the community here:
I often find the need to create tillable patterns for the work I do and Photoshop makes light work of this task. This Vaughan in 60 Seconds video will walk you through the creation of a tillable pattern and show multiple ways to apply the pattern you create in Photoshop.


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Thank you for your interest.
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|Leopold Capital Management
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