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Rask remains winless as a reliever
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WILMINGTON - Three of Tuukka Rask's last five appearances have come under less-than-ideal circumstances.
On Jan. 7, after the Blackhawks pumped four goals past Tim Thomas, Bruins coach Claude Julien pulled the starter and replaced him with Rask. On Jan. 18, Julien tapped Rask once more after Ottawa tucked three pucks behind Thomas on nine shots. Just two games later, the goalies crossed paths on the RBC Center ice when Julien sent Rask in for relief following four Carolina goals on Thomas.
"You try to be as ready as possible no matter what,'' Rask said. "When it happens, you go in there, try not to think too much, and do your job. But it's never easy.''
This season, Rask has relieved Thomas four times. Thomas was pulled only once last season, in favor of Manny Fernandez. As stinging as the calls to the bench have been for Thomas, it's just as taxing on the rookie goalie to enter cold and try to turn his team around (the Bruins lost all four times the midgame change has taken place).
"You're just sitting there for a period or two, pretty much doing nothing,'' Rask said. "I think that's the hardest thing.''
On Friday, the Bruins most likely will look to Rask to stop their 1-7-1 freefall out of the Eastern Conference playoff chase. Rask has started and won both of the Bruins' games against Buffalo this season, posting a 2-0-0 record with a 1.50 goals-against average and a .946 save percentage against the Northeast Division leaders. Rask has won all four games he has started against Northeast opponents (two wins over Toronto, too).
Rask's second win over the Sabres (Patrice Bergeron beat Ryan Miller in overtime to give the Bruins a 2-1 victory) took place within the 22-year-old's longest starting streak of the season. With Thomas nursing a hand injury, Rask made six straight starts between Nov. 16-27. After dropping a 4-1 decision to the Islanders, Rask and the Bruins rattled off four straight victories (all on the road), their longest winning streak of the season. Two of the wins came in the shootout and one in overtime.
Since then, Rask has started consecutive games only once (back-to-back wins over the Maple Leafs in early December). Rask has lost his last three starts; his most recent win was Dec. 30 when he posted a 4-0 shutout over Atlanta.
"Of course it helps when you're playing every day and you're winning,'' said Rask (10-6-2, 2.14 GAA, .925 save percentage). "But as a goalie, you try not to get too high or too low. You just try to keep your focus at the same level, no matter what. Every day, you think right and try to do your job.''
"Nothing too big,'' Begin said of his injury. "We're coming along. Hopefully I'll be ready for this weekend.''
Begin (3-9 -12), who last centered Bitz and Milan Lucic on the third line, hadn't missed a game all season before the injury. If Begin can play against Buffalo Friday or against the Kings Saturday, Trent Whitfield most likely would be the spare forward.
"I know we've got all the elements to be better than that,'' said Begin. "We have to be more focused and play within the system. If we do that, we'll win games.
"There's still a lot of games left to play. I'm not worried. We know what we have to do. If we do it well, we'll get ourselves in a better position. It's coming. We know we had a tough last month. A lot of injuries doesn't help. The team's going to get healthy and we know we're going to be better.''
Fluto Shinzawa can be reached at email@example.com.


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|Pittsburgh Pirates owner Bob Nutting
The Pittsburgh Pirates have been the surprise story of the year in baseball, posting their first winning season in 21 years, two Sports Illustrated covers, and marked increases for both home attendance at PNC Park and ratings for game broadcasts on Root Sports.
The road back to competitiveness, however, has been anything but easy for club owner Bob Nutting. Now in his seventh year running the Pirates, Nutting has faced repeated accusations, some from former equity partners in the franchise, that he's too cheap, too pragmatic, even "too rational" to commit to fielding a winner. But a consistent, multiyear focus on the development of young talent, augmented by opportunistic trades, has given Nutting and the Pittsburgh market the best Pirates team in a generation.
Nutting, 51, spoke with staff writer Eric Fisher at PNC Park in Pittsburgh earlier this month, as the club was sitting in first place in the National League Central.
■ This team showed glimpses the last two years of finally achieving on-field success, but then faded. Did you think in the spring that this would finally be the year the Pirates broke through?
NUTTING: Since 2007, we've been really focused on trying to build a strong organization. It started with the draft. It started with international development. Building up our facilities in the Dominican Republic and [spring training site] Bradenton [Fla.]. We've been trying to do that consistently. So what we've endeavored to do is build strength at every level of the organization. I saw that begin to impact the major league level last year. Glimpses, as you say. But glimpses, given where we've been as a franchise, were not ultimately satisfying. We returned to spring training this year, as we do every year, with the clear goal of restoring the excitement, restoring the pride that a historic franchise in baseball like this deserves, and that our fans deserve. So it's very exciting to see that now playing out on the field.
■ Nothing is guaranteed at this point, of course, but what does October potentially look like for this team, operationally?
NUTTING: It's going to be new territory for us. The fan excitement is very palpable. The fans have been very active coming out and supporting this team. The energy in the ballpark has been tremendous. To see that get cranked up to the next level, to have the prospect of playoff games at PNC Park, is fantastic.
|All-Star Andrew McCutchen is one of many Pirates who came up through the organization.
NUTTING: That's a very good question. We have not explicitly quantified what we think that impact will be. But we certainly have been able to grow our season-ticket base. We've been able to grow the attendance in the ballpark, our TV ratings. And it's my expectation we'll continue to be able to do that next year. Obviously, it's a small ballpark and we have some inherent limitations. And we have to be very careful, and I want to make sure we remain very careful, to be respectful of our fan base with regard to pricing. We've had very low ticket prices compared to the rest of baseball. But we've tried to be very measured, very careful about increasing prices over time. Do they need to go up? Absolutely. But we'll try to take very measured steps. And I think that will continue irrespective of a successful finish this year.
■ Long term, how do you view revenue imbalance in the game, comparing a team like yours with teams like the Yankees or Dodgers?
NUTTING: Different markets are going to have different sources of revenue and different resources to use. That's the reality of the game today. It's been the reality for a long time. What we've tried to do in Pittsburgh consistently is never allow that to be an excuse, never allow that to be a distraction, understand what our resources are and deploy them as effectively as we can. Depending on the cycle, that's been the amateur draft, it's been international, and currently it's been focused on the major league club as some of those other opportunities have shut down. We're never going to have the resources of a New York or Los Angeles. We'll continue to focus on the resources we do have and deploying them to maximum impact.
■ So you see no structural impediment to this club competing on a regular basis?
NUTTING: If we thought it couldn't be done, if we really thought there was a structural impediment and thought it was hopeless, we wouldn't do it. And I think we've proven, and other markets have proven, that while nothing is easy about it, you can show success with some resource constraints.
■ Player payroll was at a franchise-record level this year [$79 million]. It's early, but do you anticipate that increasing further next year?
NUTTING: I think that's a fair expectation. It is too early to pick a specific number. But my expectation is, just as we have each of the last several years, that we're going to be able to push that number upward. I would anticipate next year to be no different. Again, there will always be limitations. But continuing to move forward, I believe, gives us room inside of the payroll we have to put a very competitive club on the field. The goal has always been not to create a short-term spike but create a talent flow into the organization that makes possible a sustainable level of success.
|Above: Nutting talks to the team at spring training. Below: Nutting and GM Neal Huntington made late moves to boost the club's postseason hopes.
NUTTING: They were strong additions. We did go into this year with the expectation both publicly and internally that we were going to maximize our budget and our payroll early. So these acquisitions were really stretches for us [financially] because it wasn't part of the plan going in. But I felt very strongly, and I know [general manager] Neal [Huntington] felt very strongly and [president] Frank [Coonelly] felt very strongly that we had a unique opportunity and that if there was a chance to positively
■ Beyond the budget allocation, what is your sense of the kind of statement those deals made to the marketplace?
NUTTING: I would hope we would never do something like that to make a statement as opposed to having a real impact upon the club. Making a statement was not the goal, but what we have seen is a reconfirmation with our fans that we are indeed serious and that we are in this to win and be as competitive as we can. Frankly, I think we saw some of that in the clubhouse as well. There was understanding, I think, that the front office did what they were supposed to do, and did everything that we could within the rational, and slightly irrational, limits to win.
■ Looking back to when you first arrived, and with the benefit of hindsight, how significant were the challenges you inherited?
NUTTING: I had a pretty clear understanding the challenges were indeed significant. Baseball is hard. Baseball in a smaller market is not easier. And we did not have a lot of those building blocks in place. But we did what, I think, was an honest recognition and assessment that we had huge challenges, that they were long-term challenges, and that we needed to be committed to put long-term plans and solutions in place. There is nothing about building an academy in the Dominican Republic, for example, that made the major league club better that year, or the next year, or the next year after that. You can now start to see the flow of talent coming out of the Dominican, directly out of the academy, guys like [outfielder] Starling Marte, having a real impact at the major league level, and now can see the strength inside our farm system. But we knew up front those kinds of things were not going to be short-term impacts. You had to have faith that we, and Neal, were going to have time to see these pieces roll out, and be willing to stay the course. And arguably, it was a tough course at times to stay on. But if you don't have a long-enough term horizon, that's when you have huge challenges in baseball, period, and certainly in a market like Pittsburgh. You've got to have perseverance to stick through some of the challenges along the way. Neal has done that. The team has done that. Frank has done that. And I think it's one of the contributors of the success we've had this year.
■ You mention perseverance. How difficult was it to hear accusations, from press, fans, and even former partners, that you were too rational, too measured an executive to ever field a winner?
NUTTING: I understand that criticism. I respect and understand that perspective. But we have had and still have a belief that we are moving in a direction that can show real success on the field here in Pittsburgh. Having that belief and confidence in the program, in the plan, and frankly, in the people is what helps an organization and frankly helps me roll through some of those darker times.
NUTTING: Commissioner Selig absolutely has been a good supporter of the club and has absolutely been a tremendous supporter of me personally. His reassurance that we're moving in the right direction was helpful.
■ Outside of owners meetings, how often are you in contact with other team owners?
NUTTING: It's a very supportive community. We're obviously competitors on the field, but there's a lot of commonality in terms of the challenges we face.
■ Locally, what is the Pirates' relationship like with the Steelers and Penguins?
NUTTING: We have a great relationship with the Steelers and the Rooneys. I reached out to Dan Rooney recently, just to remind him how much I've appreciated the example he and his whole family have set in terms of having high character, being committed to the community, and having long-term, absolute integrity. The Rooneys have done a tremendous job. And I'm separating them out from the Penguins simply because they've been here for so long and they've made a long-term commitment to excellence in that franchise, and a long-term commitment to the community. We just broke ground recently on a joint project on a development on the land in between our stadiums. We just announced an office tower that is a collaborative venture between the two clubs.
■ If there end up being shared dates in October, how do you see that working out in terms of parking and infrastructure?
NUTTING: I think what we have is a great relationship. Dennis DaPra, who is our general manager of PNC Park, has had a long, excellent relationship with Mark Hart [Steelers director of planning and development]. And I have complete confidence that the coordination between us is going to go fine.
■ What is the big untapped opportunity still out there for the Pirates?
NUTTING: PNC Park is a jewel of a ballpark. As we move past 10 years in the ballpark, it's time for us to step back and look at how we refresh the experience. How do we make sure it stays dynamic and fresh? Whether it's some of the premium seating areas, whether it's the food, whether it's ticket operations, I think over the next five years, as we think about the level of experience, the level of options, I think that's the next big opportunity for us.
|Nutting chats with manager Clint Hurdle in 2011, Hurdle's first season with the Pirates.
NUTTING: Absolutely. There are areas in the ballpark that were appropriately and smartly designed for when the ballpark opened [in 2001], but in retrospect now you would probably do differently. The way people interact now is different. The way people interact with a suite product is different. We need different opportunities for individuals to take smaller suites, smaller options, more social interaction.
■ That's been a big wave across the industry, particularly as more common standing areas grow in popularity.
NUTTING: Yes. And we've made some incremental changes in the ballpark already, things like the Bowtie Bar [on the main concourse in the ballpark's right-field corner]. But as we think about what to do over time with the premium and suite areas, every ballpark built in that era has more inventory than you would build today. So what are the right transitions? We have a real opportunity to make some meaningful improvements.
■ What is your sense of how the transition to a new commissioner might play out?
NUTTING: I don't have any real thought beyond that Bud will be missed. I think he has done a truly remarkable job in a difficult series of times. If you look at what happened in Kohler, Wis. [site of contentious owners meetings in 1993], up through to labor peace, up through the explosion of the PED issue. It's going to take some time to chronicle the series of successes baseball has had under his leadership. And the next commissioner will step into: one, a sport that is in good shape and has continued real opportunity; two, will have some very big shoes to fill.
■ Where do you like to watch Pirates away games?
NUTTING: I love watching games at home [in Wheeling, W.Va.] with my wife, Leslie, and three daughters. Watching games at home is fun, but I also love watching with my dad [Ogden, also in Wheeling]. He's a longtime fanatic, so whether it's up here, or at home, it's great.
■ How much do you travel with the team?
NUTTING: I enjoy it and try to do several trips a year. It's a good opportunity to see various ballparks, and we'll try to pick several each year. I don't always travel with the team, of course, because I have other responsibilities here. But I do it, frankly because it's fun. And I love watching the team play.
on his resort properties, newspapers
■ You just added another resort property to your portfolio. How do you allocate your time among your various interests, and has it changed based on what's happening now with the Pirates?
NUTTING: It changes all the time. It's a constantly dynamic situation for me. But fundamentally, my role is to make sure each of the businesses, and the organization as a whole, have a clear direction, clear vision, clear goals and then have really excellent people in place who are in absolute alignment with those goals and that vision. And then my job is to provide them with the tools and resources to get the job done, and to have them be held accountable. Having somebody like a Frank Coonelly here in Pittsburgh or an Eric Mauck, who runs our resort company, helps allow us to have pretty diverse interests.
■ What was the thinking behind the Hidden Valley acquisition particularly? Were you looking to increase the profile of the resort operations? Or was this deal more opportunistic?
NUTTING: It was opportunistic. Hidden Valley is a natural fit with Seven Springs. There is a tremendous opportunity to market the two resorts together to drive more economic impact. Taking the two resorts together to the Baltimore and Washington markets, I think we can have a much bigger impact.
■ On the newspaper side, we've obviously been going through a historic schism as the industry moves from print to digital. How do you see that evolving?
NUTTING: I am very enthusiastic about newspapers overall and being in that role [as Newspaper Association of America chairman]. I've been very fortunate to see newspapers in multiple markets of all different sizes. As digital becomes more and more important as a distribution channel, I think what really matters at the end of the day is unique and excellent content, and more coverage of local communities, coverage of local governments, coverage of local high school sports, and so on. Nobody is in a better position to thrive in that transformation than newspapers, assuming they embrace that role. Many of the best operators understand that, and are doing it. Readership and reach for many newspapers is actually greater than it was five years ago. And even with the shift to digital, many print products are still strong. So I'm pretty bullish on newspapers. And I'm really excited about the new investment coming into the industry. To get a [Amazon founder and CEO] Jeff Bezos recognizing the value and unique brand and content position of The Washington Post is great. [Boston Red Sox owner] John Henry is a smart, smart investor and operator. For him to see and take advantage of the value opportunity in The Boston Globe and take advantage of it is also great. These are smart people who are making investments in a business that I think has a real future as it embraces the digital transformation.
■ Given your relationship with John Henry, did you have conversations with him about the Globe prior to his deal?
NUTTING: I reached out to him afterwards, but not before for a variety of reasons.
■ We've seen papers go in a lot of different directions on paywalls. Some have implemented them, some have resisted, some have tried metering-based systems, and some have had paywalls only to remove them. What is your sense of paywalls?
NUTTING: It's clear there's no single solution the industry has coalesced around. People are looking at a variety of alternatives. The common theme that matters is that more and more, the industry and our customers recognize that unique content is valuable, and at some point it needs to be valued and paid for in order to continue to generate that content.
— Eric Fisher


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DALLAS, October 22, 2009-Kimberly-Clark Corporation (NYSE: KMB) today reported that net sales in the third quarter of 2009 decreased 1.7 percent to $4.9 billion, as the effect of weaker foreign currency exchange rates more than offset organic sales growth of about 3 percent. The growth in organic sales was driven by higher net selling prices, which increased approximately 3 percent, while overall sales volumes were essentially even with year-ago levels. Sales volumes continue to reflect challenging economic conditions, particularly affecting the company's K-C Professional and Consumer Tissue businesses in North America and Europe, along with the company's focus on improving net realized revenue. Meanwhile, sales volumes rose approximately 18 percent for K-C's global Health Care business and about 3 percent for the company's operations in developing and emerging markets.
Diluted net income per share for the quarter was an all-time record $1.40 compared with $0.99 in 2008 and prior-year adjusted earnings of $1.02. During the quarter, the company delivered continued double-digit organic sales growth in developing and emerging markets, realized improved net selling prices in North America, generated strong sales and operating profit growth in Health Care, achieved significant cost savings and benefited from lower costs stemming from commodity cost deflation. These factors led to an increase in gross profit margin of nearly 600 basis points and growth in both operating profit and diluted net income per share in excess of 40 percent. The growth in earnings per share was achieved despite unfavorable currency effects of approximately 15 cents per share.
Adjusted earnings per share in the third quarter of 2008 exclude charges for strategic cost reductions. Additional detail on these items and further information about adjusted earnings per share and why the company uses this non-GAAP financial measure are provided later in this news release.
Chairman and Chief Executive Officer Thomas J. Falk said, "We delivered outstanding third quarter results in a challenging environment, while maintaining a strong focus on doing what's right to sustain our long-term growth. Third quarter performance was highlighted by strong margin expansion in each of our four business segments, record earnings per share and excellent cash flow. We realized sizable benefits from improved net realized revenue, and our strategy of driving efficiency in every aspect of our operations led to another quarter of significant cost reductions as well as overhead efficiencies. At the same time, we continued to deliver on our targeted growth initiatives, with double-digit organic top-line growth in developing and emerging markets and excellent results in Health Care. In addition, we continued to support our brands with an increase in strategic marketing spending of about $50 million in local currency terms. We also improved our working capital position in the quarter, building further on the progress we made in the first half of the year. All-in-all, we continue to execute our business plans well and I'm really pleased that bottom-line results in the third quarter are spurring a significant increase in our outlook for the year."
Review of third quarter sales by business segment
Sales of personal care products declined 0.7 percent compared with the third quarter of 2008. Although net selling prices increased 5 percent and sales volumes advanced about 1 percent, weaker currencies reduced sales by 6 percent and changes in product mix reduced sales by about 1 percent.
Personal care sales in North America decreased nearly 1 percent versus the third quarter of 2008. Although net selling prices advanced approximately 2 percent, sales volumes fell 2 percent and currency effects reduced sales by 1 percent. The higher selling prices resulted from increases implemented during 2008 in most product categories. Sales volumes for Huggies diapers fell about 3 percent, and volumes for the company's child care brands were down about 7 percent, reflecting continued category softness. Nonetheless, the company's third quarter market shares in both categories were even with year-ago levels. In other areas of the business, sales volumes for Huggies baby wipes decreased about 5 percent compared to double-digit growth in the year-ago period, and volumes for Kotex feminine care products were also down about 5 percent. Lastly, volumes for K-C's adult incontinence brands rose 10 percent, including benefits from product innovation on the Depend brand launched earlier in the year.
In Europe, personal care sales declined approximately 9 percent in the quarter, as unfavorable currency exchange rates reduced sales by more than 12 percent. Sales volumes rose nearly 7 percent, while net selling prices were down about 2 percent and changes in product mix reduced sales by more than 1 percent. The volume gains reflect continued strong performance for Huggies diapers in Central Europe, along with solid improvement in the company's four core markets of the U.K., France, Italy and Spain. In addition, sales volumes for Huggies baby wipes increased at a double-digit rate in the third quarter.
In developing and emerging markets, personal care sales increased 2 percent, as continued double-digit growth in organic sales was mostly offset by negative currency effects of 11 percent. Net selling prices improved about 10 percent and sales volumes rose 4 percent, while changes in product mix reduced sales by about 1 percent in the third quarter. The growth in organic sales was broad-based, with particular strength in Argentina, Brazil, China, Russia, South Africa, South Korea, Turkey and the Andean region in Latin America.
Sales of consumer tissue products declined 5.0 percent in the third quarter. Although net selling prices and product mix each improved about 1 percent, overall sales volumes were down 2 percent compared with the prior year and unfavorable currency exchange rates reduced sales by approximately 5 percent.
In North America, sales of consumer tissue products fell 2 percent compared to the year-ago period, as an increase in net selling prices of 2 percent was more than offset by a decline in sales volumes of 4 percent. The improvement in net selling prices reflects list price increases implemented during 2008, partially offset by an increase in competitive promotional activity. The lower sales volumes reflect the company's focus on improving revenue realization, as well as slower category growth and consumer trade-down. For the quarter, volumes were down at a double-digit rate for paper towels and mid-single digits for Kleenex facial tissue, while volumes for bathroom tissue fell slightly.
In Europe, consumer tissue sales dropped approximately 14 percent compared with the third quarter of 2008, including negative currency effects of more than 10 percent. Net selling prices decreased more than 2 percent and sales volumes declined more than 1 percent in a continued competitive environment.
Consumer tissue sales in developing and emerging markets fell about 3 percent, driven by unfavorable currency effects of more than 7 percent and slightly lower sales volumes. These factors were partially offset by higher net selling prices of approximately 3 percent and improved product mix of more than 1 percent, reflecting the company's actions over the past year to recover inflationary cost increases and improve profitability.
Sales of K-C Professional (KCP) & other products decreased 4.5 percent compared with the third quarter of 2008. Overall sales volumes fell 4 percent, net of an approximate 3 percent benefit from the acquisition of Jackson Safety that occurred in April 2009. Changes in foreign currency rates reduced sales by 4 percent, and product mix was unfavorable by 1 percent, while higher net selling prices increased sales by nearly 4 percent. Economic weakness and rising unemployment levels in North America and Europe continued to have a significant effect on KCP's categories in the third quarter. In North America, sales declined about 1 percent. Overall sales volumes declined 4 percent, net of an approximate 6 percent benefit from the Jackson Safety acquisition. In addition, changes in product mix and negative currency effects each reduced sales by about 1 percent, while net selling prices rose approximately 5 percent in the quarter. In Europe, KCP's sales declined 20 percent in the third quarter, including negative currency effects of 9 percent. In addition, sales volumes were 12 percent lower and product mix was off 1 percent, while net selling prices increased 2 percent. Across developing and emerging markets, sales rose approximately 7 percent despite an adverse currency effect of nearly 7 percent. Higher sales volumes and improved product mix each benefited sales by about 5 percent, and increased net selling prices contributed 4 points of growth.
Sales of health care products increased 15.8 percent in the third quarter. Sales volumes climbed about 18 percent and product mix was higher by 1 percent, while unfavorable currency exchange rates reduced sales by approximately 2 percent and net selling prices fell nearly 1 percent. Volume growth was broad-based across several product categories, including continued double-digit growth in exam gloves. The business continues to benefit from strong results in nitrile gloves, including the new Lavender offering introduced late last year. In addition, approximately 40 percent of the total gain in health care volumes in the quarter was attributable to increased global demand for face masks as a result of the H1N1 flu virus.
Other third quarter operating results
Operating profit was $871 million in the third quarter of 2009, up about 43 percent from $610 million in 2008, and up approximately 39 percent compared with prior year adjusted operating profit of $625 million. The latter amount excludes net charges incurred in 2008 for the company's strategic cost reduction plan.
In addition to the effect of higher net selling prices, there were a number of other significant factors affecting year-over-year operating profit comparisons. Deflation in key cost inputs amounted to more than $270 million overall versus 2008, including about $130 million in lower fiber costs, approximately $100 million for raw materials other than fiber, primarily polymer resins and other oil-based materials, about $25 million of lower energy costs, and more than $15 million in distribution costs. Cost savings in the quarter from the company's FORCE (Focused On Reducing Costs Everywhere) program and strategic cost reduction plan totaled $47 million and $14 million, respectively. Third quarter results also included approximately $12 million in severance and related costs to streamline the organization, more than offset by related savings of approximately $24 million. A breakdown of the costs by income statement line and business segment is included later in this news release. Pension expense rose by about $25 million in the third quarter, as expected, with a majority of the increase reflected in cost of sales.
Meanwhile, currency effects reduced third quarter operating profit by approximately $75 million in 2009 versus 2008. Translation losses arising from changes in currency exchange rates totaled about $30 million. In addition, cost of sales in the third quarter of 2009 included about $35 million of expense to recognize the U.S. dollar cost of importing finished product into Venezuela at the currency rate in place in the parallel market rather than the official rate. The company has successfully implemented other actions in that country to improve business results in order to mitigate the effects of the ongoing currency restrictions. Lastly, currency transaction losses included in other (income) and expense, net in the third quarter amounted to $13 million in 2009 and $4 million in 2008.
The company's effective tax rate for the third quarter of 2009 was 29.6 percent, consistent with the anticipated full year range of 28 to 30 percent. In the year-ago quarter, the effective tax rate was 28.1 percent.
Kimberly-Clark's share of net income of equity companies in the third quarter decreased to $40 million from $53 million in 2008, mainly as a result of lower net income at Kimberly-Clark de Mexico, S.A.B. de C.V. (KCM). Although KCM delivered solid organic sales growth and improved its gross profit margin, net income comparisons were adversely affected by a favorable income tax settlement in the year-ago period and currency translation losses in 2009. Compared with the third quarter of 2008, the Mexican peso depreciated on average by more than 20 percent versus the U.S. dollar.
Net income attributable to noncontrolling interests was $29 million in the third quarter of 2009 compared with $35 million in the prior year. The decrease was primarily due to the acquisition of the remaining interest in the company's Andean affiliate in January 2009.
Organization optimization initiative - update
As announced in June of 2009, the company plans to reduce its worldwide salaried workforce by approximately 1,600 positions by the end of the year. This action is intended to further improve Kimberly-Clark's underlying profitability and cash flow and put the company in a better position to take advantage of future growth and innovation opportunities. As mentioned earlier in this release, third quarter results included $12 million in pre-tax severance and related costs for this initiative, bringing year-to-date costs to $122 million. The company now expects that full-year severance and related costs will total $130 to $140 million pre-tax in 2009, down slightly from the previous estimate of $140 to $150 million. Related savings from this initiative in the third quarter of 2009 were approximately $24 million, with full-year savings anticipated to be about $55 million. Expected annualized pre-tax savings are approximately $135 million compared to the previous estimate of about $150 million.
Cash flow and balance sheet
Cash provided by operations in the third quarter totaled $791 million, an increase of 23 percent from $641 million in the prior year. The improvement was driven by higher cash earnings and reduced working capital, partially offset by increased pension plan contributions. Third quarter contributions to the company's defined benefit pension plans totaled $223 million in 2009 versus $14 million in 2008, bringing year-to-date contributions to $718 million compared to $67 million last year. The company contributed $200 million to its U.S. defined benefit pension plan in the third quarter, which was incremental to the company's previous plan for the year. As a result, the company now anticipates contributions for the year to total approximately $730 million compared to its previous plan of $530 million. Capital spending for the quarter was $167 million compared with $219 million in the prior year. The company continues to target total spending of $800 to $850 million for the year. Consistent with its previously announced plans for 2009, the company did not repurchase any shares of its common stock during the third quarter.
Total debt and redeemable securities was $6.7 billion at September 30, 2009 compared with $7.0 billion at the end of 2008.
Year-to-date results
For the first nine months of 2009, sales of $14.1 billion fell 4.6 percent from $14.8 billion in the prior year. Unfavorable currency effects reduced sales by nearly 8 percent, more than offsetting organic sales growth of approximately 3 percent. Net selling prices increased about 4 percent and product mix added approximately 1 point of sales growth, while sales volumes declined about 2 percent. Year-to-date operating profit of $2,108 million was up 10 percent compared to $1,924 million in 2008 and up 7 percent compared to prior-year adjusted operating profit of $1,978 million. The benefits of organic sales growth, FORCE and strategic cost reduction plan savings of about $190 million and deflation in key cost components totaling approximately $525 million, were partially offset by negative currency effects of about $350 million, severance and related costs of $122 million, increased pension expense of more than $120 million, higher operating costs and increased strategic marketing spending. Through nine months, diluted net income per share in 2009 was $3.35 compared with $3.02 in 2008 and prior-year adjusted earnings of $3.13. Adjusted results in 2008 exclude strategic cost reduction charges and an extraordinary loss related to the restructuring of certain contractual arrangements.
The company updated several key planning and guidance assumptions for 2009, as follows:
Net sales decline of about 2 percent versus previous guidance for a decline of 4 to 6 percent. Currency rates are now expected to reduce sales for the full year by approximately 5 percent, compared to the company's previous assumption for a negative impact of 6 to 7 percent. Meanwhile, organic sales are expected to grow about 3 percent, up from previous expectations of 1 to 2 percent. Sales volumes are anticipated to be flat to down slightly for the year and product mix should be flat to up modestly. Based on performance to date and plans for the fourth quarter, the full-year benefit from higher net selling prices is expected to be at least 3 percent.
Deflation in key cost inputs is expected to be within the company's previous expectation of $600 to $700 million. This reflects estimated average market pricing for benchmark northern softwood pulp of approximately $800 to $825 per metric ton for the fourth quarter and oil prices averaging $70 to $75 per barrel for the balance of the year. Pulp prices have moved higher than previously estimated. On the other hand, the continued strengthening in foreign currency rates is providing greater than anticipated benefits for operations outside the U.S. that purchase dollar-based raw materials.
Cost savings from the company's FORCE program and strategic cost reduction plan of approximately $250 million, compared to prior guidance for savings of at least $200 million. The increased savings expectations are primarily due to the company's continued efforts to identify and implement incremental savings opportunities in sourcing and supply chain activities.
Negative year-over-year currency effects for consolidated operations now expected to be $325 to $375 million versus the previously assumed range of $400 to $450 million.
Commenting on the outlook, Falk said, "We are assuming the economic environment will remain relatively stable for the balance of 2009. We will continue to pursue our targeted growth initiatives and invest in our brands. At the same time, we remain focused on reducing costs, improving margins and maximizing cash flow. We expect a strong finish to the year, even though pulp and polymer costs are expected to increase sequentially from third quarter levels and competitive promotional activity is anticipated to rise modestly.
"All-in-all, we are well ahead of our plan for the year and are raising our earnings guidance for the second consecutive quarter. We now expect earnings per share in 2009 will be in a range of $4.50 to $4.60 per share, up significantly from our previous estimate of $4.10 to $4.25. The improvement is being driven primarily by a combination of increased cost savings, better organic sales growth and a further recovery in currency exchange rates. We are making excellent progress managing the factors we control and executing well in a difficult environment. Based on our new outlook, we now expect full-year earnings per share to grow 9 to 11 percent compared to adjusted earnings per share in 2008. That's at the high end of, or slightly above, our long-range Global Business Plan target and is a credit to the hard work of our worldwide team."
Non-GAAP financial measures
This press release and the accompanying tables include the following financial measures in 2008 that have not been calculated in accordance with accounting principles generally accepted in the U.S., or GAAP, and are therefore referred to as non GAAP financial measures.
These non-GAAP financial measures exclude certain items that are included in the company's earnings, earnings per share and operating profit calculated in accordance with GAAP. A detailed explanation of each of the adjustments to the comparable GAAP financial measures is given below. In accordance with the requirements of SEC Regulation G, reconciliations of the non-GAAP financial measures to the comparable GAAP financial measures are attached.
The company provides these non-GAAP financial measures as supplemental information to our GAAP financial measures. Management and the company's Board of Directors use adjusted earnings, adjusted earnings per share and adjusted operating profit to (a) evaluate the company's historical and prospective financial performance and its performance relative to its competitors, (b) allocate resources and (c) measure the operational performance of the company's business units and their managers. Additionally, the Management Development and Compensation Committee of the company's Board of Directors uses these non-GAAP financial measures when setting and assessing achievement of incentive compensation goals. These goals are based, in part, on the company's adjusted earnings per share and improvement in the company's adjusted return on invested capital determined by excluding the charges that are used in calculating these non-GAAP financial measures.
In addition, Kimberly-Clark management believes that investors' understanding of the company's performance is enhanced by including these non-GAAP financial measures as a reasonable basis for comparing the company's ongoing results of operations. Many investors are interested in understanding the performance of our businesses by comparing our results from ongoing operations from one period to the next. By providing these non-GAAP financial measures, together with reconciliations, we believe we are enhancing investors' understanding of our businesses and our results of operations, as well as assisting investors in evaluating how well the company is executing the material changes to our enterprise contemplated by the strategic cost reduction plan. Also, many financial analysts who follow our company focus on and publish both historical results and future projections based on non GAAP financial measures. We believe that it is in the best interests of our investors for us to provide this information to analysts so that those analysts accurately report the non-GAAP financial information.
We calculated adjusted earnings, adjusted earnings per share and adjusted operating profit by excluding from the comparable GAAP measure charges related to our strategic cost reduction plan for streamlining the company's operations and an after-tax extraordinary loss related to the restructuring of certain contractual arrangements in the second quarter of 2008. The nature of and basis for the adjustments are described below:
Strategic cost reduction plan. In July 2005, the company authorized a strategic cost reduction plan aimed at streamlining manufacturing and administrative operations, primarily in North America and Europe. The strategic cost reduction plan commenced in the third quarter of 2005 and was completed as of December 31, 2008. At the time we announced the plan, we advised investors that we would report our earnings, earnings per share and operating profit excluding the strategic cost reduction plan charges so that investors could compare our operating results without the plan charges from period to period and could assess our progress in implementing the plan. Management does not consider these charges to be part of our earnings from ongoing operations for purposes of evaluating the performance of its business units and their managers and excludes these charges when making decisions to allocate resources among its business units.
Extraordinary loss. In June 2008, the company restructured contractual arrangements of two financing entities, which resulted in the consolidation of these two entities. As a result of the consolidation, notes receivable and loan obligations held by these entities have been included in long-term notes receivable and long-term debt on the company's consolidated balance sheet. Because the fair value of the loans exceeded the fair value of the notes receivable, the company recorded an after-tax extraordinary loss on its income statement for the period ended June 30, 2008. Management does not consider this loss to be part of our earnings from ongoing operations for purposes of evaluating the performance of its business units and their managers and excludes this loss when making decisions to allocate resources among its business units.
These non-GAAP financial measures are not meant to be considered in isolation or as a substitute for the comparable GAAP measure. There are limitations to these non-GAAP financial measures because they are not prepared in accordance with GAAP and may not be comparable to similarly titled measures of other companies due to potential differences in methods of calculation and items being excluded. The company compensates for these limitations by using these non-GAAP financial measures as a supplement to the GAAP measures and by providing reconciliations of the non-GAAP and comparable GAAP financial measures. The non-GAAP financial measures should be read only in conjunction with the company's consolidated financial statements prepared in accordance with GAAP.
Conference call
A conference call to discuss this news release and other matters of interest to investors and analysts will be held at 9 a.m. (CDT) today. The conference call will be simultaneously broadcast over the World Wide Web. Stockholders and others are invited to listen to the live broadcast or a playback, which can be accessed by following the instructions set out in the Investors section of the company's Web site (www.kimberly-clark.com).
About Kimberly-Clark
Kimberly-Clark and its well-known global brands are an indispensable part of life for people in more than 150 countries. Every day, 1.3 billion people - nearly a quarter of the world's population - trust K-C brands and the solutions they provide to enhance their health, hygiene and well-being. With brands such as Kleenex, Scott, Huggies, Pull-Ups, Kotex and Depend, Kimberly-Clark holds No. 1 or No. 2 share positions in more than 80 countries. To keep up with the latest K-C news and to learn more about the company's 137-year history of innovation, visit www.kimberly-clark.com.
Copies of Kimberly-Clark's Annual Report to Stockholders and its proxy statements and other SEC filings, including Annual Reports on Form 10-K, Quarterly Reports on Form 10-Q and Current Reports on Form 8-K, are made available free of charge on the company's Web site on the same day they are filed with the SEC. To view these filings, visit the Investors section of the company's Web site.
Certain matters contained in this news release concerning the business outlook, including economic conditions, anticipated currency rates and exchange risk, cost savings, changes in finished product selling prices, anticipated raw material and energy costs, anticipated benefits related to the strategic cost reduction plan and organization optimization initiatives, anticipated financial and operating results, revenue realization strategies, contingencies and anticipated transactions of the company constitute forward-looking statements and are based upon management's expectations and beliefs concerning future events impacting the company. There can be no assurance that these future events will occur as anticipated or that the company's results will be as estimated. For a description of certain factors that could cause the company's future results to differ materially from those expressed in any such forward-looking statements, see Item 1A of the company's Annual Report on Form 10-K for the year ended December 31, 2008 entitled "Risk Factors".
Description of Business Segments
The Corporation is organized into operating segments based on product groupings. These operating segments have been aggregated into four reportable global business segments: Personal Care; Consumer Tissue; K-C Professional & Other; and Health Care. The reportable segments were determined in accordance with how the Corporation's executive managers develop and execute the Corporation's global strategies to drive growth and profitability of the Corporation's worldwide Personal Care, Consumer Tissue, K-C Professional & Other, and Health Care operations. These strategies include global plans for branding and product positioning, technology, research and development programs, cost reductions including supply chain management, and capacity and capital investments for each of these businesses. Segment management is evaluated on several factors, including operating profit. Segment operating profit excludes other income and (expense), net; income and expense not associated with the business segments; and the costs of corporate decisions related to the Strategic Cost Reductions. Corporate & Other includes the costs related to the Strategic Cost Reductions.
The principal sources of revenue in each of our global business segments are described below.
The Personal Care segment manufactures and markets disposable diapers, training and youth pants and swimpants; baby wipes; feminine and incontinence care products; and related products. Products in this segment are primarily for household use and are sold under a variety of brand names, including Huggies, Pull-Ups, Little Swimmers, GoodNites, Kotex, Lightdays, Depend, Poise and other brand names.
The Consumer Tissue segment manufactures and markets facial and bathroom tissue, paper towels, napkins and related products for household use. Products in this segment are sold under the Kleenex, Scott, Cottonelle, Viva, Andrex, Scottex, Hakle, Page and other brand names.
The K-C Professional & Other segment manufactures and markets facial and bathroom tissue, paper towels, napkins, wipers and a range of safety products for the away-from-home marketplace. Products in this segment are sold under the Kimberly-Clark, Kleenex, Scott, WypAll, Kimtech, KleenGuard, Kimcare and Jackson brand names.
The Health Care segment manufactures and markets disposable health care products such as surgical gowns, drapes, infection control products, sterilization wrap, face masks, exam gloves, respiratory products and other disposable medical products. Products in this segment are sold under the Kimberly-Clark, Ballard and other brand names.


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Devotions from My Heart
Hardcover, 100 Pages
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"Devotions from my Heart" gives glimpses into this author's conversations with her loving God and the wisdom He gives her to have victory each day and overcome life-challenging circumstances. It is like sitting down to have coffee with a dear friend. The colorful motifs and rendered drawings enrich the experience while reading these treasured heartfelt thoughts.
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Product Details
- Copyright
- Dawna Brister Penrod (Standard Copyright License)
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- Gift Edition
- Publisher
- Attic Treasures Studio, Natchitoches, LA
- Published
- December 3, 2017
- Language
- English
- Pages
- 100
- Binding
- Hardcover (casewrap)
- Interior Ink
- Full color
- Weight
- 0.49 lbs.
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- 6 wide x 9 tall
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text: I've been doing some research, planning a trip to europe. I'm a huge history buff so I want to go everywhere, see everything (stupidly vague, I know, but ... ). I've see a lot of mention of a Holidaymakers visa for the UK, but after some research it seems that I can't get one being a US citizen. So, anyone know if one of the other EU contries offers something like this for US citizens, or possibly some other kind of (but similar) visa from the UK?


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Mitchell: I was forced to go easy on Bargnani
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Riggin' for Wiggins!
Join Date: Jun 2006
Location: Cape Breton Island
Posts: 3,581
Re: Mitchell: I was forced to go easy on Bargnani
Originally Posted by
I think that Mitchell thought/thinks that he was a better coach than he is due to us winning that one Atlantic division title in a soft year when we were the only +.500 team in our division and as a 3rd seed got taken out by the 6 seed Nets. To say that a coach that was harder on him might've made him improve more on some of his weaknesses is not inconceivable, but to say that coach would be Sam Mitchell I would say is an overstatement.
Agreed. I'm not saying Mitchell was that coach, but in his mind he probably was. I just think that's what he means (as opposed to making the KG comparison).
I also hate how overrated that 2006 team was. Jason Kidd missed the majority of the year and the Nets were not in a playoff position AT ALL until he came back. When he came back they went on a tear. They were clearly the best team in the Division. Also, the Sixers still sucked, the Knicks still sucked, and the Celtics were the worst team in the league (I remember because I was hoping they'd tank and get Durant/Oden, but ended up with the 5th pick after the lottery, which led to the KG/Allen moves).
So yeah, that years Atlantic division "championship" was a god damn sham.
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2. Can I smoke in the building?
3. Can I bring pets to the 701 Carnegie building?
4. Can I use the Fitness Room?
5. What are the Fitness Center hours?
6. What is the shuttle schedule?
7. What are the operating hours of Café 701?
8. Where is the Princeton Federal Credit Union located?
9. What Do I do with outgoing packages?
10. Who do I contact if my Princeton University ID does not work?
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Yield: 6 servings
In a blender or food processor, combine soy sauce, sesame oil, wine, brown sugar and ginger until well blended. Brush lettuce with marinade. Place lettuce, cut side down, on grill. Grill for 5-7 minutes, turning and brushing marinade halfway through cooking time.
Please note that some ingredients and brands may not be available in every store.


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AfriGeneas Writers Forum
Re: God Gives me these stories to tell
In Response To: God Gives me these stories to tell ()
"Amazing Grace, how sweet the sound that saves a wretch like me" and with that all I can is that I am blessed enough to know that the dude upstairs is and always have been the one who has protected me, guided me, lead me along life's highways. I have been down and I h ave been out there, and yes I knew what I was doing in many of the things that I have done, but through it all, through the minds and the words of the parents, especially Momma, and through others who did manage to be there I grew into the man that I am. I am not perfect, I will never be perfect, because there aint no perfect folks, but whatever I am, and even though I am sometimes a wretch, I know that the sound of the Lord is there to be with me. "I once was lost but now I am free", and in many cases I have been lost. No, I did not do the drug thing, nor the alcohol thing, and yet there were those times I did not know where I was going, and I wanted to find myself so to speak. But the dude upstairs h;e knew the way, and so there I was just as lost as I could be, but now I am free. "Was blind but now I see". We are all blind to certain things, naive to the ways of the world, looking at things but ignoring them, being the man who passed the wounded man along the road, and not being the good samaritan that we oughta. I see most things now, maybe not all things, but they are there, my eyes wide open because He was there. Yes, as I end this I can say to you who wrote your message that your message is one of the greatest, and I will cherish it as my own. Peace and blessings,
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Two injured in
La Kumbia stabbing
Two people were taken to University Medical Center after a stabbing at La Kumbia club, 5001 S. Ave. Q.
Steve Mata and Joe Vela got in a fight with a man in the parking lot of the establishment at about 1:50 a.m. Monday, said Sgt. Jeff Baker with the Lubbock Police Department.
During the altercation, Mata was stabbed in the torso and cut on the neck, while Vela was stabbed in his lower abdomen, Baker said.
Both have since been released from UMC, said spokesperson Eric Finley.
Police said a suspect was taken into custody shortly after the incident after being arrested on charges of possession of drug paraphernalia.


text:
Author has written 3 stories for Naruto, Spiral, and Last House on the Left.
Hi, I'm DarkNinja1994!!!!! I love to write but I'm lazy and usually do other stuff instead, lol. I'm on the dance team and do show choir at my high school, which doesn't leave me much time for writing anymore. X( My boyfriend is the weather man at Ball State and partime weatherman at Fort Wayne and we've been together for almost three years now. I love him to pieces!!! So yeah, my first couple of fanfics were written while I was in Jr. High so they kinda suck a little bit, haha. I've gotten better, I promise.
Love, DN94
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The following post deviates a bit from the normal fare on this blog – it's not on youth politics per se, but the gold/fiat debate might be increasingly important to understanding some young voters. Explanation: I just spent three days at the Conservative Political Action Conference (CPAC) – a conference filled with 18 to 29 year olds – and it seemed that everywhere I turned, I bumped into gold. In less than ten minutes in the conference's exhibition section, I collected three books/monographs (A Guide to Sound Money by Judy Shelton; The 21st Century Gold Standard by Ralph Benko and Charles Kadlec; The True Gold Standard by Lewis E. Lehrman) and a dozen pamphlets on the merits of gold. On Thursday, I swung by one of the conference's first break-out sessions: "The Need for a Twenty-first Century Gold Standard."
When I asked CPAC participants what issues they cared about, "the economy" and "jobs" of course topped the list, but, bizarrely to me, "the gold standard" regularly came up as an issue of importance. This is likely due to the influence of Ron Paul – who has won the youth vote in most Republican primaries to date, and who won the past two CPAC straw polls – but, I had always envisioned Paul's gold messaging as more of a liability than an asset (much the same way as Joe McClintock of AEI does here). Maybe not. On one level, "gold rhetoric," could appeal to young voters because it presents a very simple solution to the question Millennials will face for the next 50 years: How to limit government spending. And on another level, "gold rhetoric" might appeal to young voters for the same reasons I named for Paul's popularity among young voters: The return-to-the-gold-standard movement 1) can raise eyebrows, 2) is ideologically pure, 3) is contrarian, and 4) is almost surely not going to succeed any time soon.
But enough conjecture. I promised I would keep this blog rooted in data and facts. Accordingly, before I discuss the relationship between young voters and gold anymore, I've asked one of my economist friends – Steve Davis – to give a bit of a factual background on the subject. Take it away, Steve.
Steven Davis wrote his PhD dissertation in Economics on "The Trend Towards The Debasement Of American Currency." He now lives in Washington, DC.
During the South Carolina primary, Newt Gingrich called for the creation of a "Commission on Gold to look at the whole concept of how do we get back to hard money." He also declared that the Federal Reserve's "only job is to maintain the stability of the dollar because we want a dollar to be worth thirty years from now what it is worth now because that optimizes saving and investment because people know what they are going to back."
It is rare that conversations about hard versus fiat money are at the forefront of politics. This topic is especially absent in the minds of younger voters, magnified by the fact that we have not lived through a severe inflationary period (the last one being from 1979-1981 when annual increases in CPI were over 10%, peaking at 13.5% in 1980). However, with the Administration doubling the monetary base in 2008, gold prices doubling in the past 4 years, and Ron Paul's consistent message of abolishing the Federal Reserve, it is likely that monetary debasement will become a hot issue. Additionally, the debate over a gold standard is not simply a monetary debate; it is a more general debate on the limits of government power. Therefore, some "intellectual ammo" is useful:
U.S. Monetary History
Historically, monetary units were explicitly defined as a certain weight in specie, typically gold or silver. Examples include the British Pound (1 troy pound of silver), the German Thaler (29.2 g of 93.75% pure silver), the French Franc (one "tours pound" or 3.87 grams of gold), and the Spanish Peso (25.561 g of pure silver). Thus, there was no distinction between the weight of the metal contained in the coin and the monetary unit describing the coin itself.
The Federal Coinage Act of April 2, 1792 defined the American dollar (the word "dollar" being derived from the German "Thaler") to be equal to 24.75 grains (1.6 grams) of pure gold. Yet, as of February 3, 2012, the American dollar can only purchase approximately 0.45 grains (0.03 grams) of gold and the concepts of monetary unit and weight of metal have been completely severed. Therefore, since 1792, the value of the dollar had dropped 98.8%, manifesting itself as an 89-fold increase in the price of a troy ounce of gold from $19.39 to $1,725.90 (see Figure 1). Of this 98.8% decline in value, only 6% occurred during the 141 years from 1792 until 1933, while the remaining 92.8% occurred in the 75 years from 1934 until 2012. How did this happen?
Besides a 6% devaluation in 1834 (1 ounce of gold now equaled $20.67) and the issuance of paper "Greenbacks" during the Civil War, the dollar remained directly and immutably linked to the weight of gold. During this period, prices decreased as technological innovations occurred, and price deflation, a trend which is surprisingly feared nowadays, was seen as both normal and positive (in the same way that it is normal and positive when the cost of cell phones and computers decrease). In fact, since the words "inflation" and "deflation" originally meant "changes in money supply," they were rarely discussed in the literature of the 1900s. It was in the Twentieth Century where the definition of "inflation" shifted to "an increase in price level," a definition that ignores the fundamental cause for prices increases: an increase in money supply.


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In Africa, a vibrant yet conflicted faith
Some Catholics defy Rome, shaping church to continent's needs, customs
By John Donnelly Globe Staff / April 11, 2005
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POORTJIE, South Africa -- Every night in the Mokhali house, the Payi house, and hundreds of other homes in the sprawling shantytowns south of Johannesburg, people give thanks in their prayers for the Roman Catholic Church. (Full article: 1471 words)
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NMBZ Holdings says it has raised about US$16 million in fresh capital from foreign investors as the bank looks to get involved in the country's agricultural and mining sectors.
The group said three strategic investors, the Tunisia-based AfricInvest Capital Partners, Datch Development Bank FMO and Norwegian development Financier, Norfund had helped recapitalise the bank in return for a 26.97 percent stake.
Chairman Tendayi Mundawarara said the development would enable group's banking unit to extend credit to mining and agriculture, two of the sectors firing the country's economic recovery.
The strategic investment would also help the group meet new capitalisation requirements introduced by the Reserve Bank of Zimbabwe (RBZ) requiring banks to increase their capital to at least US$100 million by June 2014 in a phased manner.
NMB Bank had already met the deadline to increase capital to US$25 million by the end of December last year. But the banks are required to increase their capital to US$50 million by June this year and US$75 million by year end.
Dually listed on the Zimbabwe Stock Exchange and in London, the bank said it had also been granted full fungibility for up to 40 percent of its stock by the central bank.
"The granting of full fungibility for NMBH shares allows those of our investors who may wish to trade in and out of NMB shares to do so on the same terms and price, whether they buy them in London or in Zimbabwe," CEO James Mushore said.
On Tuesday shareholders also approved resolutions aimed at consolidating and increasing the bank's share capital by an additional 103 million shares to facilitate the tie-up with the strategic partners.


text:
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She'll love that this pull-on cotton-blend dress combines the comfort of a tee with the cute style of a pleated skirt. • Size 4/4T has a 21-in. front body length • Pullover • Round neck • Short sleeves • Signature embroidered pony at the left chest • Fit-and-flare silhouette • Pleated skirt • Cotton, polyester • Machine washable • Imported
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Modern Workplace Learning is not just about modernising the traditional training/knowledge transfer model but more about supporting Modern Professional Learning (MPL). This slideshow shows what MPL looks like and some of the ideas to support it.
Contact me, Jane Hart if you would like some help thinking through the implications of this new approach for your L&D team, we can do this through onsite or online workshops – whatever suits you best.


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Sportsmen corn pickup is Jan. 3
The New Prague Sportsmen's Club and Le Sueur County Pheasants Forever will have a wildlife corn feed pickup starting at 8 a.m. Saturday, Jan. 3, at the Cenex Marathon Store in New Prague.
This location will be the only pickup point utilized this winter. Due to demand and need, corn will be offered at least six more Saturdays during the winter season. The Lonsdale Feed Mill will not be a pickup point this year.
Anyone with questions can call Dallas Bohnsack at 952-758-2140.


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Prevention, awareness can fend off carbon monoxide poisoning
Published 7:00 pm, Wednesday, November 8, 2006
All this week, Michigan residents have been reminded about the dangers of carbon monoxide poisoning.
Gov. Jennifer Granholm declared Nov. 6-12 as Michigan Carbon Monoxide Safety and Awareness Week. The governor's declaration hopes to keep residents aware of taking preventive measures and help them learn the symptoms of carbon monoxide poisoning.
According to Consumers Energy, carbon monoxide poisoning is caused by the incomplete combustion of fuels, including oil, propane, natural gas and coal.
Deadly amounts of carbon monoxide can be produced by defective or poorly vented appliances that use these fuels, including furnaces, fireplaces and wood stoves.
Carbon monoxide has contributed to more than 2,000 deaths each year in the United States. Here in the Thumb, unfortunately, we've seen deaths caused by carbon monoxide over the years as well.
Symptoms of carbon monoxide poisoning often resemble those of the flu, including headache, nausea, fatigue, dizziness, shortness of breath and stinging and burning of the eyes. Prolonged exposure can cause disorientation, convulsions, unconsciousness and ultimately death.
This is the perfect time of the year to take preventive measures. We recommend having house heating equipment checked by a professional. We also feel having one carbon monoxide detector in the house is a must and one for multiple levels of the home is even better.
Carbon monoxide is a colorless and odorless killer one that needs to be dealt with the right way. Taking the proper preventative steps can help do just that.


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Usually, you can start your own residential or commercial cleaning company right out of your home. However, before you decide to do so, check with your city about zoning ordinances and possible land use restrictions in your neighborhood.
Check licensing requirements with your local city and county. You can find this information online by searching for your city + business license. You can also call or visit your local city office. Depending on the cleaning work you want to do, you may want to check into janitorial surety bonds and insurance (see resources below).
Running your own business is a wonderful thing, but it does come with challenges.
You'll notice that successful entrepreneurs generally have formed networks with other business owners in their industry from whom they can learn and partner with. This makes it much easier to overcome those challenges (ie. Where can you save money on supplies? How do you handle customer problems? What's the secret to finding great workers?).
But how do you find people to help you – especially when you're just starting out?
The Janitorial Toolkit
The Janitorial Toolkit is made up of a community of cleaning business owners who help each other grow and excel in the cleaning field. A number of experts also share their time-tested business strategies that they have used to turn their businesses into profitable ventures. They offer lots of good free information, plus you can also become a member of their community.
In addition to making it much easier for you to get help from others, the Toolkit also has lots of time-saving and money-saving tools for its members:
- Lots of tools you can use right away: 100's of janitorial and bidding forms, templates for flyers and postcards, plus professional clipart you can use
- Get the answers you need in one place: Audio interviews with cleaning business experts,information-rich ebooks and more.
- Become an expert in the convenience of your own home: Teleclasses and webinars on things like "Bidding and Estimating Basics", "How to Hire Star Employees" and "Simple Strategies for Getting Powerful Results with Postcards, Mailers and Newsletters".
- Discover how to avoid/solve problematic situations: Video training series answering questions like, "How to Handle Customer Complaints" and "Ways to Build Trust" and more.
- Time-saving tools and resources: Bidding calculators, product reviews and service directory.
- Save money: Discounts on staff training programs and lots more.
Office Cleaning Training Video
Would you like to start your own office cleaning business but don't have the experience you need on how to clean offices efficiently?
The Office Cleaning Training Video will show you exactly what you need to know to clean offices quickly and professionally. (Great for training employees too!)
More Training Videos you can find on their site:
- Hard Floor Cleaning
- Window Washing
- Carpet Spotting
- Employee Safety
Surviving in the Cleaning Industry
There will always be a need for residential and commercial cleaning services. Not only that, but you've got a long list of specialty services like carpet cleaning, window cleaning, pressure washing, pool cleaning, running a laundromat, foreclosure home cleanup, etc.. That said, there are many companies competing for customers.
The companies that survive are the ones who get the word out about their services and who make their customers happy.
When you arm your business with professional tools, expert knowledge and a network of industry contacts, you instantly have a leg up on your competition. This makes finding clients and landing jobs much easier – so your time is spent completing work and making money – not struggling to win customers.
Cleaning Supplies & Equipment
Stock up on the janitorial supplies and equipment that you need for your jobs. Shopping online through commercial suppliers can save you money, and you don't always have to buy in bulk quantities. Need green cleaners? You can also find eco-friendly non-toxic commercial cleaners that can handle tough jobs.
Below is a list of the supplies generally used by cleaning services. You may need some or all of these items, depending on your specific business.
- Vacuum
- Mop, Broom
- Floor Buffing Machine
- Floor Cleaners, Wax, Strippers and Finishers
- Steam Cleaners
- Concrete Floor Care
- Carpet Shampoo, Spot Remover
- Duster
- Window Cleaner
- Multi-Surface Cleaners
- Cleaning Chemicals
- Stone Cleaner
- Sponges, Rags
- Scrub Brushes
- Squeegee
- Pressure Washer
- Toilet Bowl Cleaner
- Air Freshener, Odor Neutralizers
- Disinfectant
- Laundry Detergent
- Paper Products
- Carts, Dollies
- Sprayers, Pumps
- Trash Bags
Where to Get Janitorial Supplies
The Betty Mills Company carries over 100,000 different items. They offer up to 50% below retail prices with a low price guarantee, and they also have "Double Markdown" specials on certain items (on top of their already discounted prices). They are open to the public, so you don't need to be a business to buy from them.
Clean It Supply offers a wide variety of cleaning products and equipment. They also provide discounted contractor pricing to cleaning businesses and accept purchase orders. There is no minimum purchase requirement.
Cleaning Stuff sells lots of cleaning and janitorial supplies. They carry industrial grade products and have over 25 warehouse locations across the US. They have lots of promotional specials with free shipping, so there are several ways you can save even more money.
MyCleaningProducts.com sells green, non-toxic environmentally friendly cleaners. If you want to differentiate yourself form the market or stand out from your competition, offering "green" services exclusively or as an option is a great way attract an entirely new group of customers.
Window Cleaning Resource can save you money on squeegees, extension poles and t-bars, holsters, belts, brushes, water-fed poles and pure water systems and start-up window cleaning kits. They also carry pressure washing chemicals, sealants and glass cleaners.
The Janitorial Store is a membership website for those in the professional cleaning business. As a business owner, you can get janitorial forms, tips on bidding and estimating, watch video tutorials, get advice from industry experts, see reviews of janitorial supplies and equipment – and pretty much everything you need to run your business.
They have training videos you can show your employees, they offer partner discounts and you can connect with other cleaning business owners through the forum as well.
On top of that, you will also get their guide, "Getting Started in Your Cleaning Business: Step-By-Step" for free as a member.
I was surprised – membership is less than 50 cents/day. When you look at all of the free stuff they deliver, you'll see how much money you'll be throwing away by not using it.
Cleaning Business Resources
Cleaning Business Associations
Association of Residential Cleaning Services International
ARCSI was established to assist residential cleaning service owners and professionals in starting, promoting, building and expanding their businesses.
Building Service Contractors Association International
BSCAI provides four key tools for cleaning business owners: increasing top line sales, increasing bottom line profits, decreasing risks of doing business and making cleaning business owners look good.
International Janitorial Cleaning Services Association
IJCSA provides an online membership program for cleaning professionals. They are primarily an internet advertising platform so that customers can find serious and dedicated cleaning service providers. Members are small family run businesses, while others are large corporations with several locations.


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First Vlog
Inspired by Denise
Philosophers Notes
oh honey sexy love...
it was SO wonderful spending time with you this morning. cedar does know you, not just from this video but from the photos framed in my home and how i talk of you so often. he knows you in his heart and when he speaks, someday he'll say "THEA!". ; )
we hope to see more of these. we miss you so and this is like sitting in front of you having one of our chats. miss you so...
you're a natural. looking forward to you showing the world your HUGE juicy heart (and sexy lips). hee.
love you, toe to toe, forehead to forehead.
beautiful you. so happy to see you this morning.
it's funny because my kids are learning everyone's names (and kid's names) as well. super cute.
WOW! I was excited to see your first vlog, after having not seen you in almost twenty years.
It was wild.
We are adults now.
very strange.
Nice to see you Thea.
you are not dorky-
you look great...at ease.
like you are just being yourself.
I don't know you. I stopped by because Denise mentioned your vlog on her site this morning.
But I had to leave a comment and say that I adore that green scarf you're wearing! I have been getting into scarves (wearing them on my head and such when I don't feel like taming the mass of curls!), and I've been thinking I would like to get some to wear around my neck. Love yours! :)
i love vlogs,
you get to see a real person behind the words and/or pictures you enjoy ~
and it enhances the connection.
your first vlog was great.
natural and fun :)
Ohhh, so nice to see *you* & that quote was a wonder.
I loved seeing you...nerves and all !
hugs for being so brave...now I want to do a vlog, too !
oh how yummy to see and hear you again ... you are fantabulous in front of the camera and thank you for sharing such an inspirational note. love to you beauty!!
you are so far from being a dork. you are beauty and inspiration. so lovely seeing you "live". and that quote couldn't have come at a better time.
Oh -I loved this! I loved seeing you and hearing you for the first time after years of reading your words and hearing about your awesomeness from Denise and others. You really are a natural! I think you should do lots more of these!
hi lovely.
i am visiting from denise's blog and i am so glad that she guided me here.
what beautiful words to hear this morning. i love what you shared...putting lots of good intentions in my thoughts today.
thank you for your courage! ;)
I stopped by from Denise's blog...I've got to say-the quotes you were reading sound so much like everything I've been reading thru out the artist's way coarse I just finished. Love it :)
Oh dear, sweet Thea! I loved watching your vlog. You have an authenticity and realness that radiates. I've been meaning to write and tell you how much i've been enjoying your blogs lately...both photos and the WRITING! You're a wonderful writer and if there are days when the words aren't flowing freely, rest assured your photos are brimming with more beauty than words can usually say anyway... :)
Thank you so much for lovely photo session a couple weeks ago. How cool & fun was that?!? I talked a bit about it in one of my blogs from last week. You might find it odd that I didn't mention your name or post a link, I just didn't want our family to get any sneak peeks on your blog before their Christmas cards come out! :)
love to you and yours!
ps thanks for intruducing me to The Weepies. so great!
Lovely wee video blog, you seemed very much yourself, even though I don't know you:). Thank you for sharing. Directed to your blog from Boho Girl blog, but will visit again.
You're not a dork. I am committed to working as much as possible today too, and here I am!
ohhh, there you are! you are such a natural, baby, and so gorgeous too :) it definitely gets easier making the vlogs - i'm starting to feel more comfortable doing it, though it took a while LOL
love you! xox
Oh, how fun to see you "in person" again! I hope you keep up with this (no pressure, of course!)
Not dorky one single bit! It was so fantastic to see + hear you. :-) xoxo
This is Awesome, Thea!!! :)
and thx for the shout-out to PhilosophersNotes!
keep on rockin,
brave, gorgeous, generous, wise you*
so great to see & hear you...
came over from Denise's blog. you do not look dorky. you look beautiful and at ease. thank you for sharing - perfect words to hear this evening. :)
what a treat to get to see you and hear your voice. you look beautiful dear! Thanks for sharing with us.
came over via Boho to send a hello & say "nice to meet you" thanks to your vlog! it was great--keep it up!
Visiting over from Boho Girl ... how SWEET that you started this, in part, so Cedar will know you! You seem so at ease, I was impressed! Which only means your Vlogs will get better and better. The philosopher's notes intrigued me UTTERLY -- is that something I could link to or sign up for or something?
oh! you are real...for real...teehee!!!
You are as beautiful as I imagined
super sweet
and so professional.
I sense you are very business orientated in this stage of your life...
little reminder...teehee...
remember to have some fun too!
Cannot wait for the day that I can hug you in person! And yes - Denise is spot on with 'sexy lips' teehee xx
I think you did a wonderful job with your first vlog... so pretty and sincere! Thanks for sharing the quote also... :O)
I really like this quote you shared....
thanks much !!!
I hopped over here after I read Denise's blog....glad I stopped in :)
You are amazing and inspiring and oh so lovely. Thanks for sharing this bit of yourself. What courage!
Hi Thea! You are so brave! You did great, and I loved your quote! Thank you for sharing yourself with us!
oh thea! You have no idea how this vlog made me happy! it's so great to hear your voice. MORE MORE MORE please :) and im going to check the philosopher's notes. thanks for the tip. xoox
Hi Thea, I know this is super old, but I was going through Denise's archives and found a post with a link to your first vlog :-) Ironically, I just posted my first vlog today. Quite intimidating, yet Denise makes it look so easy! You did great... I'm looking to see if you did any more now... :-)


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Contact Information
Whitney is based in Stamford, CT, but able to travel throughout the tri-state area for nutrition counseling and consulting projects and able to take on work remotely. If you are interested in meeting, please inquire directly with Whitney to set up a date and time.
Nutrition Inquiries
Sitraa Partnerships and Inquiries


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An autistic teenager was suspended from school after showing off a picture of a bomb he had drawn.
Officials sent 13-year-old Rhett Parnham home so they could decide whether he was a threat.
But his mum Amy was left stunned by the school's response and said her son was incapable of making any explosives.
The saga unfolded at Hillcrest Middle School in Greenville, South Carolina, when Rhett drew a picture of a cartoon bomb from his favourite video game, Bomber Man.
Mrs Parham claimed school administrators said they knew Rhett wasn't a threat but they were worried about how his actions would be perceived by other parents.
"I'm angry. I'm upset and I'm incredulous, that a child could come in and bring a drawing and that's somehow perceived as a threat - especially someone with special needs who really doesn't filter information the same way that typical children do," she said.
"They were worried about their perception. Perception is reality, and parents might think you have a bomb or [might be] violent."
A statement from Greenville County Schools said: "This investigation began when threatening comments were made, resulting in the responsible removal of the student from the school to ensure everyone's safety while the incident and intent were assessed."
South Carolina's education association director Janet Stein added that the school principal had acted in the best interests of the students.
"Principals are in a very difficult spot with this ... if something had happened, the district would have been accountable for that."
At a two-hour hearing the school decided Rhett's actions had been influenced by his autism and agreed to revoke the suspension.


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more about the Azerbaijan incident. This shows how the Loo-is Shamilton fanboys are stupid (there's no need to prove it).
They posted this FAKE (fake like him, always doing what he wants, blocking drivers and never getting a penalty, and they even moan and play the victims) and his blinded fans believed it was true (they didn't even notice it's full of mistakes, just like all the mistakes their idol makes in every GP, and they can't see them, following the media calling him PERFECT).
It happens when you believe the media.
Just accept it : if Shamilton was Vettel, he would've had no punishment as always. In this case too, he should've got one. And the cybaby is even crying like a poor victim.
Just as fake was English Sky telemetry desperately defending their media darling "hero" (if you don't agree with their "journalists", they block you... that's their democracy), against "the German", Vettel. They want to be anti-racist and show to be the racist ones. Not even Mercedes published that fake telemetry


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Boudreau Has Tall Task of Choosing Among His Trio of Goaliesby Staff Writer / Anaheim Ducks
|"I've told all the goalies that it's a game-by-game situation," Boudreau said. "I told them who's starting tomorrow. We'll re-evaluate after the game, and then we'll take it from there."
His team won a second straight Pacific Division title two nights ago and goes into next week's postseason as one of the top teams in the NHL. Yet in some ways, you wouldn't want to be in Bruce Boudreau's sneakers right now.
That's because Boudreau has the unenviable task of having to choose a starting goaltender for Game 1 of the playoffs, not to mention two pivotal games this weekend to end the regular season.
In one corner, you have Jonas Hiller, who has been Anaheim's No. 1 netminder for most of the season, but hasn't been his sharpest in his last three appearances. His roughest outing in that stretch came last Friday night vs. Nashville at Honda Center, when he gave up four goals on just 17 shots in a 5-2 loss to the Predators.
Hiller was pulled from that game in favor of Frederik Andersen, who took a slap shot from Preds defenseman Shea Weber off his mask in the second period and was replaced by Hiller to start the third. Andersen, who has been outstanding this season (19-5-0 record, 2.27 goals-against average and .924 save percentage), hasn't appeared in a game since. But he went through a full practice today at The Rinks – Anaheim Ice and had a positive report.
"I wanted to get a full practice in and see how that felt, and it felt pretty good," said the 24-year-old Danish rookie. "It's just a matter of how I feel on the ice positioning-wise and how I see the puck too. But I felt pretty good."
Said Boudreau of Andersen's work today, "It was more about getting him ready. The other guys have been practicing really hard and/or playing. Freddie's been sitting at home not doing a lot. I thought he needed a real good practice today, whether he's playing tomorrow or Sunday."
|"I wanted to get a full practice in and see how that felt, and it felt pretty good," said Andersen (right). "It's just a matter of how I feel on the ice positioning-wise and how I see the puck too. But I felt pretty good."
And then there's 20-year-old newcomer John Gibson, who was pulled up from AHL Norfolk in Andersen's absence and performed admirably in his first two NHL games. He saved all 18 shots he faced in his debut last Monday night in Vancouver, and stopped 36 of 38 in an intense matchup Wednesday with San Jose in which the Ducks clinched the division crown.
Minutes after the game ended, Boudreau was asked about his goaltending situation and admitted, "I don't know what we're going to do now."
The Ducks are getting ready for two key games this weekend – at LA tomorrow night and then home to the Avalanche in the regular season finale Sunday evening at Honda Center. Both games are important for a Ducks team that is currently leading Colorado and St. Louis by a point in the battle for the Western Conference crown a No. 1 seed in the postseason.
Yet after today's practice, Boudreau remained coy about his choices in net. "The math doesn't work there," he said of his three netminders. "I've told all the goalies that it's a game-by-game situation. I told them who's starting tomorrow. We'll re-evaluate after the game, and then we'll take it from there."
Boudreau said he's not losing any sleep over the decision. Not yet, at least. "I don't feel any pressure because you just hope you make the right call," he said. "There's a one-in-three chance. One has [playoff] experience, and two don't. One has experience of playing 27 games in the NHL, and one has two games. They're both very good young goalies. I feel comfortable with anybody going in net, quite frankly. You make the decision and you live with it."


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text:
https://www.w3.org/Bugs/Public/show_bug.cgi?id=17710 David Carlisle <email@example.com> changed: What |Removed |Added ---------------------------------------------------------------------------- CC| |email@example.com --- Comment #1 from David Carlisle <email@example.com> 2012-07-10 12:53:00 UTC --- (In reply to comment #0) > Section 4. The DOCTYPE requires that, quote: > > ]] * The string html is in lowercase letters. [[ > > Benefits of this proposal: > > (1) It favors the use of the HTML5 DOCTYPE, since the HTML5 doctype does > not add any validity constraints - except the constraint that the DOCTYPE > itself must contain the 'html' string in lowercase. The above is not technically correct. If you use <!DOCTYPE html> <html> ... Then he document is necessarily invalid according to the XML definition of validity. It is not accurate to say that this DOCTYPE adds no constraints, it is more accurate to say that it declares no elements, so any use of any element is invalid. This is why it is important only to depend on XML well-formedness and not XML validity when defining polyglot documents. You are correct however that the requirement that "html" be in lowercase is on consistent with the stated aims as it is neither required for the document to be XML well formed nor for it to be conforming HTML5. I suggest this requirement be dropped. (your ALT 2) -- Configure bugmail: https://www.w3.org/Bugs/Public/userprefs.cgi?tab=email ------- You are receiving this mail because: ------- You are the QA contact for the bug.Received on Tuesday, 10 July 2012 12:53:08 UTC
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