text:
Compensation Committee report on behalf of the Board
Dear share owner
2011 has been another strong year, indeed a record year, building on our growth in 2010. Our compensation policy has long been linked to the performance of the Group, with a particular focus on delivering strong relative returns over the longer term to you, our share owners. The use of performance-driven compensation ensures the continued alignment of share owner and executive interests and is essential to enable the Company to attract, retain and motivate the most gifted talent in the industry.
In 2011 the Group delivered excellent performance. Highlights included billings of almost £45 billion, profit before tax breaking the £1 billion barrier for the first time and a 38% increase in dividends per share. This strong performance is reflected in the rewards received under our incentive plans by our executive directors.
Following our 2011 AGM we recognised that a number of our share owners had issues with some aspects of the Group's executive compensation arrangements. The Compensation Committee took into account the feedback from share owners in its continuing review of our long-term incentive plan, LEAP, and as part of the ongoing review of the Group chief executive's compensation, consideration of which began in 2010, and factored this feedback into the final decisions.
While details of all elements of compensation and any changes made to these matters are set out in the following pages, I would like to highlight the key decisions and changes below:
- As part of our culture of leading in matters of corporate governance, we have already sought to adopt some of the disclosure measures currently being proposed by the UK Government including greater transparency on short-term incentive measures and a table showing a single figure for executive directors' total compensation.
- The LEAP III comparator group has been expanded, effective 2011, to include Nielsen, to reflect the greater significance of the consumer insight business within WPP and the emergence of Nielsen as a major public company.
- The revisions in the Group chief executive's compensation structure (which, along with the compensation structures of the other executive directors and senior management, are reviewed every two years) mark only the second time in the last ten years that salary and incentive compensation have been adjusted. The revisions incorporate constructive input from share owners and their representatives during the consultation process. The committee recognises that the subject of executive compensation is particularly contentious in the current political and governance environment. We are sensitive to all the related issues and to our fiduciary obligation to make decisions, sometimes difficult and challenging, that we believe to be in the best interests of both our share owners and the Group. The new package has been shaped by WPP's guiding principles on compensation, among them our commitment to provide fully competitive remuneration opportunities, including the potential for superior rewards for exceptional performance. The changes are also designed to reflect the substantial increases in the Group's size and complexity since the last review in 2007, and to provide an overall level of opportunity that is commensurate with the importance of Sir Martin Sorrell's contributions to the Group's success. The committee is of the view that the revisions ensure that the Group chief executive's compensation is clearly linked to and supports the Group's strategic objectives, and that the reward levels are properly calibrated to challenging performance conditions.
In summary, the other matters dealt with by the committee in 2011 were:
- supervising the Group's equity incentive plans that are critical to the attraction and retention of talent;
- overseeing the Group's cash incentive programs and approval of the awards to the most senior business leaders below the Board; and
- reviewing developments in areas of corporate governance and ensuring the Company's compliance with regulatory changes.
As in previous years, I would like to thank my fellow committee members for their continued support as well as the members of management who provided invaluable assistance to the committee.
Jeffrey Rosen Chairman of the Compensation Committee 20 April 2012
Composition of the Compensation Committee
During 2011, the Compensation Committee comprised the following:
- Jeffrey Rosen (chairman of the committee);
- Colin Day;
- Esther Dyson;
- Philip Lader; and
- Tim Shriver.
No member of the committee has any personal financial interest (other than as a share owner as disclosed in Directors' interests) in the matters to be decided by the committee, potential conflicts of interest arising from cross-directorships or day-to-day involvement in running the Group's businesses.
The terms of reference for the Compensation Committee are available on the Company's website and will be on display at the AGM, as set out in the Notice of AGM.
Advisors to the Compensation Committee
The Compensation Committee regularly consults with Group executives, particularly the Group chief executive (who is not present when matters relating to his own compensation or contracts are discussed and decided), the Company Secretary, the chief talent officer and the worldwide director of compensation and benefits. The latter two individuals provide a perspective on information reviewed by the committee and are a conduit for requests for information and analysis from the Company's external advisors. Towers Watson are the committee's appointed compensation advisors; they did not provide any other material services to the Group.
The committee receives external advice on all matters pertaining to the determination of fair and appropriate compensation packages for the executive directors, including competitive practices in comparator companies.
The link between compensation and business objectives
WPP competes on the basis of its intellectual capital and services. This intellectual capital is created entirely by its people, and the committee endeavours to strike the right balance of fairness between its people and share owners.
For this reason, the design of all executive compensation at WPP is governed by three guiding principles:
- performance-driven reward;
- competitiveness; and
- alignment with share owner interests.
These three principles are themselves derived from both our mission statement and our six business objectives.
The Compensation Committee regularly reviews fixed and variable compensation against appropriate benchmarks both internal and external. When making decisions on executive compensation, the committee is briefed on the remuneration levels within the Group. This includes, for example, the consideration of salary increases across the organisation when determining executive salary increases. In addition, the committee approves the design of incentive plans and reviews all awards made under those incentive plans.
WPP is committed to aligning executive performance and reward with share owner interests. From a compensation perspective, this is encouraged in a number of ways:
- Total Shareholder Return (TSR) has been chosen as the performance measure for the LEAP plans as it represents a strong objective measure of the success of the Company as far as share owners are concerned;
- share ownership is encouraged for the WPP Leaders (approximately the top 230 executives), all of whom have stretching ownership goals;
- all eligible employees, approximately 47,000, are given a share ownership opportunity through participation in the Worldwide Ownership Plan; and
- the majority of the compensation package of executive directors is paid in the form of shares comprised of deferred share bonus and long-term incentive awards under the LEAP plans.
The following charts show the breakdown of total target remuneration for the executive directors in 2011 and 2012, illustrating both the significant element of pay linked to performance, and the alignment of interests with share owners through the proportion of compensation payable in WPP shares.
In relation to 2011, while the target bonus was to be split half in cash and half in deferred shares, the Compensation Committee determined that, for Sir Martin only, 40% of the bonus achieved would be paid in cash and 60% in deferred shares (ESA) further increasing alignment with share owner interests.
The role of the Compensation Committee in improving risk management
The Compensation Committee is always sensitive to the requirement that the decisions that it makes and the compensation programs the Group has in place serve to improve the management of risk in the Group. In particular:
- incentive plans take into account performance across a broad range of financial and non-financial measures;
- committee meetings are generally held at the time of Board meetings, at which the committee members are usually given a comprehensive briefing on issues and risks facing each of the business units as well as the Group as a whole;
- incentive plans are designed to be attractive in the marketplace to enable WPP to attract and retain key talent that is critical to achieving business success. The plans are designed to motivate, reward and provide as much retention value as possible. The use of deferred share bonuses that normally vest after two years, and the use of restricted share awards that vest after three years, support the business need for employee retention; and
- clawback provisions have been added into key share incentive plans (i.e. those other than the all-employee plans) to give the committee the right to cancel or reduce unvested share awards should this be justified by a participant's acts or omissions.
TSR performance
The Company's TSR for the period from 31 December 2006 to April 2012 is shown on the graph below. The FTSE 100 is the Index the Board considers most relevant for the purpose of comparison as WPP is a mid-ranking FTSE 100 company. WPP considers its key competitors to be Omnicom, Interpublic and Publicis and it is the performance of these companies with which the Company's own performance is most commonly compared. For that reason, values for those three companies are also displayed.
Source: DataStream
The committee thought that share owners would benefit from seeing the effect that foreign exchange rates have had on relative TSR. The following graph (measured on a local currency basis) illustrates the distorting effect of foreign exchange rates on relative TSR performance for the same period.
Source: DataStream
These graphs have been calculated on a daily return basis and do not reflect the TSR measures used in the LEAP performance calculations.
Key elements of short and long-term remuneration
The design of compensation policy at WPP ensures a clear and direct link between the performance of the Group and executive compensation. Substantial use of performancedriven compensation not only ensures the continued alignment of share owner and executive interests but also enables the Group to attract, retain and motivate the talented people upon whom our success depends.
In light of this policy, the principal elements of WPP executive compensation currently comprise the following:
- base salaries and fees (fixed);
- short-term incentives paid in cash and shares which vest after two years (variable); and
- long-term incentives paid in shares under LEAP, which are subject to a stretching performance test with participation linked to a significant co-investment requirement over the five-year performance period.
Executive directors are also entitled to receive a pension contribution (or a cash allowance in lieu), life assurance, healthcare and other benefits.
Compensation packages for executive directors and the most senior people at WPP below Board level are normally reviewed every 24 months. These reviews consider the mix of fixed and variable elements of the compensation package, general market conditions and internal factors such as the performance of the Group or relevant business unit and pay and employment conditions elsewhere in the Group or relevant business function.
In determining suitable benchmarks, the Compensation Committee looks at the compensation of executives holding similar roles in competitor organisations and, if appropriate, media industry or general industry data for organisations of comparable size and complexity.
Base salary and fees
|Current salary and fees
|Effective date
|Sir Martin Sorrell
|1 Jan 2011
|Paul Richardson
|$925,000 and £100,000
|1 Jan 2011
|Mark Read
|1 Jan 2011
As reported in previous years, fees of £100,000 are paid to each of the executive directors in respect of their directorships of WPP plc and are included in the numbers above.
Share owners will recall from last year's Compensation Committee report that the committee undertook an extensive review of the executive directors' compensation at the end of 2010 and considered that increases to the base salaries of the executive directors were appropriate.
The consideration in respect of Sir Martin's base salary continued during 2011, and the committee consulted share owners in the summer with regard to quantum and the structure for Sir Martin's remuneration arrangements. Having adjusted the proposals following that consultation, the arrangements were finalised towards the end of 2011. The decision was made to increase Sir Martin's base salary and fee from £1,000,000 to £1,300,000. That was the first increase to Sir Martin's base salary since 1 January 2007 (which was the only increase since September 1999). Since 2007, the Group has continued to grow in scale and complexity, with worldwide headcount increasing from fewer than 80,000 people in 2,000 offices to over 113,500 people in over 2,500 offices; revenues increasing by over 69%; and earnings per share increasing by over 61% by the end of 2011. The level of the increase in compensation was determined by several factors including business and personal performance, competitive pay levels and the extended time period since the last review.
Paul Richardson's and Mark Read's base salaries were reviewed during 2010 and no further review was undertaken in 2011.
Retirement benefits
All pension benefits for the Company's executive directors are provided on either a defined contribution or a cash allowance basis. Only the aggregate of base salary and director fees is pensionable. As part of the committee's review of the chief executive's compensation, the allowance for Sir Martin was increased from 40% to 45% of base salary and fee, effective from 1 January 2011. Paul Richardson's and Mark Read's pension contributions remained unchanged at 30% and 10% respectively. Details of pension contributions or allowances for executive directors for the period under review are set out in Directors' remuneration and other statutory information.
Short-term incentives
WPP sets stretching performance targets for each operating company on an annual basis. Performance against these targets determines the size, if any, of the incentive pool for that business unit. In aggregate, incentive payments in 2011 were £338.2 million, reflecting strong Group financial performance. That strong performance is reflected in the bonuses paid to executive directors.
Individual targets (both financial and strategic) for the operating company CEOs are set by WPP and in turn, these CEOs set similar targets for employees who report directly to them. Payment is in the form of both cash bonuses and deferred shares which vest a further two years after grant. The grant of those deferred share awards typically occurs within three months of the end of the financial year.
In a similar way, the committee sets objectives for the executive directors. The extent to which these objectives are met will determine the size of both annual cash bonuses (under the short-term incentive plan (STIP)) and Executive Share Awards (ESAs, the portion of the annual bonus paid in shares which normally vest a further two years after grant). Since 2010, unvested ESAs are subject to clawback provisions, which give the committee the right to cancel or reduce unvested share awards should this be justified by a participant's acts or omissions.
Effective 2011 the committee adjusted the bonus opportunity for all executive directors. These adjustments provide for a better balance of the cash and share incentive elements of their remuneration. As explained last year, the decision regarding adjustments to Sir Martin's incentive opportunities was unconfirmed, as the committee was keen to engage with share owners on that subject. Following the share owner consultation process, the committee decided to adjust the target and maximum bonus opportunity, effective 2011, from 167% to 250% at target and from 300% to 500% at maximum (with at least half being delivered in the form of deferred shares), as shown in the table below. As noted above, these adjustments reflect the fact that WPP is now a considerably larger and more complex organisation than in 2007, when Sir Martin's compensation was last reviewed. The rapid growth of the organisation and the increasing complexity of the sector have resulted in Sir Martin's role becoming significantly more demanding and the committee believes that there should be greater reward opportunity available for success. These adjustments strengthen further the direct and clear link between reward and performance and are better aligned to the incentive opportunities available at our direct competitors.
|% of base salary and fees
|Target %
|Max %
|Target %
|Max %
|Sir Martin Sorrell
|Paul Richardson
|Mark Read
The STIP seeks to incentivise the executive directors to achieve specific goals over a one-year period, while continuing to contribute to the on-going and sustainable success of WPP and demonstrating the core values of ownership and alignment of interests with share owners. Consistent with previous years, the plan rewards for performance in three equally weighted areas shown in the following tables (financial, strategic and business performance). Except for the Group financial objectives, the exact measures differ for each individual executive director.
In 2011 the Group achieved significant growth in all the core measures including revenue, profit before tax and earnings per share. In addition, our profit margin improved strongly while we increased the number of employees by 9.2% to over 113,500 across the Group. The Group was also recognised at Cannes for its creative leadership. The following tables summarise the measures in place for 2011, along with the committee's assessment of the level of performance.
|Sir Martin Sorrell
|2011 target performance range
|Actual bonus
(% of salary)
|Group financial objectives
|Headline PBT growth; headline PBT margin improvement and revenue growth.
|Above Maximum
|Individual strategic objectives
|Relative financial performance of WPP against key competitors.
|Key business achievements
|Creative reputation recognition; succession planning; capital effectiveness and acquisition success.
|Target to Maximum
|In 2011 the committee decided that a greater portion (60%) of the achieved total bonus be delivered in the form of deferred shares (ESA)
|Paul Richardson
|2011 target performance range
|Actual bonus
(% of salary)
|Group financial objectives
|Headline PBT growth; headline PBT margin improvement and revenue growth.
|Above Maximum
|Individual strategic objectives
|Cost reduction in IT, Finance and Establishment; property management.
|Target to Maximum
|Key business achievements
|Development of sustainability strategy and practice; finance talent development.
|Target to Maximum
|To be delivered as 50% deferred shares (ESA) and 50% cash
|Mark Read
|2011 target performance range
|Actual bonus
(% of salary)
|Group financial objectives
|Headline PBT growth; headline PBT margin improvement and revenue growth.
|Above Maximum
|Individual strategic objectives
|Digital performance and improvement of the Group's digital assets and capability through acquisition and development of data and technology strategy; successfully integrate acquisitions.
|Target to Maximum
|Key business achievements
|Develop WPP Digital through the launch of Possible Worldwide, Xaxis and other initiatives.
|Target to Maximum
|To be delivered as 50% deferred shares (ESA) and 50% cash
The committee has determined that deferred shares (ESAs) will, subject to continued employment, vest after two years.
The executive directors are eligible to participate (although, in 2011, have chosen not to participate) in a cash bonus deferral plan whereby they can defer receipt of part of their bonus for four years, and receive a 25% match in the form of WPP shares (subject to continuous employment).
Bonus opportunity for the executive directors will be unchanged for 2012, but the measures and ranges will be assessed in light of expectations and the business strategy, meaning that they may change depending on the strategic imperatives for 2012.
Long-term incentives
During the latter part of 2011, the committee reviewed the long-term incentive plans to assess whether they continued to meet the strategic objectives of the Company. The conclusion of the review was that the plan design, grant levels and vesting schedules remained appropriate and well suited to the nature of the business. While the committee believes that the relative TSR measure used in LEAP for a number of years continues to be the most appropriate performance measure, the committee periodically reviews whether the Plan would be strengthened by the addition of one or two further non-market measures in order to balance TSR.
Other than share options, it is intended that all awards will be satisfied out of WPP shares held in treasury or one of the Company's employee share ownership plans (ESOPs).
Leadership Equity Acquisition Plan III
In 2011, awards under LEAP III were made to 15 of the Group's key executives. Details of the awards made to the executive directors can be found in Directors' remuneration and other statutory information.
LEAP III is a co-investment plan under which participants must make and retain an investment in WPP shares (investment shares) in order to be eligible to receive awards. The committee may also extend the invitation to participate in the Plan to include options over WPP shares as part of the co-investment commitment. In 2011, participants were not given this opportunity.
LEAP III awards provide participants with the opportunity to earn additional WPP shares to match their investments (matching shares). The number of matching shares that a participant can receive at the end of the investment and performance period depends on the Company's TSR performance measured over five years and compared with a peer group.
Following the end of a performance period, the Plan rules require the committee to perform a 'fairness review' dependent upon which it may, in exceptional circumstances, decide to vary the number of matching shares that will vest.
As previously reported in the 2010 Compensation Committee report, the 2006 award vested in March 2011 with a match of 4.14 shares for each investment share committed.
Vesting of the 2007-2011 LEAP award
In undertaking the fairness review described above for the 2007-2011 LEAP award, the committee considered a broad range of factors when determining whether the relative TSR result was representative of Group performance over the five-year performance period from January 2007 to December 2011, and the extent to which there were factors that required the result to be adjusted. For the vesting of the 2007 award the committee considered the following factors:
- the impact of major exchange rate shifts on the common currency TSR calculation (as illustrated by the TSR graphs);
- the underlying financial performance of the Company relative to its peers, covering a range of measures including EPS, PBIT, margin and revenue growth; and
- the constituents of the comparator group and whether there were any extraordinary events that could have had a positive or negative impact on their TSR performance.
On review, the committee determined that there had been no significant events at any of the comparator group companies during the performance period and, therefore, no adjustment was required.
In respect of the first factor, during the performance period sterling dropped sharply against the other currencies that feature in our peer group, falling 45% against the yen, 22% against the euro and 16% against the US dollar. This dramatic currency shift is a factor that the committee has previously had to consider when determining the vesting for prior awards, once adjusting the match upwards from the common currency result and once adjusting the match downwards. These significant currency movements meant that, while on a local currency basis WPP's TSR ranked between second and third place (above both Omnicom and Interpublic and equating to a match of 4.62), on a common currency basis WPP ranked below median, equating to zero vesting.
The committee was of the view that the unprecedented turmoil in the currency markets during the financial crisis was an extraordinary event. Given the very international focus of the comparator group, (with all but one of our comparators listed outside the UK) and the five-year investment and performance period, this event has impacted several award cycles under the Plan including some awards that are yet to vest. While the committee has previously considered and adjusted for the impact of currency fluctuations, this is the most significant impact that has been observed to date.
The committee determined that this factor of currency, which was outside management control, had materially affected WPP's relative TSR ranking and meant that the common currency TSR result was not a fair reflection of the Company's true performance relative to its peers. This was supported by a review of the Company's financial performance relative to the comparator group. Therefore, the committee's judgement was to use the average of the common and local currency results, resulting in a match of 2.31 for the 2007 awards (which was also consistent with the underpinning measures considered by the committee). This implies a ranking between fourth and fifth out of nine companies, which the committee felt to be more representative of the Company's underlying performance over the five-year performance period.
Management share incentive plans
The Company uses share-based compensation methods across the workforce, which not only helps the Company to incentivise, retain and recruit talent, but also encourages a strong ownership culture among employees. Share awards are granted under the Restricted Stock Plan, and share option awards are granted to employees under either the Executive Stock Option Plan or the Worldwide Ownership Plan.
- The Restricted Stock Plan is used to satisfy awards under the short-term incentive plans (including the ESAs) as well as to grant awards under the WPP Leaders, Partners and High Potential program. This program is used to reward, retain and align the interests of about 1,250 of our key executives with the interests of share owners. In the program, awards are made to participants that vest three years after grant, provided the participant is still employed within the Group. Executive directors are ineligible to participate in the WPP Leaders, Partners and High Potential program, although they are eligible to receive ESAs under the Restricted Stock Plan.
- The Executive Stock Option Plan is used to make special grants of options in order to attract or retain key talent. One award was granted to an employee in 2011 (none were granted in 2010).
- The Worldwide Ownership Plan is an all-employee plan that makes annual grants of stock options to employees with two years of service who work in wholly-owned subsidiaries. During 2011, awards were made to over 47,000 employees. By 31 December 2011, options under this plan had been granted to approximately 110,400 employees over 49.2 million shares since March 1997. Executives who participate in one of the other share plans described above are ineligible to participate in this plan.
Key elements of short and long-term remuneration
|Performance period
|Change of control
|Base salary
|To maintain package competitiveness at all levels within the Group.
|All employees.
|Salary levels are determined by taking a number of relevant factors into account, including individual and business unit performance, level of experience, scope of responsibility and the competitiveness of total remuneration.
|Cash bonus
|To incentivise delivery of value at all levels within the Group.
|Approximately 10% of employees are eligible to receive a performance bonus.
|1 year
|Achievement of challenging performance goals (financial and non-financial) at the individual and business unit level.
|The cash bonuses of executive directors do not crystallise on a change of control.
|Performance share awards
|To incentivise delivery of value and to align with interests of share owners.
|Key operating company executives.
|1 year
|Achievement of challenging performance goals (financial and non-financial) at operating company level. Further two-year retention period.
|See note below for Restricted Stock Plan.
|Executive share awards
|To incentivise delivery of value and to align with interests of share owners.
|Key head office executives and executive directors.
|1 year
|Achievement of challenging individual annual bonus objectives. Further two- or three-year retention period.
|See note below for Restricted Stock Plan.
|LEAP III and Renewed LEAP
|To incentivise long-term performance by comparing WPP's TSR against the TSR of key comparators (which are weighted by market capitalisation in the case of LEAP III), and to maximise alignment with share owner interests through a high level of personal financial commitment.
|Participation offered only to those key executives (currently no more than 20 people) whose contributions transcend their day-to-day role, including executive directors.
|5 years
|Relative TSR performance against a group of key communication services comparator companies, (weighted by market capitalisation in the case of LEAP III), subject to a fairness review by the Compensation Committee.
|On a change of control, the investment period for all outstanding awards ends, the number of vesting shares is determined at that date (pro-rated in the case of LEAP III) and any other rights cease. The number of shares that vest may be reduced to prevent adverse US tax provisions applying. The Compensation Committee may determine that outstanding awards are exchanged for equivalent awards.
|Restricted Stock Plan
|To encourage a share ownership culture and long-term retention as well as supporting recruitment.
|Directors and senior executives of the operating companies and senior head office executives.
|Typically three-year retention period.
|The vesting period for all outstanding awards is deemed to end. The Compensation Committee may determine that outstanding awards are exchanged for equivalent awards or that outstanding awards are unaffected by the change of control.
|Executive Stock Option Plan
|To provide a tool to promote retention and recruitment.
|Occasional use only to deal with special situations.
|3 years
|Conditions, if any, are determined at the time of grant of the award.
|The number of shares or ADRs is pro-rated down in accordance with the change of control date. The Compensation Committee may determine that outstanding awards are unaffected by the change of control.
|Worldwide Ownership Plan
|To develop a stronger ownership culture.
|Employees with at least two years' employment. Not offered to those participating in other share programs or to executive directors.
|Three-year vesting period.
|The number of shares or ADRs is pro-rated down in accordance with the change of control date. The Compensation Committee may determine that outstanding awards are unaffected by the change of control.
Share incentive dilution for 2001 to 2011
The share incentive dilution level, measured on a 10-year rolling basis, has remained constant at 4.4% at 31 December 2011 (4.4% – 2010). It is intended that awards under all plans, other than share options, will all be satisfied with purchased shares held either in the ESOPs or in treasury.
Compensation in 2012
Having set out the Compensation Committee's decisions and the changes to compensation during 2011, the committee wishes to keep share owners informed of the policy that it intends to apply in 2012. This policy can be summarised as:
- the base salary and fees of all executive and non-executive directors will be unchanged;
- pension contributions and cash allowances for the executive directors will be unchanged;
- executive directors' entitlement to STIP and ESA opportunity will be unchanged;
- executive directors' entitlement to participate in LEAP will be unchanged; and
- LEAP performance measures will be reviewed and if changes are thought appropriate, share owners will be consulted.
The committee will also continue to monitor the UK Government's proposed changes in the area of executive pay and the consequential implications on disclosure and future pay policy.


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Office romance: Good or bad idea?
Consider these 5 things before dating co-worker
Perhaps the new girl in cubicle four keeps walking by and making small talk. Maybe the boss' extra attention has less to do with the quality of work than the quality of working it. Maybe, just maybe, you're considering an office romance?
An office romance seems like a great idea when the secretary bends over to throw something away or when Tad the sales accountant strolls out of the office in his spandex racquetball shorts.
An office romance also may seem like a great idea when it's quitting time, you're lonely and it's happy hour.
But before hormones, loneliness and alcohol take over, you may want to consider the consequences of starting a workplace fling. Here are five important things to consider first ...
No. 5: The company policy
Most companies have policies regarding workplace romance. There's nothing more distracting, as you know, then Greta and Herman flirting at the water cooler while you're trying to compile the third-quarter sales report.Scour the company's employee handbook (that's the 375-page manual you signed for but never read) for the company policy on office romances. If there's no policy, then go for it. If there is a policy, ask yourself the following questions:
Is the person with whom I'm considering an office romance worth the consequences of being discovered?Does the person with whom I'm considering an office romance need this job more or less than I do?Am I a more valuable employee than the person with whom I am considering an office romance?
The next consideration focuses on the third question ...
No. 4: The company pecking order
Position within the company plays a role in the success of an office romance. Three categories exist:
Interdepartmental Romances -- Affairs between individuals who work in the same office but in different departments enjoy a high success rate. Trouble may arise, however, when a signature from the shipping clerk, whom you just dumped for her younger sister, is required.Same Department/Same Job -- These romances are more difficult to hide and the temptation to sneak off in the janitor's closet becomes too strong for some.Unequal Employment Position -- These are the most likely to implode. Under no circumstances should you date the boss unless you want to be accused of sleeping your way to a promotion or a raise.
And if you're the boss? That's an even stickier situation fraught with peril. If you must follow your heart into such a relationship, go ahead, but be ready for your reputation to take a hit ...
No. 3: Reputation
Any woman who dates the boss risks being considered the office tramp. Any man who dates the boss ain't likely to earn any more respect and will likely be the butt of all jokes come Friday afternoon.
Of course, it will also be assumed that anything you accomplish in the office -- be it raise, promotion or award -- will be attributed to the relationship.
Dating someone of equal rank has its reputation pitfalls, too, especially when the inevitable breakup occurs. The Elmo pajamas, affinity for Oprah, and crying during "Little House on the Prairie" will become public knowledge.
Even if the breakup isn't messy, your co-workers will watch your every move, and if you think that little make-out session in the stairwell escaped surveillance camera detection, think again. And good luck restoring your reputation after that naked picture you attached to an intra-office email the Friday before a romantic weekend getaway becomes fodder for office humor.
That's one office romance inconvenience, but hardly the last ...
No. 2: Inconvenience
The irony of an office romance is most people get into one because it's convenient. It's quitting time. You're lonely. She's lonely. You're feeling frisky. She's feeling frisky. Boom! Next thing you know, you and your heart are working overtime.
The convenience ends the next morning, of course, when you begin lying to your co-workers about what you did the night before and why you were gone two hours for lunch.
It becomes really inconvenient two weeks later when you begin lying to your lover about what you did the night before and why you were gone a half-hour for lunch. Private issues interfere with work issues. Work issues interfere with private issues. You break up and spend the next two months avoiding each other.
It's quite inconvenient.
Maybe it's time for another option ...
No. 1: Other options
If you happen to work in the same office as your "soul mate," great, congratulations, go for it.
Most office romances, however, are the result of the following: lust, laziness, boredom. Be honest with yourself. If your office romantic interest is the result of one of these three categories, it's time to consider other options.
Other romance options include online dating (if you happen to hook up with someone from your office at an online dating site, consider it a sign), churches (if it doesn't work out, you can simply switch congregations without taking a pay cut), institutions established for the sole purpose of you meeting someone (this includes, but is not limited to, bars, nightclubs and social clubs) or even the grocery store. Basically, any place but work.
Good luck and happy dating.
Distributed by Internet Broadcasting. This material may not be published, broadcast, rewritten or redistributed.

subset: commoncrawl


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Steve McQueen's tweed jacket from "Bullitt." Photos courtesy Profiles in History.
At first glance, the brown herringbone tweed jacket with the suede elbow patches is easy enough to ignore as some college professor's cast-off, perhaps picked up at a Goodwill store for a few dollars. The asymmetrical three-pocket design looks a bit odd, while the jacket's abundant length and diminutive lapels mean it's not exactly on the cutting edge of fashion. Those in the know, however, will see it as an iconic piece of 1960s film fashion: It is, after all, the very jacket worn by Steve McQueen (as inspector Frank Bullitt) in the 1968 classic film, Bullitt, and it's bound for a Profiles in History sale later this month.
The jacket features prominently in the film, as McQueen wears it during the infamous car chase scene (pitting Bullitt's 1968 Ford Mustang GT 390 against a black 1968 Dodge Charger, driven by the antagonists) and later uses it to cover the body of the mobster killed during the airport gunfight at the end of the film. Tailored for Steve McQueen, the jacket was altered to remove the dark gray satin lining, making it cooler to wear while filming the car chase scenes. Previously exhibited at the Warner Brothers Studio Museum, Profiles in History's pre-auction estimate puts its selling price between $600,000 and $800,000.
This won't be the first McQueen car-movie outfit that Profiles in History has been tapped to sell. In December of 2011, Profiles in History auctioned off the Michael Delaney-embroidered driver's suit worn by Steve McQueen during the filming of Le Mans, and bidding reached an impressive $984,000 before the hammer fell. The Heuer Monaco wristwatch worn by McQueen during the filming of the movie sold for a reported $650,000, more than doubling the pre-auction estimate of $300,000. Generally speaking, clothing with a direct link to Steve McQueen in a starring role tends to sell at or above pre-auction prices.
There are, however, exceptions to this rule. A Gulf-livery Nomex jacket embroidered with McQueen's name hit the market last year, with a pre-auction estimate of $120,000. The jacket did not sell, meaning that it either failed to meet the reserve price or was withdrawn before the start of the auction. A Gulf team rain jacket embroidered with Michael Delaney's name carried a pre-auction estimate of $100,000, but like its Nomex equivalent, did not sell.
The McQueen tweed jacket will cross the block at Profiles in History's Hollywood Auction 56, scheduled for Sunday, July 28, and Monday, July 29. For more information, visit ProfilesInHistory.com.
UPDATE 7/31: McQueen's brown tweed sport coat achieved a selling price of $720,000, handily beating the low pre-auction estimate of $600,000.
UPDATE 11/15: Bonhams' Mark Osborne advises us that the sale of the jacket from the Profiles in History auction was never completed, and that Chad McQueen has entrusted Bonhams to auction the sport coat as part of its Scottsdale sale in January of 2014. Over the holiday season, the jacket can be viewed in Bonhams' New York City showroom, located on Madison Avenue.
UPDATE 1/16/14: Steve McQueen's tweed jacket sold at the Bonhams auction for a hammer price of $120,000. The opening bid, received via phone, was $90,000.
Slow news day?
I can see coverage on a sale of one of the cars, but the jacket worn driving the cars doesn't exactly seem like lead story material to me.
Agreed. WHY would anyone buy those things?
Because it's Steve McQueen's "Bullitt" jacket, duh…
That's crazy money.
The McQueen "thing" has long gone past the absurd mile marker. Are there really that many rich men who have "Low T" and think they can purchase it from McQueen emphemera?
Low T! ha!
As I Posted a few weeks ago, in Re: Steve McQueens c-10 Truck.. What next, Steve McQueens Schwinn? But little did I know that THEY'D AUCTION HIS FREAKIN' JACKET!! Ok how about his shorts, socks, undershirt? Those have to be worth at least five figures each, don't they?
What's next, David Niven's fridge [nudge nudge]?
The saddest part of it is that we're still rhapsodizing over a King of Cool that's been deceased for 33 years, now. [The previous Kings – Dean, Bogart, etc. having been gone longer than that]. Who's worthy to wear that crown nowadays? Come to think of it, how many truly cool CARS have come along in that same period of time?
John, ironically, we had that same conversation in the office this morning. Sadly, we came up with an empty list of actors.
Eastwood and Di Nero. Sadly, that's it for me..
Well, that's just it: McQueen was among the last, if not the last, of a breed. Who today would be worthy of even cleaning the mud off his boots? Clooney? Pitt?
No kidding, reminds me of a picture a friend e-mailed me of Clint Eastwood in "A Fist full of Dollars,' next to Robert Pattinson in "Twilight" with the caption "this is what movie heroes looked like when I grew up… and this is what movie heroes looked like when you grew up…. I would cry for you, but real men don't."
$800k for a jacket? The very height of rediculous. Why not buy a 68 Mustang instead and save $750k for a mansion to park it at.
McQueen was great, an icon, but seriously?.
It's always amazing to realize how many people there are with incomprehensible, unspeakable amounts of money to burn.
Abundant length and diminutive lapels? Is the author wearing the little boy suits popular with the Hollywood glitterati? That jackets cut is timeless.
I agree. But regardless of the tailoring, its not worth $800K. I'll go buy one for $129., and pocket the difference.
"Little boy suits" … Pee Wee Herman was ahead of his time !!
Lot's of people with too much money !!
$800K for an out-of-date sport coat?! Does the fool that buys it realize how many fantastic cars he could get for that? Or even better yet—a four bedroom, 3 bath house with a maid named Beula!
there is zero correlation between intelligence and wealth except in subsequent generation with inherited wealth where there is a distinctly inverse proportion of lower intelligence to higher wealth ergo an audience for $800k jackets
the third "pocket" is probably not a pocket at all, but just a flap simulating a pocket. At some time in the past a pocket watch would have been kept in a pocket like that with a looping chain going over to a button.
What? It's not a real pocket?
I'm withdrawing my bid.
HA! I was thinking the same thing. That had better be real suede on the enbows or I'll really be mad..
Originally called a "ticket pocket", where a gentleman would place his theater tickets for safe keeping while out on the town.
It seems ridiculous also in light of what that film "Bullitt" was about. For the hudnredth time, it was not about the g-dam car chase! Yet we have nondescript black 1968 Dodge Chargers being sold for a million dollars becasuse they have holes drilled in the trunk supposedly for cameras. This film was about the destruction of personal and professional moral standards with power and prestige, and the edge Frank Bullitt was walking, even when he stole the newspaper out of some poor guy's vending machine.
An excellent point, Brian. I love the car chase, but it isn't the best part of the movie, and certainly isn't the point.
The best parts of "Bullitt" are:
1. Steve McQueen
2. car chase
3. everything else
Congratulations, you're the first person I've come across who could honestly say that they could discern anything resembling a plot in the movie "Bullitt." 🙂
Thanks Stoney!
Yes, it did, and it was all over the place. Rather hard to keep track of sub plots when watching it. I think the car chase, or anticipation thereof, distracts the viewer from the plot. When I saw it in the theater my heart was racing. It takes a couple of times watching to discern it, as you say, but you can study the characters and metaphors embedded in it. Overall I thought it was a wonderful movie, despite the sped up photography (they denied speeding it up) showing a Dodge Charger pulling at least 1 G in a right turn, equipped with bias belted wide oval tires and what appeared to be pretty much a street suspension.
Junior Bonner, watch it again and I believe you will glean a lot more than just the chase.
It's also worth watching as a period piece. The scene in the Airport is fascinating just to see how much things have changed. There are a lot of metaphors, and yeah, there were scenes that were sped up.
When Steve sent over to friend Robert Vaughn, Vaughn was serious to Steve saying theres no plot here. Some time went by and Steve told Vaughn I really need you in this part. Vaughn had Steve sent the entire script back over,again Bob told Steve this makes no sense as some more time went by Bob took the part. Having lived in the sunset district of the City I went over every day to watch the company shoot the chase scene. a lot went on that would surprise a lot of people! I met Bud Ekins twice once in the city in 67 than again many yrs later in Vegas during the Childrens auction at Ken Instads sic hotel where we all stayed. IT was a Happening one auctioneer said to me! I had a blast. I was left driving up to Steve and Barbaras hanger located at the airport in Filmore, California. Steves next door neighboor asked me if I would like Steves Stop sign from the fence around his property. The sign was from the Southern California Auto Club. The man I have forgotten his name told me Steve would put a dab of green Military paint on everything he owned. On the back of the Stop Sign that was given to me there it was a med size dab of Green paint!! I still have it today! Ric Scott NYC
Plain stupid. I hope the potential buyer thinks of the good they could do with that money before they throw it down on something as meaningless as this.
You guys are missing the point completely….to people who HAVE that kind of money to burn, it's not about the jacket, or even buying a car or a house….It's about being able to brag that "I have something–a one-of-a-kind item–and YOU DON'T!" That is what makes it 'worth' $800k! If it was, say, a Russian Faber'ge egg–like the ones Malcom Forbes used to collect–no one would be making snarky comments about it.
Now I can picture a young Malcom Forbes on the playground holding a new toy and saying "I have a new toy and you don't".
Anyone collecting things for such a reason is pretty lost. Personally I would keep something like that as a curator of a museum, but not pay that much money for it. 8K is more like it, I would spend the other 792,000 on mosquito nets in Africa, or medical scholarships for students in places like the Philippines or Indonesia.
The epitome of Idol worship. The buyer can have bragging rights that he has money to waste. $800k is 8 or 10 years gross income if you have a good job. Hopefully, on Judgement Day, he can also say, "But Lord, I helped feed the poor with my money too".
Tom Finch has it right, but obviously it's an example of how dumb things can get in the hobby, and it's not even a car. One other thing: Hemmings should stick to cars and not wardrobe. For those of us who remember not dressing like the slobs of today these jackets were very common and worn regularly.
Does it come in 40 short ?
I hope McQueen left some money in the pocket!
No bolso só tinha um isqueiro usado…
In the pocket was only used a lighter…
Collector-mania gone mad.
I'd like to buy that jacket, but my priorities are a Liberace chandelier for my man cave and a visit to Dr. Moreau's island.
Did, or, do, any of those [these] items have his actual signature or any other some sort of proof that they were his? Just wondering….
I doubt they are signed in any way but when purchasing any items like this they usually come with a signed certificate of authenticity buy those that can prove it's the real deal.
Opps, should say "by" those that can.
This is cool, and should be published here. Steve McQueen was a "car-guy" and this is an iconic "car-guy item" (his rifle/hat/horse from Nevada Smith would not be appropriate here) from Bullitt, definitely a "car-guy movie".
As for if it's worth $800k, that's up to the Bidders. Is a Cobra worth what you have to pay for it, or an Auburn, or a Bugatti? Doubt it, as you can go shopping in your Yugo for a lot less and a lot easier. (it's all in the eye of the beholder!)
Wait a minute guys Bullitt wasabout the car chase and cars. That script had to be re-written several times before the man fron UNCLE would sign on! And the story still stinks to this day.
Wait I have alot of clothes from that tailor. I tried to access the profiles in History site but can not upload the info. Duggy Hayward was the tailor and I have several jackets from the place I can sell for a discount!
Stormbringer you are 100% right
worth every penny!! The sound track from the Bullitt chase scene was reused time and time again by Hollywood, but I would imagine if you're not from the baby boom generation, the nostalgia is lost to you
mistertlg: I disagree. I am not a boomer, but the nostalgia (if I can apply that term to a time before I was born) hits me straight between the eyes, more so than other movies from the same era.
Good to see some people are unaffected by the economy. That is stupid money for a article of clothing I don't care who wore it.
Couldn't the same be said for the exorbitant amount of money paid out for some of our cars?
I guess so, I wouldn't even if I had the means to pay some of those prices at the auctions. Much of that seems to be a ego fest on who has the biggest …. bank account. I could see paying money for a car over a jacket though. For 800K I could buy a lot cars not just one.
Ask any body that saw the movie to name the cab co. Robert Duvall drives for in the movie. Some can but most can not.
It's the Sunshine Cab Co. but that's not my point. Point is –Ask any body to name the two cars and most can. To car people the car chase is a big part of that movie. The jacket that Steve wore during most of the movie is extremely collectible because of the car chase. Now, what is it worth?
The answer is always—-What someone is willing to pay for it.
Most folks forget that Steve also drove a Karmann Ghia in the movie that he borrows from his girl friend.
Actually Jacqueline Bisset's car was a 356 Porsche, not a VW.
I stand corrected, thank you.
THG I always thought that car he drove down the bayshore hyway was a Porche I cant think of the model number.
Has anyone mentioned or even noted how pathetic it is to even have this subject as a Hemmings Daily feature? Shame on Hemmings for perpetuating this kind of stupidity… Sure, McQueen wore the jacket. Cool. Sure, the jacket was in the greatest car chase ever filmed. Cool, So how much does the VW seen repeatedly on the hillside part of the chase sell for? Has anyone gone on a hidden treasure hunt for that? At least the VW is a CAR! When do we start buying up old guardrails and chunks of pavement that might have been in the scene too? Great actor. Great movie. Great car chase. Lets move on…
just ONE day I would like to be the president of the more money than brain's club and i'd buy something cool.
Jay Leno's retiring from the Tonight show, but I doubt he's retiring from his position as President of the more money than brains club anytime soon.
Eggs are for eating, not to be made into jewelry. The fabrege eggs were made for Russian royalty – look what happen to them. Nice jacket, 800K, sure, if it comes with the Mustang.
Totally outrageous. What are people thinking! Stupid is as stupid does! Everything has gone crazy, to the point that someone like myself can/t even get into the old car business!
All well and good, but having driven down that segment of Lombard Street that everyone knows one night in 1987–all alone, no other traffic, the whole place to myself–I'm content. Cheers!
People love the movie, if they want to own a piece of memorabilia from it….that's their business NOT yours.
Personally I too do think the price is outrageous and wouldn't spend that much on it if I were Bill Gates, BUT I would love to have it, I loved that movie, take off three zeros and I'd buy it, rather have any of the Mustangs or Chargers, I'd even rather have DeNiros '67 Custom Sunshine cab or Delvechio's '67 Custom unmarked police car, or the hitmans Winchester 12 gage pump, or……
If "I" like it, if "I" am comfortable with the price, it's none of your damn business is it!
I'm a major Steve McQueen / Bullitt car chase fan and If you people out there think 800K for the jacket is crazy money.Just imagine what the remaining Mustang would be bought for by the Barrett-Jackson big bucks crowd.I'll guess well north of 3 Mil.That's a testosterone shot to the kahoonas and major bragging rights.Some people with too much money and have lost touch with reality.Maybe the economy isn't so bad as it is reported in the media.I have a very accurate replica Mustang from the movie,but that's as far as this Joe 6 packs $$$ will go.
I ran across a sale ad for what was stated to be the main black Dodge Charger used in the film that had been restored. It was being offered for sale at a cool million $. I love the film, but did have to view it several time to grasp all of the plot.
Don"t foget "THE GREAT CHASE" was put together from lots of little pieces. Sorry to pop all your bubbles.
Besides Bud Ekins driving some days when Steve became too aggressive, Loren janes drove too!!


text:
Leupold 171579 VX-6HD 4-24X52mm, 34mm Tube, Illuminated Target MOA Reticle, Custom Dial System (CDS-ZL2)
Leupold 171579 VX-6HD 4-24X52mm, 34mm Tube, Illuminated Target MOA Reticle, Custom Dial System (CDS-ZL2)
Fast, Free Shipping ! (Orders over $75, USA Only)
Product Description
Leupold VX-6HD Rifle Scope, 4-24X52mm, 34mm Tube, Custom Dial System (CDS-ZL2), Side Focus, Illuminated Target MOA Reticle
The VX-6HD is begging to go where other scopes can't. We gave it new High-Definition lenses for sharpened clarity, and the Twilight Max™ Light Management System for even greater low-light performance, giving hunters a visible advantage at dawn and dusk when the biggest game is on the move.
The new CDS-ZL2 dial locks in place so it cannot be inadvertently rotated off its zero. A mere press of a button will allow the user to dial up elevation, up to 40 MOA (80cm), if necessary. All Leupold VX-HD riflescopes are CDS capable and include one free Custom Ballistic Dial with purchase.
To take it totally over the top, Leupold added an in-scope cant indicator for precise leveling, a throw lever for fast magnification changes, and an even more robust erector system. Alumina flip-back lens covers included.
171579 Features
1/4 MOA Finger Click
Finger click adjustments for windage and elevation (¼-MOA) offer absolute repeatability and dependability over a lifetime of extreme use (metric adjustments – 1 cm per click).
100% Waterproof and Fog Proof
2nd Generation Argon/Krypton Waterproofing
34mm Maintube
6061-T6 Aircraft Quality Aluminum
6:1 Zoom Ratio
A powerful 6:1 zoom ratio delivers crystal clear images from edge-to-edge throughout the entire magnification range. Many higher power scopes provide the best picture at each end of the zoom ratio, leaving the middle ranges weaker on clarity and resolution. The Leupold 6X erector system was engineered from the outset to provide consistently exceptional image quality across the entire visual field throughtout the entire zoom range. Twin Bias Spring Erector System features berylium/copper alloy leaf springs and 30% more holding force to withstand the most intense recoil and abuse.
Alumina Flip-Back Lens Covers
Alumina Flipback Lens Covers Included
Blackened Lens Edges
Blackened lens edges reduce unwanted glare and diffusion through the lens edges to provide better resolution, improved contrast and superior optical perrformance.
CDS Custom Dial System
CDS-ZL Custom Dial System - Zero Lock
CDS-ZL2 Zero Lock Adjustment with Revolution Indicator
Electronic Reticle Level
Mount the VX-6HD perfectly level using the user activated Electronic Reticle Level. The illuminated reticle will flash when the scope is at an angle of greater than one degree, and will stop flashing when it is level. You can shoot more accurately at longer distances by ensuring your rifle is level.
Extended Battery Life
Extreme Fast-Focus Eyepiece
The extreme fast-focus eyepiece ensures a generous eyebox, superior field of view and optimal diopter adjustment in the field. It allows the the user to adjust through the full range of diopter adjustment in one complete turn of the eyepiece.
FireDot Illumination
Select models are available with our exclusive FireDot Reticle System in your choice of FireDot Duplex, FireDot Circle, Ballistic FireDot, FireDot LR Duplex, FireDot 4, FireDot Pig Plex, FireDot TMR and FireDot SPR. Once activated, the dot within the reticle illuminates with bright, sharp definition, while the rest of the reticle is non-illuminated. This combination leads your eye naturally to the center aiming point and makes target acquisition quick, precise, and simple.
Generous Eyebox
The generous eyebox makes it faster and easier to get your eye behind the riflescope and achieve a full, clear sight picture. Setting up for longer shots you'll appreciate the flexibility it affords, and in close up big game or dangerous game situations the quick target acquisition will be the difference maker. At high power, the longer eye relief and more generous eyebox gives you incredible head position latitude and an improved sight pictue that fills the eyepiece completely - putting you in better position to make the shot of a lifetime.
Guard-Ion - Rain shedding coating
Water, dirt and fingerprint shedding lens coating. Extremely durable and scratch resistant.
MST (Motion Sensor Technology)
An important feature of select Illuminated reticle models is the Leupold-exclusive Motion Sensor Technology (MST). A single touch of the button or twist of the dial activates the illumination, offering several different intensity settings (depending on model) including a high/low indicator (FireDot reticles only). The reticle will automatically switch to "stand-by mode" after five minutes of inactivity, then reactivate whenever the rifle is moved. This eliminates the need for excess movement reaching for buttons, while extending battery life (powered by a readily available CR-2032 coin cell battery.
Push Button Illumination
Reversible Throw Lever
Clamps onto VX-6HD power selector to provide leverage for fast magnification changes, left or right handed.
Side Focus
Twilight Max Light Management System
Light management means delivering usable light to your eye and forming a crisp, high contrasting image. Lens coatings are applied that maximize light transmission in blue colors, since your eye is more sensitive to blue in low light. Red colors are also maximized, since they dominate scenes in typical hunting situations and finally the balancing colors to develop the highest possible contrast. Glare is controlled with special mechanical structures. The end result, you can see antler tines in dark shadows long after the competition has gone home.
Twin Bias Spring Erector System
Xtended Twilight Lens System
Zero Lock Dial
Zero Lock Windage Adjustment
171579 Specifications
|Actual Magnification
|4.00 x
|24.00 x
|Linear Field of View (ft/100 yd)
|28.00 ft
|5.00 ft
|Linear Field of View (m/100 m)
|9.30 m
|1.70 m
|Eye Relief (in)
|3.70 in
|3.70 in
|Eye Relief (mm)
|93.90 mm
|93.90 mm
|Weight (oz)
|23.40 oz
|Weight (g)
|663.00 g
|Objective Clear Aperture (in)
|2.05 in
|Objective Clear Aperture (mm)
|52.00 mm
|Elevation Adjustment Range
|68.00 moa
|Windage Adjustment Range
|68.00 moa
|A. Length
|14.60 in
|B. Tube Length
|6.20 in
|C. Illustration
|2.10 in
|D. Illustration
|2.60 in
|E. Eyepiece Length
|3.30 in
|F. Objective Length
|5.20 in
|G. Objective Diameter
|2.40 in
|H. Eyepiece Diameter
|1.80 in
|K. Tube Diameter
|1.33 in
34.00 mm


text:
Extension Request Policy
Transient Lodging Report Extension Request Policy
The Bureau may grant an extension of time to file a monthly or quarterly transient lodging (TL) tax report if the request is made to a member of the Bureau's Audit Staff prior to the delinquent date of the return. The extension is granted to the 15th day of the following month. The delinquent date for an extended monthly or quarterly TL tax report will generally be the last day of the month. However, the Audit staff member reviewing the request may change the delinquent date to another date prior to the end of the month if a pattern of extension requests exists, or if it appears that an operator is abusing the extension request privilege. It is possible that no grace period will be allowed beyond the extension due date.
Notwithstanding the above, the Bureau may deny any extension request made by an operator if the request is not based on good cause or if the operator has a history of abuse of this privilege.
7/29/02 signed by Terri Williams
_________________ _____________________________________
Date Transient Lodgings Tax Program Manager
Adopted: 8/13/99
Revised 7/02


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Awesome awesome awesome! So nice had to say it thrice.
Absolutely incredible, I had the Pad Thai, and I have a newfound respect for asking for the 'Thai' level of spice. Super authentic, great service, can't wait to go back! This is a great place for a date as well!
I had the Pad Thai and my husband had the Larb. Both were absolutely delicious. The atmosphere and service was great. Best Thai I've had while in Tucson. Highly recommend!
We opted for this restaurant for our Sunday lunch and I am thrilled to have found a diamond in the rough! Since moving here from the Bay Area years ago, we usually wait to eat Thai on our visits back to CA, but not any more. The dishes we chose were nothing short of amazing, including the tofu spring rolls, Gang Garee, and Tom Yum Gai. The crushed peanut sauce for the spring rolls was a delightful nuance to add to the appetizer's appeal. The Gang Garee was an experience that makes me want to get it again next time and yet I'm dying to try the other dishes to see if they have the same complexity of flavors and aromas. Very reasonably priced and served promptly, I only have two words of caution. First, don't be deterred by the appearance of the place itself (very clean and comfortable, just a little plain.) Second, pay attention to the pepper meter on the menu. The Gang Garee is a single pepper rating, but was about as spicy as I can comfortably go, and the Tom Yum Gai is a solid 3 for intensity of spiciness as well as flavor. I can't wait to take our next visitors from out of town!
The "rude" woman serves as hostess, waitron, and cashier. There's one chef- the owner. Yes, the place is old and icky. They still have the best Thai food in town. Get take-out. Call wa-a-a-a-a-ay ahead. They'll give you the order total over the phone. The food is totally worth it.
If you're entertaining your yachting buddies from the Riviera and are looking for a local showpiece to impress...this is not the place. If you're looking for great Thai food at a great price...Ill see you there!!!!
The curry chicken is the best I have had in a long time! Superfriendly service and the price is fair as well!
Best Thai food in Town. Been to them all.
This place is phenomenal. I love everything about it. For those naysayers.. Good, that means I will always be able to get a table there.
This is by far my favorite thai place in Tucson. Yes, the service is not the best, the restaurant is often closed on random days and it's a little run down but the food is well worth it. Also, the lunch buffet is great and inexpensive.
Awful food. Seriously bad. The waitress I had had some big towel on her head, smelled like cabbage, and couldn't understand a thing I said. Padd Thai is a signature dish and any halfway decent Thai place should be able to pull it off. It was gross. We complained and someone who claimed to be the owner came over. Started telling us that it was a recipe from her grandmother. Who cares lady, it's BAD!!
Char's - Sorry I strayed. Never again!!!
Terrible, terrible food. Very poor service. Filthy environ. Still shudder when I think back on it.
This place is awesome!!! Don't know what you guys are talking about
Some dishes are a bit oily and they certainly don't use the best cuts of chicken or pork. You'll come across a little gristle here and there. Even so, this place offers some real tasty dishes. The curry is very good as are a few other items. Pleasant servers. Prices are very competitive too. With its few minor faults, this place remains one of the better Thai restaurants in town.
In response to CaliMan's post that "Los Angles and Portland blow Tucson out of the water food-wise," first I'd just like to say that it's called 'LA' and it's spelled out, L-O-S A-N-G-E-L-E-S. While I agree that Tucson is no Asian food mecca by any stretch of the imagination, and that it is neither as cosmopolitan or West-coast hip as Portland, I think CaliMan is missing the most important detail here: nobody in Tucson cares about LA or Portland. What we have here is ours, and ours alone. So in terms of regionalism and localism, Tucson's Sonoran-inspired cuisine kicks LA and Portland right in their huevos. And we are grateful to have at least one Asian restaurant like Bai Thong that tries hard to make their dishes traditional. Rustic, traditional, and local cuisine is what Tucson is made of, and so, CaliMan, judging by your comments, I'd say that you've missed this aspect of Tucson culture entirely. Maybe you should just move back to 'Los Angles' and tell them that your taste buds dried out in the heat.
Regarding the individual who quoted another commenter, "how can you trust the opinions of someone who says "there are very few good places to eat in Tucson"? I don't know? Maybe it's because he or she is on the money. No disrespect but my wife and I agree that this place, as with so many other Tucson eateries, was only so so. Over all, Los Angles and Portland blow Tucson out of the water food-wise.
Went to Karuna's with my friends. The whole dinner experience was a disaster!!!! First, So hard to find the restaurant as the signage was not lited up!!! Then the lady serving us didn't even give a damn while taking our order. She was doing a half F*** Job, looking back while we were making an order. SOOOOOO RUDE. Then she just grab the menu and walked off, didnt even bother whether we are done with the order!!!! Adding more, she served us hot water with so much of white particles in the cup of water, wen questioned, she said, its from the same pot! What an excuse!!!! Then came our order... She just left them on the table and didnt bother giving the food to the respective person whom have ordered the dish!!! Damn POOR service!!!! To end our disastrous day at karuna, there came the bill which didnt match any of the price listed in the menu. When questioned, she mentioned that the menu given to us was not updated!!!! They got no $$$$ to change the menu and handed us a pamphlet menu to tally against the bill... The waitress got agitated when we questioned abt the bill.... Then the teenage gal behind the counter answered us very rudely... What the HELL with them serving customer in such a manner!! We eat for $40 but the bill came up to $68!!!! Robbery!!!!!! Service tax 20% becoz group of SIX, In fact it was four adult and two kids less than 4 Years Old!!! What a way to pay for such a terrible service!!!! So to all reading this review, The FOOD & SERVICE Sucks big time!!!! You can get better service and food elsewhere! Moreover the place is dirty too, more like a round down place......
Decent service but the food was not as good as we expected. We were disappointed with the rather low quality meats used in their dishes - Fatty dark chicken meat, and gristle-ladened beef. Our pre meal soups were just OK. To be honest, the curry was decent but the use of low grade meats are why we won't be back. We have been to Char and were not very impressed either.
If you want true Thai food this is the place to go in Tucson. Accurate spice levels, compared to the tame Thai food served elsewhere. Pad Thai, Pak Prik, Pad Kow all top notch.
I agree with Arthur and Reuven, above; this is a very good Thai restaurant with some excellent dishes. My introduction to Thai food was in Thailand in the 1970's. It was "instant affinity". After that, I frequently sought out Thai places when visiting or living in major cities in the US and Europe, which often provided fine culinary surprises. In Tucson, however, I've been disappointed (including at the other restaurants mentioned in reviews here), despite this city's many other good ethnic (and other) restaurants, so I'm especially happy to report on our superb dinner tonight (November 5th, 2010) at Bai Thong. We odered the gai satay and papaya salad appetizers, Pad Thai and a fish curry. Each was delicious. The peanut sauce was thick and rich and the chicken well-grilled and tender. The papaya salad blended spicy and tart flavors expertly. The fish curry was subtly spiced with kaffir lime leaves and enough anise to round out the peppery coconut sauce without dominating the mix. And the Pad Thai was well blended and just tart enough to bring up the taste of each ingredient. Thai food can be heavy; this wasn't. The pricing was reasonable, and our service tonight was quick, efficient, attentive, dignified and pleasant, including a lovely smile. The decor (if you radically shrink the space) is actually not unlike many restaurants in Asia (which doesn't tend to the highly atmospheric except for tourists and theater). And the music was thankfully quiet. I personally enjoyed the touch of Buddhist homespun philosophy and scenic photos under the table glass. All in all, Bai Thong treated us to rich, complex and luscious flavors and textures and to an enjoyable evening of great Thai food.


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WASHINGTON (Reuters) - U.S. House of Representatives Majority Leader Eric Cantor said he expects a vote on a Republican offer to avert the "fiscal cliff" on Thursday, and he expects to have enough votes to pass the measure.
Cantor spoke on Tuesday, a day after top Republicans rejected the latest White House offer to avert some $600 billion in tax hikes and spending cuts looming at year's end, known as the fiscal cliff.
Instead, Republicans plan a vote on a bill to raise taxes on income above $1 million while extending low rates for other taxpayers.
Reporting by Kim Dixon; Editing by Eric Walsh


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Score? "A", if its your original work. How long have you studied and where did you study English?Should arts-related entertainment venues such as museums and art galleries be free of charge for the general public, or should a charge apply for admittance?
Discuss this issue, and give your opinion.
Give reasons for your answer and include any relevant examples from your own knowledge or experience.
Nowadays, with the presence of advanced technology and electronic recreation, artistic venues like museums and art galleries have gradually lost their predominance in the entertainment industry. Some people think that these places should be free of charge for the general public while others believe admittance should be paid for. As is the case of many issues, each view has both plus and minus points.
On the one hand, free-charged museums and galleries seem to stimulate the regular attendance. If it is free to visit a museum, it appears to be able to attract more people to the venue. Indeed, some luxurious venues cost visitors too much to enter; therefore, there is little chance for the low-income people to visit them despite their desire to have a look at some masterpieces or historic properties. Thus, free-charge admittance would allow such people to satisfy their desires as well as increase the number of visitors to the places. However, it can bring some drawbacks. As admittance is free,the visitors enter and go out the venues without any registry or certificates, so it is more difficult for the staff to keep control over the operation of the museums or art gallaries. What's more, the crimes such as roberries or frauds also occur more easily.
On the other hand, entrance requiring a certain amount of money can ensure safety for the art-related venues. It can help keep the attendance under the control and generate a stable fund to run and restore the places if necessary. The money received can be recognised as the income of the venues or can be used to organise some events such as a competition in art knowledge or a painting contest, which helps raise the people's interest in arts. Nevertheless, the high cost of admittance can put off people visiting the artistic venues because nowadays there is a wide range of cheaper
fomrsforms of entertainment available such as cinemas or concerts or amusement parks.
My position in this issues is that we can adjust the two views to come up with the best solution. For example,it can cost, but a small amount of money - not too much, to enter these venues. Or instead of a charge for admittance, the managers can allow some souvenir shops or offer refreshments such as foods and drinks and charge these services. That money can compensate for the entrance charge that has been abolished.
All things considered, I believe that it is up to the directors and managers of museums and art galleries to consider many interrelated factors to come to the ultimate ways of running or operating the venues to benefit both the staff and visitors.
Student or Learner


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Fix Foundation, Textured Ceiling | Ask TOH
Season 17 Episode 20 | 23m 43s
Mark repoints a crumbling fieldstone foundation and shares an important lesson about water management on the outside of the house; Tom discusses the proper disposal techniques for oily rags to prevent spontaneous combustion; instead of scraping, Mauro smooths over a textured ceiling using joint compound.
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Expired: 10/02/19Video has closed captioning.
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text: Inspired by the chic interiors of ELLE DECOR's Miami Showhouse? Furniture and accessories straight from those very rooms go on sale March 28 at One Kings Lane, onekingslane.com/elle-decor/.Don't be afraid of mixing it up! Check out our roundup of dramatic multipattern spaces, such as Donatella Versace's Milan living room, above. Many fashion designers also know how to dress a room. See the latest home collections by Rick Owens, Christian Lacroix, Diane von Furstenberg, and more. A cocktail table does more than hold your drink. These stylish examples will hold everyone's attention.


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Feb 25 2014 | IN Theory | REVIEWED BY Nicholas Cole
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Police Brutality Caught On Tape: Cop Shown Kicking & Slamming Teen Girl!
AP reports "Surveillance video released in an assault case against a King County, Wash. sheriff's deputy shows him kicking a young girl, slamming her to the jail cell floor and striking her repeatedly. The deputy has pleaded not guilty in case"/ Shout out to Alex
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Most of us who live with and love dogs have quite a list of things to make us prematurely gray: vaccinating vs. over-vaccinating, Lyme-disease–carrying ticks, providing safe food (with an ever-changing lineup of antioxidants, tocopherols, omegas and probiotics) for our furry companions. With all these day-to-day concerns, canine health problems caused by a fungus may not come immediately to mind. Especially if you live in the Southwest, though, it's definitely something to keep on your radar screen.
Though we rarely think about it, we are surrounded by fungi. They decompose our dead organisms, brew our beer and help produce antibiotics. But some are not so helpful—for example, Coccidioides immitis, the fungus that found its way into our dog Hunter.
Coccidiodomycosis is the medical term for the systemic infection caused by this fungus; the more common name is valley fever, or desert rheumatism. The southwestern United States—from California to central Texas and into Mexico, particularly in the ecological niche known as the Lower Sonoran life zone—provides the fungus with the conditions it needs to survive. It grows several inches deep in the soil and spreads with the help of burrowing rodents. Add some wet weather, wind and dust storms, and this filamentous mold can travel great distances, right into some unsuspecting vertebrate's lungs or open wound.
In fact, fewer than 10 inhaled arthrospores (fragments of the original fungus) are sufficient to cause the disease in susceptible animals, according to the authors of The 5-Minute Veterinary Consult. Many dogs who are exposed (up to about 60 percent) will be asymptomatic or develop self-limiting upper respiratory tract infections; in about 40 percent, the infection will develop in the lower respiratory tract. Rarely, in susceptible individuals, it may spread (disseminate) from the lungs to other organs. Diagnosis of the disseminate form can be tricky, as the symptoms range from bone swelling and joint enlargement to neurological dysfunction and ocular disease.
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Hunter was in that small percentage of susceptible individuals. When we found him in the middle of traffic in the Mexican town of Rosarito, he had a large head wound and, as it turned out, would need more than a few bowls of healthy food and a bath to get back on his feet. He dragged his back legs, was obviously in pain and didn't have much of an appetite. When our veterinarian suggested that he might be suffering from valley fever and showed me the radiographs, I was appalled: His bones were being consumed little by little—osteolytic lesions are typical of disseminate valley fever in dogs.
Hunter was helped by fluconazole, which we gave him for more than a year. Little by little, he regained function in his back legs. As he began to feel better, he also learned to swim in the glorious dog beaches of San Diego and eventually even learned to tolerate (well, most of the time) his canine "siblings." Today, Hunter is a relatively happy, strong dog who is probably somewhere around five years old. He takes supplements daily to aid with pain and arthritis, loves to lie in the sunshine and adores people. He eats well and was declared at least temporarily fungus-free on our last trip to the vet. Of course, this is no guarantee that the fungus is gone; much of the literature on the disease warns that a negative test result may only mean a temporary abatement of the problem.
Certain breeds seem to be more susceptible than others to the disseminated form, and male dogs are more prone to it than females. Research into a vaccine that will protect both humans and animals from valley fever is in progress, and at the Valley Fever Center for Excellence in Tucson, Ariz., scientists are attempting to determine the natural incidence of the disease among dogs in that region. It appears hopeful that we will be able to control just how much this fungus remains among us. And then we can all get back to worrying about which tocopherols to sprinkle on our dogs' food in the morning.


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My Neck Gets Longer
Image by Boogies with Fish
My bags are packed. I'm ready to go. As you read this I will possibly be zipping across the sky from Buffalo to Phoenix leaving behind me a trail of noxious fumes. I will do this with the aid of an airplane, one Continental Airlines monster or another. As I board I will be chanting the mantra of all sensible airline passengers, "Sure hope the plane don't crash."
My suitcase is half full of the warmest clothing which I own. I certainly hope that I will not need them any longer once I reach Sedona. According the the 14 day trend, the lowest daytime temperature I'll encounter for a while will be about 32°C (about 90°F). At night I might have to put up with 18°C (about 64°F). This is much more my speed. Now that I have wasted your time giving you my personal weather forecast I'll move on to the equally boring subject of this post – my neck.
For several months I've had tingly fingers. The last two fingers on each hand are a bit numb and feel as if they have been frozen and are thawing out. It's not debilitating, but it's not pleasant, either. I've heard suggestions that it might be a pinched nerve in my neck. Googling seems to confirm the possibility. I've also heard suggestions that I might get my neck stretched. This does not appeal to me. I prefer the do-it-yourself approach.
A couple of weeks ago I was suddenly attacked by the idea that I could think my neck longer. Perhaps it might stretch itself. Yes, I know what you are thinking. However, in this case, you overestimate my absurdity. As I went about thinking about my neck being longer I discovered that if, for instance, I'm walking or sitting or whatever and I sort of make my head higher (it is hard to explain) my neck will stretch a little, maybe a few millimeters. I've been doing this pretty regularly several times a day. I've tried to hold that posture as long as I can continue thinking about it. After a while I forget what I was doing and my neck gets shorter again. I feel like a turtle.
It's a distinctly strange sensation to think your neck longer. If I do it right now as I'm writing about it, I can describe it to you. First, I have to calm myself a little and hold my head level while looking straight ahead. Then I think about my neck being longer; I stretch it mentally. My head actually moves up a little, accompanied by some rather unpleasant popping and crackling noises. That's the not-so-nice bit. The nice bit is that, after only a short while, I can feel the tingling in my fingers abating.
The weirdest thing about this is that it appears to be working. I don't imagine that my neck looks any longer, but the tingling in my fingers has reduced appreciably, even when I'm not stretching my neck. Is it possible that I'd discovered a new medical technique? Can I patent it?
Okay, that's pretty much everything I can squeeze out of that subject. If you're still here I have some miscellaneous pictures from the last couple of weeks to show to you.
It's entirely possible that you have never seen the Willis Tower (I still think of it as the Sears Tower) in Chicago nearly obscured by fog:
Now you have. One less thing, eh?
While we're doing tall things (hey, this fits in with the neck-stretching!) have a look at this shot of the big CN Tower in Toronto being annoyed by some wanna-be big ones. I call it Conflicting Egos:
Okay, so I get zero points for clever title.
Toronto is chock full of sculpture. Some of it is very cool. Others are so-so. I grabbed this shot from my bus:
I don't know what to say about it. It's big. It's sculpture. It's art. It reminds me of an eggbeater.
At first I thought, "How cruel. They are all tied together." Then I noticed that they are simply hanging onto the child-securing line. This impressed me. They are remarkably obedient and rule-following. Hey, they are little Canadians. We would expect no less of them . If that sounds sarcastic, it's not meant to be. I much admire Canada and its adorable inhabitants. I even have a tattoo to celebrate the whole idea of Canada. I would happily be a Canadian, if only it were possible. I might even survive the first winter. Or maybe not.
When I do these miscellanea posts I often fret over which images are worthy of the space. This one falls in the "I don't know." category. I include it only because I have not previously seen a pine tree which sports cute little green pom-poms on each branch:
Okay . . .
Moving on now. I went to Fort George with Ron a few days ago. It was amusing. Ron stepped in a skunk hole and took a tumble. Actually, that part was somewhat less amusing and more scary. It could just as easily been me. You know, I have never been hurt while engaging in any of my adventurous activities. Years of cave exploring, rock climbing, flying helicopters, SCUBA diving, slogging through swamps and jungles, not to mention some recent skydiving have done me no injuries. The only times I have ever gotten hurt was when I was minding my own business and suddenly found myslef picking myself up off the ground. Perhaps this indicates that I am most at risk when I'm not paying attention, eh?
We gawked at the old buildings and I snapped a few of the mildly interesting items. No, really, that's not fair. It is quite a spectacular place and well worth a visit. I'm just being difficult and moody. I did particularly want to get a shot of the demonstration of musket shooting. Maybe everybody else in the world has seen this, but it was my first time.
Here is the spiffily dressed soldier firing his musket:
Well, as you can see, that didn't work out so well. The stupid thing failed to fire four times in a row. The guy who was talking us through the demonstration had just mentioned that the weapons were highly unreliable. So, having relaxed my guard, I lined up my camera for the fifth try and KA-BOOM the thing went off. It surprised me so much that my camera jumped out of my hands. I successfully juggled it back into my grip before it fell to the ground. I had a little laugh when I looked at the shot.
The shooter then went through his routine of loading the musket and fired again. I finally got the shot I wanted:
Uh, right. That one is checked off the list.
I'll start winding things down with this shot off Morningstar Mill:
Don't believe the "Always on hand" part. They had no flour for sale, not that I wanted to buy any. It is, however, a pretty site.
Here is a shot of the small waterfall:
I had to take three exposures at different levels of brightness and combine them into a single high dynamic range shot to make this image. Isn't that fascinating? Anyway, you can see a rainbow in the mist at the right, if you look very closely.
The shot above and this one are what I call "Calendar Junk":
Pretty, but devoid of purpose or meaning.
They are the pop-stars of images.
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Originally posted 2011-06-09 20:32:09.


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After you identify a specific vacancy or hiring program which interests you, the next step is to submit your application or resume. Follow all the instructions in the vacancy announcement, as well as any additional instructions given to you by the office which issues the announcement.
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Are you a "Fringe" observer?
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I'm a lapsed "Fringe" fan. I've missed episodes, but stayed in touch with the concept over the seasons. Lately it's been worth the effort to catch up. Launching its fifth and final season (Fridays on Fox), the series sent a bold, typically sly message to viewers: "Resistance is futile," says one of the bald, eyebrowless, black-suited and fedora-wearing Observers.
"I feel like I've heard that before," the time traveling Fringe Team notes. Of course it's a nod to the "Star Trek" fans out there, acknowledging the hive mind of the Borgs that's referenced here. It's also a message to the audience. Give in for the final ride. Resistance, especially once you see Walter (John Noble) demonstrate the awe-inspiring experience of listening to music, is futile.
Moving forward, the year is 2036, Olivia (Ana Torv) and Peter (Joshua Jackson) have been reunited with their now grown daughter Etta (Aussie actress Georgina Haig), the atmosphere is "Bladerunner"-ish, the fascist enemy looks like a WWII movie, and the battle to save humankind is on. Where there is music there is hope. Good enough reason to stay tuned through to the finale. Coming up, our heroes will meet a strange subculture in the woods, folks who are devoted to recording human history.
Meanwhile serious geeks can explore the Fringepedia episode guides.