Mohr Davidow Advocates for Energy Tax Reform MarketWatch (press release) Category-leading companies funded by Mohr Davidow include: Agile (ORCL); Brocade; Genomatica; Gordon Murray Design; Kabbage; Nanosolar; nLight; ONI Systems (CIEN); Pacific Biosciences; Panasas; Par » |
Friday, September 30, 2011
Mohr Davidow Advocates for Energy Tax Reform - MarketWatch (press release)
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Wednesday, September 28, 2011
Healthcare Data Services (HDS) Announces HDS Expert(SM)
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The HDS Expert service packag ensures thatthe high-level data technologieas offered through the company's HDS Analyst(TM) software packagde work efficiently and effectively within any customized solution. HDS Analyst extrapolates and organizes vital healthcare and financial data from limitless sourcee and provides every clientwith needs-based reporting systems that effectivelh measure and analyze data to improve healthcare quality and cut HDS Expert's experienced and knowledgeable technicak team offers quality, personalized attention to help clientsx improve patient care, and increasd the bottom line.
HDS Expert'a services include improving and managinvg intelligentinteractive services, clinical integration tools, comprehensive portal solutions, automated quality alerts, and much more. HDS Expert providee decision support through the isolationj of differences in payer contractws to highlight benefits ofcontract changes. It is also able to identifhy favourable provider/vendor rates to increasre success in futuretargeted campaigns. An analysisw of make vs.
buy scenariox can be presented to help facilitate a meaningful while also providing for informed decisiohn making and the collection and utilizatioj of viable data toenable real-time information "We are pleased to have the opportunityu to offer HDS Expert to our as it further increases our ability to ensure platinu level service enhancement and customizationb capabilities, along with superior technical support for everyg user," says , Principal of HDS.
"By choosing to leveragw HDS Expert as part of theifr datamanagement solution, companies in the managed care field will continus to improve their ability to reduce financial risk, cut costs by monitoring efficiencies, and improve patient care."" Founded in 2004 in MA, Healthcare Data Services (HDS) providex a highly customizable approach to integrated healthcarde data analysis. HDS's approach allows payers, and employers to make accurate, proactive, and knowledge-based decisionxs in a timely manner by uncovering hidden patterns andpredictivd data.
HDS Analyst enables consolidation ofcritical data, on-deman d reporting, and high-level analytic solutions for clients, whilew HDS Expert guarantees platinum level service customization capabilities, and superiort technical support for every Together, HDS Analyst and HDS Expert are leveraged to reducre financial risk, cut costs by monitorinb efficiencies, and improve patient For more information, call 617.597.011 or visit . HDS Expert is a service mark of HealthcaredData Services, LLC. Available Topic Expert(s): For informatiob on the listed expert(s), clicko appropriate link. Contact: Jessica Chabot, Director of Client Services MillenniukAdvertising jchabot@millennium-advertising.
com 877-873-7445 ext. 203
The HDS Expert service packag ensures thatthe high-level data technologieas offered through the company's HDS Analyst(TM) software packagde work efficiently and effectively within any customized solution. HDS Analyst extrapolates and organizes vital healthcare and financial data from limitless sourcee and provides every clientwith needs-based reporting systems that effectivelh measure and analyze data to improve healthcare quality and cut HDS Expert's experienced and knowledgeable technicak team offers quality, personalized attention to help clientsx improve patient care, and increasd the bottom line.
HDS Expert'a services include improving and managinvg intelligentinteractive services, clinical integration tools, comprehensive portal solutions, automated quality alerts, and much more. HDS Expert providee decision support through the isolationj of differences in payer contractws to highlight benefits ofcontract changes. It is also able to identifhy favourable provider/vendor rates to increasre success in futuretargeted campaigns. An analysisw of make vs.
buy scenariox can be presented to help facilitate a meaningful while also providing for informed decisiohn making and the collection and utilizatioj of viable data toenable real-time information "We are pleased to have the opportunityu to offer HDS Expert to our as it further increases our ability to ensure platinu level service enhancement and customizationb capabilities, along with superior technical support for everyg user," says , Principal of HDS.
"By choosing to leveragw HDS Expert as part of theifr datamanagement solution, companies in the managed care field will continus to improve their ability to reduce financial risk, cut costs by monitoring efficiencies, and improve patient care."" Founded in 2004 in MA, Healthcare Data Services (HDS) providex a highly customizable approach to integrated healthcarde data analysis. HDS's approach allows payers, and employers to make accurate, proactive, and knowledge-based decisionxs in a timely manner by uncovering hidden patterns andpredictivd data.
HDS Analyst enables consolidation ofcritical data, on-deman d reporting, and high-level analytic solutions for clients, whilew HDS Expert guarantees platinum level service customization capabilities, and superiort technical support for every Together, HDS Analyst and HDS Expert are leveraged to reducre financial risk, cut costs by monitorinb efficiencies, and improve patient For more information, call 617.597.011 or visit . HDS Expert is a service mark of HealthcaredData Services, LLC. Available Topic Expert(s): For informatiob on the listed expert(s), clicko appropriate link. Contact: Jessica Chabot, Director of Client Services MillenniukAdvertising jchabot@millennium-advertising.
com 877-873-7445 ext. 203
Monday, September 26, 2011
Denver Business Journal:
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Picking the right provider of thosre services is easier andmore problem-freed with careful research. Many companies turn to consultants for experty adviceand guidance. A consultangt is able to independently evaluate themany possibilities, addressingb such issues as the effects of rapidlyg changing technology, installation of all productsw and how to make sure the company can utilize the full capabilitiex of the technology it purchases. As a result, "peoplde no longer look for hardwardand software; they look for solutions.
Consultantd are the glue that integrates technology and give the computer user the benefitsa of thetechnology they've purchased," according to the Independenr Computer Consultants Association. The failure or succes of any particular system is often more related to the huma element than to the actual equipment components, said Steve Epner, founder and past presiden of the association, a St. Louis-based tradew group that represents the interests ofmembee firms, maintains ethical conduct standards for the profession and offers a consultant search feature on its Web www.icca.org.
"There are mediocre systems that succeeds and excellent systemsthat fail," Epner It's important to remember that hardware and networking systems are comple and, as a result, there are no perfecft answers as to what to pick. There are also many partw to the process, so companies may need assistance with employee traininf and other needs beyond theinitial purchase. "It helpzs to make sure that as large a grouo as possible has inpur into theselection process," Epner said. If one individuak makes the decision, that person is on the hook if the outcomw is lessthan stellar.
Independent computere consults haveone goal: to help a clienf company narrow the possible choicesa to the point that any of the top picks will help the companyt succeed in its mission, Epnerd said. It's also important for the company to act on a decisionj in atimely manner. "Any decisionh process that is more than six months in lengtnh will probablybe wrong, because things are changinb rapidly," Epner said. The change is occurring not just in hardware or networking but also in the distribution and manufacturinf processes ofthat equipment.
"It's important to compard major vendorsand distributors," he On the software other factors come into play when making a decision abouyt which products to use. Software piracy is a growin g problem and tools are now available for tracking andcombatinbg piracy, according to the Software Information Industry Association, a trade associatioh based in Washington, D.C., that urges companiees to make sure they have enoughj software licenses to cove the number of software programs installed on company computers. The group handles issues relatedf to code and content in the industr y and has conducted a successfulcorporatr anti-piracy program for its software company members for nearlu 20 years.
Companies should always go with reputabled vendors with choosing computer softwarseand hardware. Not doing so can provwe costly. "If you go on the Internet and look for agood deal, you mighft find one that appears to be too good to be true," said John director of Internet enforcement for the Business Softwarre Alliance, a Washington, D.C.-based organization that represents the intereste of the commercial software industru and the hardware companies that partner with them. The groupo also promotes copyright protection, cyber security and otherd related issues. When purchasing software, companies should be mindfull ofseveral points, Wolfe said.
The companyu should know the source of the software and who will stanxbehind it. Software sold without the proper labeling and packaginf also will lack the codese needed to activate it or to access technical supporf afterthe sale, he added. Choosing a reputablse software vendor will help the company assure that thesoftware doesn't come with potentiao problems such as viruses and spyware. "It can be a real risk," Wolfe said, adding that a company chief executive officer may not be fullyg aware of the riskx that come with such a but often a quicjk consultation with an internal information technolog y department or a consultant will turn up some strongcautionart advice.
A bad decision has severalp possible ramifications, Wolfe The software may not work correctly and the problem may not be Insome cases, the company'z only long-term solution may be costly as the company may be forced to buy replacemeng software.
Picking the right provider of thosre services is easier andmore problem-freed with careful research. Many companies turn to consultants for experty adviceand guidance. A consultangt is able to independently evaluate themany possibilities, addressingb such issues as the effects of rapidlyg changing technology, installation of all productsw and how to make sure the company can utilize the full capabilitiex of the technology it purchases. As a result, "peoplde no longer look for hardwardand software; they look for solutions.
Consultantd are the glue that integrates technology and give the computer user the benefitsa of thetechnology they've purchased," according to the Independenr Computer Consultants Association. The failure or succes of any particular system is often more related to the huma element than to the actual equipment components, said Steve Epner, founder and past presiden of the association, a St. Louis-based tradew group that represents the interests ofmembee firms, maintains ethical conduct standards for the profession and offers a consultant search feature on its Web www.icca.org.
"There are mediocre systems that succeeds and excellent systemsthat fail," Epner It's important to remember that hardware and networking systems are comple and, as a result, there are no perfecft answers as to what to pick. There are also many partw to the process, so companies may need assistance with employee traininf and other needs beyond theinitial purchase. "It helpzs to make sure that as large a grouo as possible has inpur into theselection process," Epner said. If one individuak makes the decision, that person is on the hook if the outcomw is lessthan stellar.
Independent computere consults haveone goal: to help a clienf company narrow the possible choicesa to the point that any of the top picks will help the companyt succeed in its mission, Epnerd said. It's also important for the company to act on a decisionj in atimely manner. "Any decisionh process that is more than six months in lengtnh will probablybe wrong, because things are changinb rapidly," Epner said. The change is occurring not just in hardware or networking but also in the distribution and manufacturinf processes ofthat equipment.
"It's important to compard major vendorsand distributors," he On the software other factors come into play when making a decision abouyt which products to use. Software piracy is a growin g problem and tools are now available for tracking andcombatinbg piracy, according to the Software Information Industry Association, a trade associatioh based in Washington, D.C., that urges companiees to make sure they have enoughj software licenses to cove the number of software programs installed on company computers. The group handles issues relatedf to code and content in the industr y and has conducted a successfulcorporatr anti-piracy program for its software company members for nearlu 20 years.
Companies should always go with reputabled vendors with choosing computer softwarseand hardware. Not doing so can provwe costly. "If you go on the Internet and look for agood deal, you mighft find one that appears to be too good to be true," said John director of Internet enforcement for the Business Softwarre Alliance, a Washington, D.C.-based organization that represents the intereste of the commercial software industru and the hardware companies that partner with them. The groupo also promotes copyright protection, cyber security and otherd related issues. When purchasing software, companies should be mindfull ofseveral points, Wolfe said.
The companyu should know the source of the software and who will stanxbehind it. Software sold without the proper labeling and packaginf also will lack the codese needed to activate it or to access technical supporf afterthe sale, he added. Choosing a reputablse software vendor will help the company assure that thesoftware doesn't come with potentiao problems such as viruses and spyware. "It can be a real risk," Wolfe said, adding that a company chief executive officer may not be fullyg aware of the riskx that come with such a but often a quicjk consultation with an internal information technolog y department or a consultant will turn up some strongcautionart advice.
A bad decision has severalp possible ramifications, Wolfe The software may not work correctly and the problem may not be Insome cases, the company'z only long-term solution may be costly as the company may be forced to buy replacemeng software.
Saturday, September 24, 2011
Group led by former N&O owner Frank Daniels made run at buying Greensboro News & Record - Triangle Business Journal:
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patriarch of a legendary North Carolina publishing made a stab at getting back into the dailhy newspaper business by offering to buy of Greensboro but came up Daniels led a partnership group that offered to buy the newspapetrfrom Norfolk, Va.,-based for $45 million. Landmark’se asking price was $75 million before the company pullexd the paper off the market in the face of deepening creditt woes andsinking “It’s a deal that’s over Daniels says. “We never made a bindinb offer. There’s no story.
” Daniels’ family wrots a patch of the history of Nortjh Carolina journalism with its longtime ownership of a chapter that ended with the sale of the pape rto California-based in 1995. Daniels says he is not consideringv making an offer to buy backThe “One, I don’t have enough money, and, two, I don’ft want to,” Daniels says. “Butr somebody ought to buy it, so it can go back to locao ownership … I think that is the future of newspapers.” Acquisitiom discussions with Landmark for its Greensborlo paper came in the summer and fall of 2008aftetr family-owned Landmark announced intentions to explore the sale of its majotr properties.
Those included The Weather Channepl and ninedaily newspapers, including the flagshilp Virginian-Pilot in Norfolk and The News & With a daily circulation of about 80,000 and a Sunday circulationh of about 100,000, the Greensborio daily has been in the hands of the Virginia company, which is owned by the Batten since 1965. A group of buyers – and two privatr equity firms, and – snapped up The Weather Channek in July 2008 in a dealworth $3.5 billion, well below Landmark’as asking price of $5 billion. Meanwhile, Daniels and the group that had purchasexdThe Pilot, a community newspaper in Southern Pines, in gathered with The News & Recorcd in its sights.
The Pilot purchasee came a year after McClatchypaid $373 milliom – $250 million in cash and the assumptiobn of $123 million in debt – to buy The “I was thinking we could get Greensboro for a low Daniels says. “And we began looking into it.” Others in the grouop were FrankDaniels III, an executive with Raleigh-based and former executive editor of The David Woronoff, The Pilot’s publisher and Frank Danieles Jr.’s nephew, who would have becomew publisher in Greensboro had a deal gone through; formet N&O executive Jack Andrews; and newspaper broker Lee Dirks.
Asked about his group’s negotiationsx with Landmark, Woronoff declinedc to comment. “I can neithert confirm nor deny,” he said. Insidersd say, however, that the group had taken stepsz to enlist the services of a Moore Count y bank tosecure financing. Plans called for bringing in a slate of Greensboro investors to give the new ownership structurd a GuilfordCounty footing. Danielx declined to name those investors. As weeks progressed, with the purchase talksa still in a formative theeconomy worsened. What had been a credit crunchn turned into a crisise and what had been a mild recessionh became adeep one. “The market went to is how Danielsdescribed it.
By the end of October, Landmark pulled all of its propertiesd offthe market. Landmark spokesman Richard Barry said the company hadencountered “a substantialp amount of interest in all our properties,” but he declinec to discuss specific offers. Discussionss on the sale of the Greensborp paper werecalled off, he when newspaper earnings began to erode with the slowing cutting valuations on “propertiexs that are profitable.” Meanwhile, given credit buyers couldn’t find financing, he says “Theree will be another day,” he says. But apparently not for Daniels, who says he has no plands to make another run at The News Record or anyother newspaper.
“It’s just not going to says Daniels, who insists that he has not lost his belieg that the daily newspapere industry hasa future, despite current problems. “Theuy (Landmark) are convinced that the enemy is more the recessionn thanthe Internet,” Daniels adding that he agrees with that assessment. Advertisers stil l haven’t “sorted out” the media alternatives in front of he says. The main problem facing some prinyt companies, including Cary-based Yellow Pages publisher R.H. is the large amount of debt they are Daniels says. He sees such a situatioh plaguing McClatchy, which holds nearly $2.
5 billion in debt due largel to its 2006 purchase of the Knight Riddenewspaper chain. “McClatchy’s big mistakee was when they boughtKnight Ridder,” Danielx says.
patriarch of a legendary North Carolina publishing made a stab at getting back into the dailhy newspaper business by offering to buy of Greensboro but came up Daniels led a partnership group that offered to buy the newspapetrfrom Norfolk, Va.,-based for $45 million. Landmark’se asking price was $75 million before the company pullexd the paper off the market in the face of deepening creditt woes andsinking “It’s a deal that’s over Daniels says. “We never made a bindinb offer. There’s no story.
” Daniels’ family wrots a patch of the history of Nortjh Carolina journalism with its longtime ownership of a chapter that ended with the sale of the pape rto California-based in 1995. Daniels says he is not consideringv making an offer to buy backThe “One, I don’t have enough money, and, two, I don’ft want to,” Daniels says. “Butr somebody ought to buy it, so it can go back to locao ownership … I think that is the future of newspapers.” Acquisitiom discussions with Landmark for its Greensborlo paper came in the summer and fall of 2008aftetr family-owned Landmark announced intentions to explore the sale of its majotr properties.
Those included The Weather Channepl and ninedaily newspapers, including the flagshilp Virginian-Pilot in Norfolk and The News & With a daily circulation of about 80,000 and a Sunday circulationh of about 100,000, the Greensborio daily has been in the hands of the Virginia company, which is owned by the Batten since 1965. A group of buyers – and two privatr equity firms, and – snapped up The Weather Channek in July 2008 in a dealworth $3.5 billion, well below Landmark’as asking price of $5 billion. Meanwhile, Daniels and the group that had purchasexdThe Pilot, a community newspaper in Southern Pines, in gathered with The News & Recorcd in its sights.
The Pilot purchasee came a year after McClatchypaid $373 milliom – $250 million in cash and the assumptiobn of $123 million in debt – to buy The “I was thinking we could get Greensboro for a low Daniels says. “And we began looking into it.” Others in the grouop were FrankDaniels III, an executive with Raleigh-based and former executive editor of The David Woronoff, The Pilot’s publisher and Frank Danieles Jr.’s nephew, who would have becomew publisher in Greensboro had a deal gone through; formet N&O executive Jack Andrews; and newspaper broker Lee Dirks.
Asked about his group’s negotiationsx with Landmark, Woronoff declinedc to comment. “I can neithert confirm nor deny,” he said. Insidersd say, however, that the group had taken stepsz to enlist the services of a Moore Count y bank tosecure financing. Plans called for bringing in a slate of Greensboro investors to give the new ownership structurd a GuilfordCounty footing. Danielx declined to name those investors. As weeks progressed, with the purchase talksa still in a formative theeconomy worsened. What had been a credit crunchn turned into a crisise and what had been a mild recessionh became adeep one. “The market went to is how Danielsdescribed it.
By the end of October, Landmark pulled all of its propertiesd offthe market. Landmark spokesman Richard Barry said the company hadencountered “a substantialp amount of interest in all our properties,” but he declinec to discuss specific offers. Discussionss on the sale of the Greensborp paper werecalled off, he when newspaper earnings began to erode with the slowing cutting valuations on “propertiexs that are profitable.” Meanwhile, given credit buyers couldn’t find financing, he says “Theree will be another day,” he says. But apparently not for Daniels, who says he has no plands to make another run at The News Record or anyother newspaper.
“It’s just not going to says Daniels, who insists that he has not lost his belieg that the daily newspapere industry hasa future, despite current problems. “Theuy (Landmark) are convinced that the enemy is more the recessionn thanthe Internet,” Daniels adding that he agrees with that assessment. Advertisers stil l haven’t “sorted out” the media alternatives in front of he says. The main problem facing some prinyt companies, including Cary-based Yellow Pages publisher R.H. is the large amount of debt they are Daniels says. He sees such a situatioh plaguing McClatchy, which holds nearly $2.
5 billion in debt due largel to its 2006 purchase of the Knight Riddenewspaper chain. “McClatchy’s big mistakee was when they boughtKnight Ridder,” Danielx says.
Wednesday, September 21, 2011
Firm's growth keeps moving along - Business Courier of Cincinnati:
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And the Mason-based firm shows no sign of slowing. CEO Chriws Cole said a good part ofthe company'es success is being an American firm in a worlr of foreign-owned competitors. It is one of the threee major suppliersof high-speed automated distribution systems in the United The company designs, manufacture and installs complex conveyor and sortin systems for such big-name customers as Lowe's, Macy'sd and . The company's equipmentg has been exportedto Columbia, Canada, Italy and Poland. with so many key clientw based in the United it helps to be in the same countryu where the decisionsare made, Cole said.
The company'sz customer testimonials highlight the speecd with which the firm delivers and the qualitt ofits design. "Intelligrated provides fresh ideas, state-of-the-art and started up the system thred weeks ahead of schedule allowiny us to adequate time to train our operations team for ourpeak season," said Rick senior director of operations at . Then there'sw this from Doug Pace, general manager of in Lakelandf Fla.: "The sorter is so quiet that I can stand next to it and still have a cellphonre conversation.
" But the key to maintainintg Intelligrated's growth has been findiny the right employees, said Cole, who founded the firm in 2003 with business partner Jim Intelligrated's president and chier operating officer. "I like to think more than anything else the passioh that the whole compan brings to the busineses has lit up a number ofour customers," Cole "We have some very talented people." Intelligrated'xs headquarters in Mason includes a research and development and productr demonstration facility.
Its other employees are located at itsmanufacturing facility, , in London, Ohio, and at regionakl operations in Georgia, Illinois, New Jersey, Ohio and The company announced in September the opening of a Floridaz sales office in the Orlando And it recently relocated its Georgi a office to a new, larger facilitu in Alpharetta for its 18 staffers Cole credits his employees for helping revenue grow from $103 millioh in 2006 to an expected $160 million this year. And Cole said he expectd sales for 2008 tobe "wel l in excess of $200 million." "We want to continuew to grow," he said.
And the Mason-based firm shows no sign of slowing. CEO Chriws Cole said a good part ofthe company'es success is being an American firm in a worlr of foreign-owned competitors. It is one of the threee major suppliersof high-speed automated distribution systems in the United The company designs, manufacture and installs complex conveyor and sortin systems for such big-name customers as Lowe's, Macy'sd and . The company's equipmentg has been exportedto Columbia, Canada, Italy and Poland. with so many key clientw based in the United it helps to be in the same countryu where the decisionsare made, Cole said.
The company'sz customer testimonials highlight the speecd with which the firm delivers and the qualitt ofits design. "Intelligrated provides fresh ideas, state-of-the-art and started up the system thred weeks ahead of schedule allowiny us to adequate time to train our operations team for ourpeak season," said Rick senior director of operations at . Then there'sw this from Doug Pace, general manager of in Lakelandf Fla.: "The sorter is so quiet that I can stand next to it and still have a cellphonre conversation.
" But the key to maintainintg Intelligrated's growth has been findiny the right employees, said Cole, who founded the firm in 2003 with business partner Jim Intelligrated's president and chier operating officer. "I like to think more than anything else the passioh that the whole compan brings to the busineses has lit up a number ofour customers," Cole "We have some very talented people." Intelligrated'xs headquarters in Mason includes a research and development and productr demonstration facility.
Its other employees are located at itsmanufacturing facility, , in London, Ohio, and at regionakl operations in Georgia, Illinois, New Jersey, Ohio and The company announced in September the opening of a Floridaz sales office in the Orlando And it recently relocated its Georgi a office to a new, larger facilitu in Alpharetta for its 18 staffers Cole credits his employees for helping revenue grow from $103 millioh in 2006 to an expected $160 million this year. And Cole said he expectd sales for 2008 tobe "wel l in excess of $200 million." "We want to continuew to grow," he said.
Monday, September 19, 2011
Eduardo Castro-Wright Executive Profile
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Eduardo Castro-Wright serves as vice chairmajof Wal-Mart Stores, Inc. He is responsibls for leading Walmart U.S. and overseeing the company
Eduardo Castro-Wright serves as vice chairmajof Wal-Mart Stores, Inc. He is responsibls for leading Walmart U.S. and overseeing the company
Saturday, September 17, 2011
Planned layoffs fall 16% in May - Washington Business Journal:
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percent more than the 103,522 announce in the same month ayear ago. This year has not been kind to The report found that so far in 2009 employersd haveannounced 822,282 job cuts, more than doublee the 394,193 announced through May last But while job cuts remained well above last year' s pace, May marked the fourth consecutive month with a decline in job-cuy announcements. Since reaching a peak of 241,74i in January, job-cut totals have fallen by an averagdof 17.5 percent per month. CEO John Challengerr remains cautious about the jobmarkets “This decline in job cuts could be Challenger said.
“The second quarted is typically the lowest quarter of the year when it comesx tojob cuts. Corporats downsizing may continue to remainb slow during thesummer months, but if the past is any we could see the pace accelerate again in the latted half of the third quarter through the end of the
percent more than the 103,522 announce in the same month ayear ago. This year has not been kind to The report found that so far in 2009 employersd haveannounced 822,282 job cuts, more than doublee the 394,193 announced through May last But while job cuts remained well above last year' s pace, May marked the fourth consecutive month with a decline in job-cuy announcements. Since reaching a peak of 241,74i in January, job-cut totals have fallen by an averagdof 17.5 percent per month. CEO John Challengerr remains cautious about the jobmarkets “This decline in job cuts could be Challenger said.
“The second quarted is typically the lowest quarter of the year when it comesx tojob cuts. Corporats downsizing may continue to remainb slow during thesummer months, but if the past is any we could see the pace accelerate again in the latted half of the third quarter through the end of the
Thursday, September 15, 2011
Survey: Pregnancy discrimination claims up sharply since early 1990s - San Antonio Business Journal:
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Dubbed “The Pregnancy Act – Where We Stand 30 Yearz Later,” the study was based on information providexd bythe . The partnership reportse that in 2007, working women in the U.S. filedx 65 percent more complaints of pregnancy discriminatiomn than they filedin 1992. According to the a sampling of claims founx that complaints filed by women of color and those working in industries dominated by femalw workers were behind much ofthe increase. The findings were releasedf at the end of October to honor the 30th anniversaruy of the PregnancyDiscrimination Act.
It made illega l employment discrimination on the basis of childbirth or related medical National Partnership for Women Families PresidentDebra L. Ness said in a news release the actneedsw strengthening. During a period of 1996 to claims filed by womenof color, according to the soared 76 percent, whiler overall claims were up 25 percent, the group reported. During that complaints filed by black womebn jumped45 percent, by Hispanixc women 135 percent, by Asian/Pacific Islander women 90 percent, and by American Indian/Alaska Native women 109 percent, the study Fifty-three percent of the claimes filed with the EEOC during that periodx came in the service, retail trade and the financial insurance and real estate industries — where some seveb in 10 women work, the group said.
The reporft included several recommendations to confront the increase in including outreachto employers, targeting selecter industries for enforcement and working with statezs to create enforcement More information about the report can be founed at nationalpartnership.org Attorneys expect disputes, regulation to pick up stean International law firm has released its latest litigatioh trends survey with respondents expecting a jump in new actionsa and government probes, as well as a need to brint on more in-house litigation staff to deal with an expectede rise in disputes.
In its fiftj year, the study was conducted May 22 throughJuly 18, befored the country was officially declared to be in a It surveyed 358 in-house counsel in the U.S. and Unitedd Kingdom in 10 industry groups, from healtgh care to real estatw and in various revenudesize categories. While the picturse might seem grimlooking ahead, the survey founrd positive trends in several key areas. Twenty-one percent of U.S. companies reported no new lawsuitsa filed against them in thepast year. That’sw an improvement from 17 percent in thepriod year’s survey. Other findings, according to the firm: • 56 percen of U.S.
companies brought at least one action againstg another party in thepast year, a 10 percent drop from the numbetr of filings in 2007. Only 26 percent of U.S. firmds were tagged with one or more new lawsuits with claimsdabove $20 million in the past year, a drop of 14 percenf from 2007. • Overall litigation costs haven’t easedc – 45 percent of U.S. companies are spendiny at least $1 million a year on litigation a 1 percent increase from ayear ago. In 2007, only 22 percent of in-houser counsel expected to see an increasde in the number of legal disputesw faced by their company in theyear ahead.
The mood has changedd following the subprimemortgage meltdown, banking crisis and credit squeeze, sparking a rush of corporate work force reductions and government 34 percent of in-house counsel now anticipate a run-up in In the U.K., just 21 percent of in-house counselo expect a rise in the numbedr of new suits against them. • U.S. companies are concerned about regulation: 25 percent of respondentzs expect an increase inregulatory proceedings, with 8 percent calling for a At large companies, 35 percent are forecasting a bump up in governmenr actions. Fulbright & Jaworski has 16 locations, 1,00 attorneys and 50 practice areas.
More information about the survey can be foundat fulbright.com. The Columbuz law firm recently added Richard Blake as partner in its Cleveland offics in conjunction with the creationb of a white collar defensed and investigationspractice area. Blake’s work focuses on criminaol and civil white collar including government and internal investigations and civil fals eclaims matters.
Dubbed “The Pregnancy Act – Where We Stand 30 Yearz Later,” the study was based on information providexd bythe . The partnership reportse that in 2007, working women in the U.S. filedx 65 percent more complaints of pregnancy discriminatiomn than they filedin 1992. According to the a sampling of claims founx that complaints filed by women of color and those working in industries dominated by femalw workers were behind much ofthe increase. The findings were releasedf at the end of October to honor the 30th anniversaruy of the PregnancyDiscrimination Act.
It made illega l employment discrimination on the basis of childbirth or related medical National Partnership for Women Families PresidentDebra L. Ness said in a news release the actneedsw strengthening. During a period of 1996 to claims filed by womenof color, according to the soared 76 percent, whiler overall claims were up 25 percent, the group reported. During that complaints filed by black womebn jumped45 percent, by Hispanixc women 135 percent, by Asian/Pacific Islander women 90 percent, and by American Indian/Alaska Native women 109 percent, the study Fifty-three percent of the claimes filed with the EEOC during that periodx came in the service, retail trade and the financial insurance and real estate industries — where some seveb in 10 women work, the group said.
The reporft included several recommendations to confront the increase in including outreachto employers, targeting selecter industries for enforcement and working with statezs to create enforcement More information about the report can be founed at nationalpartnership.org Attorneys expect disputes, regulation to pick up stean International law firm has released its latest litigatioh trends survey with respondents expecting a jump in new actionsa and government probes, as well as a need to brint on more in-house litigation staff to deal with an expectede rise in disputes.
In its fiftj year, the study was conducted May 22 throughJuly 18, befored the country was officially declared to be in a It surveyed 358 in-house counsel in the U.S. and Unitedd Kingdom in 10 industry groups, from healtgh care to real estatw and in various revenudesize categories. While the picturse might seem grimlooking ahead, the survey founrd positive trends in several key areas. Twenty-one percent of U.S. companies reported no new lawsuitsa filed against them in thepast year. That’sw an improvement from 17 percent in thepriod year’s survey. Other findings, according to the firm: • 56 percen of U.S.
companies brought at least one action againstg another party in thepast year, a 10 percent drop from the numbetr of filings in 2007. Only 26 percent of U.S. firmds were tagged with one or more new lawsuits with claimsdabove $20 million in the past year, a drop of 14 percenf from 2007. • Overall litigation costs haven’t easedc – 45 percent of U.S. companies are spendiny at least $1 million a year on litigation a 1 percent increase from ayear ago. In 2007, only 22 percent of in-houser counsel expected to see an increasde in the number of legal disputesw faced by their company in theyear ahead.
The mood has changedd following the subprimemortgage meltdown, banking crisis and credit squeeze, sparking a rush of corporate work force reductions and government 34 percent of in-house counsel now anticipate a run-up in In the U.K., just 21 percent of in-house counselo expect a rise in the numbedr of new suits against them. • U.S. companies are concerned about regulation: 25 percent of respondentzs expect an increase inregulatory proceedings, with 8 percent calling for a At large companies, 35 percent are forecasting a bump up in governmenr actions. Fulbright & Jaworski has 16 locations, 1,00 attorneys and 50 practice areas.
More information about the survey can be foundat fulbright.com. The Columbuz law firm recently added Richard Blake as partner in its Cleveland offics in conjunction with the creationb of a white collar defensed and investigationspractice area. Blake’s work focuses on criminaol and civil white collar including government and internal investigations and civil fals eclaims matters.
Tuesday, September 13, 2011
Hagan among Raiders' inactives Monday night vs. Broncos - NFL News
hyhekim.wordpress.com
Yahoo! Sports (blog) | Hagan among Raiders' inactives Monday night vs. Broncos NFL News Linebacker DJ Williams, the only player to lead his team in tackles and sacks last season, was among the Broncos' deactivated players. He dislocated his right elbow during the preseason. Copyright 2011 by AP. Raiders deactivate their most productive receiver for opener at Denver on ... Prater's FG gives Broncos 3-0 lead after 1st Hagan among Raiders' inactives Monday night |
Sunday, September 11, 2011
Directors often receive gifts at the end of board tenure - South Florida Business Journal:
llrx-royce.blogspot.com
While it seems like a nice it’s not in sync with the director’s mission to look out for companuy shareholders, said Stuart Gillan, a corporate governancew expertat . “Thse individuals have been compensated all along for their he said. “If they’ve been fairly compensate for service, I can’t see a Nonetheless, , in its most receny fiscal year, paid $75,000 to William P. Hobby, who left the compang board in May 2007 after more than a decadeof service.
The payment was part of Southwest’z director severance plan, which pays $75,000 to departing directors who’ved been on the board at least10 years, and $35,0090 for directors who have servecd at least five years. Because of that policy, Southwesf says the payment is not a but a contractual obligation that was put in place eightg years ago to recognize that Southwest directors are paid less than directorsw atcomparable companies, Southwest said in an e-maile d statement. Further, the package is part of its efforft to attract and keep good board thecompany stated.
Plano-based , whic h became a bank in 2006 after decades as acredir union, gave separation compensation to two director s — Kenneth Yarbrough and Rosario Vela — who departed in May 2007. Yarbrough was on Viewpoint’s boardr and on the board of its predecesso Community Credit Union for more than 30 He received anextra $50,000 plus future paymentsa totaling $152,928, according to Viewpoint financia statements. Vela served on Viewpoint’s audi t committee and had been a board membertsince 2003. She received $8,750 cash this year and is owed $26,76 2 in future years. The two left the board as Viewpoing decided to shrink its board head coungt from nineto seven.
But both served the boared through its transition from credit uniobn to savings bank and publicly traded notesMark Hord, Viewpoingt general counsel. “The board felt that it was appropriatew to recognize theirpast service,” he said. On a smallerf scale, Dallas insurance firm honored departing director Harold McCormick witha $5,00o cash gift to a charity of his choosing. Torchmark didn’t name the charity in its proxy
While it seems like a nice it’s not in sync with the director’s mission to look out for companuy shareholders, said Stuart Gillan, a corporate governancew expertat . “Thse individuals have been compensated all along for their he said. “If they’ve been fairly compensate for service, I can’t see a Nonetheless, , in its most receny fiscal year, paid $75,000 to William P. Hobby, who left the compang board in May 2007 after more than a decadeof service.
The payment was part of Southwest’z director severance plan, which pays $75,000 to departing directors who’ved been on the board at least10 years, and $35,0090 for directors who have servecd at least five years. Because of that policy, Southwesf says the payment is not a but a contractual obligation that was put in place eightg years ago to recognize that Southwest directors are paid less than directorsw atcomparable companies, Southwest said in an e-maile d statement. Further, the package is part of its efforft to attract and keep good board thecompany stated.
Plano-based , whic h became a bank in 2006 after decades as acredir union, gave separation compensation to two director s — Kenneth Yarbrough and Rosario Vela — who departed in May 2007. Yarbrough was on Viewpoint’s boardr and on the board of its predecesso Community Credit Union for more than 30 He received anextra $50,000 plus future paymentsa totaling $152,928, according to Viewpoint financia statements. Vela served on Viewpoint’s audi t committee and had been a board membertsince 2003. She received $8,750 cash this year and is owed $26,76 2 in future years. The two left the board as Viewpoing decided to shrink its board head coungt from nineto seven.
But both served the boared through its transition from credit uniobn to savings bank and publicly traded notesMark Hord, Viewpoingt general counsel. “The board felt that it was appropriatew to recognize theirpast service,” he said. On a smallerf scale, Dallas insurance firm honored departing director Harold McCormick witha $5,00o cash gift to a charity of his choosing. Torchmark didn’t name the charity in its proxy
Thursday, September 8, 2011
Consumers
edovogopu.wordpress.com
The has filed for a stay on the detaiol in a rate increase PUCO approved this montnhfor Columbus-based American Electric Power (NYSE:AEP). Part of the PUCO ordert allows the company to pick up revenue it would have received had the rate increase takeb effect at the beginning of the AEP received roughly half of the 15 percentg annual electricity rate increase it sought for this yearthrough 2011. If the commissiobn next week gives approval to tariffx AEP has filed since therate ruling, the increase the PUCO approvedc for 2009 will be compressed into bills for the remainingb months of this year.
The counsel opposed the retroactive rate but the request for a stay asks the PUCO to not put it into effec until a determination is made about the legalit y ofthe provision. Consumers’ counsel spokesman Ryan Lippe said the agenc thinks the retroactive increase violates Ohio lawand isn’t permittedc in the sweeping electricity deregulatio plan Gov. Ted Strickland signed last That paved the way for the rate increase AEP filerdlast summer. The joined the Ohio Consumers’ Counse l in requesting the stay.
Shana Eiselstein, a spokeswoma for the PUCO, wouldn’t comment on the legalk questions, stating only that the retroactive provision is an elemenf ofthe commission’s order. “If arguments are raised otherwise, therre is an opportunity for a rehearing and the commissionh will have to consider argumentzs as theycome up,” she said. An AEP spokeswomam couldn’t be reached for Lippe said the consumers’ counsel intende to seek a rehearing on therate
The has filed for a stay on the detaiol in a rate increase PUCO approved this montnhfor Columbus-based American Electric Power (NYSE:AEP). Part of the PUCO ordert allows the company to pick up revenue it would have received had the rate increase takeb effect at the beginning of the AEP received roughly half of the 15 percentg annual electricity rate increase it sought for this yearthrough 2011. If the commissiobn next week gives approval to tariffx AEP has filed since therate ruling, the increase the PUCO approvedc for 2009 will be compressed into bills for the remainingb months of this year.
The counsel opposed the retroactive rate but the request for a stay asks the PUCO to not put it into effec until a determination is made about the legalit y ofthe provision. Consumers’ counsel spokesman Ryan Lippe said the agenc thinks the retroactive increase violates Ohio lawand isn’t permittedc in the sweeping electricity deregulatio plan Gov. Ted Strickland signed last That paved the way for the rate increase AEP filerdlast summer. The joined the Ohio Consumers’ Counse l in requesting the stay.
Shana Eiselstein, a spokeswoma for the PUCO, wouldn’t comment on the legalk questions, stating only that the retroactive provision is an elemenf ofthe commission’s order. “If arguments are raised otherwise, therre is an opportunity for a rehearing and the commissionh will have to consider argumentzs as theycome up,” she said. An AEP spokeswomam couldn’t be reached for Lippe said the consumers’ counsel intende to seek a rehearing on therate
Tuesday, September 6, 2011
Wisconsin Clopay plant to be closed - Houston Business Journal:
badillodacyroic1505.blogspot.com
, the garage doors manufacturinfg businessof Jericho, N.Y.-based Griffon GFF), is consolidating operations of the Baldwin in St. Croix County, and the operationw from a plantin Russia, Ohio, into its planyt in Troy, Ohio. "These actions will enable us to centralizd production at our most technologically advanced facilitu so that Clopay can improve its manufacturing efficiency while improvin g our ability to serve the needs of our saidSteve Lynch, president of Clopay.
"By consolidatinv our manufacturing, we will streamline operations, lower costs and maintainb the flexibility to meet supply demands now and in the The company estimates that it willincut pre-tax exit and restructurin g costs of approximately $12 million, nearlyh all of which will be in Charges will include approximately $2 million for one-time termination benefita and other personnel-related
, the garage doors manufacturinfg businessof Jericho, N.Y.-based Griffon GFF), is consolidating operations of the Baldwin in St. Croix County, and the operationw from a plantin Russia, Ohio, into its planyt in Troy, Ohio. "These actions will enable us to centralizd production at our most technologically advanced facilitu so that Clopay can improve its manufacturing efficiency while improvin g our ability to serve the needs of our saidSteve Lynch, president of Clopay.
"By consolidatinv our manufacturing, we will streamline operations, lower costs and maintainb the flexibility to meet supply demands now and in the The company estimates that it willincut pre-tax exit and restructurin g costs of approximately $12 million, nearlyh all of which will be in Charges will include approximately $2 million for one-time termination benefita and other personnel-related
Sunday, September 4, 2011
State senator wants to remove UC
http://www.narvabiathlon.net/auto-insurance-quotes-in-oklahoma/
In a release, Yee, who received his bachelor’s degree from UC said that the Regents of the system thinki theyare “above the law.” The Universityh of California Office of the President shot back in its own saying that the system is one of the few agenciexs in government that is working, that it’s flourished undef its autonomy, and that the salarieas it pays to top leadera is below the national averags for comparable institutions. The state’s constitutionm guaranteed the regents autonomy on all issues relates to management of the systemsince 1879.
The proposeed amendment, SCA 21, and its counterpart on in theStatew Assembly, ACA 24, need two-thirds approval from the legislaturde and then needs approval from state voters.
In a release, Yee, who received his bachelor’s degree from UC said that the Regents of the system thinki theyare “above the law.” The Universityh of California Office of the President shot back in its own saying that the system is one of the few agenciexs in government that is working, that it’s flourished undef its autonomy, and that the salarieas it pays to top leadera is below the national averags for comparable institutions. The state’s constitutionm guaranteed the regents autonomy on all issues relates to management of the systemsince 1879.
The proposeed amendment, SCA 21, and its counterpart on in theStatew Assembly, ACA 24, need two-thirds approval from the legislaturde and then needs approval from state voters.
Friday, September 2, 2011
GM owes $9M to AK Steel - Sacramento Business Journal:
gorbunovabowiper.blogspot.com
About $9.1 million is how much the carmaker owes theWest Chester-basedx steel manufacturer in trade debt, according to a list of GM’w 50 largest unsecured creditors that was includedr with its initial bankruptcgy court filings Monday. was listed as the company’d 33rd largest unsecured creditor. The only other Ohio company on the list was GoodyeaTire & Rubber Co. in which is on the hook for almosr $7 million. No Kentucky or Indianz companies were onthe list. Asided from bond debt and employee obligations, which account for GM’sx five largest unsecured obligations, the top traded debt disclosedwas $122 million owed to Starcom Mediavest Grouop Inc. of Chicago.
GM has been AK Steel’sz biggest customer for years, although the percentage of totao sales it derives from the troubled automotivw company has been declining inreceng years. AK Steel did not disclose how much it sold to GM in 2008 in its latestannual report, but earlier annuak reports disclosed that shipments to GM accounted for 20 percent of net salexs in 2003, 15 percent in 2004, 13 percenty in 2005, and less than 10 percent in 2006 and 2007. AK Steelk said about 28 percent of its trade receivables outstandinvg at the end of 2008 were due from businessesz associated withthe U.S. automotivre industry, including General Motors, Chryslert and Ford.
Its 2008 annual reporyt also included the followingcautionaryt disclosure: “If any of these three major domestic automotive companiesd were to make a bankruptcy it could lead to similar filings by suppliers to the automotive many of whom are customers of the company. The company thus couldd be adversely impacted not only directly by the bankruptct of a major domesticautomotive manufacturer, but also indirectl y by the resultant bankruptcies of other customers who supply the automotive The nature of that impacyt could be not only a reductionh in future sales, but also a loss associated with the potential inability to collect all outstandingy accounts receivables.
That could negatively impact the company’s financial results and cash flows. The companhy is monitoring this situation closely and has taken stepsw to try to mitigate its exposurew to suchadverse impacts, but because of current marketg conditions and the volume of businessz involved, it cannot eliminate these risks.”
About $9.1 million is how much the carmaker owes theWest Chester-basedx steel manufacturer in trade debt, according to a list of GM’w 50 largest unsecured creditors that was includedr with its initial bankruptcgy court filings Monday. was listed as the company’d 33rd largest unsecured creditor. The only other Ohio company on the list was GoodyeaTire & Rubber Co. in which is on the hook for almosr $7 million. No Kentucky or Indianz companies were onthe list. Asided from bond debt and employee obligations, which account for GM’sx five largest unsecured obligations, the top traded debt disclosedwas $122 million owed to Starcom Mediavest Grouop Inc. of Chicago.
GM has been AK Steel’sz biggest customer for years, although the percentage of totao sales it derives from the troubled automotivw company has been declining inreceng years. AK Steel did not disclose how much it sold to GM in 2008 in its latestannual report, but earlier annuak reports disclosed that shipments to GM accounted for 20 percent of net salexs in 2003, 15 percent in 2004, 13 percenty in 2005, and less than 10 percent in 2006 and 2007. AK Steelk said about 28 percent of its trade receivables outstandinvg at the end of 2008 were due from businessesz associated withthe U.S. automotivre industry, including General Motors, Chryslert and Ford.
Its 2008 annual reporyt also included the followingcautionaryt disclosure: “If any of these three major domestic automotive companiesd were to make a bankruptcy it could lead to similar filings by suppliers to the automotive many of whom are customers of the company. The company thus couldd be adversely impacted not only directly by the bankruptct of a major domesticautomotive manufacturer, but also indirectl y by the resultant bankruptcies of other customers who supply the automotive The nature of that impacyt could be not only a reductionh in future sales, but also a loss associated with the potential inability to collect all outstandingy accounts receivables.
That could negatively impact the company’s financial results and cash flows. The companhy is monitoring this situation closely and has taken stepsw to try to mitigate its exposurew to suchadverse impacts, but because of current marketg conditions and the volume of businessz involved, it cannot eliminate these risks.”
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