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April 12th, 2019
Tonight! Bring up the lights on a brand new stage in Nashville!
We'd love to see you tonight as we make our debut at Street Theater Company!
Friday Night Improv!
Street Theater Company
Friday, April 12th, 19th & 16th at 10pm
Tickets here!
Every Friday Night! High energy, inspiring unforgettable improv comedy in a stunning cabaret theater that is also BYOB. Minutes from downtown Nashville with acres of parking, grab your favorite drink, and come see us perform for you TONIGHT.
(And next Friday and the Friday after...)
We are so pumped to announce:
1. You can now catch Nashville Improv EVERY WEEK.
2. We have new fancy fun classes for you!
3. Join us on stage this Saturday!
We are thrilled to team with Street Theater Company to perform for you EVERY FRIDAY night mere moments from downtown Nashville, at a theater with acres of parking, and it is BYOB! Yes you can enjoy a nice adult beverage while catching the high energy, joyful and fun shows you've been used too!
Bongo fans don't worry every 1st and 3rd Saturday we are still at Bongo After Hours Theater bringing you the themed shows you all love. 2019 is a year of big changes and we can't wait to see what happens next.
Improv Jam & Best of Extravaganza
Bongo After Hours
Saturday April 6th 7pm
Tickets here!
Want to see an awesome Improv show? Want to be a part of an awesome improv show? This Saturday you can do either or both! Join Nashville Improv for a Best of Show/Jam Hybrid!
0% Pressure! 100% FUN!
We will be performing our best games, your favorite games and tons of games you can be the star in! Whatcha waiting for?
Friday Night Improv!
Street Theater Company
Friday, April 12th, 19th at 10pm
26th at 7pm
Tickets here!
Thrilled to be performing for you all weekly at Street Theater Company! Every Friday Night!
Want to see their incredible production The Light in the Piazza and then catch an inspiring high energy improv show? You can do both!
Want to catch an improv show and it's Friday night? You can now see us EVERY. FRIDAY. Did we mention every Friday?
Improv Classes Start Tuesday April 30th!
We have a brand new class! Not looking to perform improv but are you a tabletop gamer? Want to try D&D but seems overwhelming? Want to learn a new skill (or several?) Come join a diverse group of fun people in an unforgettable learning experience in Fudge Rolls, or any of our upcoming classes!
April 30th - June 4th
Intro to Improv Classes
So, you wanna learn improv!
Taught by Amanda Tucker
7pm - 9pm, 1601 Eastland Ave, Nashville TN
April 30th - June 4th
Intermediate/Advanced Improv Classes
"Dive Into Games"
Taught by Lacie Madison
7:30pm - 9:30pm Street Theater Company, 1120 Elm Hill Pike, Nashville TN
May 15th - June 18th
Fudge Rolls: Improv for Tabletop RPGs
"Improv for DM's, RPG's & Gaming"
Taught by Andrew Glasscock
7pm - 9pm, 1601 Eastland Ave, Nashville TN
Come join the fun.
Ready to learn a new skill? We are very excited to offer several very special classes right here in Nashville!
"The In's & Outs of The Harold"
Taught by Ryan Leyhue
March 12th - April 16th 2019
7pm - 9pm
East Nashville
Created by improv guru Del Close in the 1960's, THE HAROLD has long since been considered the "industry standard" in long-form improvisation. In this six-week course, you'll stretch your improv know-how to the very brink, learning how THE HAROLD came about, why it works, and why, over half a century later, it is still performed by improv troupes across the globe on a nightly basis. From "The Invocation" to "The Beats" and "Group Game", improvisors will learn the tools to create more believable characters, engage in more organic storylines, further recognize patterns, and be able to see (and live in) a more connected world.
"So, you wanna learn improv!"
Taught by Amanda Tucker
March 12th - April 16th 2019
7pm - 9pm
East Nashville
This high energy & informative class will teach you the basics of improv comedy that will leave you grinning from ear to ear, learn how to take any suggestion given to you and turn it into full-length scenes, develop characters, pantomime, play games we perform on stage, and the meaning behind the two most important words in the improv vocabulary: YES AND.
Nashville Improv is looking for the next group of talented team members! Perform for sold out audiences who love improv as much as you do and rehearse regularly with a team of outgoing & professional improvisers. The cast of Nashville Improv are professional actors, singers, writers, nice people and stand-ups who love what they do. It's a 90-minute flight of Craft Comedy made by people who care.
Are you ready to get on stage and entertain people...without a script?
Travel and perform with players from across the globe at nationally renowned festivals and our yearly Chicago trip plus so much more! Tell your friends, tell yourself and come audition Sunday March 24th!
Thursday February 14th, 7pm
To Nashville, With Love
Romance is in the air! We have a special Valentines Day show ON Valentines Day! One of the most unique Valentine's experiences in Nashville. We highly recommend ordering your tickets early as this show has sold out five years in a row.
A special 7pm performance will take place on Valentines Day. Bring your significant other, wife, husband, secret crush to this unironic celebration about love. We're hopeless romantics, and this show will make you say AWWW. It's an unforgettable and fun evening of improv.
Saturday February 16th
Singles Awareness Celebration
Not all of us have committed relationships, and that's great! If you do, you're welcome as well, as this show is all about improvised empowerment. We'll take you through the ups and downs of single life. Lean Cuisines, growing a beard, hookups, OKCupid, and the empowered awesome person who is you.
Bring yourself, your best friend, lover, and that cool guy or girl hanging out downstairs at the coffee shop. This show is going to make some memories.
Get your tickets right here!
Happy Holidays from Nashville Improv!!
We are wishing you all the happiest holidays, Merry Christmas, and all the good things!
Doing some last minute shopping and checking out improv in Nashville Tennessee?
Looking for the prefect gift that will last a lifetime?
How about an improv class (or two?)
You can give a gift certificate good for upcoming classes, or shows! The person you gift it to has 12 whole months to decide (We offer classes regularly ever 6-7 weeks!) which class to sign up for that works with their schedule. More information is right here!
Also looking for a fun show to see during the Holidays?Good news! We have you covered! Friday December 28th is gong to be a special SPECTACULAR show. Many alumni are coming back to perform so it'll be an improv family reunion! Also there will be tons of wine at Natchez Hills, and it's an all ages venue, so you can bring your entire family, or you can make plans to escape from them for a few hours. Everyone wins! Grab some tickets and plan to see a show this December!
About Us:
Nashville Improv has been entertaining audiences with their unique brand of high energy improvised comedy nationwide. They're bringing the best of improv & theater into the 21st century, recently being featured on Hidden America with Jonah Ray, and past performances with Laura Hall from Whose Line is it Anyway, Kevin McDonald from Kids in the Hall, Dave Razowski, booked by Comedy Centrals Drunk History, the Chicago Improv Festival, Geek Media Expo, and selling out shows consistently
nationwide. Nashville Tennessee's own professional improv company with regular classes, performances and corporate training. Thank you for stopping by. It's great to meet you.
April 2019


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Giant Almond Berry White Chip Cookie
Tags: almonds, blueberry, cookies, white chocolate
This Giant Almond Berry White Chip Cookie is the perfect sweet treat and just the right size for sharing with a friend. Buttery crisp and quite the show stopper.
Some days it's just kinda fun to make one giant cookie. I whipped up this new almond berry fabulous cookie with Fisher Nuts today that I can't wait to share!
Simple pantry ingredients to get started including Fisher Natural Sliced Almonds.
Start by creaming your butter and sugar.
Add a couple tablespoons of beaten egg.
Dry ingredients up next.
Fisher almonds up next!
White chocolate candy melts for chunky chocolate goodness 🙂
Give a good mix until dough forms.
One giant cookie dough scoop!
Flatten, then top with a tablespoon of berry jam. Bake until golden and baked through.
Beautiful giant cookie ready to be eaten!
Giant Almond Berry White Chip Cookie
Prep time: 5 min | Cook time: 15 min | Total time: 20 min
- 2 tablespoons unsalted butter, softened
- 2 tablespoons granulated sugar
- 2 tablespoons light brown sugar, packed
- 2 tablespoons beaten egg
- 1/2 teaspoon pure vanilla extract
- 6 tablespoons all-purpose flour
- 3 tablespoons Vanilla instant pudding mix
- 1/4 teaspoon kosher salt
- 1/4 teaspoon baking soda
- 1/4 cup Fisher All Natural Sliced Almonds
- 1/4 cup white chocolate candy melts
- 1 tablespoon berry jam
- Preheat oven to 350 degrees F. and line a cookie sheet with parchment paper or a silpat liner.
- Place butter and sugars into a small/medium mixing bowl, mix until well combined. Add egg and vanilla, mixing until combined. Slowly stir in flour, pudding mix, salt, baking soda, almonds and candy melts. Mix until dough forms. Scoop onto prepared baking sheet, press evenly into a round shape. Top evenly with jam then bake for about 15 minutes, until golden and baked through. Remove and let cool.
Makes 1 giant cookie to share
Disclaimer: This post is in partnership with Fisher Nuts. All thoughts and opinions are 100% my own. Thank you for supporting the brands that make Picky Palate possible.
FOLLOW PICKY PALATE ON INSTAGRAM! Show me what recipes you're making from Picky Palate by using #pickypalate.
Other recipes you may enjoy...
16 Responses | Comments RSS
- 1
Love, love, love this giant cookie! I swear white chocolate isn't used enough. Pinned!
- 2
First of all — GENIUS move with the jam on top! Love the ingredients you chose! I bet the almonds add such great crunch and flavor.
- 3
Look at how good those look!! Love all the add-ins, especially the nuts!
- 4
I don't care if it's giant – I still want 5!
- 5
Must try this cookie stat!!!
- 6
This giant cookie is a stunner!
- 6.1
It's great to find soomene so on the ball
- 7
Love almonds, white chocolate, and berries together! What a perfect combination!
- 8
This looks so dreamy – love the flavor combination and REALLY love the texture of that cookie – yum!
- 9
I want to take this cookie on a date, it looks so good. Love that berry swirl on top. Pinned.
- 10
I love your giant cookies! This one with the berry swirl and almonds? FAVORITE!
- 11
I LOVE giant cookies! I can't get over all the amazing flavors you've got going on here – YUM!
- 12
I swear, giant cookies are so much more exciting than regular sized cookies! Love the flavor combo! Not even ashamed thinking I could probably eat the whole thing without sharing
- 13
I love all your different giant cookie recipes! Loving the jam in this. I bet it's be good with chopped fresh berries too.
- 14
This would be definitely one serving for me 😀
- 15
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you are quite likely to watch the 3rd place match. Mainly because I like underdogs and because I like Uruguay's strikers.
I would imagine that Luis Suarez's value on the transfer market has gone up significantly. He has a wonderful strike rate, he's talented, and he's still young. Plus he makes smart plays like saving the ball on the goal line with his hand. I wouldn't be surprised to see Ajax get offers in the 20 to 30 million Euro range.
Interestingly, 2010 will be the first year to not feature Brazil, Argentina, Germany, or Italy in the final. Of course, that just means that you now have to add Holland to that list…or Spain, but since this is Holland's 3rd final and Spain's first…


text:
The end goal...
27 April 2012 at 10:28
As you all know, since the beginning of the year I have been training for running the London marathon. It's been tough, as I explained in last week's Friday ramble, but in the end I completed the marathon.
While I was training for this race I would often find myself comparing my race preparation to my business. Let me explain.
When you embark on any kind of training, there's always a goal in mind. If you're a runner, it's a race: be it a 5K, 10K, Half Marathon, Marathon - whatever. If you're a cyclist it might be a sprint or endurance race, a darts player - a tournament. Whatever it is, normally, before you embark - you set yourself a goal. Something to aim for, something to focus on. Isn't it the same for those of us who have set up a business? In those times when we'd get home from a hard day at the office, working for someone else, wishing we were somewhere else. 'If only I was master of my own destiny!', 'If only I ran my own business things would be different'. For me, my goal in those early days was to start a PR agency that would be one of the, if not THE, best PR agency in Gloucestershire. I had a goal, a vision, I knew what I wanted my agency to look like, the kind of people I wanted as consultants, the kind of people I wanted as clients. Having that goal gave me something to focus on and it set me on my way.
Then there's the training. I undertook 16 weeks of training to get to marathon day and every week I learnt something new about myself, my mind and my body. Hold your head higher, it'll make your running posture better, sip water rather than inhale it like an elephant, your stomach will feel better. Stop looking at your Garmin so much, it'll make the miles go faster. The same can be said for business, although in that case for me the training is ongoing - I learn new things about my profession, my business, my customers etc every day and the more I learn the more honed and 'fit' I feel my business gets. They say that PR can't be measured…piddle, say I! I'm constantly looking for new ways to evaluate the PR campaigns that we execute. Working with clients to really understand how to justify PR spend to the board or re-educate in terms of how PR fits into the overall marketing mix (and why marketing is so intrinsic to business). I'm constantly reading, going to seminars, speaking to others in my profession at how to best service our customers for 'the good of the industry'. For me, it's imperative to take time to continue to train - or develop - the business and myself as a business manager this way.
I've been injured at some points during my training. Yes, it's got me down and made me think 'why am I doing this?' But then I remember the end goal - as described above - and I dust off my trainers, seek help to fix my injury and get on the road again. Same applies to business. We've all had to deal with knocks, projects that haven't come off the way we'd hoped, clients and members of staff who haven't conducted themselves the way we'd hoped. Issues with payment etc. But we try and work through these, get professional advice and seek to fix problems (or part company in the most amicable way). We see the injury, tend to it and move forwards towards the goal.
And then there's the end goal. The Holy Grail. The race. Getting that medal on Sunday was one of the best moments of my life. Holding it in my hand and knowing that I'd done it. WOW, what a feeling.
But for me the business goal is still to be realised. Oh believe me, it will be realised but there's more training to be done, more miles to be covered. And I'm sure a few more injuries to suffer! But I know deep in my heart that I'll reach the business end goal! I'm well on my way there and have big plans for the forthcoming months\years. I wonder what it'll feel like when I get there?!
So what are your business goals? Share them with us on here and let's work together to realise them!
Over and out...
Posted in Friday Rambles | No Comments


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Sherry Cassidy
Greenup County High Class of 1995
Personal Info
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- Sherry Cassidy
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- 1995
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Artery Recordings / Razor & Tie will release Attila's new album Outlawed on August 16th, 2011 (available now on iTunes for preorder). These ten brand new songs from Atlanta's party metal band are the heaviest, fastest, nastiest and sickest album the band has ever created. Fans already got a taste of the album when the band released "Payback" on the Artery Recordings YouTube channel, the lyrics of which are only for those dedicated to Attila's style (or those just looking for some hardcore payback). Attila will be on tour this summer on the All Stars Tour as they continue to round up "villains" and spread the word of Outlawed.
Outlawed was produced by the legendary Joey Sturgis (The Devil Wears Prada, Asking Alexandria, We Came As Romans), and it flaunts the band's gritty, fast-talking, swagger-heavy music that they have become known for.
"Our new album Outlawed is the raunchiest, wildest album we've ever made! For the new CD, we all agreed that we needed to go balls to the wall. It's a huge step up from our last release, Rage! Outlawed is way heavier and catchier than anything we've put out, but we still kept the ATTILA sound that everyone has grown to love," says frontman, Fronz.
Party death metal rockers Attila formed in their hometown of Atlanta in 2005, meeting each other at their high school and through mutual friends. Their mutual love of music (and partying) brought the guys together to form what would eventually become the fourth imprint on the Artery Foundation/Razor & Tie joint venture, Artery Recordings. When the guys set out to name their newly formed band, they knew they were looking for a simple, one word name that didn't imply the typical death metal cliché terms such as "blood, dying, and darkness." One day they found themselves in a bookstore passing around a book about Attila the Hun, and so Attila was born.
Artery Recordings is the label home to The Artery Foundation and an imprint of independent label Razor & Tie, whose roster now includes Chelsea Grin, Vanna, Attila, I Declare War, A Bullet For Pretty Boy, Close To Home, The Crimson Armada and Casino Madrid. A management company since 2004, The Artery Foundation has a knack for finding diamonds in the rough and nurturing them into worldwide prominence. Some of their recent artists flooding the Billboard charts have included Top 40 releases with The Devil Wears Prada and Attack Attack!, Top 100 releases with Alesana and Breath Carolina and additional artists such as Asking Alexandria, Jonny Craig and Dance Gavin Dance.
July 21 – Houston, TX – TBA
July 22 – McAllen, TX – Las Palmas Racepark w/Scream The Prayer
July 23 – San Antonio, TX – Backstage Live w/Scream The Prayer
July 24 – Dallas, TX – The Palladium w/Scream The Prayer
July 26 – Louisville, KY – Expo Five
July 27 – Cleveland, OH – Agora Theater
July 28 – Chicago, IL – Congress Theatre
July 29 – Detroit, MI – Royal Oak Theatre
July 30 – Milwaukee, WI – The Rave
July 31 – St. Paul, MN – Station 4 Outdoors
Aug 2- Toronto, ON – Sound Academy
Aug 3 – Montreal, QC – Olymphia
Aug 4 – Reading, PA – Eagle Theatre @ The Sov Center
Aug 5 – Poughkeepsie, NY – Mid Hudson Civic Center
Aug 6 – Fitchburg, MA – Central Mass Expo Center
Aug 7 – Sayreville, NJ – Starland Ballroom
Aug 9 – Baltimore, MD – Sonar
Aug 10 – Richmond, VA – The National
Aug 11 – Charlotte, NC – The Fillmore
Aug 12 – Myrtle Beach, SC – House Of Blues
Aug 13 – Orlando, FL – TBA
Aug 14 – Pensacola, FL – Seville Quarter Party Plaza
Aug 16, Northwest, TX – TBA
Aug 17 – TBA
Aug 18 – Scottsdale, AZ – Venue of Scottsdale
Aug 19 – San Diego, CA – Soma
Aug 20 – Anaheim, CA – The Grove
Aug 21 – Las Vegas, NV – TBA
Aug 22 – Northern California – TBA
Aug 24 – Portland, OR – TbA
Aug 25 – Seattle, WA – TBA
Aug 26 – Western Canada – TBA
Aug 27 – Western Canada – TBA
Aug 28 – Western Canada – TBA
*All Stars Tour with Emmure, Alesana, Iwrestledabearonce, For Today, In This Moment, Born Of Osiris, The Ghost Inside, After The Burial, Motionless In White, Sleeping With Sirens, Chelsea Grin, For All Those Sleeping


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"Says who? Many others throughout history were laden with that title."
"How was that for a workout?" he asked. They had been too drunk after the reception to make love on their first night as husband and wife, and too dead tired upon finally reaching their resort hotel's bungalow style room to do anything but crash on the second night.
OperationEscort Liza Rowe arrested but freed after office violated her hard
Shweta told her address and mentioned that she wants the session immediately as soon as possible. Though he was sitting I could see he was really tall. After cleaning up all his cum off of me, he took me in his mouth and quickly bobbed his head up and down.
Relieve yourself. She told me that selling her home wouldn't make any difference as she had negative equity and could only offer five grand towards what she had taken. "You like that. She wouldn't be so cruel. No parties while we're gone.
"You are my queen, my sweet. I totally forgot I had her still had her sitting on my cock with my hands holding her on.
She was slim and long-bodied (or I guess long-legged, really) and cute if not strikingly beautiful.


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Three beautiful Disney fairies are waiting for your help! They are going to have a big party in the forest and all the fairies are invited! They want to look perfect at the party. Check their closets and bring the best pieces together for each one of them.
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Media Release QANTAS RESULTS FOR THE YEAR ENDED 30 JUNE 2006 HIGHLIGHTS
- Jane Green
- 1 years ago
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1 Media Release QANTAS RESULTS FOR THE YEAR ENDED 30 JUNE 2006 HIGHLIGHTS Profit before tax of $671 million Net profit after tax of $480 million Revenue of $13.6 billion Final dividend of 11 cents per share fully franked, taking total fully franked dividends for the year to 22 cents Earnings per share of 24.9 cents
2 Media Release QANTAS REPORTS FULL YEAR PROFIT OF $671 MILLION SYDNEY, 17 August 2006: Qantas today announced a profit before tax of $671 million for the year ended 30 June 2006, a 26.6 per cent decrease on the year to 30 June The result was achieved in an environment where jet fuel prices increased costs by almost $1.1 billion before hedging benefits of $282 million. Profit before tax included one-off restructuring costs of $182 million under the airline s Sustainable Future Program and the recognition of $104 million in liquidated damages from Airbus due to the delayed delivery of the A380. Net profit after tax was $480 million, a 30.4 per cent decrease on the previous year. Prior year tax was lower following the Group s entry into Tax Consolidations and the utilisation of previously unrecognised capital losses. The Directors declared a fully franked final dividend of 11 cents per share. The dividend for the full year was 22 cents, 2 cents higher than the prior year. The Chairman of Qantas, Ms Margaret Jackson, said that, despite the difficult operating conditions, the company s fundamentals were strong. We have strong revenues and operating cashflows, improved gearing, world-class customer service recognition, the right aircraft for the future and a new airline in Jetstar that has delivered strong earnings growth and industry benchmark cost containment. Ms Jackson said Qantas was pleased to be able to reward shareholders by paying fully franked dividends. All of our employees can be justifiably proud of what they have achieved in an environment of unrelenting pressure. Very few businesses have had to face a challenge on the same scale as airlines confronting fuel price increases, which at Qantas have increased from 17 per cent of net operating costs to around 30 per cent in just two years. The difficulties faced by end-of-line carriers like Qantas were highlighted with the recent decision by Austrian Airlines the last continental European carrier still flying to Australia to pull out of the market. Austrian was the sixth European carrier to withdraw from the route in the past ten years, reflecting the pressures of fuel costs and intense competition 2
3 from hub carriers based in Asia and the Middle East, which enjoy substantial geographic and other structural advantages. Ms Jackson said Qantas had held its position as the number two customer service airline in the world for the second consecutive year in the 2006 Skytrax survey at a time when some strong competitors experienced a fall in their ratings. This reflects our extensive investment in product and the professionalism of our staff. Maintaining these high standards is critical to our success in our intensely competitive markets, and will continue to be a priority for the Group. The Chief Executive Officer of Qantas, Mr Geoff Dixon, said that the Group s airlines were carrying more people than ever before and revenues were at record levels. However, the stark reality is that without the cost savings we have achieved through our Sustainable Future Program, we would not be in the profitable position we are today. Mr Dixon said the underlying unit cost reduction during the year of 2.2 per cent, excluding fuel and restructuring costs, while affected by a six month delay in finalising decisions surrounding the transformation of the Group s engineering and catering operations and lower capacity growth than in previous years, was not enough in the current environment. Mr Dixon said the main contributors to the full-year result were: an improvement in yield of 5.8 per cent (including the unfavourable impact of foreign exchange rate movements) and a 0.7 percentage point improvement in seat factor to 77.0 per cent; capacity growth of 3.6 per cent predominantly within the domestic leisure market as Jetstar took delivery of its 23 rd A320 aircraft; strong cashflow from operations despite the decline in profit which, after capital investments and other financing costs, saw the airline s cash position improve by $998 million to just over $2.9 billion; a further $501 million of savings under the Sustainable Future Program. This meant the business achieved its initial three year target of $1.5 billion in savings by 2005/06; and superior and award winning product and customer service in both the international and domestic airlines. Mr Dixon said that, along with the uncertain security environment, the cost of fuel remained the single biggest challenge for the industry and for Qantas. Fuel costs for Qantas in 2005/06 totalled $2.8 billion a 45.1 per cent increase on the prior year. While nobody can predict how high fuel prices will go or how long they will stay at these levels, we are forecasting a total fuel bill of $3.9 billion for 2006/07. 3
4 In February this year, I said our business transformation would need to be predicated on a fuel cost of above US$60 a barrel for crude oil. That figure is now more than US$70 a barrel. In addition, we have spent over $1 billion since 2000/01 on security and related insurance. Given the events of last week, this will continue to represent an increasing and significant cost for the Group. The next year will be tough. However, it is imperative that the Qantas Group continues to grow to maintain a competitive network proposition, and that growth must be profitable. Mr Dixon said this meant Qantas could not be satisfied with incremental change it needed to make fundamental structural change on a much greater scale than it had in the past. A key reason we have been able to achieve the reforms we have to date is the increased transparency of individual business performance made possible by Segmentation. Since 2003, we have been working towards developing our various businesses into separate segments including engineering, airports, catering, each of the flying businesses and freight which has given greater clarity around cost structures. The next phase of this process will involve transitioning each business from a cost centre to a profit centre. Each and every part of the Qantas Group must eventually stand on its own, recover its own cost of capital and compete internally for investment. Mr Dixon said the level of separation that Qantas value based carrier Jetstar already enjoyed was a guide to where each segment would need to head over the near term. He said the changes would involve: the aggressive growth of Jetstar international and QantasLink into markets where their costs and model better suited the customer base; developing a range of alternative structures to give business units greater independence; a significant net reduction in staff numbers, including over 1,000 management and support positions, with a 2006/07 restructuring cost of more than $200 million; and exiting businesses that cannot achieve required returns. Mr Dixon said Qantas would also: defend the Group s strong position in the domestic aviation market; develop new international point-to-point services in growth markets such as China; 4
5 integrate the Jetstar group operations, including domestic, the Singapore-based Jetstar Asia and the new long haul international operations; pursue growth in the Asia value-based market, including evaluating opportunities for joint ventures to complement Jetstar s existing Singapore-based operation; implement the restructure of catering, which would deliver a significant improvement in profitability within two years; and finalise the review of narrow-body heavy maintenance, with a decision expected soon, as part of the transformation of Qantas Engineering to achieve world best practice efficiency. Mr Dixon said Qantas would move to accelerate its diversification strategy, with a major focus on the freight market. We will consolidate and then separate our existing freight interests, including our international and domestic freight line haul operations, air freight terminals around Australia, logistics centres, our 50 per cent interests in Star Track Express and Australian air Express, and our new domestic freighter operation, Express Freighters Australia. These interests currently have revenues of $2.25 billion and have excellent growth prospects. The coordination of each of these interests will better serve our customers and provide further opportunities for growth. The general freight market in Australia is currently undergoing significant consolidation and we remain interested in pursuing opportunities as they arise. Mr Dixon said Qantas was continuing preparations for the delivery, from late 2007, of the Airbus A380, which remains the optimal aircraft for flying between hubs and on dense point to point routes. We also look forward to the arrival of the Boeing 787 Dreamliner, which is expected to use per cent less fuel per seat than equivalent existing aircraft, from In addition, the Qantas Group has confirmed orders for four additional A aircraft for delivery from 2007, including two for Jetstar and two for Qantas use in growing pointto-point markets. We remain confident that we can finance our investment program through business cashflows and existing facilities. Mr Dixon said over the next 12 months, Qantas would also concentrate on: further investment to upgrade product, including internet check-in later this year and new International First and Business Qantas Club lounges in Sydney and Melbourne in the first half of 2007; 5
6 working to secure regulatory approval for the Qantas/Air New Zealand Tasman Network Agreement, with the aim of achieving a more sustainable structure for trans- Tasman flying; and fuel conservation, with a program in place to save $100 million over three years. Mr Dixon said the Qantas Group would implement its business transformation in the coming year with sensitivity. There were 1,245 managed retrenchments during 2005/06, with very few forced redundancies. This included 370 engineering employees who requested redundancy following the closure of the Sydney heavy maintenance base in June All but 20 of the remaining staff have been placed within the Group. Mr Dixon said the reality for Qantas, was that fuel and people now represented around 60 per cent of the Group s operating costs. Many airlines are now achieving substantial cost improvements through Chapter 11 bankruptcy protection, consolidation and mergers and government support avenues not available to Qantas. While we will continue with existing efficiency programs, unfortunately much of our savings over the next two years must come from labour costs, which totalled $3.3 billion in 2005/06. This will involve, as already outlined, job losses and significant changes to achieve greater productivity and flexibility. Mr Dixon said Qantas and Jetstar would, in the future, use a variety of industrial instruments to improve overall efficiency, including Australian Workplace Agreements (AWAs). The AWAs will be fair and reasonable and will reflect the need for Qantas and Jetstar to achieve outcomes that will enable profitable growth in markets where our competitors have significant cost and structural advantages. This is a fact of life for the Group. Any other strategy will result in the eventual ceding of significant markets to our lower cost competitors, particularly in Asia. Mr Dixon said the Board and Management of Qantas realised that these changes were not without real challenges. That said, we are determined to establish a cost base that will enable future growth, which will protect the great majority of the Group s 37,000 jobs. 6
7 Outlook As outlined above, high fuel prices are continuing to have a severe impact on the company. While we expect the acceleration of reforms throughout the Group to continue to improve productivity and efficiency, they will have a cost. Nevertheless, we remain confident that after these higher costs, the Group will deliver a result in line with the 2005/06 result. Australian International Financial Reporting Standards (A-IFRS) These results are the first full year results where Qantas has reported under A-IFRS. Full details of the impact of transitioning to A-IFRS are contained within Qantas Preliminary Final Report as lodged with the Australian Stock Exchange (ASX). Group Revenue Total revenue for the year was $13.6 billion, an increase of $1,083 million or 8.6 per cent on the prior year compared to capacity growth, measured in Available Seat Kilometres (ASK), of 3.6 per cent. Excluding the unfavourable impact of foreign exchange rate movements, total revenue increased by 9.4 per cent. Net passenger revenue, including fuel surcharge recoveries, increased by $932 million or 9.7 per cent to $10.5 billion with Revenue Passenger Kilometres (RPK) increasing by 4.5 per cent and yield improving by 5.8 per cent. Excluding unfavourable foreign exchange rate movements, net passenger revenue was up 10.7 per cent, with yield improving 6.9 per cent. Other revenue categories increased by $151 million or 5.0 per cent largely due to increased freight revenue from additional wet-leased freighter capacity of $128 million. Expenditure Total expenditure, excluding borrowing costs, increased by 11.9 per cent or $1,371 million to $12.9 billion. Excluding the favourable impact of foreign exchange rate movements, total expenditure increased by 12.7 per cent. This increase reflected the impact of higher total fuel costs and business restructuring costs. After adjusting for these items, total expenditure was up by 3.3 per cent compared to ASK growth of 3.6 per cent. The total fuel cost increase of $871 million included the effect of fuel price rises, which increased costs by $1,066 million before hedging benefits of $282 million. This reflected an average into-plane fuel price rise after hedging of 42.5 per cent. Higher consumption from the 3.6 per cent increase in capacity increased costs by $90 million. Favourable foreign exchange rate movements reduced fuel costs by $3 million. Manpower and staff related costs increased by $158 million or 5.0 per cent, including $134 million in business restructuring costs. Activity growth and a 3.0 per cent EBA wage increase were largely offset by productivity and other cost improvement initiatives. Full-time equivalent employees (FTEs) decreased by 1.9 per cent on the prior year. 7
8 Aircraft operating variable costs increased by 6.5 per cent or $155 million. This reflected increased engine maintenance costs, higher en-route charges and airport fees, particularly in the domestic market, and higher security charges including additional airside screening requirements. Financing charges, including depreciation, non-cancellable operating lease rentals and net interest, increased by 3.2 per cent or $52 million, which was broadly in line with capacity growth. The increase in operating lease charges reflects a change in the aircraft financing mix from debt funded to operating lease, as seen in the 0.7 per cent increase in depreciation and 45.2 per cent reduction in net interest cost. Net Impact of Foreign Exchange Rate Movements The net effect of foreign exchange rate movements on overall profit before tax was an unfavourable impact of $2 million. Sustainable Future Program Benefits delivered across the Group under the Sustainable Future Program totalled $501 million in the year. The program is on course to deliver the extended target of $3 billion in benefits over the five years to 2007/08. The savings delivered in the current year comprised labour savings of $138 million, distribution savings of $126 million and $237 million in fleet, product and overhead initiatives. Restructuring costs associated with the Sustainable Future Program totalled $182 million, including $109 million in redundancy costs. Group Unit Costs Net expenditure cost per ASK increased by 10.9 per cent. After eliminating the impact of unfavourable fuel cost movements and restructuring expenses, unit costs improved by 2.2 per cent. Qantas Mainline PBT for Qantas Mainline operations (including QantasLink and Australian Airlines) totalled $542 million, a decline of $203 million or 27.3 per cent on the prior year. Passenger revenue increased by 9.0 per cent, including fuel surcharge recoveries reflecting a 7.9 per cent improvement in yield (excluding unfavourable foreign exchange rate movements) and a 1.0 point increase in seat factor to 77.2 per cent. Capacity increased by 0.8 per cent reflecting the commencement of services to Beijing and San Francisco, transfer of some trans-tasman and domestic flying to Jetstar, and the new Dash 8-Q400 turboprop aircraft within QantasLink. Net expenditure increased by 11.0 per cent, predominantly due to the impact of fuel price increases. Mainline net expenditure also includes the majority of the $182 million in restructuring costs and the $104 million in liquidated damages from Airbus. 8
9 Jetstar Jetstar reported a PBT of $11 million, after $4 million of start-up costs for trans-tasman operations and $10 million in costs associated with the launch and set-up of Jetstar International. Excluding these costs, Jetstar PBT was $25 million, which was a decline of $11 million on the prior year reflecting the impact of fuel price rises and higher operating lease charges following the transition to an all-a320 fleet. Passenger revenue improved by 40.2 per cent. Yield (excluding foreign exchange rate movements) declined by 4.8 per cent, which is a solid performance given the significant capacity increase. Seat factor improved by 1.6 points to 74.0 per cent. Operating profit (excluding Jetstar international launch and set up costs) improved by 43.6 per cent, which was in line with capacity growth of 44.3 per cent, reflecting the expansion of the Jetstar network in both the domestic and international markets as the airline progressively took delivery of its fleet of 23 A320s. Total expenditure per ASK, including operating lease costs and excluding international start up costs was 7.87 cents. Market Share Total Qantas Group international market share fell by 1.0 percentage point to 31.1 per cent based on the latest Bureau of Transport and Regional Economics (BTRE) statistics for the ten months ended April This reflected continued expansion by government owned carriers despite the introduction of additional services to Beijing and San Francisco by Qantas. Total Qantas Group domestic market-share for the 11 months to May 2006 as reported by the BTRE was 66.3 per cent. Qantas Holidays Qantas Holidays contributed $45 million in PBT for the year, a decrease of $19 million or 29.1 per cent. This result was driven by lower air travel customers, particularly in the domestic market, where the continued unbundling of product offerings accrued through the increased use of on-line bookings. The result also reflects the impact of the Bali bombings, which saw bookings decline to this destination by an average of 70 per cent over the year. Qantas Flight Catering Group Qantas Flight Catering Group PBT increased by $13 million or 51.6 per cent to $37 million. After adjusting for $12 million of favourable inter-company charges, underlying PBT growth was $1 million or 3.3 per cent compared to a sales revenue reduction of 3.1 per cent. This result was achieved by reduced material spend of $10 million, due to a number of material-management initiatives, while underlying labour costs decreased by $3 million with lean manufacturing programs offsetting a 3.0 per cent EBA increase. 9
10 External revenue decreased by $6 million largely due to the loss of Malaysia Airlines and Queensland Rail and reduction of Thai Airways flights. This was partially offset by the expansion of Emirates and Singapore Airlines volume. Internal revenue decreased by $15 million largely due to the transferring of a number of domestic and international sectors to Jetstar and a transfer price reduction of $5 million to Qantas. Balance Sheet and Cash Flow Net cash held at 30 June 2006 was $2.9 billion, which was almost $1.0 billion higher than at 30 June Cash flow from operations before tax payments totalled $2,309 million, a decrease of $42 million or 1.8 per cent. This is lower than the reduction in PBT due to higher revenue received in advance held at 30 June 2006 reflecting strong booking intakes in the last quarter of 2005/06 for travel predominantly in the first half of 2006/07 and the ongoing success of working capital improvement initiatives. Net capital expenditure on new aircraft, aircraft reconfiguration and spares totalled $1,527 million, including the delivery of new A and B aircraft, modifications and related equipment. Jetstar A320 aircraft delivered in the year were financed directly via operating lease. In addition, a number of B aircraft were refinanced under sale and operating leaseback arrangements. Net cash outflows from financing activities totalled $138 million including dividend payments of $212 million net of reinvestment under the Dividend Reinvestment Plan. This compares to a net cash outflow in the prior year of $44 million. New borrowings in the year included US$400 million from a 144A debt raising in the United States, the proceeds of which were used for general corporate purposes including investment in fleet and product and also to retire debt. The book debt to equity ratio (including off Balance Sheet debt) at 30 June 2006 was 44:56 after inclusion of the new financial instruments Hedge Reserve. The gearing ratio at June 2005 as determined under the former AGAAP was 47:53. Earnings per share decreased by 32.5 per cent to 24.9 cents per share reflecting the decline in profit after tax. Final Dividend The final ordinary dividend has been declared at 11 cents per share. The full year fully franked dividend of 22 cents per share reflects a fully franked dividend yield of 10.6 per cent. The dividend is payable on Wednesday, 4 October 2006, with a record date (books close) of Wednesday, 6 September Issued by Corporate Communication (Q3462) Media inquiries: Belinda de Rome +61 (0)
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Panda Al is a double-segment aluminium table, which obtained a strong position in the massage branch due to its versatility and resistance. It has been manufactured continuously for 10 years and used by thousands of satisfied users.
532,00 €
399,00 €
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Data sheet
- Length without face rest / with face rest 180 cm / 210 cm
- Table width 70 cm
- Height adjusted in intervals from 64 cm to 92 cm every 3.2 cm (10 positions)
* Dynamic resistance – measurement made with an evenly distributed dynamic load, simulating the tensions that occur during a typical classical massage.
** Static resistance – measurement made with an evenly distributed, fixed static load.
Aluminium frame with a crosswise reinforcement, steel plated cables and resistant joints and anti-slip feet is stable and very resistant.
The package includes:
The table Panda Al is distinguished by:
- abundant possibilities of extension by additional options and accessories,
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Worth to know! When the table is unfolded, the middle part of the table top is slightly raised upwards. This is a natural feature of the table, which allows to distribute better the resulting tension when its loaded.
Holes for armrests and comfort shelf are made when the table is ordered with listed accessories. The reason for not having all the holes for equipment that will not be used in the future is to take care of the aesthetics of the table. If you would like to customize the table for mounting of optional equipment please contact us.
ProLine package included
With ProLine package you receive:
- 6-years warranty for frame
- aesthetically rounded corners of the table top
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Comfort 5 cm
- 2 layers of highly flexible foams,
- special comfortable composition,
- total thickness of 5 cm,
- additional option.
- high-quality, resistant aluminium,
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- resistance to contact with the ground and moisture.
Quality systems
Soft & Quiet technology is a unique composition of high quality foams and joints providing very silent table operation. Read more


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This issue of Façon features Tegan Martin and pays tribute to the fashion of Newcastle.
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