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C 42 U | RS 2 | Rohde & Schwarz GmbH | Electrical Engineering
The Teisnach plant, a centre providing services for mechanical and electronic manufacturing in the plant network of Rohde & Schwarz GmbH & Co. KG, uses automated CNC high performance machining centres from Hermle
"Factory of the year – outstanding small series manufacturer 2010", followed by "Best Factory 2013" and this year the Bavarian Quality Award – There's probably more to learn from any company that has garnered awards of this calibre than you would expect from a traditional supplier of mechanical parts and subassemblies. Especially since products and solutions developed by Rohde & Schwarz GmbH & Co. KG are almost always related to electronic measuring and communication technology, and mechanical manufacturing is not really their core business, or is it? In practical terms, the Teisnach plant, founded in 1969, is responsible for premanufacturing of numerous products for Rohde & Schwarz GmbH & Co. KG, a globally operating electronics group with headquarters in Munich, Germany. About 1400 specialists in Teisnach manufacture electromechanical subassemblies and special parts, wireless communication systems, transmitter systems for radio and television as well as printed circuit boards, housing parts, electricity charging stations and waveguides in a production area of 62,000 m2. The service portfolio includes all relevant areas of mechanical and electronics manufacturing. And these services are available not only to Rohde & Schwarz, but to other external customers as well. The philosophy of maximum internal manufacturing is backed up by extremely high requirements for quality and flexibility, and to guarantee that internal manufacturing is economical and efficient, the company uses adequate (meaning the latest available) equipment that allows for flexible use. Since electronic measuring and communication systems consist of numerous individual parts (as they always have) which are increasingly functionally integrated and therefore challenging mechanical components, machining operations play a leading role. Because of this there is a department for milling and turning technology in the Teisnach plant, further divided into "Vertical" and "Horizontal" areas.
Specialty: Complex precision parts with batch size as low as 1
Andreas Bauer, Director of CNC Vertical Milling, describes the special requirements for sheet metal processing and machining operations in his department as follows: "We are organised into three Technology Centres with about 350 skilled employees. The equipment includes 65 CNC-controlled turning and milling machines, some with automation. "We normally work in shift operation, manufacturing mainly individual parts and smaller series up to 300 pieces. The proportion of turning to milling work is about 30/70. In terms of total production, about 80% is for internal needs, with 20% for external order manufacturing. In general we need to be competitive in every way, and we face the same challenges as any supplier company in the market in terms of productivity, quality and delivery flexibility. In the Vertical Milling department, which currently has 38 employees, this means that we must consistently rely on our performance and competitive capabilities, which in practical terms consists largely of automated 5-axis/5-sided complete/ simultaneous machining." To be able to respond to these requirements in the long term, we started a streamlining project in 2010 called "Automated (largely unmanned) parts manufacturing", and we began looking for a partner with the experience we needed". While eight different manufacturers of CNC machine tools were previously represented in manufacturing of milling parts at the R & S plant in Teisnach, that changed to nine suppliers during the evaluation phase for procuring highly automated 5-axis machining centres, with the addition of the system and complete solution competence of Maschinenfabrik Berthold Hermle AG, D-78559 Gosheim.
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Andreas Bauer, an experienced specialist, added: "Our stated goal, to raise unmanned times significantly and explicitly, was in complete harmony with Hermle's concepts. Perfect presentations were followed by absolutely satisfactory performance records, and we defined the scope of equipment and interfaces in workshops. It turned out to be greatly to our advantage to obtain complete systems from a single source, the first system consisting of two type C 30 U 5-axis CNC high performance machining centres combined with an RS 2 robot and workpiece magazine system, while the second was a C 42 U 5-axis CNC high performance machining centre with integrated 3-fold pallet changing system." The question why the company ordered two different systems with different basic machines (2 x C 30 U and 1 x C 42 U) one after the other received an immediate response: Both smaller and medium-sized workpieces can be machined highly flexibly on the two C 30 machining centres connected with the RS robot system, while the combination of the larger C 42 U/P machining centre with the 3-fold pallet changer makes it possible to machine multiple smaller to medium workpieces and even much larger ones. This ensures a very high level of flexibility in applications and usage despite a high degree of automation. The C 42 U/P equipped with the larger working area can also be used for 5-axis/5-sided complete and/or simultaneous machining of large one-piece parts for internal use or for customers, which can advantageously be done in unmanned shifts depending on runtime and machining time. This also provided the desired increase in capacity in terms of internal and customer-ordered machining and supply services in 5-axis technology.
Just how intensively the Vertical Milling department grappled with the complex issue of "Automation" became apparent in the evaluation phase when all conceivable handling and loading systems including pallet changes, linear/portal handling and robots were taken into consideration before the absolutely pragmatic decision was taken in the Rohde & Schwarz plant in Teisnach to purchase the manufacturing system initially (to be expanded as needed) with one and later two C 30 U machining centres plus robot and RS2 workpiece and magazine system, then next to purchase one C 42 U/P machining centre with 3-fold pallet changer. They also decided to equip the C 42 U machining centre for internal development with specially adapted workpiece pallets based on Hermle's standard zero-point system to ensure highly flexible, fast setup without extensive time requirements and to be able to machine a wide range of workpieces individually or with multiple clamping and with up to 5 axes. Andreas Bauer noted in conclusion: "After the experience with the manufacturing system consisting of two C 30 U machining centres plus RS 2 robot system, we only needed a 3-month start-up phase for the milling system with the C 42 U machining centre plus 3-fold pallet changer to reach a comparatively high usage level of 95%. Of course it helps that we are consistently using the Hermle zero point clamping system, because we don't need to use a stop for the first clamping and the zero point doesn't need to be recorded again. We also ensure maximum use of the milling system with 3-fold pallet changer by having 3 operators trained (and an additional 5 on the manufacturing system with robot support). Since the C 42 U is equipped with a 160-pocket additional magazine and of course (as a 5-axis machine) with an NC swivelling rotary table (diameter 420 mm) as well, we can use it for complete machining of large parts with all degrees of difficulty while the operator goes about other tasks." With the combination of systems chosen by the company – 2 x C 30 U plus RS2 robot system and 1 x C 42 U with 3-fold pallet changer – all Rohde & Schwarz workpiece sizes are covered in the Teisnach plant from mini to maxi. Normally workpieces with dimensions up to 200 x 180 x 120 mm (W X L X H) are machined on the robot system and heavier workpieces are machined on the pallet changer system.den.


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NurseryDecals4You is a family business who designs and creates our nursery decals with love to help transform plain, boring nurseries into fun, joyful, happy and beautiful places. Based in Southern California, we have helped customers all over the world for years easily and quickly re-design their nurseries, using only the best, reusable and repositionable fabric wall decals. Our decals will bring life to a room with their bright, vivid colors and highly detailed designs
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Although Juventus only finished 7th in Serie A last season, there is no doubt that they have come a long way since the dark days of Calciopoli just four years ago. Having been heavily punished for their role in that scandal, when they were relegated to Serie B and forced to start the following season with a nine-point deduction, the bianconeri have manfully fought their way back to the upper echelons of the top tier.
Until this year's blip, they improved every year on the result of the previous season, starting by winning Serie B by a comfortable six points in 2007, then surprising most pundits by finishing third in their first season back, followed by an impressive second place in 2009.
Relegation was an unprecedented indignity for the Old Lady of Turin, as the club is affectionately known, as it had had never before been out of Italy's top division in its 109-year history. Very far from it in fact, as Juventus have a roll of honour as long as both your arms, having won the Champions League twice, 29 Italian championships (though one of these was revoked and another one not assigned), three UEFA Cups and one Cup Winners' Cup. On top of that lot, the club's website claims that they are the most popular team in Italy with 12 million supporters, while they boast of a barely credible 170 million fans worldwide.
"In safe hands"
Their fall from grace arose from the match-fixing scandal that emerged in 2006, after police uncovered a series of telephone interceptions that showed some major teams attempting to rig results by selecting referees that would be favourable to them. The basic facts are that Milan, Fiorentina, Lazio and Reggina were all given points deductions, but only Juventus were condemned to relegation, as they were most deeply implicated in the murky machinations.
This is clearly a profoundly emotional subject for all Italian football fans and is one that even now refuses to die down with the recent discovery of more tape recordings suggesting that Inter were also heavily involved in this outrage. The role of this blog is not to apportion degrees of blame, but to look at the Juventus response to the body blow that they received.
One immediate result was that the team that "won" the scudetto in 2006 had to be broken up, partly through players wanting to leave for greener pastures, partly out of financial necessity, so stars such as Zlatan Ibrahimovic, Patrick Vieira, Lilian Thuram, Gianluca Zambrotta and Fabio Cannavaro all left Turin. On the other hand, some players remained loyal to the club's colours, forever cementing themselves into the hearts of the Juve faithful, including Gigi Buffon, Pavel Nedved and the incomparable Alessandro Del Piero.
"Nedved says goodbye"
As they say, "when the going gets tough, the tough get going", so it was all change at Juventus. The club's majority shareholders, the Agnelli family, brought in John Elkann, the grandson of the legendary avvocato Gianni Agnelli, to sort out the horrible mess and he wasted little time in instigating a radical clear-out, sacking the former management and recruiting a new chief executive in the shape of Jean-Claude Blanc, whose sporting experience included the Winter Olympics, Tour de France and the French Tennis Federation. The "French Connection" was further strengthened when Blanc hired World Cup winner Didier Deschamps as the new manager, replacing England's very own Fabio Capello.
Although Blanc has attracted criticism for not being a football man, it has to be remembered that he took control of Juventus during the most turbulent period in the club's history. The meltdown on the pitch could easily have been accompanied by financial disaster off it, but Blanc and his team managed to steady the ship and restore confidence.
"Jean-Claude Blanc: Allez les bleus!"
In 2007 the new board of directors formulated a medium-term plan that would permit the relaunch of "Newventus", if you will, as a leading football club in Europe, while strengthening its financial position. Their mission was to be the very benchmark of a modern football company: excellent in sport, close to the fans, but managed with great professionalism and a focus on commercial opportunities.
To that end, the club has demonstrated a ruthless streak whenever it has looked like their objectives were not being fully met with Deschamps leaving by "mutual agreement" after winning promotion and Claudio Ranieri being sacked after losing out to Inter in the championship, including a fatal two-month run without a victory. Ciro Ferrara, who had been responsible for the youth sector, replaced him, but he lasted less than a season before being sacked after the club failed to qualify for the knockout stages of the Champions League. His replacement, Alberto Zaccheroni, was only given a four-month contract, which unfortunately for him included the ignominious exit to Fulham in the Europe League semi-final.
The swings and roundabouts continued this summer with Elkann effectively demoting Blanc, though he retained some duties, by appointing his cousin Andrea Agnelli as chairman. Something of a figlio d'arte, Andrea's late father, Umberto, was the club's president between 2003 and 2005, while his uncle was the highly successful Gianni, so fans hoped that his arrival heralded the return of former glories.
"Andrea Agnelli - a chip off the old block?"
Agnelli moved quickly, raiding Sampdoria to hire Beppe Marotta as Sporting Director and Gigi Del Neri as coach. Marotta may well prove to be the more important acquisition, as he is a highly skilled, proven operator in the Italian transfer market, helping to guide Sampdoria from Serie B to the Champions League with a series of astute, cut price purchases, notably Antonio Cassano and Giampaolo Pazzini, who formed a lethal strike force for the Genoa club.
All this time, Juventus have strived to build a business model based on self-sufficiency, so that "the future is not an uncertain one" in Corso Galileo Ferraris. The 2009 annual report spoke proudly of respecting "an idea of sustainable football that blends competition in sport with economic balance."
So the obvious question is how close are Juventus to achieving this noble objective?
The short answer is that they're doing pretty well, all things considered. The club has only just announced its 2009/10 results (to 30 June 2010), which admittedly revealed a small post-tax loss of €5 million, but it should be noted that before tax Juventus actually posted a profit of €8 million, prior to booking hefty tax charges of €13 million (€6 million in current taxes and €7 million in deferred taxes, largely due to profits on player sales).
In fact, tax has played a fairly big role in the club's financials with pre-tax profits being made in four of the last six years, only for three of those to end up as losses after the tax bill was taken into account.
The odd one out was came in 2008/09, when the results were spectacularly good, producing a €7 million post-tax profit. This is the most recent year where we can compare Juventus' financial performance with those of other Italian clubs, as they have not been so quick to publish their 2010 accounts. So, in that period, Inter reported a gigantic loss of €154 million, which was €161 million worse than the profit that Juventus made, despite a year of unparalleled success. On the pitch, Inter finished ten points ahead of Juventus, so you could argue that each additional point cost the nerazzuri €16 million. Obviously, that's not the only reason for the gap, but it's definitely an important factor. Money talks.
"How much?"
The other major Italian club, Milan, also recorded a small loss of €10 million in 2008/09, but this was boosted to a great extent by the €66 million profit made on the sale of Kaka to Real Madrid. A more realistic comparison would be the €67 million loss that Milan made the previous year.
In fairness to the others, last year was exceptional for Juventus from the financial perspective, featuring revenue back up to levels not seen since before the demotion to Serie B. Despite the high revenue in 2006, the club still made a huge loss of €46 million, "thanks" to the exceedingly high costs. All that high spending must have felt a little bit like the last days of the Roman Empire, albeit taking place 400 kilometers north of the capital in Turin.
Then came the annus horribilis of 2007, when relegation necessitated drastic action with the club having to desperately downsize, as revenue plummeted by over a third from €214 million to €142 million. As well as losing out on the Champions League (worth €29 million in 2006), several key broadcast and commercial contracts were renegotiated as a result of the club competing in the inferior division. There was a €14 million reduction in the value of the main broadcasting contract with Sky Italia, while shirt sponsor Tamoil and kit supplier Nike lowered their payments by €8 million and €4.5 million respectively. Furthermore, gate receipts fell by €9 million.
In line with the revenue decline, Juventus were forced to cut costs, which effectively meant offloading players in order to trim the wage bill and reduce amortisation. Obviously, this produced another financial benefit in the form of a significant profit on player sales of €42 million, including a €15 million gain on Ibrahimovic when he was transferred to rivals Inter.
"We're back for good"
These strenuous efforts meant that Juventus just about broke-even in Serie B, which was a notable achievement, though the following year they did report a large loss of €21 million, as they ramped up their spending in order to be competitive on their return to Serie A. Given that they finished third that season, you have to say that this gamble worked out very well, as it produced significant revenue growth in 2009 derived from the Champions League qualification.
As with all major clubs, the Champions League has become a vitally important element of Juve's finances, worth around €22 million in each of the last two seasons from the central UEFA distribution. This is highlighted by the warning in the 2010 accounts that "the 2010/11 financial year is expected to be negative, due to the club failing to qualify for the UEFA Champions League … as well as the effects stemming from the new rules governing broadcast rights." In fact, the impact of these two factors is of such a magnitude that "the 2010/11 financial year is expected to close reporting a significant loss."
Before further commenting on the revenue, I should explain that the revenue figures in my analysis are different from those quoted by Juventus. In order to be consistent with other clubs, I have followed the definition used in the Deloittes Money League. For example, their latest report, which was based on 2008/09 results, excluded the following items: (a) gate receipts given to visiting clubs €1.7 million; (b) TV income given to visiting clubs €18.2 million; (c) profit from player sales €17.3 million. Adding the total adjustments of €37.2 million to the Money League revenue of €203.2 million gives the €240.4 million revenue reported by Juventus. Similar adjustments were made in other years, though I have had to pro-rate the 2009/10 figures, as the Deloittes report for this year has not yet been issued.
Looking at the comparison with other top clubs, the initial impression is reasonably positive, as Juventus are placed 8th in the Money League with the highest revenue of any Italian club, though Inter and Milan are only just behind with €197 million apiece. However, on closer inspection, it becomes clear that not everything is rosy in Juve's garden.
First, the other clubs have grown their revenue at a much faster rate than Juventus. In fact, before relegation Juve were as high as 3rd in the Money League. Second, their income is a long way short of their competitors abroad, especially the Spanish giants, Real Madrid and Barcelona, who generate around €400 million, which is around twice as much revenue as Juventus. At the risk of stating the obvious, this makes it difficult to compete, especially when that shortfall in turnover is suffered every single year.
Two other observations really smack you in the face. Juve's match day revenue of just €17 million is extremely low, so much so that it's actually the lowest of any team in the top twenty clubs listed in the Money League, representing only 8% of the club's total revenue. On the other hand, their television revenue of €132 million is substantial – the third highest in the list, accounting for a meaty 65% of total revenue.
Like other Italian clubs, Juve's revenue profile has become increasingly unbalanced and is heavily dependent on broadcasting income, but in their case it is particularly exaggerated. As a matter of fact, this is the highest level of reliance on a single revenue stream for any Money League club.
Up to now Juventus have benefited from selling their TV rights individually to Sky/Mediaset, with a deal worth €112 million a season, though this was netted off to €100 million once the mutuality agreement was considered. As from the 2010/11 season, this has been replaced by a return to a centralised collective deal, which Juventus have estimated will lead to a €7 million reduction in revenue (to €93 million) in the first season, but only €2 million (to €98 million) the following year.
This is maybe not quite as bad as some had feared for a couple of reasons. First, the total money guaranteed by the new media rights partner Infront Sports will be approximately 20% higher than before at over €1 billion a year. Second, the complicated distribution formula tends to favour the big clubs: 40% equal share; 30% based on past results (5% last season, 10% last 5 years, 15% historical results up to 5 years ago); and 30% based on fan base and city inhabitants.
However, as we have seen, the failure to qualify for the Champions League will have a major detrimental effect on Juve's revenue – just look at the difference between the TV income in 2008 and the other years. Last season UEFA distributed €21 million to Juventus, but that was relatively low, because they did not progress further than the group stages. If we were to assume that they reached the quarter finals, they would receive approximately €28 million from a combination of participation fee, performance bonuses and TV pool. On top of that, gate receipts are worth €3-4 million, while additional sponsorship payments are linked to success in Europe.
Little wonder that Juventus finance director, Michele Bergero, advised supporters that "Champions League participation is the key to a healthy balance sheet." Although prize money has been increased in the Europa League this season, it's still very much the poor relation with prize money of only €6.4 million available to the eventual winners. As Bergero said, "it's worth more from the sporting aspect than economic." Given the financial difference, the possibility of Germany taking a Champions League place from Italy next season is of clear concern.
Although the most popular club in Italy, Juventus have struggled to convert this support into meaningful match day revenue. This is an issue for all Italian clubs, but especially Juventus, even though they have managed to grow this revenue stream from the €13 million in the first season back in Serie A to €17 million last year. This is just behind Roma's €19 million, but is far below Milan (€33 million) and Inter (€28 million), who generate almost twice as much revenue at San Siro. The comparison is even worse abroad with Manchester United and Arsenal earning over seven times as much match day revenue with €128 million and €118 million.
Not only do Juventus have the lowest average attendance of the top European clubs in the Money League at around 23,000, but this was only the 11th highest in Serie A last season, lower than clubs like Bologna and Palermo. In comparison, Inter's average crowd was over 49,000, while Milan and Roma averaged 43,000 and 41,000 respectively. To be fair, Juve's attendances have been rising every season since they were promoted, but there were worrying signs during this summer's sales campaign. As of 31 July, only 13,551 season tickets had been sold, compared to 17,329 in the same number of days the previous year.
Of course, Juventus have been limited by the capacity of their ground, which is very low at 28,000, only underlining the importance of moving away from the Stadio Olimpico. To that end, they have begun construction of a new 41,000 capacity stadium on the site where the hated Stadio Delle Alpi once stood. Juventus will be the only Italian football club to own its own stadium, which is scheduled for completion in July 2011, though many others are keen to emulate them. This development will give them a better chance of competing financially with Europe's other great clubs.
The stadium was originally estimated to cost €105 million, but this has recently been increased to €120 million to cover some design improvements. However, this should not diminish the club's ability to buy new players, as they have put into place three pillars to finance the construction: (a) Sportfive has acquired the naming rights for €75 million (€6.25 million for 12 years, though a significant proportion will be paid in advance during the building phase), which it will assign to a multinational; (b) the €20 million sale of commercial land adjacent to the stadium to Nordiconad, who will also pay the Turin council €9 million for infrastructure improvements; (c) a 12-year loan from Istituto per il Credito Sportivo for €60 million (originally €50 million, but an additional €10 million added in May).
"Grounds for optimism?"
Juventus have estimated that this move will more than double match day income to €40 million per annum, driven by four distinct sources of revenue: naming rights, premium seats, standard seats and facilities and events. The premium seats are particularly important, if you consider that Arsenal make 35% of their match day revenue from just 9,000 premium seats at the Emirates. Significantly, all of this income will go directly to the club, as they will no longer have to share it with Torino or the local council.
Nevertheless, it's far from certain that Juventus will be able to fill their new stadium, given their current low attendances, though the club point out that they did average around 36,000 the last time they played in a larger stadium. Getting the pricing and package offered to supporters will be critical to the club optimising match day revenue, but there are some encouraging signs with 1,100 premium seats already sold (about 35% of the total available for sale).
Another key part of the Juventus business plan is a modified commercial strategy, known as "Less is more", which aims to increase the average value of contracts by creating more stable, longer-lasting relationships with a select group of companies. This is in marked contrast to the approach adopted by Inter and Milan, who have considerably more marketing partners. The recent increase in commercial revenue to €56 million has been used to justify this policy, but it's still lower than the income they used to receive before being tainted by Calciopoli.
"Milos Krasic - the new Nedved?"
In 2005 Tamoil signed a five-year €110 million shirt sponsorship deal that was believed to be the highest in football history at €22 million a season with a possible five-year extension worth even more. This was more than twice the size of any other deal with an Italian club, but was cancelled in the light of the scandal. It was quickly replaced with a three-year deal with the New Holland Group (part of Fiat), but this was only half the value at €11 million a year.
The new sponsorship deal signed with Betclic this summer is fairly innovative, as it only covers the famous black and white home shirt, but it is another decrease from the previous deal at €16 million for two years. The payments were going to be split €7.5 million in 2010/11 and €8.5 million in 2011/12, but the first year has been reduced to €6.5 million following the club's failure to qualify for the Champions League. So far the club has not managed to secure a sponsor for the second shirt, so it might have to market this for a limited period (or even single matches).
In contrast to the numerous changes in shirt sponsors, their kit supplier Nike has remained loyal with their 12-year deal running until 2015/16 for a minimum of €12 million a season. As Giorgio Brambilla of sports marketing consultancy Sport+Markt explained, "Juventus have had moments of great difficulty off the field and now they are having them on it, but they are still one of soccer's most important brands." The club is aiming to consolidate that brand around the world and has undertaken tours of USA, China and Australia in the past few years in pursuit of that objective.
What Juventus have done very well is to control their costs in line with the rise and fall of their revenue, especially the wage bill, which is by far the largest item in expenses. In fact, as far back as 2006 John Elkann spoke about introducing a salary cap as part of their new way of doing business. Total salaries last year were more or less the same as the prior year at €138 million, split between players €127 million and other staff €11 million. These have been increasing ever since promotion, but they are still only just higher than the 2006 wage bill, which is a rare event in a football world that has been subject to huge salary inflation.
Even so, Juventus still have the third highest wage bill in Italy, according to a survey published by La Gazzetta dello Sport, but they are miles behind Inter, whose €205 million is nearly 50% more. This has produced a respectable wages to turnover ratio for Juve of 67%, just below the 70% upper limit recommended by UEFA. The same Gazzetta report listed the highest paid players as Gigi Buffon, Amauri, Del Piero and Giorgio Chiellini, but taken as a the whole the salaries seem on the low side for this day and age.
It should also be noted that Beppe Marotta's activity during this summer's transfer window will cut the wage bill by around €25 million (20%), which will help compensate for the lack of Champions League money in the coming season. Furthermore, many players' contracts expire next summer, including high earners like Del Piero, Hasan Salihamidzic and Nicola Legrottaglie, so that could be another €10-15 million reduction. Obviously these players will need replacing, but these are likely to be with cheaper alternatives.
"Marchisio - one of the young guns"
Cheap is not the adjective that comes to mind when looking at the remuneration of chief executive Jean-Claude Blanc. We don't yet have the details for 2010, but the 2009 annual report lists this as an amazing €2.7 million, comprising salary €0.6 million, bonus €1.6 million and other payments €0.5 million. Even though the club's previous annual report took great pains to praise the "passion, competency and professionalism" of the management, this still seems pretty steep to me.
Player amortisation has also been on an upward trend, rising €6 million to €34 million in 2010, though this is a lot less than the €66 million peak in 2006. This follows on from the fairly wasteful transfer campaign in 2009, but is likely to come down after this summer's shrewd moves. In any case, it's nowhere near as high as other top clubs, which have spent considerably more in the transfer market: Barcelona €71 million, Real Madrid €64 million and Inter €50 million. The cost was also inflated in 2008 by a €7 million write-off following Andrade's retirement due to a serious knee injury.
Actually, write-downs have had quite a big impact on Juve's accounts, amounting to €26 million over the last four years, including €15 million on the company's video archive (€7 million in 2007, €5 million in 2008 and €3 million in 2009) and €2 million in 2007 for stadium design costs, when those plans were cancelled after the 2012 European Championships were not awarded to Italy.
Bearing in mind Juve's focus on the bottom line, it's not surprising to see that they have not spent an enormous amount on new players. Although it is difficult to find accurate figures for transfer fees, especially for Italian clubs with their mixture of permanent moves, loans and player sharing agreements, those used on Transfermarkt suggest that Juve's net spend over the last decade was €194 million, which would mean less than €20 million a season. The club has also made good profits on player sales, averaging €16 million a season over the past three years.
What we can say with more confidence is that Beppe Marotta has performed better than his unloved predecessor, Alessio Secco. Indeed, much of this transfer campaign would appear to be about correcting previous mistakes. The 2010 management statement spoke of a net investment of €26.6 million, but this simple fact disguises a great deal of activity.
Marotta got rid of Poulsen, Almiron and Molinaro for good money, while allowing Cannavaro, Camoranesi, Zebina and Trezeguet to leave on free transfers, thus removing them from the payroll. OK, Diego was sold at a large loss, but, as we saw with the Ibrahimovic transfer, things ain't what they used to be in the transfer market.
"Diego - time to cut your losses"
Acquisitions have been targeted at obvious areas of weakness, so Leo Bonucci and Marco Motta have been brought in to improve a suspect defence, while the flanks have been strengthened with Milos Krasic and Jorge Martinez to suit Del Neri's playing style. Marotta has also made good use of the loan system, picking up Alberto Aquilani and Simone Pepe "on the cheap". Importantly, most of the purchases have been made with payments split over the next three years, so the impact on this year's cash flow is not overly damaging.
This prudence is also reflected in the club's vision of "successfully developing young players" with the goal of progressing them from the youth squad to the first team. This objective is supported by an annual budget of €6 million plus a €5 million investment to improve the Vinovo training centre. It is early days to see whether this approach will bear fruit, but the Juventus Primavera team has won the prestigious Viareggio tournament five times in the last eight years.
Given the focus on financials, you would not expect the club to carry much debt and you would be right. In fact, the "net financial position" (as Juventus describe it) is a positive €6 million, as cash balances of €39 million more than cover bank loans (primarily for the new stadium) of €33 million. In fact, the last time the club had net debt was in 2006 and that was only €13 million. Since then, the club has been net cash positive every year: 2007 €22 million, 2008 €11 million and 2009 €26 million.
Some analysts mention debts of €178 million (£147 million), but that is the figure for total liabilities, thus including amounts owed to trade creditors and employees, and is clearly over-stated. However, UEFA's definition of net debt also includes amounts owed to and from other football clubs and this would bring the net debt to €19 million, though this is still exceptionally low. The staggered payment of transfer fees is a recurring element of Juve's strategy with the amounts owed to other football clubs ranging between €46 million and €55 million in the last three years.
In order to avoid going into potentially ruinous debt in 2007, Juventus increased its capital by €105 million by issuing 81 million new shares (two for every three owned). The largest shareholding is now the 60% owned by Exor Spa, the Agnellis' holding company, followed by 7.5% with the Libyan Arab Foreign Investment Company. However, Juventus are not bankrolled by the Agnelli family in the same way that Inter are by Massimo Moratti and Milan by Silvio Berlusconi.
"Will Del Neri get it right?"
This leaves them in pole position among Italian clubs to meet the new challenge of UEFA's Financial Fair Play Regulations, which will ultimately exclude from European competitions those clubs that fail to live within their means, i.e. break-even. These will be implemented in the 2013/14 season, though the monitoring period will cover the preceding two reporting periods, 2011/12 and 2012/13, so other major clubs like Inter and Milan are under pressure to rapidly eradicate their losses.
Juventus have done remarkably well to recover from the Calciopoli scandal, but the reality is that their fans have been starved of success for four years, which is a lifetime for those raised on a seemingly never-ending diet of trophies. They might have to be patient for a little longer, as it will surely take time for the team to gel after all the buying and selling this summer. Indeed, Beppe Marotta has tried to lower expectations, "The objective is Champions League qualification. We don't have champions, but good players."
"Marotta - the future's so bright, I gotta wear shades"
That will indeed be crucial to the club's future success, as will the new stadium. While the club's "business project with a long-term vision" has undeniably left them in the strongest financial position of the major Italian clubs, they now need to match those heights on the pitch.
It's too early to say that the Old Lady is singing again, but if you listen carefully, you might just hear her warming up in the wings.


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Let us help you find the perfect home.
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This is a list of your favorite properties. We will email you if a property is reduced or leaves the market.Click 'Save' to add a property to this list.
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text: Frontier Bushcraft Instructor Training-4 by Paul Kirtley | 0 Leave a Reply Cancel replyYour email address will not be published. Required fields are marked *Comment * Name * Email * Website Notify me of followup comments via e-mail. Δ This site uses Akismet to reduce spam. Learn how your comment data is processed.


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What is the Wisconsin News Connection?
Launched in 2005, the Wisconsin News Connection (WNC) is part of a network of independent public interest state-based news services pioneered by Public News Service. Our mission is an informed and engaged citizenry making educated decisions in service to democracy; and our role is to inform, inspire, excite and sometimes reassure people in a constantly changing environment through reporting spans political, geographic and technical divides.
Especially valuable in this turbulent climate for journalism, currently used by 73 radio stations, 20 print/online outlets and 4 television stations for a total of 97 media outlets in Wisconsin and border states and 844 regionally/nationwide. An average of 52 media outlets broadcast or ran each story in their paper and/or on their web page. These include outlets like:
- Milwaukee Times Weekly
- WORT-FM Madison community radio
- Green Bay Press
- KDAL-FM news talk Duluth
- Menominee Nation News
- Mohican News
- Peshtigo Times
- The Milwaukee Community Journal
- WHID-FM, Wisconsin Public Radio
- WLUK-TV, Fox 11, Green Bay
- WSAW-TV, CBS 7, Wausau
Making a Difference
Our ability to support a vibrant democracy and stay educated on the issues that affect our lives is challenged by increasingly fragmented media with under-resourced newsrooms. The result is not more voices, but more of the same voices - just louder - dominating public dialogue on mainstream media.
Our solution: We deliver multi-platform, public interest news to ALL the news outlets in Wisconsin and border markets: broadcast, print, online and social media. Where we have funding, we also translate and distribute stories to all Spanish-speaking media and offer supporters access to Mainstream Media Projects' talk show booking service and additional media services.
Across the country, Public News Service is reaching over 60 Million people weekly through over 8,000 media outlets.
The map above shows the media outlets that picked up our stories last year across Wisconsin. Download the full list of outlet pickups. Note: This does not include all the websites which have widgets or picked up WNC stories from public websites where we cannot track where the stories end up -- just the number of downloads from our password-protected media outlets' website.
We invite you to take a moment to learn more in Our Reach about the 'new normal' and how supporting independent journalists who share your values can be invaluable in getting public interest messages out there in ways that many more people will see and hear.
How We Work
Our diverse funding mechanism allows anyone to be a philanthropist. Memberships, gifts and grants help fund our beats. Similar to 'voting' for your favorite program on public broadcasting, there is explicit understanding that all editorial authority rests with PNS.
A regular membership contribution provides resources to report on 6-8 stories. We welcome pitches from our supporters and assistance in finding spokespeople and information for timely news stories on the issues they care about. Our job is to cover the issues that matter: supporters are not excluded from being quoted themselves, however any branding opportunity is ancillary and minimal. (For branding needs or campaigning, please check out our SoundBite Services!)
Our producers generate story ideas and take pitches. Usually all it takes is an email or phone call - news releases are not necessary - and being available by phone for fact-checking once the story is done. Each completed news story (with versions for broadcasters, online, print and podcasts) is sent to media outlets statewide, national networks when appropriate, and members receive a detailed pickup report.


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HSP Factory Style Cold Side Intercooler Pipe 01-04 GM 6.6L LB7 Duramax Diesel. HSP uses a 3 diameter mandrel bent pipe which showed major power gains over the factory small diameter pipe when dyno testing. Increased Performance & Spool Up. Please note that your order will not be processed until we have this information.We value your business and we are not satisfied until you are. Rudy's Performance Parts ships products from multiple warehouses across the country in order to get your products to you the quickest way possible.
We are not able to send ANY race use products to the state of California. According to the EPA Clean Air Act, they are illegal for use on any Federal, State, or Local public highways and illegal use is punishable by the penalties enacted by the mentioned laws. Rudy's Performance Parts does not condone or promote illegal use of these products. All of our parts and accessories are returnable and refundable. The item in which you are returning MUST be unused, uninstalled, in the original condition, and in the original packaging.
If you are returning an item due to an error caused by Rudys Performance Parts or its business partners i. If you are sending an item back, we recommend using a service with tracking and signature confirmation. This product is NOT for sale or use in California.
The item "HSP Factory Style Cold Side Intercooler Pipe 01-04 GM 6.6L LB7 Duramax Diesel" is in sale since Monday, February 18, 2019. This item is in the category "eBay Motors\Parts & Accessories\Car & Truck Parts\Turbos, Nitrous, Superchargers\Turbo Chargers & Parts". The seller is "rudys_performance_parts" and is located in United States. This item can be shipped to United States, United Kingdom, Denmark, Romania, Slovakia, Bulgaria, Czech republic, Finland, Hungary, Latvia, Lithuania, Malta, Estonia, Australia, Greece, Portugal, Cyprus, Slovenia, Japan, China, Sweden, South Korea, Taiwan, South africa, Thailand, Belgium, France, Hong Kong, Ireland, Netherlands, Poland, Spain, Italy, Germany, Austria, Bahamas, Israel, Mexico, New Zealand, Philippines, Singapore, Switzerland, Norway, Saudi arabia, United arab emirates, Qatar, Kuwait, Bahrain, Croatia, Malaysia, Brazil, Chile, Colombia, Costa rica, Dominican republic, Panama, Antigua and barbuda, Aruba, Belize, Dominica, Grenada, Saint kitts and nevis, Saint lucia, Montserrat, Turks and caicos islands, Barbados, Bangladesh, Bermuda, Brunei darussalam, Bolivia, Ecuador, Egypt, French guiana, Guernsey, Gibraltar, Guadeloupe, Iceland, Jersey, Jordan, Cambodia, Cayman islands, Liechtenstein, Sri lanka, Luxembourg, Monaco, Macao, Martinique, Maldives, Nicaragua, Oman, Peru, Pakistan, Paraguay, Reunion, Viet nam, Uruguay, Russian federation, Canada.


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Here at Westwood Acres we specialize in bringing gorgeous, unique precut bundles to every corner of the globe. Our fabric is generally only sold in complete sets, but occasionally you can find something fun or the perfect background or backing in our by the yard section. We really appreciate you dropping by and don't hesitate to send us a note if you have any questions.
All orders shipping within the US pay only $7.95 for shipping no matter how much you order. Most orders ship with in 24hrs!
We'll ship our beautiful little bundles anywhere in the world.
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Copyright © 2023 Westwood Acres Fabric.


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Soft Pliable Jelly Dongs With Glitter. Multi-Speed Vibrating
Ships Everywhere.
UNBELIEVABLE, great buy.Anonymous - October 28 2018
First time buyer , filled my wife up nice and gave her an orgasm for the first timeAnonymous - June 23 2018
I bought it for my wife but I used it myself without her knowing. I could take the whole thing up man ass and it felt good. Ladies, is it easy to take that much up your ass or pussy?Anonymous - May 16 2018
It was okay for the time I used it while I lived downtown, I ended up throwing it in the dumpster after breaking it...Anonymous - August 7 2017
Ladies if you are looking to purchase then you will very pleased I can say buying this was worth the money will be shopping again.Anonymous - May 18 2017
Just kind of big and bulky but works well.Anonymous - September 26 2016
I really enjoyed this oneAnonymous - December 13 2015
got this jelly dong 2 days and i cant stop using it, I highly reccomend this toyAnonymous - July 15 2015
I prefer jelly over plastic toys, its pliable and gives great vibesAnonymous - July 14 2015
its a great toyAnonymous - June 27 2015
i do cam shows online and needed some new toys and this is one of the best everAnonymous - June 13 2015
great price for a great toyAnonymous - May 29 2015
Great fit, Great price now looking for an anal toy and I am all setLouise - May 24 2015
I wore out my last one :) so bought this as a replacement and love every inch of itAnonymous - May 18 2015
This toy rocks my world. I think all girls should own one of these. Keeps me filled up and satisfied plus produces some the most amazing climaxes every time i play with it.Anonymous - February 12 2015
Great for the price, I use it almost every day!Anonymous - March 15 2014
It's a lot of dongs and dildos to choose from, but i think i made the right choice picking this one. Is the perfect size for me and the material is smooth and fresh feeling. I highly recommend this one. I think dongs and dildos look better and more inviting when made in pretty colorsAnonymous - March 4 2014
Love everything about this glamorous, glittering dong. The vibration are strong, the length, with and girt fits my vagina perfectly. Produces amazing, long lasting climaxes for me!!!Anonymous - February 26 2014
Ok, this is big, 8" if inserted all the way to the control knob 6" in girth with the last 2 inches widening to 6 1/2" and 2" wide. For me it's the right amount of stretch/fullness without being ridiculous. Takes a minute for my pussy to adjust for the size, but once I get going its a good strin orgasm. Wish the vibrations where stronger - but it's still a good devise.Anonymous - November 29 2013


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35:1 The wilderness and the solitary place shall be glad for them; and the desert shall rejoice, and blossom as the rose.
35:2 It shall blossom abundantly, and rejoice even with joy and singing: the glory of Lebanon shall be given unto it, the excellency of Carmel and Sharon, they shall see the glory of the LORD, and the excellency of our God.
35:3 Strengthen ye the weak hands, and confirm the feeble knees.
35:4 Say to them that are of a fearful heart, Be strong, fear not: behold, your God will come with vengeance, even God with a recompence; he will come and save you.
35:5 Then the eyes of the blind shall be opened, and the ears of the deaf shall be unstopped.
35:6 Then shall the lame man leap as an hart, and the tongue of the dumb sing: for in the wilderness shall waters break out, and streams in the desert.
35:7 And the parched ground shall become a pool, and the thirsty land springs of water: in the habitation of dragons, where each lay, shall be grass with reeds and rushes.
35:8 And an highway shall be there, and a way, and it shall be called The way of holiness; the unclean shall not pass over it; but it shall be for those: the wayfaring men, though fools, shall not err therein.
35:9 No lion shall be there, nor any ravenous beast shall go up thereon, it shall not be found there; but the redeemed shall walk there:
35:10 And the ransomed of the LORD shall return, and come to Zion with songs and everlasting joy upon their heads: they shall obtain joy and gladness, and sorrow and sighing shall flee away.
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Marble Nishmas
Regular price
Modern meets transitional, with the newest lucite + marble look. Marble lucite border above thick crystal clear lucite lends an easy read. A new take on the classic lucite wall arts! This Marble Nishmas flows so nicely in every style of decor.
- Dimensions: 8"x16"
- Chrome mounting hardware included
- CLICK HERE to add colored screws
- Floats 3/4" off the wall
- To personalize CLICK HERE
Most orders ship within 1-2 business days, but please allow up to 4 business days for us to verify and process your order. Please allow an additional 1-3 business days for delivery in the tri-states, and 3-7 days for delivery on the west coast. If you need something by a specific date, please be sure to select express shipping so we can guarantee a rushed shipping time. During holiday seasons, there is a one week cut-off order date before the holiday. Orders placed after the cut-off time are not guaranteed, however we do try our best to ship them right away.
Exchange Policy
If your Waterdale purchase does not entirely meet your satisfaction, we will gladly issue a store credit for any returned merchandise. You have 20 days from when you receive your package to start an exchange.
Please email firstname.lastname@example.com with your order number to start the exchange process. Exchanges need to be approved and sent back with an RMA. Exchanges sent back without an RMA will not be processed. Once the package is received, our warehouse will process the return, and you will be notified via email with your credit code.
If your items arrives damaged, please email email@example.com within 20 days so we can process a replacement.
Please note return shipping is at the buyers expense.
Shipping will not be refunded from your original order.
Custom, seasonal, clearance, and discounted items are not valid for exchange.
Items must be in the original condition with all films and packaging intact.


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About Marino
The Marino 42mm diver is a multi-function chronograph that's ready for adventure. A unidirectional dive bezel + two function chronograph and 10ATM water resist will keep you on time above or below the sea. It also keeps your wrist game on point while you are chilling on the beach! Our custom formed "wave" dial represents a deep connection with the big blue. Fitted with a proper integrated rubber strap and screwed down crown for a perfect fit wet or dry.
Shipping And Returns
You'll be able to select a delivery option and review prices for each option during the checkout.
Shipping time for in-stock items will very much depend on the courier you choose, since our Express and Economy couriers might take from 2-5 or 3-6 business days, whereas, our free Standard shipping may take slightly longer to deliver. In both cases, you will receive a tracking number shortly after placing your order so you'll know exactly when your package is scheduled to arrive.
Our fulfillment facility begins processing your order within 1-4 business days after it is submitted. Keep in mind that packages aren't transported over weekends or local public holidays.
Please take note: for made-to-order items or models with an active waitlist it may take up to several months for delivery of your handcrafted timepiece.
Due to the unprecedented demand for our collections, and the artisan limited capacity of our workshops, timepieces these limited edition collections are shipped on a first-come, first-served basis. This helps to ensure that every timepiece receives the attention worthy of a Filippo Loreti precision instrument.
If you're not happy for any reason, you can return any of your purchased Filippo Loreti items within 30 days of receiving your order, provided the items are unused and in their original condition.
Furthermore, if your original timepiece is unworn, we're more than happy to exchange it for a model that's more to your liking. Simply email us to arrange an exchange via firstname.lastname@example.com
Only Filippo Loreti watches purchased on the website can be returned or exchanged.
2 Year International Warranty
Your watch will be protected by our 2 year international warranty.
In the rare event you encounter a problem, you can return your watch to us for repair or replacement no matter where you are in the world any time within 2 years of your purchase.
Details you will love
In The Press
"Filippo Loreti skips wholesalers, distributors and retail fees to offer $1000+ limited edition Italian luxury timepieces for less than $200."
"Filippo Loreti's inexpensive watches mostly under $200 in price have outperformed comparatively superior timepieces from legacy brands in both Switzerland and Japan"
"I've gotten to know Filippo Loreti better and better over the last year and have to say that the people behind the brand are ready to make it what their customers actually want it to be – and that is a real luxury brand."
"Best Watches Under $300"
Ask Men
"If you want high-quality and stylish luxury designs, without paying traditional luxury prices, Filippo Loreti is the way to go."
Business Insider
"Filippo Loreti are rapidly becoming one of the most recognised entry level watchmakers on the market and this position is solidified by magnificent watches like this Venice Moonphase."
The Coolector
"I definitely can say that it's an extremely splendid watch for the money. It's a timepiece that catches the eye, and I've received comments every time I've worn it."
"I've worn it out three nights in the past week and I'm not lying when I say I've been getting compliments on this watch unlike any other watch I've worn."
"Their fine timepieces are worth a thousand dollars yet priced at only a few hundred. How do they do it? In short, the company has made brilliant use of the technology at its disposal."
The Manual
10k+ reviews
I was very pleased to receive the two watches The quality of the products were absolutely spot on...
I'm in love with it! I was impressed how professional the customer support is, very happy with my...
I cant stop feeling extremely excited. It's been forever since I last felt this special about any...
The Moonphase watch is even more appealing and sophisticated than the pictures could communicate.
Love the watch. Catches everyone's attention instantly. Keep on doing this wonderful thing.
https://youtu.be/AVzM9p3Tffs to those who are thinking of buying this watch. Hope the video will ...
I wore it on my birthday. Everyone just loved the necklace and adored this amazing piece of Jewel...
I am very excited, it is a very beautiful and elegant watch. I recommend it with confidence!
It's a beautiful time piece. I enjoy wearing it and have received several compliments, unexpected...
My husband gifted me with this necklace on our anniversary. I could never imagine that I would ge...


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Yellow Pizza 3D Hoodie Sweatshirt Pullover
Original price $39.99 USD - Original price $39.99 USD
Original price
Current price $39.99 USD
Look your best in the Yellow Pizza 3D Hoodie. The material is ultra soft and provides a perfect fit!
- Full athletic fit for comfort and a wide range of motion.
- Machine wash friendly, holds shape without shrinking
- Brushed lining for long lasting comfort and warmth
- Ribbed side panels provide ultra flexibility
- Two-ply hood with adjustable drawstrings and metal eyelets.
- Kangaroo pouch pockets.
- Ribbed trim, cuffs, and hem.
- Double-stitched seams for durability.
- 82% cotton/18% polyester. Imported
All of our 3D Clothes are printed front and back with the same image.
These garments are made from a 100% specially spun cotton and polyester, with each design being made-to-order


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Source Naturals, Pterostilbene, 50 mg, 60 Capsules
Why Health Central USA?
* Nation-Wide Shipping!
* Local Dallas delivery coming soon! We are building out the online infrastructure now.
* Quality - We offer the biggest selection of name brand products.
* No Restock Fees - Our competitors charge restock fees because they know you will be returning their inferior products.
* Lowest Price Guaranteed (Must be the exact same item / UPC code at retail price).
* Easy Returns - We even supply the return address label.
* Refunds Go back to the form of payment you used - Our competition gives you store credit because they know you will never use it.
* Longest Warranty Period Available - We encourage you to compare our warranty period to our competitors.
* Flexible Payment Options Including - (Shop Pay, Amazon Pay, PayPal, G Pay, Credit Card, Apple Pay).
* Amazon Pay - You can use your Amazon account for a quick easy checkout & rest assured if something goes wrong you have their backing to make it right.
* PayPal - You can use your PayPal account for a quick easy checkout & rest assured if something goes wrong you have their backing to make it right.
* Don't have any money?? No Problem! Use PayPal Credit. Simply choose the PayPal Option during your checkout. Once logged in choose the pay later option.
* 4.7 out of 5 Star Google Seller Rating / Product Reviews (Don't take chances buying from a store with no reviews).
* Featured Google Trusted Store Verified Reviews.
* American / English Speaking Customer Service Reps / Domestic Returns.
About Us:
- We specialize in sourcing hard-to-find and high-demand products. Often times these products are experiencing a sudden surge in demand. ( For example, a surge in demand due to a celebrity using a certain product or a social media video with the product that has gone viral.) This oftentimes results in intermittent stock-outs that can happen within minutes of receiving stock.
- Our area of expertise is delivering products within the continental USA.
- We currently fulfill over 23,500 orders each month.
- In addition to shipping and delivering to the entire continental USA, we also try to support our local Dallas community with excellent shipping rates and fast delivery.
At Health Central USA, we are proud to be the largest supplier of high-quality health supplements and vitamins in the United States. Our online store, HealthCentralUSA.com, offers a wide variety of genuine products that have undergone numerous studies and tests to ensure their high potency. We have over 100,000 products available, including the best brands from around the world. Our goal is to fulfill our customers' daily nutritional and supplement needs with affordable prices and exclusive deals and offers. Whether you're looking for supplements for weight loss, vitamins, protein, iron, magnesium, natural products, hair loss, or Medical, we have you covered. Our customer service team is available 24/7 to assist you with any queries, and all payments are 100% secure. Shop smarter by comparing prices of similar products from different brands and choose what suits you best. With over 500,000 regular customers, Health Central USA is the most trusted online vitamin and supplement store. Empower your body and lead a healthy, fulfilling life with Health Central USA.
- Vegetarian Capsules
- Dietary Supplement
- Support For Healthy Aging
pTeroPure® Pterostilbene is 99% pure pterostilbene, a compound that occurs in small amounts in fruits such as blueberries, huckleberries and grapes. Pterostilbene is similar in structure to the anti-aging compound resveratrol, but is more bioavailable and preliminary research show that pterostilbene may help with healthy cognitive function and may support glucose levels already in a normal range. Emerging science indicates that it may also help support healthy blood lipid levels and a healthy response.
Suggested use
1 capsule daily.
Other ingredients
Microcrystalline cellulose, hydroxypropyl methylcellulose (capsule), maltodextrin, and magnesium stearate.
Suitable for vegetarians. Contains no yeast, dairy, egg, gluten, soy or wheat. Contains no sugar, starch, salt, preservatives, or artificial color, flavor or fragrance.
|Supplement Facts
|Serving Size: 1 Capsule
|Amount Per Serving
|%Daily Value
|Pterostilbene (pTeroPure)
|50 mg
|†Daily Value not established.
If you are pregnant, may become pregnant, breastfeeding, or taking any prescription drugs (especially for diabetes or glucose imbalance), consult your health care professional before using this product.
No nit use if either tamper-evident seal is broken or missing. Keep out of the reach of children.
While HealthCentralUSA strives to ensure the accuracy of its product images and information, some manufacturing changes to packaging and/or ingredients may be pending update on our site. Although items may occasionally ship with alternate packaging, freshness is always guaranteed. We recommend that you read labels, warnings and directions of all products before use and not rely solely on the information provided by HealthCentralUSA.


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The forward plan is a list of the council's key decisions that will be made over the next one to four months. These decisions will be made by either the Cabinet or by officers who have been delegated authority by the Cabinet.
The forward plans are published on the first working day of the month.
The plan includes a short description of the decision to be made; who will make it; when the decision will be taken; details of the planned consultation with local people and other stakeholders; and contact details for further information (including reports and background papers).


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Privacy Policy
Privacy Policy
We respect the privacy of visitors to The Group, Inc. and have formulated this Privacy Policy to protect you from unwanted solicitations.
We Value Your Privacy
We respect the privacy of visitors to The Group, Inc. and have formulated this Privacy Policy to protect you from unwanted solicitations.
Information gathered about you will vary, depending on your activities and requests while visiting. The most basic information on all visitors is available to The Group, Inc. and may be used to analyze the use of our site to make it more relevant and easier to navigate. This data includes the name of the domain from which you access the Internet and may indicate the date and time you visited our site. However, it excludes specific information about you or your account.
If you send The Group, Inc. an email containing questions, feedback or comments, we notify you only if you ask us to or if we have additional information we believe may be of use to you. If you register for a notification service such as The Group, Inc., you are required to submit your email address. Be assured we do not use collected email addresses to mass mail our website visitors, nor do we provide your personal information to any other business for marketing or sales purposes. We make all reasonable efforts to ensure your information remains private.
Please Contact Us with any questions or concerns.