One year after the Valentine's Day massacre at Marjory Stoneman Douglas High School, Zachary Cruz is focused on healing.
The brother of alleged gunman Nikolas Cruz, who killed 17 at the Parkland, Florida, school, told Inside Edition he's gotten a tattoo of a peace sign to represent how he wants to live life going forward: "I want everything to be peaceful."
What's next for El Chapo? Get a look inside the so-called Supermax prison where the former leader of Mexico's Sinaloa Cartel may be headed. Among its tenants? Boston Marathon bomber Dzhokhar Tsarnaev and Unabomber Ted Kaczynski.
An Instagram model captured the moment a pig bit her at the famed Pig Beach in the Bahamas. But it wasn't the first time the pigs got a little aggressive.
What starts with a simple knock on the door can turn into a violent robbery. Watch Inside Edition's investigation into how you might be letting criminals into your home.


text:
Community cash bids denied in West Lothian after sudden rule change it is claimed
Councillors were angry at the way a Holyrood handout was set up by council staff. Tories in West Lothian say the rules changed halfway through the bidding process
Stuart SommervilleLocal Democracy Reporter
Civic Centre, West Lothian (Image: Civic Centre, West Lothian)
Rules to bid for community cash were suddenly changed by West Lothian council officers when they received many more applications for funds than expected, it is claimed.
Bathgate Conservative Charles Kennedy told the November meeting of the full council that an extra rule had been added, which would restrict qualification to projects that required only one year funding.
The change had been made because of the unexpectedly large number of applications, which the officers had to sift through.
However neither applicants - mainly community groups - nor ward councillors were told of the rule change halfway through the process.
Community groups had been invited to bid for £1 million of Holyrood cash from the Place Based Investment Fund.
The funding situation emerged when Councillor Kennedy tabled a question on engagement over the controversial investment programme.
The farm where young people from deprived backgrounds learn new skills in West Lothian
SNP demands Livingston Valneva vaccine should be ordered by UK Government
Councillor Kennedy said: "I know the group who gave a comment previously are astounded that, having been told one answer from officers at the original meeting, being that they had met few if any of the criteria, which they thought was mystifying, they are now told that because of the volume of submissions the assessment criteria were changed implying they lost out as they had made a three years of funding application."
Both Tories and the SNP had criticised the plan when it was revealed at a meeting of the executive.
Five community projects will share more than £1 million of Scottish Government grant but the decisions were delegated to council officers. The winning bids, chosen by council officers, were presented to councillors for rubber-stamping.
The lack of information on the winning applicants, and more importantly on the bids which had failed, angered councillors.
Councillor Kennedy claimed at that meeting the application process had shut out community groups and politicians and alienated groups, which had spent many hours preparing bids for the cash.
At the full council Councillor Kennedy asked: "Following on from the discussions on the award process at council executive on October 26, 2021 can the executive councillor confirm that all groups involved for the Place Based Investment have now been engaged with as agreed at said council executive and advise council of the nature and extent of that engagement?"
Answering, council leader Lawrence Fitzpatrick said officers had contacted all applicants including the ones, which had failed to win cash.
Failed applicants had been provided with contact phone numbers of the relevant officers, who could offer advice and guidance on applications when new money is expected to come from the Scottish Government next year.
Councillor Kennedy asked if Councillor Fitzpatrick had been aware of the change to add the one year funding qualification limit this year.
The council leader admitted that he was not, and would seek answers.
Councillor Kennedy pointed out that this information could have been discovered by councillors had the council accepted an amendment at the executive meeting from Tory group leader Damian Doran-Timson to delay the spending decision for three weeks to allow council officers to provide full details to members.
Councillor Doran-Timson's amendment was backed by the SNP group, but the narrow Labour majority on the executive- the council's decision making committee- carried the vote.
At the meeting of the executive, which accepted the awards Craig McCorriston head of economic development said that the funding process accepted in June had to commit money to projects within the current financial year and it was the tight time frame that had influenced the process.
At the same meeting, he gave brief outlines of projects, which had failed to win and added that he would be happy to discuss applications with groups to help them prepare for future funding applications.
Contacted by the Local Democracy Reporting Service this week, Councillor Kennedy said: "It was disappointing if not surprising that the leader of the council was able to present a narrative of how well the council had engaged with the groups who had failed to be approved for funding but when asked to explain why that 'engagement' was simply a couple of paragraphs, which were in contradiction of the presentation given to council executive he was unable to do so.
"Equally, it is a poor reflection on this administration, that, when questioned as to why he had allowed officers to change the qualification rules after bids had been submitted, the leader of the council could only state that he was unaware of how the process that he and his Labour group voted to approve had actually worked.
"Over a week since and the promised response from the leader of the council has not been received so one can only wonder why such a simple answer is taking so long to be formulated."
'Black Bitch' pub name change in Linlithgow doesn't need council permission
New 20mph zones in West Lothian could stay as residents invited to have their say

redpajama_set_name: RedPajamaCommonCrawl


» BEST NEWS EVER! AMAZON BUYS TWITCH!
BEST NEWS EVER! AMAZON BUYS TWITCH!
Amazon pulled a surprise move today after suddenly buying Twitch - before YouTube did. What does this mean? There is a possibility that Amazon wont be as strict with copyrights as Youtube is, meaning that Twitch may remain user-friendly and this could also mean that Amazon's shopping services could be helpfully integrated into Twitch (so for example, you could buy the game that you watch someone streaming). It's better than Twitch being infested with Google+ and incredibly silly censoring.
This does seem like better news, though I'm concerned that Amazon will face the same pressure from copyright holders that Google did with Youtube. However, I do have hopes that Amazon will find a better solution than Google, and that they'll let Twitch be Twitch without forcing unwanted change on them.
amazon hasn't really had many issues with copyright before though, since it's a completely different kind of website, so we don't know how it deals with this stuff.


If your first thought was that I've been hiding a pregnancy, you'll be disappointed (or thrilled. right, mom?). First let me say that I'm deeply sorry for the lack of posts recently. I'd venture to guess that a lot of couples get to spend a few weeks relaxing after their weddings and enjoying newlywed bliss. We've got the bliss part covered, but there has certainly been no time for relaxing. Why, you ask? Because we've been sorting, trashing, boxing, and packing for our MOVE TO WASHINGTON, DC. <<probably feels like a let down if you thought I was pregnant, huh?
My job announced my departure yesterday, so I can officially shout it from the rooftops. We have to be out of our Raleigh house on August 15th, so as of the 16th I'll be a DC resident. We've (fingers crossed) found an apartment – a beautiful one in a lovely neighborhood that is even okay with our two large dogs. Needle in a haystack doesn't even begin to describe it. For those familiar with DC, it's right on the border of Adams Morgan and Columbia Heights. The one downfall: it's a whopping 650 square feet. Our current house is 1400 plus an attic and basement. We really only have space to take the basics (Yard Sale on Saturday for the Raleigh peeps – more details tomorrow).
We couldn't be more excited about this move! It's a brand new adventure for us and is already making our first year of marriage so exciting! If you watch Scandal you should know that's basically how I'm picturing our time in DC. No presidential affairs (I'll stick with Ben), but definitely expensive clothes, important meetings to attend, and a coffee in hand always. I'll keep dreaming, and in the meantime, if you have any DC suggestions, send them my way!
Hi!! So in an effort to to sound stalkerish, I think we went to high school together and became Facebook friends. Then I got on Instagram and love your photos! Well anyways I just found your blog and I love it! I relate so much…I just got married in May, immediately moved to DC post honeymoon to join my husband and am trying to blog (work wear for tall girls). Anyways, wanted to let you know!
Hi Meghan! Yes, we did go to high school together and your blog is amazing! How are you liking DC? We're actually moving soon, which is such a bummer. We've loved it here, but we're excited for our next adventure! Congratulations on your new marriage!
Ooh, I'll visit this yard sale of yours!! What an exciting move!


text:
Stefan Kaminski (* 6. Juni 1974 in Dresden) ist ein deutscher Schauspieler und Autor sowie Synchron-, Hörspiel- und Hörbuchsprecher. Seine bekanntesten Rollen sind der Joker aus Suicide Squad und aus dem DC Extended Universe sowie Kermit der Frosch, denen er in den deutschen Versionen seine Stimme lieh.

Karriere
Ab 1996 arbeitete Kaminski unter anderem als Autor und Sprecher für die Kinderredaktion Zappelduster (Radio Brandenburg, RBB) und als Moderator und Musikjournalist für die Metal-Show Stahlwerk (Radio Fritz, RBB). 1999 bis 2003 absolvierte er sein Schauspielstudium an der Ernst-Busch-Hochschule für Schauspielkunst in Berlin. 2001 trat er erstmals am Deutschen Theater in Berlin auf, wo er mit Regisseuren wie Jürgen Kruse, Dimiter Gotscheff und Leonhard Koppelmann arbeitete. 2004 entstand dort sein Hörspiel-Theater-Format Kaminski ON AIR.

Bekannt ist Stefan Kaminski auch als Synchronstimme von Kermit, dem Frosch (seit 2012), und als Ratte Marvi Hämmer aus der gleichnamigen Hörbuch- und TV-Reihe (auf KI.KA und ZDF).

2006 erhielt Kaminski den Preis der Deutschen Schallplattenkritik 2006 für die Hörbuchproduktion Wir pfeifen auf den Gurkenkönig von Christine Nöstlinger. 2009 wurde er mit der Hörbuchproduktion Motel Life von Willy Vlautin für den Deutschen Hörbuchpreis nominiert. Seither hat Stefan Kaminski genreübergreifend weit über 200 veröffentlichte Hörbücher eingesprochen. Für die DVD-Box Kaminski ON AIR: Der Ring des Nibelungen erhielt er im Wagnerjahr 2013 den Preis der Deutschen Schallplattenkritik in der Kategorie "Grenzgänge" und 2017 wurde seine Lesung von Im Labyrinth der Lügen als bestes Kinderhörbuch im Rahmen des Deutschen Hörbuchpreises 2017 ausgezeichnet.

Auftritte und Werke

Bühne
 2001–2002: Antigone. Rolle: Haimon, Regie: Peter Wittenberg
 2002–2003: Das Sparschwein. Rolle: Cordenbois, Regie: Patrick Schlösser
 2001–2003: Gast am Deutschen Theater Berlin
 2003: König Ödipus. Rolle: Der Beteiligte, Regie: Hans Neuenfels
 2003: Komödie der Verführung. Rolle: Leindorf, Regie: Stephan Kimmig
 2003–2004: Wolken ziehen vorüber. verschiedene Rollen, Regie: Stephan Kimmig
 2003–2004: Das Käthchen von Heilbronn. Rolle: Rheingraf vom Stein, Regie: Nicolas Stemann
 2004–2005: Othello. Rolle: Cassio, Regie: Jürgen Kruse
 2004: Tod eines Handlungsreisenden. Rolle: Happy, Regie: Dimiter Gotscheff
 2004: GERMANIA.Stücke. verschiedene Rollen, Regie: Dimiter Gotscheff
 2004: Kaminski LIVE – HörSpiel: Im Bann des Psychopudels. Buch: Christian Berner, FS Blumm, Regie, alle Rollen: Stefan Kaminski
 2005–2006: Kaminski ON AIR. Buch/Regie: Eike Hannemann, alle Rollen: Stefan Kaminski
 2005: Geschichten aus dem Wiener Wald. Rolle: Erich, Regie: Dimiter Gotscheff
 2005: Der Kaufmann von Venedig · Rolle: Lorenzo, Regie: Tina Lanik
 2005–2009: Eines langen Tages Reise in die Nacht. Rolle: Edmund Tyrone, Regie: Thomas Schulte-Michels
 2006–2008: Die Glasmenagerie. Rolle: Tom, Regie: Bettina Bruinier
 2006–2008: Sportchor. Sprecher und Solodarsteller, Regie: Leonhard Koppelmann
 2007: Don Karlos. Rolle: Domingo, Regie: Nicolas Stemann
 2007–2009: Motortown. Rolle: Danny, Regie: Christoph Mehler
 2007:* Kaminski ON AIR – Kong. alle Rollen, Buch & Regie: Stefan Kaminski
 2007:* Kaminski ON AIR – Rheingold. alle Rollen, Buch & Regie: Stefan Kaminski
 2003–2007: Engagement am Deutschen Theater Berlin
 2008:* Kaminski ON AIR – Walküre. alle Rollen, Buch & Regie: Stefan Kaminski
 2009:* Kaminski ON AIR – Siegfried. alle Rollen, Buch & Regie: Stefan Kaminski
 2009:* Kaminski ON AIR – Götterdämmerung. alle Rollen, Buch & Regie: Stefan Kaminski
 2011: Kaminski ON AIR – Es kam von oben – ein gesellschaftskritisches schwarz/weiss-Hörspiel. alle Rollen, Regie: Stefan Kaminski
 2007–2012: Gast am Deutschen Theater Berlin mit Kaminski ON AIR

(* = Premierenjahr)

Hörbücher (Auswahl)
Kaminski ist in seiner Karriere bereits für mehrere Verlage tätig gewesen, so etwa für Random House Audio, Der Audio Verlag, Argon Verlag, Hörbuch Hamburg & Audible.

 Nick Hornby: A Long Way Down. Der Hörverlag, München 2005.
 Boy Lornsen: Robbi, Tobbi und das Fliewatüüt. Der Audio Verlag, 2006.
 Alexander Osang: Lennon ist tot. Der Audio Verlag, Berlin 2007.
 Christine Nöstlinger: Wir pfeifen auf den Gurkenkönig. Beltz, 2007.
 Neil Gaiman: American Gods. Audible, Berlin 2007.
 Jack Flint und der Bann des Herzsteins. Der Audio Verlag, Berlin 2008.
 Shadow. Der Audio Verlag, Berlin 2008.
 Wladimir Sorokin: Der Tag des Opritschniks. Lübbe Audio 2009.
 Terry Pratchett: Eine Insel. Random House Audio, 2009.
 Moritz Rinke: Der Mann, der durch das Jahrhundert fiel. GoyaLiT, Hamburg 2010.
 Kaminski ON AIR: KONG! (Live aus dem Deutschen Theater Berlin), Lübbe Audio, 2010.
 Kathryn Lasky: Die Legende der Wächter 1-10, Goyalibre. Hamburg 2010–2013.
 Sorry, wir haben die Landebahn verfehlt. Der Audio Verlag, Berlin 2010.
 Lyman Frank Baum: Der Zauberer von Oz. Jumbo Neue Medien, 2010.
 Lieneke Dijkzeul: Ein Traum vom Fußball. Scala Z Media, 2010, ISBN 978-3-941674-05-9.
 Sergej Lukianenko: Trix Solier. Der Hörverlag, 2010.
 Morton Rhue: Fame Junkies, Goyalibre. Hamburg 2010.
 Anonymous: Das Buch ohne Staben. Lübbe Audio, 2010.
 Anonymous: Das Buch ohne Namen. Lübbe Audio, 2010.
 Andreas Eschbach: Black Out. Arena Verlag, 2010.
 Rudyard Kipling: Das Dschungelbuch. (Audible exklusiv, 2010)
 Ian und Hai Iggulden: Dangerous Book for Boys Argon Verlag, 2010.
 Heinrich Heine: Aus den Memoiren des Herren von Schnabelewopski. Jumbo Neue Medien, 2011.
 Jane Austen, Seth Grahame Smith: Stolz und Vorurteil und Zombies. Audible, 2011.
 Benno Pludra: Lütt Matten und all die anderen. Hörcompanie, 2011.
 Ingo Siegner: Eliot und Isabella 1-3. Argon Verlag, Berlin 2011.
 Martin Mosebach: Was davor geschah. GoyaLiT, Hamburg 2011.
 Carlo Collodi: Pinocchio. Oetinger Verlag, 2011.
 Andreas Eschbach: Hide Out. Arena Verlag, 2011.
 Anonymous: Das Buch ohne Gnade. Lübbe Audio, 2011.
 Ross Mackenzie : Piraten der Nacht D>A<V, 14. April 2011
 Libba Bray: Ohne. Ende. Leben. Goyalibre, 2011.
 Henry Chancellor: Tom Scatterhorn und die Reise in den Vulkan. 2011.
 Selma Lagerlöf: Nils Holgerssons wunderbare Reise. Ohrka.de 2012.
 Wilhelm Busch: Max und Moritz. Ohrka.de 2012.
 Jules Verne: Die Reise zum Mittelpunkt der Erde. Ohrka.de 2012.
 Jonathan Swift: Gullivers Reisen. Ohrka.de 2012.
 Nicolas Barreau: Eines Abends in Paris. Hörbuch Hamburg, Hamburg 2012.
 David Foenkinos: Nathalie küsst. Hörbuch Hamburg, Hamburg 2012.
 Wolfgang Herrndorf: Sand. Argon Verlag, Berlin 2012.
 Terry Pratchett: Wachen! Wachen!. Schall & Wahn 2012.
 Geoff Rodkey: Dreckswetter und Morgenröte. Die Legenden der Blauen Meere. Band 1. Silberfisch bei Hörbuch Hamburg, Hamburg 2013, ISBN 978-3-86742-155-3. (Gekürzte Lesung 5 CD).
 Jeanne Willis: Pingu-Power – Die tollste Show der Welt. Sauerländer audio, Frankfurt am Main 2013.
 Cally Stronk, Steffen Herzberg: Giraffenaffen – Die Schatzsuche. Oetinger audio, Hamburg, 2013.
 Cally Stronk, Steffen Herzberg: Giraffenaffen – Wir sind da. Oetinger audio, Hamburg, 2013.
 Patrick Rothfuss: Die Furcht des Weisen (Die Königsmörder-Chronik 2.1) Der Hörverlag 2013.
 Kevin Hearne: Gehetzt – Die Chroniken des Eisernen Druiden I. Hörbuch Hamburg, Hamburg 2013, ISBN 978-3-86909-155-6.
 Patrick Rothfuss: Die Furcht des Weisen 2.(Die Königsmörder-Chronik 2.2) Der Hörverlag 2013
 Patrick Rothfuss: Der Name des Windes.(Die Königsmörder-Chronik 1) Der Hörverlag 2013.
 Jeanne Willis: Pingu-Power. Die tollste Show der Welt Sauerländer audio, 2013.
 Terry Pratchett: Dunkle Halunken. OSTERWOLDaudio, Hamburg 2013, ISBN 978-3-86952-184-8.
 Hugo von Hofmannsthal: Jedermann. Jumbo Neue Medien 2013.
 Kevin Hearne: Verhext – Die Chroniken des Eisernen Druiden II. Hörbuch Hamburg, Hamburg 2014, ISBN 978-3-89903-866-8.
 Jeanne Willis: Pingu-Power – Die tollste Rettung der Welt. Sauerländer audio, Berlin 2014.
 Kaminski ON AIR: Der Ring des Nibelungen (4 CD-Box). Jumbo Neue Medien, Goya Lit 2014.
 Jeanne Willis: Pingu-Power. Die tollste Rettung der Welt Sauerländer audio, 2014.
 Helme Heine: Freunde – Die Schatzsuche. Argon Verlag, Berlin 2014.
 Kathryn Lasky: Der Clan der Wölfe 1-2. Goyalibre 2014.
 Frank Schätzing: Der Schwarm. Der Hörverlag 2014.
 Ulf Nilsson und Britta Nonnast: Mein Bruder und ich. Geschwistergeschichten Argon Verlag, 2015.
 Thomas Brussig: Das gibts in keinem Russenfilm Argon Verlag, 2015.
 Frank Schätzing: Die dunkle Seite. Der Hörverlag 2015.
 Rick Riordan: Die Kane-Chroniken – Die rote Pyramide Silberfisch Verlag, 2016
 Rick Riordan: Die Kane-Chroniken – Der Schatten der Schlange Silberfisch Verlag, 2016
 Rick Riordan: Die Kane-Chroniken – Der Feuerthron Silberfisch Verlag, 2016
 Bertrand Santini: Hugo und die Dämonen der Nacht Sauerländer audio, 2017.
 Martin Muser: Kannawoniwasein! Manchmal muss man einfach verduften. Hörbuch Hamburg 2018.
 Hans Christian Andersen: Das hässliche Entlein. Ohrka.de 2018.
 Brüder Grimm: Schneewittchen und die sieben Zwerge. Ohrka.de 2018.
 Brüder Grimm: Rapunzel. Ohrka.de 2018.
 Brüder Grimm: Aschenputtel. Ohrka.de 2018.
 Laurent Binet: Eroberung. Argon Verlag, 2020.
 Jay Spencer: Paradise Pirates retten Captain Scratch, der Audio Verlag 2022, ISBN 978-3-7424-1767-1.
 Katja Brandis: Drachendetektiv Schuppe – Chaos im Zauberwald. Argon Verlag 2022, ISBN 978-3-8398-4274-4.
 Katja Brandis: Drachendetektiv Schuppe – Gefährliches Gemüse. Argon Verlag 2022, ISBN 978-3-8398-4287-4.

Hörspiele und Features
 1999: Isaak Babel: Die Reiterarmee (Gilumov) – Regie: Joachim Staritz (Hörspiel (3 Teile) – MDR/DLR)
 2003: Stefan Amzoll: Putze Polina – Regie: Wolfgang Rindfleisch (Hörspiel – DLR)
 2004: Eveline Passet/Raimund Petschner: Die eigensinnige Füllung der Tage (Von Arbeit und Eigenzeit) – Regie: Stefanie Lazai (Feature – DLR Berlin)
 2004: Oliver Bukowski: Serjosha & Schultz – Regie: Karlheinz Liefers (Hörspiel – DLR Berlin)
 2004: Holger Siemann: Mordspiel (Niedernolte) – Regie: Christa Kowalski (Kriminalhörspiel – RBB)
 2006: Judith Lorentz: Das Gespenst von Canterville Orchesterhörspiel nach Oscar Wilde – Regie: Judith Lorentz (Kinderhörspiel – SWR/HR/BR/DLR/NDR)
 2006: Alexander Schnitzler: Die Zwölf vom Dachboden – Regie: Bernhard Jugel (Kinderhörspiel – MDR)
 2007: Wolfgang Zander: Big Jump oder Charlotte träumt – Regie: Beatrix Ackers (Kinderhörspiel – DKultur)
 2008: Heiner Grenzland: Tsunami über Deutschland – Musik und Regie: Heiner Grenzland (Original-Hörspiel, Science-Fiction-Hörspiel – RBB)
 2009: Wolfgang Zander: Das schwarze Haus – Regie: Beatrix Ackers (Kinderhörspiel – DKultur)
 2012: Aravind Adiga: Der weiße Tiger – Bearbeitung und Regie: Beate Andres (Hörspiel – DKultur/NDR)
 2013: Wilhelm Speyer: Charlott etwas verrückt – Regie: Moritz von Rappard (Hörspiel – RBB)
 2013: Nii Parkes: Die Spur des Bienenfressers – Regie: Thomas Leutzbach (Hörspiel – WDR)
 2013: Eva Lia Reinegger: Jähnicke schmeckt's – Regie: Stefanie Lazai (Kriminalhörspiel – DKultur)
 2014: Levander Berg: Teufels Spielplatz – Regie: Wolfgang Rindfleisch (Hörspiel – DLF)
 2014: Bettina Erasmy: Chapters – Regie: Silke Hildebrandt (Hörspiel – HR)
 2014: Frank Schültge/Christian Berner: Paul Browski und die Monotonie des Yeh Yeh Yeh – Regie: Frank Schültge/Christian Berner (Hörspiel – Autorenproduktion für SWR)
 2016: Rainer Brandt: Sartana – Noch warm und schon Sand darauf – Bearbeitung und Regie: Leonhard Koppelmann (Hörspiel – WDR)
 2018: Sebastian Fitzek/Johanna Steiner: Der Augensammler (Audible exklusiv)
 2020: Die hr3 Weihnachtsgeschichte - Das Hörspiel – Regie: Leonhard Koppelmann (Hörspiel, HR)

DVD
 2014: Kaminski ON AIR: Der Ring des Nibelungen. Regie: Stefan Kaminski, bel air edition
 2015–2020 Overlord für Köln Synchron

Kino
 2009: Die Friseuse, Regie: Doris Dörrie
 2005: Maria am Wasser, Regie: Thomas Wendrich

Fernsehen
 2007: Morgen räum' ich auf (HR), Regie: Martina Elbert · ARD
 2005: Schiller Reloaded (HR), Regie: Theo Roos · 3sat

Weblinks

 Kaminski On Air – Website von Stefan Kaminski

Filmschauspieler
Theaterschauspieler
Hörspielsprecher
Autor
Deutscher
Geboren 1974
Mann

redpajama_set_name: RedPajamaWikipedia


text:
Working as a family: the Emmanuelle Beaudet team
The Emmanuelle Beaudet team continues our theme of "Working as a Family"! In order to establish the context of family ties: Emmanuelle and Pascale are sisters; Yannick is Emmanuelle's husband. All three work together with well defined roles. Over the years, the team has grown and welcomed new members: Melyssa and Vanessa.
Sharing tasks according to each person's strengths
Emmanuelle and her team's business model is well established. Each of the 5 members has their role to play.
Emmanuelle Beaudet is the backbone of the team. She is an enthusiast who always puts people before percentage. Her main focus is on business development and the sales side. She offers a refined experience that revolves around dialogue, respect and thoroughness. The perfect balance between authenticity and knowledge. She began her career in residential real estate in 2003 with her husband Yannick.
Yannick Ménard is Emmanuelle's partner. In his early days, he mainly dealt with the "buyer" side. With the arrival of Pascale and Vanessa, he works more closely with Emmanuelle in completing transactions. He is also the wonderful photographer of the team.
Pascale Beaudet let herself be tempted by this family adventure. She joined the team in 2005 after leaving a job in her field of study that did not suit her. "Emmanuelle and Yannick convinced me to join them. I hesitated before going into real estate, seeing that my sister was working a lot! I finally took the plunge in 2005. Emmanuelle's passion is contagious! Hard to work with her and not get the urge. Personally, I am a social bug who feeds on my contacts and the recognition of my clients. This profession is certainly the best to satisfy me. "
Mélyssa Filiatrault, administrative assistant to Emmanuelle, she started in 2013. Melyssa ensures the smooth running of all transactions, follow-ups and appointments. By joining our team, she found a second family there that shares the same values as her: integrity and respect.
Vanessa Gallo, for her part, joined the team in 2016. She is our "youngest child, Emmanuelle's adopted daughter!" She shares the same role as Pascale, namely: specialist in the buyers' section. "We take care of all of Emmanuelle's buying clients, resulting from her website, her listings or simply her great reputation in the South West sector.
"Everything is well divided to reflect the strengths of each of us."
Working as a family: the secret of the Emmanuelle Beaudet team
What do you like most about working as a family? One word that says a lot: trust.
Pascale: "For example, when we leave on vacation we know that the team members take over with our clients, with the same respect as we do. It's reassuring ! ".
What are the limits or disadvantages of working as a family?
Pascale: "I admit that I don't have an answer!" ;)
If you are hesitant to work with one or more members of the same family, here is a tip from Pascale: "I think it can be a great experience as long as the members share the same values and don't count the hours. The team culture must be clear and shared by all, otherwise conflicts could arise more quickly than with regular colleagues. "
Separate professional and personal life - is this possible when working as a family?
Pascale: "That's rather difficult! I see my sister and my brother-in-law at work and we keep talking about real estate. Our moments to be with family are rare; birthdays and celebrations (like Christmas)! However, I believe that if we did not work together there would be even fewer opportunities to see each other and exchange, given our busy lives and respective families. "
Soon 20 years at Sutton!
If the Emmanuelle Beaudet team has chosen the Sutton Quebec banner, it is for the relationship it has with their director Christophe Folla: "Christophe is our resource and 'mentor'. He is always available to each of us at any time of the day. " Since 2003, the Emmanuelle Beaudet team has worked within the real estate agency groupe sutton - clodem inc.
We are proud to have close-knit teams within our Sutton family, sharing family values and who are also committed to others. We take this opportunity to recognize and thank Emmanuelle Beaudet's team for their participation and volunteering for the organization that is close to our hearts, Dans la Rue.
Sutton Quebec also makes a donation for each of the finalized transactions of Team members. Thank you !
Working as a family: the father / son duo Simon and Sylvain GOULET


text:
WU (Vienna University of Economics and Business)
© BOAnet/www.boanet.at
The WU is one of the largest universities of economics and business in the European Union and has been awarded the prestigious AACSB, EQUIS and AMBA accreditations. Excellent results in independent international rankings, for example the Financial Times Ranking, are a further indicator of the WU's outstanding quality and international reputation. The university's size works to its advantage in its wide range of fields and specialisations available in teaching and research, the large selection of foreign languages, its close network of corporate partners ,the comprehensive character of its international programmes, and its large number of international students. The WU plays an important role on the Austrian labour market and has a prominent position in public life through the many WU alumni in top positions. Internationalisation has always been a WU asset. Membership in CEMS and PIM connect the WU to the finest business schools in the world.
Finance, Accounting and Statistics | Foreign Language Business Communication |Information Systems and Operations | Management | Marketing |Public Law and Tax Law | Socioeconomics | Strategy and Innovation |Business, Employment and Social Security Law | Economics | Global Business and Trade
The WU is a public university committed to excellence in research and research-led teaching. It is a place where faculty and students work together, and its objective is to promote education and the autonomy of the individual through academic study as part of a modern and open knowledge society. The WU makes contributions to future-oriented thinking, responsibility in business and economics, and the development of solutions to economic, social, and ecological problems. Academic freedom is one of the WU's key principles, and the university strives to cover a wide variety of topics and approaches in research and teaching. The WU's activities are guided by academic integrity, fairness, equal opportunities, diversity, and open-mindedness.
One of the goals the WU has set itself is to achieve and maintain a place among the world's leading institutions of higher education. The WU is working to strengthen its global profile by offering a range of English-taught master's programmes and also by emphasising internationalisation in its research activities. The WU's excellent international reputation is reflected in its student population: Roughly one in four students on campus has come to study at the WU from abroad. Also approximately 220 partner universities in more than 50 countries, 24% international students from around 110 countries, summer university programmes in the CEE region and Asia, the International Summer University programme in Vienna, a wide variety of courses taught in English, seven master's programmes taught in English, international internships, and various other internationa lprogrammes are just part of what the WU has to offer.
WU (Vienna University of Economics and
Business)
Welthandelsplatz 1
www.wu.ac.at


Selling a home these days is a competitive endeavor. Your home needs to stand out from the crowd in order to sell quickly at the best price possible. There are probably a lot of ideas that you've come up with to give your home extra appeal – fresh paint, blooming plants outside the front door, freshly cut flowers inside, and more.
Lock and Load Mini Storage in Little Rock, AR, can help you with one of the most important aspects of getting your home ready for sale – de-cluttering.
Take a look around your home and put yourself in the shoes of a prospective buyer. Does it look spacious or crowded? Remember to look around from a buyer's perspective.
Open the closets. Are they nice and orderly or jammed full of stuff that you rarely use? You should try to keep 20% to 30% open space in your closets.
Do you have a spare room that has been serving as a dumping ground? You don't want potential buyers to see that.
It's time to decide which items need to go. Sure, you love that vase from Aunt Sally that's sitting on the very edge of the mantel. And your son loves all his sports gear lying around his room. But will prospective buyers really enjoy seeing all your sentimental items or what seems like chaos in your kid's room?
No. A spacious-looking home will sell faster and for a higher price than one whose every inch of space is taken up with items from vacations or gifts from friends and family.
You might have already planned to box up all the unnecessary items in your house and then to stack those boxes in the garage. This is not the right tactic. When potential buyers see those boxes, they will immediately jump to the conclusion that your house has too little storage space.
The amount of storage space in a house is one of the most important features that prospective buyers look for. All the people who consider whether your house is the one for them or at least makes the short list will be looking through all your closets and cupboards. If those areas are full, potential buyers will move on to the next open house on their list.
So you know that your home shouldn't look crowded, but you don't want you home to look empty either. There's a very easy way to give your home that lived-in appeal without the feeling of being crowded. Move the clutter to a self-storage unit at Lock and Load Mini Storage.
When you have your open house and you overhear potential buyers commenting about the advantages of your spacious home over the crowded homes they looked at earlier that day, you'll be happy that you moved all your clutter out.
Visit us at Lock and Load Mini Storage in Little Rock, AR – we've got a perfect storage unit waiting for you.


text:
struct LevelData{
    std::string name;
    bool completed;
    bool collectedGem;
    bool badgeEarned;
    float badgeTime;
    float bestTime;
    unsigned int requiredGems;

    LevelData(){}
    LevelData(const std::string &name, bool completed, bool collectedGem, bool badgeEarned, float badgeTime, float bestTime, unsigned int requiredGems) :
        name(name), completed(completed), collectedGem(collectedGem), badgeEarned(badgeEarned), badgeTime(badgeTime), bestTime(bestTime), requiredGems(requiredGems) {}

    template<class Archive>
    void serialize(Archive &ar, const unsigned int version){
        ar & name;
        ar & completed;
        ar & collectedGem;
        ar & badgeEarned;
        ar & badgeTime;
        ar & bestTime;
        ar & requiredGems;
    }
};

struct LevelCompletionData{

    LevelCompletionData(){}
    LevelCompletionData(const std::string &map, float time, int deaths) :
        map(map), time(time), deaths(deaths){}

    std::string map;
    float time;
    int deaths;
};

class SaveManager{

public:

    static SaveManager& getInstance(){
        static SaveManager saveManager;
        return saveManager;
    }

    void markLevelCompleted(const std::string &map, float time, int deaths, bool gemCollected){
        mLevelDataMap[map].completed = true;
        if ((time < mLevelDataMap[map].bestTime) || (mLevelDataMap[map].bestTime == 0.0f))
            mLevelDataMap[map].bestTime = time;
        if (gemCollected)
            mLevelDataMap[map].collectedGem = true;
        if (time <= mLevelDataMap[map].badgeTime)
            mLevelDataMap[map].badgeEarned = true;
        mLastCompletedData.deaths = deaths;
        mLastCompletedData.map = map;
        mLastCompletedData.time = time;
        std::string saveFile = "save.marv";
        std::ofstream ofs(saveFile.c_str());
        boost::archive::text_oarchive oa(ofs);
        oa << *this;
    }

    bool isLevelCompleted(const std::string &map){
        return mLevelDataMap[map].completed;
    }

    void makeNewSave(){
        mLevelDataMap["easypeasy.json"] = LevelData("Easy Peasy", false, false, false, 2.5f, 0.0f, 0);
        mLevelDataMap["grasslands.json"] = LevelData("Grasslands", false, false, false, 3.5f, 0.0f, 1);
        mLevelDataMap["theclimb.json"] = LevelData("The Climb", false, false, false, 6.0f, 0.0f, 1);
        mLevelDataMap["boing.json"] = LevelData("Boing", false, false,  false, 3.2f, 0.0f, 3);
        mLevelDataMap["spelunking.json"] = LevelData("Spelunking", false, false, false, 6.0f, 0.0f, 3);
        mLevelDataMap["ohbarnacles.json"] = LevelData("Oh Barnacles", false, false, false, 12.5f, 0.0f, 3);
        mLevelDataMap["vertigo.json"] = LevelData("Vertigo", false, false,  false, 30.f, 0.f, 5);
        mLevelDataMap["landdownunder.json"] = LevelData("Land Down Under", false, false, false, 15.f, 0.0f, 6);
        mLevelDataMap["hivemind.json"] = LevelData("Hivemind", false, false, false, 28.f,  0.0f, 7);
        mLevelDataMap["hotpursuit.json"] = LevelData("Hot Pursuit", false, false, false, 12.5f, 0.0f, 8);
    }

    LevelData getLevelData(const std::string &map){
        return mLevelDataMap[map];
    }

    std::vector<std::string> getLevelPaths(){
        return mLevelPaths;
    }

    LevelCompletionData getLastCompletedData(){
        return mLastCompletedData;
    }

private:
    friend class boost::serialization::access;
    template<class Archive>
    void serialize(Archive &ar, const unsigned int version){
        ar & mLevelDataMap;
    }
    SaveManager(){
        mLevelPaths.push_back("easypeasy.json");
        mLevelPaths.push_back("grasslands.json");
        mLevelPaths.push_back("theclimb.json");
        mLevelPaths.push_back("boing.json");
        mLevelPaths.push_back("spelunking.json");
        mLevelPaths.push_back("ohbarnacles.json");
        mLevelPaths.push_back("vertigo.json");
        mLevelPaths.push_back("landdownunder.json");
        mLevelPaths.push_back("hivemind.json");
        mLevelPaths.push_back("hotpursuit.json");
    }
    SaveManager(SaveManager const&){}
    void operator=(SaveManager const&){}
    std::map<std::string, LevelData> mLevelDataMap;
    std::vector<std::string> mLevelPaths;
    LevelCompletionData mLastCompletedData;
};

redpajama_set_name: RedPajamaGithub


The language is blunt but the point is clear. After four years of war, the Western-backed Saudi coalition has not dislodged the Houthi movement from the capital Sanaa or the strategic port of Hodeidah.
In what Blumi sees as a war of plunder for a system of financial capitalism on the brink of collapse, defeat in Yemen will be potentially fatal for it, most of all for the Saudi regime in Riyadh. Yemen may be physically destroyed and its people starving but defeat in south Arabia could see the Saudi state disappear into the annals of history.
Blumi, a lecturer in Turkish studies at Stockholm University, wants to upend the Western and Arabic media narrative of the Yemen war in which "Iran-backed rebels" are fighting a coalition supporting "the internationally recognised government" of Abd Rabbuh Mansour Hadi.
The author describes a war with origins a century old that has little or nothing to do with Iranian expansion or terrorism and everything to do with eliminating resistance to the Western-backed Arab Gulf states.
The book is an honourable addition to the kind of radical anti-colonial political economy exemplified by Egypt-born Marxist Samir Amin. In part a polemic against financial globalism, this is no dry academic exercise but rather a thoroughly researched and heartfelt intellectual missile to be lobbed over the wall of Western analytical group-think on the Middle East.
Yemen and Yemenis have never been fully integrated into the global capitalist economy, Blumi argues, and this presents an ongoing challenge to empire that the latest Western-backed war has attempted, but failed, to solve.
With a history as a trading people with a centuries-old mercantile network stretching across south-east Asia, and a skilled workforce that helped build Arabia and the British empire, Blumi sees Yemenis as the hidden glue in a global economy that has nevertheless marginalised and exploited them.
Britain, which held the port of Aden since the 19th century, is the imperial power that for more than a century had sought to end Yemen's independence and incorporate it fully into the imperial economy.
From the first world war, when Britain imposed a naval blockade on Yemen's Red Sea ports, it allied with the newly installed Ibn Saud dynasty against Yemen and continues to do so all the way until Mohammed bin Salman's devastating war starting in 2015.
North Yemen's first ruler, Imam Yahya, was murdered in a 1948 coup but the British backed "modernist" Abdallah al-Wazir, the new imam, failed to hold onto power and Yahya's charismatic son Ahmad was soon installed.
Ahmad secured aid from the communist bloc, which came with few strings, while resisting the crude bribery attempts of the United States' emissaries — which, Blumi points out, had worked very well in Saudi Arabia — and whose racism was a major impediment to winning over Yemen's proud rulers.
The persistent misperception, fed by racism, of Yemen as a land of "primitive tribes" by British and US agents is a running theme in the book.
Blumi sees the rule of Imam Ahmad (1948-62) as part of an anti-colonial Islamism that stood in total opposition to the Wahhabi version of ultraconservative Islam that Saudi Arabia implanted across the Islamic world as part of a Western-backed cold war against communism. This, and circulating its oil profits through London and New York, formed the Gulf rulers' loyal service to empire.
Ahmad was killed in a 1962 republican coup that ushered in an Egyptian occupation and war — sometimes described as president Gamal Abdel Nasser's Vietnam — that lasted until 1970.
With the Saudi oil boom providing huge remittances from Yemen's expat Gulf workers, the 1970s were something of a golden age until the seizure of power by young army officer Ali Abdullah Saleh in 1978.
He was a wily operator who managed to plunder the country while also playing the Gulf states against one another and signing deals with Western oil companies to exploit Yemen's great untapped oil wealth.
Blumi is excellent in revealing clearly how the machinations to federalise Yemen and carve out the exploitable oil-rich regions, along with policies to sell off the formerly communist South Yemen state's assets, led rapidly to disillusionment with unification.
The uprising of 2011 in Yemen was a natural reaction to attempts to plunder the country's economy by its long-time ruler Saleh in cohorts with the Saudis, Qatar and Western powers.
Gulf states had provided the logistical support for militant groups including al-Qaeda in the Arabian Peninsula and the Islamic State, none of which have roots in the Sufi-oriented Islam of Yemen.
The Houthis, or Ansar Allah, had fought six wars against Saleh in their north Yemen mountain stronghold and were aligned with the broad democratic and social justice goal of the popular movements that took to the streets in 2011 and once more against the Hadi regime in 2014, argues Blumi.
Which brings us to today. The war is in stalemate, the country is in ruins and perhaps 150,000 are dead, more than half of them children who have died from hunger and disease. They are mostly forgotten by the outside world.


On the occasion of the theatrical run of a new NFB documentary film, Ninth Floor , Archive Montreal digitized a number of student newspapers and images from its archives published during the infamous Computer Riots (otherwise widely known in its era as the Sir George Williams Affair), which played out in January and February 1969 at what is now the Hall Building of Concordia University in downtown Montreal.
The film was premiered in September 2015, and includes recently unearthed student videotape footage of protest leaders and the various occupations that occurred during the crisis. It is high time that this important chapter in local and Canadian history gets wider exposure. The shock waves stemming from the incident rippled across Canadian universities, forcing them all the reconsider whether their entrenched culture and ways of doing things were out of step with a rapidly evolving modern world. Although the casual acceptance of racism among the ranks of faculty was the core issue, the mishandling of the affair by the University and the forces of law and order was a major factor in the unfortunate sequence of events. In short, the old rigid, mainly white Anglo-Saxon institutions, such as Sir George University, by the late 1960s, had still not understood that times were changing; that students needed to be involved in the evolution of University policies and problem-solving; that it was no longer the staid white conservative 1950s Canada anymore.
One of the premiere screenings of the film Ninth Floor was held in early September 2015 in the Hall Building itself. It was attended by many of the subjects, including the longtime Canadian senator Anne Cools — who had been arrested during the Computer Riots- and many others that had been there. In an extensive question and answer session after the screening, the issue of whether the University had truly learned its lessons in 1969 was raised, with various periods of unrest at Concordia such as during the early 2000s or during the 2012 Printemps Érable brought up as examples. The filmmakers replied that for the purposes of their film, at least, the University was very open and willing to provide access to any and all archival materials, no questions asked. Archive Montreal can attest to this openness, having received permission from the University to re-print our copies of student newspapers from that era on this website.
It can certainly be debated as to whether Concordia or other local Universities are truly as inclusive of students or marginalized communities in their decision-making as they should be, and the question of whether Universities manage demonstrations and protests properly is still very debatable. But as an important chapter in our history, it is hard to deny the importance that the Computer Riots still have and how pertinent its many lessons are both to Universities as well as to teachers, students and protesters of all kinds today. Just the coverage of the film's release in reviews here and here has done a lot to raise the awareness of the affair and its ongoing pertinence.
We spoke to several individuals for Montreal Underground Origins who attended Sir George University during the crisis or had a role in it in some way.
Veteran Montreal poet Endré Farkas, a Sir George Williams University student during the crisis, related his experience in an interview posted elsewhere on this site.
EF: I was part of the occupation. There were two kinds of occupations… The first was the black students' who took over the computer floor, and maybe a week later, the white students took over the cafeteria in support. We also took over the teacher's faculty lounge– that's when the teachers turned against us, when they couldn't get to their booze. So I was part of that second occupation– I mean, just as a body, I wasn't part of the leadership.
LR: And how did that work? Did you actually have to stay there overnight a certain number of days?
LR: And runners go to get food?
EF: Well, we took over the cafeteria, so we supplied food [to the various occupations], but there was flexibility in coming and going. It was only towards the last couple of nights, when there were rumours of the cops coming, that the coming and going was controlled.
LR: So they didn't have the riot squads out back then? Like for the Printemps Érable student movement in 2012?
EF: Oh, no. They were regular cops and nobody ever, in Canada, experienced that kind of problem before. From what I remember, we kept hearing different rumours that there was a compromise where the failed students were going to be allowed to take the tests again.
LR: That was the deal to settle the complaint about the professor failing all the black students and the review board backing up the teacher.
LR: So there was a counter protest? Much like it is today; a core of students that just want to study and not deal with politics.
LR: Did any of your friends get arrested?
EF: Yeah, but it was mainly the black students who got arrested, the whites were let off with a warning or a fine. Black students got put into jail. I think we were unique in the sense that it was the first such crisis outside of the U.S.


text:
Spartans Seek Signature Win Saturday at No. 19 Maryland
Fresh off its second straight win over the ACC after beating Georgia Tech, the USC Upstate men's basketball team turns its attention to the Big Ten as the Spartans travel to College Park, Md., to take on No. 19/20 Maryland Saturday at 11 a.m. from the XFINITY Center.
Upstate, which enters play ranked 21st in the College Insider Mid-Major Top 25 poll, is attempting to defeat its first AP Top 25 opponent in Division I school history. The Spartans are 0-2 all-time against AP Top 25 ranked teams.
Upstate enters play riding a three-game winning streak following its 59-54 win over the Yellow Jackets Dec. 6. Senior Ty Greene scored 16 points and had three steals en route to earning Atlantic Sun Player of the Week honors for the second time in his career. The Knoxville, Tenn., native is first in the conference in both scoring (16.4 ppg) and steals (2.2 spg).
Junior forward ShunQuez Stephens scored a career-high 13 points to go along with six rebounds against Georgia Tech, while sophomore Josh Cuthbertson hit a career-best four three-pointers to finish with 12 points.
Overall, Upstate held its fourth straight opponent to fewer than 60 points and is limiting opponents to just 55.2 points per game. The Spartans enter Saturday atop the conference standings while ranking 17th in the nation in fewest points allowed.
Maryland improved to 9-1 Wednesday night following its 67-56 win over North Carolina Central. The Terrapins only loss came in a 76-65 home setback Dec. 3 to No. 5/6 Virginia.
Freshman guard Melo Trimble paces Maryland with 16.0 points per game, 3.0 assists per game and a .432 three-point field goal percentage. Junior forward Jake Layman is second on the team with 15.2 points per game and first with 5.4 rebounds per game.
USC Upstate and Maryland will meet on the hardwood for the first time in school history when the two teams tipoff Saturday. Upstate is 0-4 all-time against schools from the Big Ten and has not faced a team from the conference since 2011.
Follow Upstate men's basketball all season long on your mobile device, Facebook, Twitter and YouTube.
Author: Carolyn Farr Shanesy


text:
The self-driving trolley problem: how will future AI systems make the most ethical choices for all of us?
Artificial intelligence (AI) is already making decisions in the fields of business, health care and manufacturing. But AI algorithms generally still get help from people applying checks and making the final call.
Harder foods make for stronger skulls, giving hand-reared animals the best chance of survival in the wild
Marcus Byrne/Unsplash, CC BY-SA
Each year, thousands of wild animals across the world are rescued.
Australia's marine industries deliver $80b a year. But without more scientists, the 'blue economy' is at risk
Australia is a marine nation. First Nations people have deep and unbroken connections to sea, 85% of us live within 50km of the coast, and our ocean territory is twice that of our land mass.
A large part of our economy – the "blue economy" – depends on the sea: tourism, ports, energy, transport, fisheries and aquaculture, and emerging industries like renewable energy, offshore aquaculture, and biotechnology.
Every dollar invested in research and development creates $3.50 in benefits for Australia, says new CSIRO analysis
IMG CSIRO, Author provided
Each dollar invested in research and development (R&D) would earn an average of A$3.50 in economy-wide benefits for Australia, according to evidence compiled in a The Conversation.
Pythagoras' revenge: humans didn't invent mathematics, it's what the world is made of
Geralt / Pixabay
Many people think that mathematics is a The Conversation.
Just like how humans recognise faces, bees are born with an innate ability to find and remember flowers
Scarlett Howard, Author provided
We've all watched a honeybee fly past us and land on a nearby flower. But how does she know what she's looking for?
Cell-cultured breastmilk: scientists want to give formula-fed babies another option
Science has made impressive gains in the art of producing animal products minus the animal. Now this emerging field of cellular agriculture is taking on its biggest challenge yet: breastmilk.
Tonight's 'eclipse moonrise' will put on a special twilight show for most of Australia
As the full Moon rises tonight, it won't be as lovely and bright as usual – but it will be fascinating. Across most of Australia, the Moon will be partially shrouded in Earth's shadow, undergoing a partial lunar eclipse as it rises.
A lunar eclipse happens roughly every six months somewhere on Earth. For most of the year, the Moon's orbit takes it above or below Earth's shadow, but during an eclipse the full Moon travels through it.
How do police forensic scientists investigate a case? A clandestine gravesite recovery expert explains
Brendan Chapman, Author provided
Recent high-profile missing persons cases, including that of William Tyrrell – who went missing in Kendall, New South Wales, at the age of three in 2014 – have focused public attention
Are our phones really designed to slow down over time? Experts look at the evidence
It's usually around this time of year you hear people complain about their phones slowing down.


Your tax-deductible gift to Life Together invests in the next generation of prayerful and prophetic leaders for the church and world, while enabling grassroots non-profits, churches and schools to expand their services and capacity. A gift to Life Together is an investment in the spiritual formation and leadership development of young adults; the thriving of local, grassroots organizations; and the lives of thousands of people who connect with our fellows and their sites throughout Eastern Massachusetts.
Your donation is safe and secure. Life Together and the Episcopal Diocese of Massachusetts do not share any information you provide when making a donation.
IT IS EASY, IN THE FACE OF SO MUCH PAIN AND INJUSTICE in our communities and world, to keep our heads down and keep going. Yet when we lift our eyes to the hills, we discover opportunities for transformation. Join friends old and new for our annual community celebration, Love Matters, this year in a series of intimate house parties throughout greater Boston. The time will include drinks, appetizers, and a short program celebrating the richness and diversity of our community. Love Matters is the culmination of a collaborative fundraising campaign to raise $65,000 for next year's fellows. Come, celebrate, and find hope in our work together for a transformed world.


text:
CA Technologies Reports Second Quarter Fiscal Year 2017 Results
CA Technologies (NASDAQ:CA) today reported financial results for its second quarter fiscal 2017, which ended September 30, 2016.
Oct 27, 2016 4:05 PM EDT
Mike Gregoire, CA Technologies Chief Executive Officer, said:
"CA delivered solid second quarter results. We reported another quarter of revenue growth with strong margins and earnings, and we are making progress across a number of our key initiatives. Our product development and innovation engines are beginning to gain momentum, and we're pleased with our improving customer experience metrics. At the same time, we recognize we still have work ahead of us. We continue to manage the business with thoughtful discipline, and I remain confident that we are moving the company in the right direction.
"At CA World next month we will welcome thousands of our customers and partners from around the globe. We look forward to demonstrating the transformational power of software, and the critical role it plays in driving today's new business models and strategies."
(dollars in millions, except share data) Second Quarter FY17 vs. FY16
FY17 FY16 % Change % Change CC*
Revenue $1,018 $1,005 1% 2%
GAAP Income from Continuing Operations $212 $172 23% 24%
Non-GAAP Income from Continuing Operations* $283 $247 15% 13%
GAAP Diluted EPS from Continuing Operations $0.50 $0.39 28% 31%
Non-GAAP Diluted EPS from Continuing Operations* $0.67 $0.56 20% 18%
Cash Flow (used in) provided by Continuing Operations ($58) $43 (235)% (239)%
* Non-GAAP income, Non-GAAP earnings per share and CC or Constant Currency are non-GAAP financial measures, as noted in the discussion of non-GAAP results below. A reconciliation of non-GAAP financial measures to their comparable GAAP financial measures is included in the tables following this news release.
REVENUE AND BOOKINGS
(dollars in millions) Second Quarter FY17 vs. FY16
FY17 % of Total FY16 % of Total % Change % Change CC*
North America Revenue $690 68% $677 67% 2% 2%
International Revenue $328 32% $328 33% 0% 1%
Total Revenue $1,018 $1,005 1% 2%
North America Bookings $479 66% $1,173 85% (59)% (59)%
International Bookings $250 34% $210 15% 19% 18%
Total Bookings $729 $1,383 (47)% (47)%
Current Revenue Backlog $2,945 $3,006 (2)% (2)%
Total Revenue Backlog $6,858 $6,614 4% 4%
*CC or Constant Currency is a non-GAAP financial measure, as noted in the discussion of non-GAAP results below. A reconciliation of non-GAAP financial measures to their comparable GAAP financial measures is included in the tables following this news release.
Total revenue increased as a result of an increase in software fees and other revenue, partially offset by decreases in professional services revenue and subscription and maintenance revenue. The increase in software fees and other revenue was primarily due to an increase in sales of enterprise solutions products recognized on an upfront basis and an increase in SaaS revenue, primarily from CA Agile Central products (acquired from Rally Software Development Corp. (Rally)).
Total bookings decreased primarily due to a renewal with a large system integrator in excess of $500 million that occurred during the second quarter of fiscal 2016 and, to a lesser extent, a decrease in mainframe renewals.
The Company executed a total of 11 license agreements with incremental contract values in excess of $10 million each, for an aggregate contract value of $209 million. During the second quarter of fiscal 2016, the Company executed a total of 11 license agreements with incremental contract values in excess of $10 million each, for an aggregate contract value of $887 million, including the aforementioned large system integrator transaction.
The weighted average duration of subscription and maintenance bookings for the quarter was 2.99 years, compared with 4.46 years for the same period in fiscal 2016.
EXPENSES, MARGIN AND EARNINGS PER SHARE
FY17 FY16
% Change % Change CC**
Operating Expenses Before Interest and Income Taxes $698 $746 (6)% (6)%
Operating Income Before Interest and Income Taxes $320 $259 24% 25%
Diluted EPS from Continuing Operations $0.50 $0.39 28% 31%
Operating Margin 31% 26%
Effective Tax Rate 30.7% 30.4%
Non-GAAP*
*A reconciliation of non-GAAP financial measures to their comparable GAAP financial measures is included in the tables following this news release. Year-over-year non-GAAP results exclude purchased software and other intangibles amortization, share-based compensation, amortization of internal software costs, Board approved workforce rebalancing initiatives and certain other gains and losses. The results also include gains and losses on hedges that mature within the quarter, but exclude gains and losses on hedges that do not mature within the quarter.
**CC or Constant Currency is a non-GAAP financial measure, as noted in the discussion of non-GAAP results below. A reconciliation of non-GAAP financial measures to their comparable GAAP financial measures is included in the tables following this news release.
GAAP and non-GAAP operating expenses decreased primarily due to decreases in personnel-related costs as a result of lower headcount and transaction costs associated with the fiscal 2016 acquisitions of Rally and Xceedium, Inc. (Xceedium) that occurred during the second quarter of fiscal 2016, partially offset by an increase in legal settlement expense related to a litigation matter reflected in other expenses, net. This increase in legal settlement expense is attributable to the Company entering into an agreement-in-principle to settle the previously disclosed litigation brought against the Company by the Department of Justice (DOJ) and an individual plaintiff relating to certain claims under the Company's General Services Administration (GSA) schedule contract with the government. The settlement, which is for $45 million and admits no wrongdoing, is subject to the negotiation and execution of a definitive settlement agreement, and approval by the United States District Court.
GAAP operating expenses were also affected by lower amortization expenses of capitalized software and other intangible assets.
GAAP EPS was positively impacted by $0.10 from an improvement in GAAP operating margin primarily due to an overall decrease in GAAP operating expenses.
Non-GAAP EPS was positively impacted by $0.07 from an improvement in non-GAAP operating margin primarily due to an overall decrease in non-GAAP operating expenses.
SELECTED HIGHLIGHTS FROM THE QUARTER
CA Technologies has been positioned by Gartner, Inc. in the Leaders quadrant of its inaugural " Magic Quadrant for Application Release Automation." (1)
CA Technologies was named a Leader in the " The Forrester Wave™: Application Performance Management, Q3 2016." (2)
CA Technologies extended its DevOps portfolio with the acquisition of BlazeMeter, a leader in open source-based continuous application performance testing. BlazeMeter will seamlessly integrate with CA's Continuous Delivery solutions to further improve testing efficiency and accelerate the deployment of applications. The deal closed earlier this month.
SEGMENT INFORMATION
Revenue % Change % Change CC* Operating Margin
FY17 FY16 FY17 FY16
Mainframe Solutions $550 $554 (1)% (1)% 62% 62%
Enterprise Solutions $393 $368 7% 8% 18% 3%
Services $75 $83 (10)% (9)% 3% 5%
Mainframe Solutions revenue declined primarily due to insufficient revenue from prior period new sales to offset the decline in revenue contribution from renewals.
Enterprise Solutions revenue increased primarily due to an increase in software fees and other revenue as described above. Operating margin increased primarily due to the transaction costs associated with the fiscal 2016 acquisitions of Rally and Xceedium that occurred during the second quarter of fiscal 2016.
Services revenue decreased primarily due to a decline in professional services engagements from prior periods. This decline in professional services engagements is a result of several factors including our products being easier to install and manage, an increase in the use of partners for services engagements and the completion of non-strategic projects during previous periods. Operating margin decreased primarily due to the overall decline in professional services revenue.
Cash flow used in operations for the second quarter of fiscal 2017 was $58 million, versus cash flow provided by operations of $43 million in the year-ago period. Cash flow from operations decreased compared with the year-ago period primarily due to a decrease in cash collections, as a result of lower single installment collections, and an increase in income tax payments, partially offset by a decrease in vendor disbursements and payroll.
Cash and cash equivalents at September 30, 2016 were $2.585 billion.
With $1.95 billion in total debt outstanding and $139 million in notional pooling, the Company's net cash position was $496 million.
In the second quarter of fiscal 2017, the Company repurchased 1.5 million shares of common stock for $50 million.
As of September 30, 2016, the Company is currently authorized to purchase $650 million of its common stock under its current stock repurchase program.
The Company distributed $107 million in dividends to shareholders.
The Company's outstanding share count at September 30, 2016 was 413 million.
OUTLOOK FOR FISCAL YEAR 2017
The Company updated its fiscal 2017 outlook for cash flow from continuing operations. This guidance update reflects the anticipated settlement of legal matters related to the agreement-in-principle for the GSA litigation described above. The following outlook contains "forward-looking statements" (as defined below) and assumes no material acquisitions.
The Company expects the following:*
Total revenue to increase in a range of flat to plus 1 percent as reported and in constant currency, unchanged from previous guidance. At September 30, 2016 exchange rates, this translates to reported revenue of $4.03 billion to $4.07 billion.
GAAP diluted earnings per share from continuing operations to increase in a range of 6 percent to 8 percent as reported and 2 percent to 5 percent in constant currency, unchanged from previous guidance. At September 30, 2016 exchange rates, this translates to reported GAAP diluted earnings per share from continuing operations of $1.88 to $1.93.
Non-GAAP diluted earnings per share from continuing operations to increase in a range of 2 percent to 5 percent as reported and 1 percent to 3 percent in constant currency, unchanged from previous guidance. At September 30, 2016 exchange rates, this translates to reported non-GAAP diluted earnings per share from continuing operations of $2.49 to $2.54.
Cash flow from continuing operations to change in a range of minus 3 percent to plus 1 percent as reported and in constant currency. At September 30, 2016 exchange rates, this translates to reported cash flow from continuing operations of $1.01 billion to $1.05 billion. Previous guidance was to increase in a range of 2 percent to 6 percent as reported and 1 percent to 5 percent in constant currency.
The Company expects a full-year GAAP operating margin of 29 percent and non-GAAP operating margin of 38 percent, unchanged from previous guidance.
The Company also expects a full-year GAAP and non-GAAP effective tax rate of between 28 percent and 29 percent, unchanged from previous guidance.
The Company anticipates approximately 411 million shares outstanding at fiscal 2017 year-end and weighted average diluted shares outstanding of approximately 414 million for the fiscal year.
*In the outlook section, certain non-material differences between growth rates and translated dollar amounts may arise from impact of rounding.
This news release and the accompanying tables should be read in conjunction with additional content that is available on the Company's website, including a supplemental financial package, as well as a conference call and webcast that the Company will host at 5:00 p.m. ET today to discuss its unaudited second quarter results. The webcast will be archived on the website. Individuals can access the webcast, as well as the press release and supplemental financial information at http://ca.com/invest or can listen to the call at 1-877-561-2748. The international participant number is 1-720-545-0044.
(1) Gartner, Inc., "Magic Quadrant for Application Release Automation," Colin Fletcher, David Paul Williams, Laurie F. Wurster,
The Gartner Report(s) described herein, (the "Gartner Report(s)") represent(s) research opinion or viewpoints published, as part of a syndicated subscription service, by Gartner, Inc. ("Gartner"), and are not representations of fact. Each Gartner Report speaks as of its original publication date (and not as of the date of this Quarterly Report) and the opinions expressed in the Gartner Report(s) are subject to change without notice.
(2) Forrester Research, Inc., "The Forrester Wave™: Application Performance Management, Q3 2016," September 22, 2016
About CA Technologies
CA Technologies (NASDAQ: CA) creates software that fuels transformation for companies and enables them to seize the opportunities of the Application Economy. Software is at the heart of every business in every industry. From planning, to development, to management and security, CA is working with companies worldwide to change the way we live, transact, and communicate - across mobile, private and public cloud, distributed and mainframe environments. Learn more at www.ca.com.
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This news release, the accompanying tables and the additional content that is available on the Company's website, including a supplemental financial package, include certain financial measures that exclude the impact of certain items and therefore have not been calculated in accordance with U.S. generally accepted accounting principles (GAAP). Non-GAAP metrics for operating expenses, operating income, operating margin, income from continuing operations and diluted earnings per share exclude the following items: non-cash amortization of purchased software, internally developed software and other intangible assets; share-based compensation expense; charges relating to rebalancing initiatives that are large enough to require approval from the Company's Board of Directors and certain other gains and losses, which include the gains and losses since inception of hedges that mature within the quarter, but exclude gains and losses of hedges that do not mature within the quarter. The effective tax rate on GAAP and non-GAAP income from operations is the Company's provision for income taxes expressed as a percentage of pre-tax GAAP and non-GAAP income from continuing operations, respectively. These tax rates are determined based on an estimated effective full year tax rate, with the effective tax rate for GAAP generally including the impact of discrete items in the period in which such items arise and the effective tax rate for non-GAAP generally allocating the impact of discrete items pro rata to the fiscal year's remaining reporting periods. The non-GAAP effective tax rate is equal to the full year GAAP effective tax rate, therefore no adjustment is required on an annual basis. Non-GAAP adjusted cash flow from operations excludes payments associated with the fiscal 2014 Board-approved rebalancing initiative as described above and restructuring and other payments. Non-GAAP free cash flow excludes purchases of property and equipment. The Company presents constant currency information to provide a framework for assessing how the Company's underlying businesses performed excluding the effect of foreign currency rate fluctuations. To present this information, current and comparative prior period results for entities reporting in currencies other than U.S. dollars are converted into U.S. dollars at the exchange rate in effect on the last day of the Company's prior fiscal year (i.e., March 31, 2016, March 31, 2015 and March 31, 2014, respectively). Constant currency excludes the impacts from the Company's hedging program. The constant currency calculation for annualized subscription and maintenance bookings is calculated by dividing the subscription and maintenance bookings in constant currency by the weighted average subscription and maintenance duration in years. These non-GAAP financial measures may be different from non-GAAP financial measures used by other companies. Non-GAAP financial measures should not be considered as a substitute for, or superior to, measures of financial performance prepared in accordance with GAAP. By excluding these items, non-GAAP financial measures facilitate management's internal comparisons to the Company's historical operating results and cash flows, to competitors' operating results and cash flows, and to estimates made by securities analysts. Management uses these non-GAAP financial measures internally to evaluate its performance and they are key variables in determining management incentive compensation. The Company believes these non-GAAP financial measures are useful to investors in allowing for greater transparency of supplemental information used by management in its financial and operational decision-making. In addition, the Company has historically reported similar non-GAAP financial measures to its investors and believes that the inclusion of comparative numbers provides consistency in its financial reporting. Investors are encouraged to review the reconciliation of the non-GAAP financial measures used in this news release to their most directly comparable GAAP financial measures, which are attached to this news release.
The declaration and payment of future dividends by the Company is subject to the determination of the Company's Board of Directors, in its sole discretion, after considering various factors, including the Company's financial condition, historical and forecasted operating results, and available cash flow, as well as any applicable laws and contractual covenants and any other relevant factors. The Company's practice regarding payment of dividends may be modified at any time and from time to time.
Repurchases under the Company's stock repurchase program may be made from time to time, subject to market conditions and other factors, in the open market, through solicited or unsolicited privately negotiated transactions or otherwise. The program does not obligate the Company to acquire any particular amount of common stock, and it may be modified or suspended at any time at the Company's discretion.
Certain statements in this news release (such as statements containing the words "believes," "plans," "anticipates," "expects," "estimates," "targets" and similar expressions relating to the future) constitute "forward-looking statements" that are based upon the beliefs of, and assumptions made by, the Company's management, as well as information currently available to management. These forward-looking statements reflect the Company's current views with respect to future events and are subject to certain risks, uncertainties, and assumptions. A number of important factors could cause actual results or events to differ materially from those indicated by such forward-looking statements, including: the ability to achieve success in the Company's business strategy by, among other things, ensuring that any new offerings address the needs of a rapidly changing market while not adversely affecting the demand for the Company's traditional products or the Company's profitability to an extent greater than anticipated, enabling the Company's sales force to accelerate growth of sales to new customers and expand sales with existing customers, including sales outside of the Company's renewal cycle and to a broadening set of purchasers outside of traditional information technology operations (with such growth and expansion at levels sufficient to offset any decline in revenue and/or sales in the Company's Mainframe Solutions segment and in certain mature product lines in the Company's Enterprise Solutions segment), effectively managing the strategic shift in the Company's business model to develop more easily installed software, provide additional SaaS offerings and refocus the Company's professional services and education engagements on those engagements that are connected to new product sales, without affecting the Company's financial performance to an extent greater than anticipated, and effectively managing the Company's pricing and other go-to-market strategies, as well as improving the Company's brand, technology and innovation awareness in the marketplace; the failure to innovate or adapt to technological changes and introduce new software products and services in a timely manner; competition in product and service offerings and pricing; the ability of the Company's products to remain compatible with ever-changing operating environments, platforms or third party products; global economic factors or political events beyond the Company's control and other business and legal risks associated with non-U.S. operations; the failure to expand partner programs and sales of the Company's solutions by the Company's partners; the ability to retain and attract qualified professionals; general economic conditions and credit constraints, or unfavorable economic conditions in a particular region, business or industry sector; the ability to successfully integrate acquired companies and products into the Company's existing business; risks associated with sales to government customers; breaches of the Company's data center, network, as well as the Company's software products, and the IT environments of the Company's vendors and customers; the ability to adequately manage, evolve and protect the Company's information systems, infrastructure and processes; the failure to renew license transactions on a satisfactory basis; fluctuations in foreign exchange rates; discovery of errors or omissions in the Company's software products or documentation and potential product liability claims; the failure to protect the Company's intellectual property rights and source code; access to software licensed from third parties; risks associated with the use of software from open source code sources; third-party claims of intellectual property infringement or royalty payments; fluctuations in the number, terms and duration of the Company's license agreements, as well as the timing of orders from customers and channel partners; events or circumstances that would require the Company to record an impairment charge relating to the Company's goodwill or capitalized software and other intangible assets balances; potential tax liabilities; changes in market conditions or the Company's credit ratings; changes in generally accepted accounting principles; the failure to effectively execute the Company's workforce reductions, workforce rebalancing and facilities consolidations; successful and secure outsourcing of various functions to third parties; and other factors described more fully in the Company's other filings with the Securities and Exchange Commission. Should one or more of these risks or uncertainties occur, or should the Company's assumptions prove incorrect, actual results may vary materially from the forward-looking information described herein as believed, planned, anticipated, expected, estimated, targeted or similarly identified. We do not intend to update these forward-looking statements, except as otherwise required by law. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date hereof.
Copyright © 2016 CA, Inc. All Rights Reserved. All other trademarks, trade names, service marks, and logos referenced herein belong to their respective companies.
Subscription and maintenance $ 824 $ 832 $ 1,650 $ 1,668
Professional services 75 83 152 162
Software fees and other 119 90 215 152
Total revenue $ 1,018 $ 1,005 $ 2,017 $ 1,982
Costs of licensing and maintenance $ 66 $ 70 $ 134 $ 136
Cost of professional services 73 78 148 149
Amortization of capitalized software costs 59 67 125 127
Selling and marketing 235 248 477 474
General and administrative 84 99 172 189
Product development and enhancements 136 151 284 287
Depreciation and amortization of other intangible assets 18 29 38 56
Other expenses, net 27 4 27 1
Total expenses before interest and income taxes $ 698 $ 746 $ 1,405 $ 1,419
Income from continuing operations before interest and income taxes $ 320 $ 259 $ 612 $ 563
Interest expense, net 14 12 29 21
Income from continuing operations before income taxes $ 306 $ 247 $ 583 $ 542
Income tax expense 94 75 173 163
Income from continuing operations $ 212 $ 172 $ 410 $ 379
Income from discontinued operations, net of income taxes $ - $ 2 $ - $ 7
Net income $ 212 $ 174 $ 410 $ 386
Basic income per common share:
Income from continuing operations $ 0.50 $ 0.39 $ 0.98 $ 0.86
Income from discontinued operations - - - 0.02
Net income $ 0.50 $ 0.39 $ 0.98 $ 0.88
Basic weighted average shares used in computation 414 436 414 436
Diluted income per common share:
Diluted weighted average shares used in computation 415 437 415 437
(in millions)
September 30, March 31,
Cash and cash equivalents $ 2,585 $ 2,812
Trade accounts receivable, net 445 625
Other current assets 148 124
Total current assets $ 3,178 $ 3,561
Property and equipment, net $ 222 $ 242
Goodwill 6,083 6,086
Capitalized software and other intangible assets, net 662 795
Other noncurrent assets, net 120 113
Total assets $ 10,687 $ 11,204
Current portion of long-term debt $ 4 $ 6
Deferred revenue (billed or collected) 1,790 2,197
Other current liabilities 614 691
Total current liabilities $ 2,408 $ 2,894
Long-term debt, net of current portion $ 1,946 $ 1,947
Deferred income taxes 3 3
Deferred revenue (billed or collected) 580 737
Other noncurrent liabilities 221 245
Total liabilities $ 5,158 $ 5,826
Common stock $ 59 $ 59
Additional paid-in capital 3,652 3,664
Retained earnings 6,771 6,575
Accumulated other comprehensive loss (435) (416)
Treasury stock (4,518) (4,504)
Total stockholders' equity $ 5,529 $ 5,378
Total liabilities and stockholders' equity $ 10,687 $ 11,204
Operating activities from continuing operations:
Income from discontinued operations - (2)
Income from continuing operations $ 212 $ 172
Adjustments to reconcile income from continuing operations to net cash provided
by operating activities:
Deferred income taxes (14) (18)
Provision for bad debts 1 -
Share-based compensation expense 25 23
Other non-cash items 2 -
Foreign currency transaction losses 1 3
Changes in other operating assets and liabilities, net of effect of acquisitions:
(Increase) decrease in trade accounts receivable (17) 3
Decrease in deferred revenue (317) (257)
Decrease in taxes payable, net (45) (25)
Increase in accounts payable, accrued expenses and other 11 24
Increase in accrued salaries, wages and commissions 18 17
Changes in other operating assets and liabilities (12) 5
Net cash (used in) provided by operating activities - continuing operations $ (58) $ 43
Investing activities from continuing operations:
Acquisitions of businesses, net of cash acquired, and purchased software $ - $ (610)
Purchases of property and equipment (8) (10)
Proceeds from sale of short-term investments - 48
Net cash used in investing activities - continuing operations $ (8) $ (572)
Financing activities from continuing operations:
Dividends paid $ (107) $ (110)
Purchases of common stock (50) (65)
Notional pooling borrowings, net 7 13
Debt borrowings, net - 399
Debt issuance costs - (3)
Exercise of common stock options 13 -
Other financing activities - 5
Net cash (used in) provided by financing activities - continuing operations $ (137) $ 239
Effect of exchange rate changes on cash $ 12 $ (70)
Net change in cash and cash equivalents - continuing operations $ (191) $ (360)
Cash provided by operating activities - discontinued operations $ - $ 2
Net effect of discontinued operations on cash and cash equivalents $ - $ 2
Decrease increase in cash and cash equivalents $ (191) $ (358)
Cash and cash equivalents at beginning of period $ 2,776 $ 2,816
Cash and cash equivalents at end of period $ 2,585 $ 2,458
Operating Segments
(dollars in millions)
Three Months Ended September 30, 2016 Six Months Ended September 30, 2016
Mainframe Solutions (1)
Enterprise Solutions (1)
Revenue (2) $ 550 $ 393 $ 75 $ 1,018 $ 1,101 $ 764 $ 152 $ 2,017
Expenses (3) 211 324 73 608 419 648 148 1,215
Segment profit $ 339 $ 69 $ 2 $ 410 $ 682 $ 116 $ 4 $ 802
Segment operating margin 62% 18% 3% 40% 62% 15% 3% 40%
Segment profit $ 410 $ 802
Less:
Purchased software amortization 38 81
Other intangibles amortization 4 9
Internally developed software products amortization 21 44
Other expenses, net (4) 2 2
Interest expense, net 14 29
Income from continuing operations before income taxes $ 306 $ 583
Segment profit $ 342 $ 11 $ 4 $ 357 $ 691 $ 59 $ 12 $ 762
Segment operating margin 62% 3% 5% 36% 62% 8% 7% 38%
Other intangibles amortization 14 25
Other (gains) expenses, net (4) (6) 2
(1) The Company's Mainframe Solutions and Enterprise Solutions segments comprise its software business organized by the nature of the Company's software offerings and the platform on which the products operate. The Services segment comprises product implementation, consulting, customer education and customer training, including those directly related to the Mainframe Solutions and Enterprise Solutions software that the Company sells to its customers.
(2) The Company regularly enters into a single arrangement with a customer that includes mainframe solutions, enterprise solutions and services. The amount of contract revenue assigned to operating segments is generally based on the manner in which the proposal is made to the customer. The software product revenue is assigned to the Mainframe Solutions and Enterprise Solutions segments based on either: (1) a list price allocation method (which allocates a discount in the total contract price to the individual products in proportion to the list price of the product); (2) allocations included within internal contract approval documents; or (3) the value for individual software products as stated in the customer contract. The price for the implementation, consulting, education and training services is separately stated in the contract and these amounts of contract revenue are assigned to the Services segment. The contract value assigned to each operating segment is then recognized in a manner consistent with the revenue recognition policies the Company applies to the customer contract for purposes of preparing the Consolidated Financial Statements.
(3) Segment expenses include costs that are controllable by segment managers (i.e., direct costs) and, in the case of the Mainframe Solutions and Enterprise Solutions segments, an allocation of shared and indirect costs (i.e., allocated costs). Segment-specific direct costs include a portion of selling and marketing costs, licensing and maintenance costs, product development costs and general and administrative costs. Allocated segment costs primarily include indirect and non-segment specific direct selling and marketing costs and general and administrative costs that are not directly attributable to a specific segment. The basis for allocating shared and indirect costs between the Mainframe Solutions and Enterprise Solutions segments is dependent on the nature of the cost being allocated and is either in proportion to segment revenues or in proportion to the related direct cost category. Expenses for the Services segment consist of cost of professional services and other direct costs included within selling and marketing and general and administrative expenses. There are no allocated or indirect costs for the Services segment.
(4) Other (gains) expenses, net consists of costs associated with certain foreign exchange derivative hedging gains and losses, and other miscellaneous costs.
Constant Currency Summary
Three Months Ended September 30, Six Months Ended September 30,
% Increase
(Decrease)
in $ US
% Increase (Decrease) in Constant Currency (1)
Bookings $ 729 $ 1,383 (47)% (47)% $ 2,082 $ 2,045 2% 2%
North America $ 690 $ 677 2% 2% $ 1,359 $ 1,329 2% 2%
International 328 328 0% 1% 658 653 1% 2%
Total revenue $ 1,018 $ 1,005 1% 2% $ 2,017 $ 1,982 2% 2%
Subscription and maintenance $ 824 $ 832 (1)% (1)% $ 1,650 $ 1,668 (1)% (1)%
Professional services 75 83 (10)% (9)% 152 162 (6)% (6)%
Software fees and other 119 90 32% 34% 215 152 41% 43%
Segment Revenue:
Mainframe solutions $ 550 $ 554 (1)% (1)% $ 1,101 $ 1,114 (1)% (1)%
Enterprise solutions 393 368 7% 8% 764 706 8% 9%
Services 75 83 (10)% (9)% 152 162 (6)% (6)%
Total expenses before interest and income taxes:
Total non-GAAP (2) $ 608 $ 648 (6)% (5)% $ 1,215 $ 1,220 0% 1%
Total GAAP 698 746 (6)% (6)% 1,405 1,419 (1)% 0%
(1) Constant currency information is presented to provide a framework for assessing how the Company's underlying businesses performed excluding the effect of foreign currency rate fluctuations. To present this information, current and comparative prior period results for entities reporting in currencies other than U.S. dollars are converted into U.S. dollars at the exchange rate in effect on March 31, 2016, which was the last day of the prior fiscal year. Constant currency excludes the impacts from the Company's hedging program.
(2) Refer to Table 7 for a reconciliation of total expenses before interest and income taxes to total non-GAAP operating expenses.
Certain non-material differences may arise versus actual from impact of rounding.
Reconciliation of Select GAAP Measures to Non-GAAP Measures
GAAP net income $ 212 $ 174 $ 410 $ 386
GAAP income from discontinued operations, net of income taxes - (2) - (7)
GAAP income from continuing operations $ 212 $ 172 $ 410 $ 379
GAAP income tax expense 94 75 173 163
GAAP income from continuing operations before interest and income taxes $ 320 $ 259 $ 612 $ 563
GAAP operating margin (% of revenue) (1) 31% 26% 30% 28%
Non-GAAP adjustments to expenses:
Costs of licensing and maintenance (2) $ 1 $ 1 $ 3 $ 3
Cost of professional services (2) 1 1 2 2
Amortization of capitalized software costs (3) 59 67 125 127
Selling and marketing (2) 9 8 19 16
General and administrative (2) 8 9 19 16
Product development and enhancements (2) 6 4 11 8
Depreciation and amortization of other intangible assets (4) 4 14 9 25
Other expenses (gains), net (5) 2 (6) 2 2
Total Non-GAAP adjustment to operating expenses $ 90 $ 98 $ 190 $ 199
Non-GAAP income from continuing operations before interest and income taxes $ 410 $ 357 $ 802 $ 762
Non-GAAP operating margin (% of revenue) (6) 40% 36% 40% 38%
Non-GAAP adjustment to income tax expense (7) 19 23 48 48
Non-GAAP income tax expense $ 113 $ 98 $ 221 $ 211
Non-GAAP income from continuing operations $ 283 $ 247 $ 552 $ 530
(1) GAAP operating margin is calculated by dividing GAAP income from continuing operations before interest and income taxes by total revenue (refer to Table 1 for total revenue).
(2) Non-GAAP adjustment consists of share-based compensation.
(3) For the three month periods ending September 30, 2016 and 2015, non-GAAP adjustment consists of $38 million and $39 million of purchased software amortization and $21 million and $28 million of internally developed software products amortization, respectively. For the six month periods ending September 30, 2016 and 2015, non-GAAP adjustment consists of $81 million and $67 million of purchased software amortization and $44 million and $60 million of internally developed software products amortization, respectively.
(4) Non-GAAP adjustment consists of other intangibles amortization.
(5) Non-GAAP adjustment consists gains and losses since inception of hedges that mature within the quarter, but excludes gains and losses of hedges that do not mature within the quarter.
(6) Non-GAAP operating margin is calculated by dividing non-GAAP income from continuing operations before interest and income taxes by total revenue (refer to Table 1 for total revenue).
(7) The full year non-GAAP income tax expense is different from GAAP income tax expense because of the difference in non-GAAP income from continuing operations before income taxes. On an interim basis, this difference would also include a difference in the impact of discrete and permanent items where for GAAP purposes the effect is recorded in the period such items arise, but for non-GAAP such items are recorded pro rata to the fiscal year's remaining reporting periods.
Refer to the discussion of non-GAAP financial measures included in the accompanying press release for additional information.
Reconciliation of GAAP to Non-GAAP
Operating Expenses and Diluted Earnings per Share
Non-GAAP operating adjustments:
Purchased software amortization 38 39 81 67
Other intangibles amortization 4 14 9 25
Internally developed software products amortization 21 28 44 60
Share-based compensation 25 23 54 45
Total non-GAAP operating adjustment $ 90 $ 98 $ 190 $ 199
Total non-GAAP operating expenses $ 608 $ 648 $ 1,215 $ 1,220
Diluted EPS from Continuing Operations
GAAP diluted EPS from continuing operations $ 0.50 $ 0.39 $ 0.98 $ 0.86
Non-GAAP adjustments:
Purchased software amortization 0.09 0.09 0.19 0.15
Other intangibles amortization 0.01 0.03 0.02 0.06
Internally developed software products amortization 0.05 0.06 0.10 0.13
Share-based compensation 0.06 0.05 0.13 0.10
Other expenses (gains), net (1) - (0.01) - 0.01
Tax effect of non-GAAP adjustments (0.06) (0.07) (0.13) (0.14)
Non-GAAP effective tax rate adjustments (2) 0.02 0.02 0.02 0.03
Total non-GAAP adjustment $ 0.17 $ 0.17 $ 0.33 $ 0.34
Non-GAAP diluted EPS from continuing operations $ 0.67 $ 0.56 $ 1.31 $ 1.20
(1) Other expenses (gains), net consists of costs associated with certain foreign exchange derivative hedging gains and losses, and other miscellaneous costs.
(2) The non-GAAP effective tax rate is equal to the full year GAAP effective tax rate, therefore no adjustment is required on an annual basis. On an interim basis, the difference in non-GAAP income tax expense and GAAP income tax expense relates to the difference in non-GAAP income from continuing operations before income taxes, and includes a difference in the impact of discrete and permanent items where for GAAP purposes the effect is recorded in the period such items arise but for non-GAAP purposes such items are recorded pro rata to the fiscal year's remaining reporting periods.
Effective Tax Rate Reconciliation
GAAP and Non-GAAP
Income from continuing operations before interest and income taxes (1) $ 320 $ 410 $ 612 $ 802
Statutory tax rate 35% 35% 35% 35%
Tax at statutory rate $ 107 $ 139 $ 204 $ 271
Adjustments for discrete and permanent items (2) (13) (26) (31) (50)
Total tax expense $ 94 $ 113 $ 173 $ 221
Effective tax rate (3) 30.7% 28.5% 29.7% 28.6%
Tax at statutory rate $ 86 $ 121 $ 190 $ 259
Total tax expense $ 75 $ 98 $ 163 $ 211
(1) Refer to Table 6 for a reconciliation of income from continuing operations before interest and income taxes on a GAAP basis to income from continuing operations before interest and income taxes on a non-GAAP basis.
(2) The effective tax rate for GAAP generally includes the impact of discrete and permanent items in the period such items arise, whereas the effective tax rate for non-GAAP generally allocates the impact of such items pro rata to the fiscal year's remaining reporting periods.
(3) The effective tax rate on GAAP and non-GAAP income from continuing operations is the Company's provision for income taxes expressed as a percentage of GAAP and non-GAAP income from continuing operations before income taxes, respectively. The non-GAAP effective tax rate is equal to the full year GAAP effective tax rate. On an interim basis, the effective tax rates are determined based on an estimated effective full year tax rate after the adjustments for the impacts of certain discrete items (such as changes in tax rates, reconciliations of tax returns to tax provisions and resolutions of tax contingencies).
Reconciliation of Projected GAAP Metrics to Projected Non-GAAP Metrics
Fiscal Year Ending
Projected Diluted EPS from Continuing Operations
Projected GAAP diluted EPS from continuing operations range $ 1.88 to $ 1.93
Purchased software amortization 0.37 0.37
Other intangibles amortization 0.03 0.03
Internally developed software products amortization 0.19 0.19
Share-based compensation 0.26 0.26
Tax effect of non-GAAP adjustments (0.24) (0.24)
Total non-GAAP adjustment $ 0.61 $ 0.61
Projected non-GAAP diluted EPS from continuing operations range $ 2.49 to $ 2.54
Projected Operating Margin
Projected GAAP operating margin 29%
Purchased software amortization 4%
Other intangibles amortization 0%
Internally developed software products amortization 2%
Share-based compensation 3%
Total non-GAAP operating adjustment 9%
Projected non-GAAP operating margin 38%


Dee-Onda Ahadi's screen name on social media could not be more descriptive of her personality: Abundance Grace. She has an ample supply of wit, humor and intelligence, and her generosity and compassion are boundless.
That's why the non-profit organization Blue Sunday is so fortunate to have her working on their behalf. Blue Sunday is a child abuse prevention initiative that works to meet the needs of children of abuse, offering awareness programs and relief services to families who are trying to rebuild their lives after being affected by abuse. They help in a variety of ways, from helping bring siblings together who have been fostered separately, to providing emergency groceries and rent for families in crisis.
For the past five years, Ahadi has labored on their "Our Brighter Christmas for Foster Kids" campaign, which provides foster teens gift cards, funds foster family Christmas parties, and works to unite fostered siblings during the holiday season.


Russ has always had a life of high achievement from military, powerlifting, and running his own business. A rude awakening was realized on the 1 year anniversary of his son's death that he faced open heart surgery.
Join us he shares the series events that lead him to shifting his focus from performance to health stewardship, transforming from being medically unconscious with his chest split open to living a life medication free.
Know someone post heart surgery, on a CPAP, or with A-Fib? Be sure to share this with them.