text:
Proxy Statement Pursuant to Section
Name Proxy Statement Pursuant to Section
14(a) of the Securities Exchange
Act of 1934 (Amendment No. )
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[ ] Definitive Additional Materials
[ ] Soliciting Material Pursuant to "240.14a-12
West Pharmaceuticasl Services, Inc.
(Name of Registrant as Specified In Its Charter)
(Name of Person(s) Filing Proxy Statement if other than the Registrant)
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1) Title of each class of securities to which transaction applies:
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computed pursuant to Exchange Act Rule 0-11 (Set forth the
amount on which the filing fee is calculated and state how it
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[ ] Check box if any part of the fee is offset as provided by the
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offsetting fee was paid previously. Identify the previous filing by
registration statement number, or the Form or Schedule and the date of
its filing.
1) Amount Previously Paid:
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[LOGO OMITTED]
NOTICE OF 2002 ANNUAL MEETING OF SHAREHOLDERS
TO BE HELD APRIL 30, 2002
Dear Shareholder,
The 2002 Annual Meeting of Shareholders of West Pharmaceutical Services,
Inc. will be held at the Company's headquarters, 101 Gordon Drive, Lionville,
Pennsylvania 19341, on Tuesday, April 30, 2002, at 9:30 AM, to consider and take
action on the following:
1. Election of three Class III directors: Tenley E. Albright, John W.
Conway and Donald E. Morel, Jr., each for a term of three years;
2. Approval of an amendment to the 1998 Key Employee Incentive
Compensation Plan;
3. Ratification of the appointment of PricewaterhouseCoopers LLP as
independent accountants for 2002; and
4. Any other matters that properly come before the meeting.
Your Board of Directors recommends a vote "FOR" Proposals 1, 2 and 3.
Only shareholders of record at the close of business, Thursday, March 21,
2002, are entitled to notice of and to vote at the meeting or any postponement
or adjournment.
Please date, sign and return the enclosed proxy in the enclosed envelope,
whether or not you expect to attend the meeting in person.
By Order of the Board of Directors,
JOHN R. GAILEY III
GENERAL INFORMATION ABOUT THE MEETING
We, the Board of Directors of West Pharmaceutical Services, Inc., invite
you to submit the enclosed proxy for use at the Company's 2002 Annual Meeting of
Shareholders. The meeting will be held on Tuesday, April 30, 2002, at 9:30 AM,
at the Company's headquarters, 101 Gordon Drive, Lionville, Pennsylvania 19341.
The proxy and this proxy statement are being mailed on or about March 28, 2002.
At the Annual Meeting, shareholders will act on the matters outlined in the
accompanying notice of meeting. A quorum is necessary to take action at the
meeting. A quorum means that shareholders of record holding at least a majority
of the outstanding shares are present, either in person or represented by proxy.
As of the record date, 14,428,649 shares of common stock were outstanding.
You may vote at the meeting, or any postponement or adjournment of the
meeting, only if you were a record owner of the Company's common stock, par
value $.25 per share, at the close of business on the record date, March 21,
2002. You are entitled to one vote for each share owned. If you complete and
properly sign the accompanying proxy vote card and return it to the Company, it
will be voted as you direct. A pre-addressed envelope is enclosed for your
convenience. If you return your signed proxy card without indicating any voting
instructions, the proxy holders will vote your shares according to our
recommendations, which are to vote "FOR" each of the three proposals listed in
the accompanying notice of meeting.
If you are a registered shareholder and attend the meeting, you may deliver
your completed proxy card in person. If you have shares held in "street name"
and you wish to vote those shares at the meeting, you will need to obtain a
proxy from the institution that holds those shares. Even after you have
submitted your proxy, you may revoke or change your vote at any time before the
proxy is exercised by filing with the Company's Secretary either a notice of
revocation or a duly executed proxy bearing a later date. You may also vote in
person at the meeting, although attendance at the meeting will not by itself
revoke a previously granted proxy.
Directors are elected by plurality vote. Other matters are determined by a
majority of the votes cast at the meeting. Votes withheld from director
nominees, abstentions and broker non-votes (i.e., shares held in street name
that cannot be voted by a broker on specific matters without instructions from
the beneficial owner) will be counted in determining the presence of a quorum,
but are not considered to be "votes," and therefore will have no effect on the
outcome of the vote.
The Company will pay the entire cost of preparing, assembling, printing,
mailing and distributing these proxy materials. The Company will also reimburse
brokerage houses and other custodians, nominees and fiduciaries for their
reasonable out-of-pocket expenses for forwarding proxy and solicitation
materials to shareholders. Officers and other Company employees may also contact
you about submitting your proxy through the mails, or by personal conversations,
telephone, facsimile or electronic means.
PROPOSAL #1: ELECTION OF DIRECTORS
Our Board of Directors is divided into three classes. Each year, the
directors in one class are elected to serve a three-year term. We may increase
or decrease the size of the Board, elect directors to fill vacancies on the
Board and assign directors to a class. Last year, we decreased the size of the
Board to 10 directors from 11 directors following the death of Director J. Roffe
Wike, II. In March 2002, Director Monroe E. Trout retired from the Board, and
Donald E. Morel, Jr., the Company's President and Chief Operating Officer, was
elected to fill the vacancy. Dr. Morel was assigned to Class III.
We have nominated Tenley E. Albright, John W. Conway, and Donald E. Morel,
Jr. for election as Class III directors at the 2002 Annual Meeting. The nominees
are incumbent directors, have agreed to be named and to serve if elected. If any
nominee becomes unavailable, which we do not expect, the Board's Nominating and
Corporate Governance Committee will recommend to us a replacement nominee. We
may then designate the other nominee to stand for election. If you voted for the
unavailable nominee, your vote will be cast for his or her replacement.
CLASS III NOMINEES FOR TERMS TO EXPIRE IN 2005
TENLEY E. ALBRIGHT, Dr. Albright, age 66,is a physician and surgeon. She
M.D. is Chairman of Western Resources, Inc. and a member of
Director since 1993 the Corporation of the New England Baptist Hospital and
Woods Hole Oceanographic Institution. She is a director
of State Street Bank and Trust Company, State Street
Boston Corporation, Whitehead Institute for Biomedical
Research and the Massachusetts Society for Medical
Research. She is Chairman of the Alumni Fund, Harvard
Medical School.
JOHN W. CONWAY Mr. Conway, age 56, has been a director since 1997, and
Director since 1997 Chief Executive Officer and Chairman of the Board since
January 2001, of Crown, Cork & Seal Company, Inc., a
supplier of packaging products. He was its President
and Chief Operating Officer from 1998 to January 2001
and, prior to that time, its Executive Vice President.
DONALD E. MOREL,
JR., PH.D. Dr. Morel, age 44, has been President and Chief
Director since 2002 Operating Officer of the Company since May 2001. He was
the Company's Division President, Drug Delivery Systems
from October 1999 to May 2001, Group President from
April 1998 to October 1999 and, prior thereto, Vice
President, Scientific Services.
WE RECOMMEND THAT YOU VOTE FOR THESE NOMINEES.
CLASS I DIRECTORS WHOSE TERMS EXPIRE IN 2003
WILLIAM G. LITTLE Mr. Little, age 59, is Chief Executive Officer and
Director since 1991 Chairman of the Board of the Company. He was also the
Company's President from 1991 to 1998. Mr. Little is a
director of Fox Chase Cancer Center and Cytyc
Corporation.
WILLIAM H. LONGFIELD Mr. Longfield, age 63, is Chief Executive Officer and
Director since 1995 Chairman of the Board of C. R. Bard, Inc., a medical
device manufacturer. He is a director of Manor Care,
Inc., AdvaMed (Advanced Medical Technology Association)
and Horizon Health Corporation. He is a trustee of
Atlantic Health System and the Health Care Institute of
ANTHONY WELTERS Mr. Welters, age 47, is Chairman, President and Chief
Director since 1997 Executive Officer of AmeriChoice Corporation, a managed
health-care services holding company, and its
predecessor companies. Mr. Welters is a director of C.
C. R. Bard, Inc., Health Care Leadership Council, New York
University School of Law, the National Board of the
Smithsonian Institution and Vice Chair of Morehouse
School of Medicine.
CLASS II DIRECTORS WHOSE TERMS EXPIRE IN 2004
GEORGE W. EBRIGHT Mr. Ebright, age 63, is the retired Chairman of the
Director since 1992 Board and Chief Executive Officer of Cytogen Corp., a
biotechnology pharmaceutical company. He is a director
of Nabi and Arrow International Incorporated.
L. ROBERT JOHNSON Mr. Johnson, age 60, is Managing General Partner of
Director since 1989 Founders Capital Partners, L.P., a venture capital
partnership. He is a director of Indigo Systems Corp.
and Chairman of the Board of RSVP Information Inc. Mr.
Johnson is a member of the Corporation of the
Massachusetts Institute of Technology and a trustee of
the Scholarship Foundation of Santa Barbara.
JOHN P. NEAFSEY Mr. Neafsey, age 62,is President of JN Associates, an
Director since 1987 investment consulting firm. He is Chairman of the Board
of Alliance Resources, LP, a director of Longhorn
Partners Pipeline Company and Provident Mutual Life
Insurance Company of Philadelphia and an Advisory
Director of the Beacon Energy Funds. Mr. Neafsey is a
trustee emeritus and presidential counselor of Cornell
University and an overseer of Weill/Cornell Medical
College.
GEOFFREY F. WORDEN Mr. Worden, age 62, is President of South Street
Director since 1993 Capital, Inc., an investment company. Mr. Worden is a
director of Princess House, Inc. and the New York City
Outward Bound Center. He is a trustee of Outward Bound
PROPOSAL #2: AMENDMENT OF THE 1998 KEY EMPLOYEE
INCENTIVE COMPENSATION PLAN
In March 1998, we adopted the 1998 Key Employee Incentive Compensation Plan
(the "Plan"), which authorized the delivery of up to 1,500,000 shares of the
Company's common stock in connection with awards and the exercise of stock
options granted under the Plan. The Plan was approved by shareholders at the
1998 annual meeting of shareholders. As of the record date, stock options
covering a total of 1,468,000 shares have been granted under the Plan.
On March 9, 2002, we approved an amendment to the Plan, subject to
shareholder approval, which increases by 400,000 the maximum number of shares
available for delivery to Plan participants. We anticipate that this number of
additional shares will be sufficient to continue providing appropriate
incentives to Plan participants over the next 12 months. At that time, we will
consider further amending the plan to allow for additional shares or adoption of
a new incentive plan.
MATERIAL FEATURES OF THE PLAN
Administration. The Plan is administered by the Board's Compensation
Committee, which has authority to make all determinations necessary or advisable
for the administration of the Plan. The Compensation Committee is composed of
three directors, each of whom is considered a "non-employee" director as defined
under Rule 16b-3 of the Securities Exchange Act of 1934, as amended, and also an
"outside director" as defined under section 162(m) of the Internal Revenue Code
of 1986, as amended (the "Code").
Eligibility and Participation. Any employee of the Company or a subsidiary
of the Company providing key services is eligible to participate in the Plan.
Participation is limited to those officers and key employees of the Company who,
in the opinion of the Compensation Committee, are in positions in which their
decisions, actions and counsel significantly affect the Company's growth and
financial success. The Compensation Committee determines, from among the
eligible employees, those persons to whom awards will be made, the type of
award, the amount, size and terms of each award and the time when awards will be
granted. Directors of the Company who are not also employees or officers of the
Company or a subsidiary are not eligible to participate in the Plan. A total of
89 employees were granted stock options or other awards under the Plan this
year, and we expect that approximately the same number of employees will be
eligible to receive awards under the Plan next year.
Awards and Grants Under the Plan. A variety of incentive compensation using
the Company's common stock may be awarded to participants under the Plan. These
awards are stock options (both non-qualified stock options and incentive stock
options (ISOs) under section 422A of the Code), stock appreciation rights (SARs)
and grants of shares of common stock or of a right to receive shares (or their
cash equivalent) in the future, including any combination of the above.
Stock Options. The Compensation Committee determines the number of shares
to be covered by each stock option grant, the option price, the term of the
option, the period of time for options to vest after grant, and other option
terms and limitations consistent with the Plan document. Optionees may pay the
exercise price in cash or by tendering shares having a fair market value at time
of exercise equal to the option price, or in a combination of cash and stock. A
participant may also pay the exercise price by authorizing a third party to sell
shares acquired upon exercise and remit a sufficient portion of the sale
proceeds to pay the exercise price and any tax withholding. The Committee may
allow for transferability of non-qualified stock options by a participant to
immediate family members.
Stock Appreciation Rights. The Plan permits the Committee to grant SARs in
connection with any stock options. These rights enable a participant to
surrender an option and to receive cash or common stock, as determined by the
Committee, equal to the difference between the option price and the fair market
value of the common stock on the date of surrender. No SARs have been granted
under the Plan.
Other Stock Awards. The Committee may grant stock awards consisting of
shares of common stock or a right to receive shares (or their cash equivalent or
a combination of both) in the future. Each stock award is subject to such
conditions, restrictions and contingencies as the Committee may determine.
Certain Limitations and Restrictions. The Plan imposes certain restrictions
and limitations on grants and awards under the Plan. No stock option may have an
exercise price less than the fair market value of the Company's common stock on
the date of grant, and no option may have a term longer than 10 years. No person
may receive stock options (or SARs) covering more than 200,000 shares under the
Plan in any calendar year, and no person may receive stock awards in any
performance period with a fair market value at the time of grant in excess of
$300,000. In addition, all stock options and stock awards include a provision
that calls for a forfeiture of the awards in the event a participant engages in
conduct deemed to be harmful to, or not in the best interest of, the Company.
SHARES ELIGIBLE FOR DELIVERY UNDER THE PLAN
A maximum of 1,500,000 shares of common stock may be delivered under the
Plan, which may be unauthorized and unissued shares or treasury shares. Shares
that are forfeited and shares that are not delivered because the award is
canceled are not considered "delivered" for purposes of determining this
maximum. The maximum amount may be adjusted in the event of a corporate
transaction involving the Company such as a stock dividend or distribution,
stock split, recapitalization, merger, consolidation, split-up, combination or
exchange of shares.
If the amendment is approved by shareholders, the maximum would be
1,900,000 shares. The closing price of the Company's common stock as reported on
the New York Stock Exchange Composite Transactions Listing on March 21, 2002 was
$29.00 per share.
TERM; TERMINATION AND AMENDMENTS
The Plan has no specific expiration date, but no award may be granted more
than ten years after the date of adoption (i.e., March 10, 1998). We may amend
the Plan at any time, except that no increase in the maximum number of shares or
a change in the class of eligible employees may be made without shareholder
approval. No termination, amendment or modification of the Plan may, without the
consent of a participant, affect a participant's rights under an award
previously granted.
NEW PLAN BENEFITS - 1998 KEY EMPLOYEE INCENTIVE COMPENSATION PLAN
The following table and footnotes show, for each person named in the
Summary Compensation Table, all current executive officers as a group and all
employees, including officers who are not executive officers, as a group: (i)
the number and dollar value of stock awards (restricted and non-restricted)
awarded with respect to 2001 performance; (ii) the total number of shares
subject to outstanding stock options; and (iii) the total number of shares
subject to stock options granted in 2001.
Number of Shares Underlying
2001 Bonus Shares (1) 2001 Restricted Shares (1) Outstanding Stock Options
---------------------- -------------------------- -----------------------------
Dollar Number of Dollar Number of Total Awarded Total Awarded
Name and Position Value($) Shares Value($) Shares Under Plan in 2001
William G. Little 75,012 2,602 18,765 421 260,000 75,000
Chairman and
Donald E. Morel, Jr. 27,094 939 6,774 235 140,000 40,000
President and
Steven A. Ellers 20,156 699 5,044 175 95,000 35,000
Herbert L. Hugill 12,150 421 3,055 106 57,000 20,000
President of the Americas,
Pharmaceutical Systems
John R. Gailey III 11,516 399 2,883 100 32,000 8,000
Vice President, General
Counsel and Secretary
All executive officers 186,716 6,477 46,781 1,623 756,000 262,000
as a group (10 persons)
All employees 425,612 14,765 157,440 3,839 1,468,000 421,500
(1) Represents the Bonus shares and restricted shares awarded in March 2002 for
2001 performance. The dollar value is calculated by multiplying the number
of shares awarded by the fair market value of the Company's common stock on
the award date ($28.83). Restricted shares vest over four years and are
forfeited if the associated bonus shares are sold or transferred prior to
the vesting date.
CERTAIN FEDERAL INCOME TAX CONSEQUENCES
To date, the Compensation Committee has granted only non-qualified stock
options under the Plan. The exercise of a non-qualified stock option would
result in ordinary income for the option holder and a deduction for the Company
measured by the difference between the option price and the fair market value of
the shares received at the time of exercise. Upon the sale of stock acquired
through exercise of a non-qualified
stock option, the gain (measured by the difference between the sale price and
the amount included in income upon exercise of the option plus the option price)
would be short-term or long-term capital gain. At the time of a subsequent sale
of any shares obtained upon the exercise of an option, any gain or loss would be
a capital gain or loss to the option holder.
WE RECOMMEND THAT YOU VOTE "FOR" APPROVAL OF THE AMENDMENT TO THE
1998 KEY EMPLOYEE INCENTIVE COMPENSATION PLAN.
PROPOSAL #3: RATIFICATION OF APPOINTMENT OF INDEPENDENT ACCOUNTANTS
Upon recommendation of the Audit Committee, we reappointed
PricewaterhouseCoopers LLP as independent accountants for the Company in 2002,
subject to ratification by shareholders. If the appointment is not ratified, we
will consider the appointment of other auditors. A representative of
PricewaterhouseCoopers LLP is expected to be present at the Annual Meeting and
will have the opportunity to make a statement and to respond to questions from
shareholders.
WE RECOMMEND THAT YOU VOTE "FOR" RATIFICATION OF THE APPOINTMENT OF
PRICEWATERHOUSECOOPERS LLP AS INDEPENDENT ACCOUNTANTS FOR 2002.
PRINCIPAL OWNERS OF COMPANY STOCK
The following table and footnotes contain information about persons who
beneficially own more than 5% of the issued and outstanding common stock. Except
as indicated below, the beneficial owners have sole voting and investment power
over the shares shown opposite their names. This table was compiled from Company
records and Securities and Exchange Commission share-ownership reports. The
amount of shares beneficially owned is as of December 31, 2001.
Amount and Percent
Name and Address of Nature of Beneficial Of
Beneficial Owner Ownership Class
Aim Funds Management, Inc. .................. 811,300(1) 5.44%
5140 Yonge Street, Suite 900
Toronto, Ontario M2N 6X7
Franklin Advisory Services, LLC ............. 1,234,600(2) 8.6%
One Parker Plaza, Sixteenth Floor
Private Capital Management
Bruce S. Sherman
Gregg J. Powers ............................. 1,575,400(3) 10.98%
8889 Pelican Bay Blvd.
Wachovia Corporation ........................ 1,319,795(4) 9.20%
One First Union Center
Charlotte, North Carolina 28288-0133
(1) Based upon information set forth in a Schedule 13G/A filing made by Aims
Fund Management, Inc. dated January 30, 2001. The reporting person has
shared voting power with respect to all of the shares beneficially owned.
(2) Based upon information set forth in a Schedule 13G filing made by Franklin
Resources, Inc. ("FRI"), Charles B. Johnson, Rupert H. Johnson, Jr. and
Franklin Advisory Services, LLC dated February 12, 2002. Represents shares
beneficially owned by one or more open or closed-end investment companies
or other managed accounts, which are advised by direct and indirect
investment advisory subsidiaries of FRI. Charles B. Johnson and Rupert H.
Johnson, Jr. are principal owners of FRI, and they, along with FRI and each
of FRI's advisory
subsidiaries, disclaim any economic interest or beneficial ownership in any
of the shares covered by the Schedule. They disclaim the existence of a
(3) Based upon information set forth in a Schedule 13G filing made by Private
Capital Management, Inc. ("PCM"), Bruce S. Sherman and Gregg J. Powers
dated February 15, 2002. The reporting persons share voting and investment
power with respect to all of the shares owned. Mr. Sherman is Chairman of
PCM and Mr. Powers is President of PCM. They disclaim beneficial ownership
of shares held by PCM's clients and disclaim the existence of a group.
(4) Based upon information set forth in a Schedule 13G filing made by Wachovia
Corporation dated February 13, 2002. Includes (i) sole voting power with
respect to 1,118,195 shares, (ii) sole investment power with respect to
625,994 shares and (iii) shared investment power with respect to 524,950
shares.
INFORMATION ABOUT THE BOARD AND BOARD COMMITTEES
We have designated directors who are independent of management as
"independent directors." All of the directors, except for the Company's Chief
Executive Officer William G. Little and Chief Operating Officer Donald E. Morel,
Jr., are independent directors. The independent directors' primary duties are to
evaluate the performance of the Company's Chief Executive Officer, to assure
that he has appropriate leadership succession plans and to review and monitor
achievement of his long-range strategic plans for the Company. One independent
director is designated as "Chairman, Independent Directors." The Chairman,
Independent Directors confers with the CEO on the Board's agenda items and
information requirements. He also calls meetings of the independent directors.
William H. Longfield is the current Chairman, Independent Directors. In 2001,
the Board met nine times, and the Independent Directors held one meeting.
The Board has four standing committees: Audit, Compensation, Finance and
Nominating and Corporate Governance. Last year, the Audit and the Compensation
Committees each met four times, and the Finance and the Nominating and Corporate
Governance Committees each met three times.
The Audit Committee assists us in fulfilling our oversight responsibilities
by monitoring: (1) the integrity of the financial statements of the Company; (2)
the system of internal control, audit process and the process of compliance with
legal and regulatory requirements as they relate to the Company's financial
statements; and (3) the independence and performance of the Company's internal
and external auditors. We have determined in our business judgment that the
directors who serve on the Audit Committee are all "independent" as defined in
the listing standards of the New York Stock Exchange. The Committee has adopted
a written charter. Directors Worden (Chairman), Albright, Conway and Ebright
serve on the Audit Committee.
The Compensation Committee establishes the base salaries of, and approves
all other compensation and benefits made available to, the Company's corporate
officers. This Committee also establishes and administers stock and cash
incentive compensation plans for senior management, submitting such plans to us
for approval as required by applicable regulations. Directors Welters
(Chairman), Longfield and Neafsey serve on the Compensation Committee.
The Finance Committee serves as our liaison with management on important
financial transactions and financial-policy matters. This Committee consults
with and advises management on financial strategies, policies and procedures,
acquisitions, divestitures, capital-expenditure requests and similar matters.
This Committee also monitors the performance of the Company's savings and
retirement plan investment committee. The Finance Committee makes
recommendations on these matters to us. Directors Neafsey (Chairman), Conway,
Ebright and Johnson serve on the Finance Committee.
The Nominating and Corporate Governance Committee evaluates and makes
recommendations on director and officer nominees and appointments to board
committees. After review by the independent
directors, this Committee formally recommends to us a successor to the Chief
Executive Officer. This Committee also reviews the Company's legal compliance
policies and programs periodically with the Company's General Counsel. Directors
Longfield (Chairman) and Worden serve on the Nominating and Corporate Governance
STOCK OWNERSHIP OF DIRECTORS AND EXECUTIVE OFFICERS
The following table shows the beneficial ownership of common stock of each
director, each executive officer named in the Summary Compensation Table on page
10 and all directors and executive officers as a group. The amounts include
shares of common stock beneficially owned by the individuals, shares underlying
stock options and shares held under the Company's incentive-compensation plans,
Savings Plan and Non-Qualified Deferred Compensation Plan for Designated
Executive Officers (the "Officer Deferred Compensation Plan"). Also included are
stock-equivalents held by directors in accounts under the Non-Qualified Deferred
Compensation Plan for Outside Directors (the "Director Deferred Compensation
Plan"). Each stock-equivalent represents a right to receive, on termination of
board service, cash equal to the fair market value of a share of the Company's
common stock at that time.
All directors and officers as a group beneficially own less than 1% of the
outstanding shares of common stock. Shares underlying stock options exercisable
within 60 days after March 15, 2002 are treated as beneficially owned by the
individual and as outstanding when computing the percentages owned by the
individual and group. The table reflects shares held in participant accounts
under the Savings Plan and Officer Deferred Compensation Plan as of December 31,
2001. All other information is as of March 15, 2002. The table is compiled from
information provided by the individuals and from Company records.
Shares Owned Right to Acquire Stock-Equivalent
Name Directly and Ownership Under Units Under Director
Indirectly(1)(2) Options Exercisable Deferred Compensation
Within 60 Days Plan
Tenley E. Albright 1,681 7,500 3,886
John W. Conway 800 6,000 1,594
George W. Ebright 2,928 7,500 4,490
Steven A. Ellers 13,541 105,000 --
John R. Gailey III 10,019 44,800 --
Herbert L. Hugill 10,777 39,000 --
L. Robert Johnson 7,500 7,500 5,732
William G. Little 65,772 401,000 --
William H. Longfield 1,000 7,500 11,641
Donald E. Morel, Jr. 10,433 120,061 --
John P. Neafsey 5,966 7,500 15,545
Anthony Welters 300 7,500 1,626
Geoffrey F. Worden 3,762 7,500 9,019
All directors and
as a group (18
persons) 173,801 934,061 53,533
(1) These amounts include restricted shares awarded under the Company's
Management Incentive Bonus Plan, as follows: Mr. Little -- 1,497 shares;
Dr. Morel -- 499 shares; Mr. Hugill -- 106 shares; Mr. Ellers -- 470
shares; Mr. Gailey -- 299 shares; and all directors and executive officers
as a group -- 3,754 shares. The holders of restricted shares have voting
power over the shares. The restricted shares are subject to transfer and
forfeiture restrictions.
(2) These amounts also include shares held in participant accounts under the
Company's Savings Plan and Officer Deferred Compensation Plan,
respectively, as follows: Mr. Little -- 989 and 1,217 shares, respectively;
Mr. Ellers -- 1,201 and 573 shares, respectively; Dr. Morel -- 332 and 578
shares, respectively; Mr. Hugill -- -0- and 249 shares, respectively; Mr.
Gailey -- 84 and 368 shares, respectively; and all directors and officers
as a group -- 7,145 and 3,778 shares, respectively. Plan participants have
voting power over the shares held in their accounts. These shares vest over
the first five years of employment with the Company.
SECTION 16 (A) BENEFICIAL OWNERSHIP REPORTING COMPLIANCE
Under Section 16(a) of the Securities Exchange Act of 1934 and related
Securities and Exchange Commission rules, the Company's directors and officers
must file initial reports of their beneficial ownership of the Company's common
stock and subsequent changes to that ownership. In 2001, all of the Company's
directors and officers filed timely reports, except that George W. Ebright
reported the exercise of a stock option four days after the due date.
COMPENSATION OF DIRECTORS AND NAMED EXECUTIVE OFFICERS
COMPENSATION OF DIRECTORS
Each independent director receives an annual retainer of $20,000. The
chairman of each board committee and the Chairman, Independent Directors also
receive an annual retainer of $3,500. Independent directors receive meeting fees
of $1,500 for each board and independent-director meeting and $1,000 for each
committee meeting attended. Each independent director also receives an annual
grant of 600 "stock-equivalents," which parallel the performance of the
Company's common stock. When dividends are paid on common stock, additional
stock-equivalents are credited to each director's account as if those dividends
were used to purchase additional shares.
Directors may defer all or any part of their director fees under the
Director Deferred Compensation Plan. Deferred fees may be credited to an
interest-bearing account or a stock-equivalents account. The Board terminated
its retirement plan for non-employee directors in 1999. Retirement benefits
accrued as of the termination date were converted into stock-equivalents and
credited to each director's account under the Directors Deferred Compensation
Plan. The number of stock-equivalents credited was determined by reference to
the fair market value of the Company's common stock at that time.
In May 1999, each non-employee director received an option to purchase
4,500 shares under the 1999 Non-Qualified Stock Option Plan for Non-Employee
Directors. The option has an exercise price equal to the fair market value of
the Company's common stock on the date of grant and vests in three annual
installments of 1,500 shares. The Plan provides for another 4,500-share option
grant in 2002.
EMPLOYMENT AND OTHER AGREEMENTS WITH EXECUTIVES
Mr. Little has an employment agreement with the Company under which he
serves as Chief Executive Officer. His base annual salary is determined by
Company compensation-review policies. The agreement also entitles him to
participate in the Company's annual and long-term incentive plans. The Company
may terminate his employment by giving two years' prior notice or earlier for
cause, or due to disability or death.
The Company has entered into agreements with each of the named executive
officers that provide benefits if their employment is terminated following a
change in control of the Company. These agreements are designed to assist the
Company in attracting and retaining highly qualified executives and to help
ensure that, if the Company is faced with an unsolicited tender offer proposal,
its executives will continue to manage the Company without being unduly
distracted by the uncertainties of their personal affairs and thereby will be
better able to assist in evaluating such a proposal in an objective manner.
Each executive is entitled to receive severance compensation under his
agreement if, within two years following a change in control of the Company, he
resigns following a constructive termination of his employment or his employment
is terminated by the Company other than by reason of death, disability, willful
misconduct or normal retirement. The agreement also permits the executive to
receive severance upon a
voluntary resignation taken during a one-time, 30-day period beginning 12 months
from the change in control. The severance compensation includes the immediate
vesting of the executive's interest, if any, in the Company's employee-benefit
plans, continuing salary and bonus payments at the level prior to termination
and continuation of certain health and welfare benefits for up to three years
following termination. Each agreement prohibits the executive from being
employed by any competitor of the Company or competing with the Company in any
Sec ") a Registration Statement on Form s-4 that will include a joint...
O Registration statement pursuant to Section 12(b) or (g)
Registration statement pursuant to section 12(b)


The Rev. Connie L. DiLeo is a missionary with the General Board of Global Ministries assigned to the Dominican Republic. She is an ordained deacon of the Florida Annual Conference, who is developing a new congregation of young adults and youth in the village of La Hoya. She is also working with the Evangelical Church of the Dominican Republic as the coordinator of its Haitian Initiative, a ministry designed to meet some of the needs of the large number of Haitian immigrants in the Dominican Republic.
Volunteerism is not a way of life here in the Dominican Republic yet it is very important to the health of a church. In wanting to teach our members about the importance of helping others we planned a mission work day. There is a small house in the next village that is being used as a small orphanage. They are presently working with five Haitian children but have room for a few more. We spoke with the pastor and he welcomed us with open arms. The boys painted the entire inside of the house while the girls had activities with the children based around the real reason for Christmas. They also made decorations which were later hung in the house to help these children enjoy the Christmas season. Participating in mission outreach activities was one way God used to touch my heart for others and I hope that these youth will also be touched in this manner. I know they really enjoyed their outreach.
I always loved our progressive dinners at Aldersgate so wondered how it might go over here. Well, my congregation thought I was a bit crazy when I was telling them about it but it was a huge success and they loved it. The dinner was a bit easier here as we didn't have to drive from house to house, instead we only had to walk. Everyone who was coming committed to help in one of the four houses as I explained that was part of the fun, working together to prepare for the others. We had appetizers at Rosalba's house, then off to Francia's house for soup, then to Sylvias for – what else – rice and beans with chicken and we ended up upstairs in the church for games and dessert. Everyone loved it and said we must do this every year! The candles in the picture were not just for effect, we had no electricity and that was the only light we had! The flash belies the reality.
Christmas parties are always looked forward to by the children. These children are no exception and maybe more so since so few gifts are given in this culture due to the lack of economic ability to do so. In some ways this is very nice but for children who have so little, it is really special to receive even a small gift. First, of course, Nairobi told them the story of baby Jesus and they sang a number of children's Christmas songs like my little burro who is going to Bethlehem, then they made a plate with the nativity picture and star on it. Afterwards came the punch and then the long awaited for gift and to finish it off a bag of candy.
We started Saturday off at 5 AM with a candlelit prayer time. No lights were turned on but the church grew lighter with each participant as they lit a candle on the altar upon their arrival. It was a wonderful effect and showed how we are so much stronger together and that our prayer and faith helps make the world a brighter place.
We are always looking for new ways to attract youth to the church so this Saturday we invited them to a bonfire and had the service in front of the church. Following the service we went upstairs and played games in our 'youth club.' All who came to the service were invited and soon even a grandmother was involved in a serious game of Jacks!


text:
National Care Coordination Standards for Children and Youth with Special Health Care Needs
National Academy for State Health Policy
Karen VanLandeghem
$286,759 for 18 months
Currently there are no widely accepted national care coordination standards for children with complex conditions. A grant to the National Academy for State Health Policy will launch a process to develop such standards, beginning with a literature review, key informant interviews, and convening of a National Work Group to generate and refine standards.
Other Grants Awarded to National Academy for State Health Policy
Advancing National Standards for Children and Youth with Special Health Care Needs
National Standards for Improving Quality Systems of Care for Children and Youth with Special Health Care Needs, Phase V
National Consensus Framework for Improving Quality Systems of Care for Children with Special Health Care Needs, Phase IV
Improving Systems of Care for Children with Medical Complexity through Medicaid Quality Measurement Initiatives
How State Medicaid Managed Care Programs Are Addressing the Unique Needs of Children with Chronic and Complex Health Conditions
Strengthening Medicaid and CHIP Programs to Serve CSHCN
Identifying and Assessing CSHCN: Lessons for States Transitioning to Medicaid Managed Care
See All Care Coordination Grants

redpajama_set_name: RedPajamaCommonCrawl


Vroom Vroom, Things that GO!
Vroom, vroom! Zoom, zoom! Grease your wheels, start your engines, and get ready to roll. Have fun exploring the many modes of transportation through active and imaginative play, creative and constructive arts, stories and music. Come move along and learn about, cars, trucks, trains, boats, buses, and so much more! Green means go and red means stop, make a stop light and zoom on the highway!
We need a minimum of 5 children registered to hold the class. So, please register by Feb. 3rd!


History of Environment and Technology, University of Virginia. The University of Virginia seeks applicants for one or more graduate fellowships in the history of environment and technology. The fellowship covers a Ph.D. student's tuition and stipend for three academic years (subject to satisfactory progress) through a combination of grants and teaching assistantships. The fellowship is funded by the National Science Foundation and the University of Virginia's Department of History and College of Arts and Sciences. It is overseen by the university's Committee on the History of Environment and Technology, which urges potential candidates to contact one or more member of the committee before applying. Primary members of the committee are Brian Balogh (political history), John K. Brown (history of technology), W. Bernard Carlson (history of technology), and Edmund Russell (environmental history and history of technology). Their addresses, as well as further information about the program, are at http://www.tcc.virginia.edu/chet/index.html. The committee strongly encourages applications from candidates who will enhance the diversity of the university. Candidates should submit a standard application for the Ph.D. program in the Department of History (http://www.virginia.edu/history/) and specify an interest in this fellowship. Applications are due December 1, 2003. The fellowship is contingent on final approval of funding.


text:
COVID-19, Donald Trump
Criteria For Loosening Restrictions
Last week, President Donald Trump decided that the country must open back up. He issued a slide package about requirements for opening things back up. The next day, he issued three "LIBERATE" tweets, naming specific states. The purpose of those tweets seems to have been to encourage demonstrations against distancing provisions issued by those governors.
The demonstrations themselves seem to be centrally directed rather than spontaneous, and financially supported by the right-wing money machine.
The White House requirements lay responsibility on the states only. The federal government has abdicated its role in making sure that citizens are safe. They are also almost entirely devoid of measurable criteria. The one exception is the "gating criteria."
Downward trajectory of influenza-like illnesses (ILI) AND "covid-like syndromic cases" reported within a 14-day period
Likewise for "documented cases" OR "positive tests as a percent of total tests"
Exactly how these "gating criteria" are supposed to work, or who is to make the judgments and how, or which data are to be reported to make up these "downward trajectories" is not explained. Nor is a "downward trajectory."
No state, and certainly the United States overall, has seen any such 14-day decrease to justify loosening distance restrictions. A Gallup poll shows that 70% of the nation would prefer to continue as we are.
Governor Larry Hogan of Maryland, a Republican, has said that the state's daily death toll, hospitalizations, and ICU bed use must all decline every day over a 14-day period before he will consider loosening restrictions. His full plan is to be released this week.
The White House requirements make the states responsible for testing. This, along with the states' having to procure personal protective equipment (PPE) and ventilators on their own, has resulted in a scramble and presumably a bonanza for middlemen. Apparently various components of the tests are in shortage, which accounts for the current decrease in testing. The federal government could identify these shortages and require production of the missing components under the Defense Procurement Act.
Testing is essential to bringing and keeping the progress of disease under control. It looks like people who are incubating COVID-19 but have not yet shown symptoms can spread the virus. It's also possible that some people may carry the virus and never get sick. Those people cannot be identified without widespread testing. Harvard experts argue that we need at least three times the level of testing we have now.
As more people become sick and recover, it will also be important to test for immunity, about which we know little. We do not know whether having had COVID-19 confers a robust immunity, how long that immunity lasts, or whether it could, as has recently been found for dengue fever, make a subsequent infection worse. It would be valuable for individuals to know if they are immune. The numbers of immune people are important for gauging how and when to begin opening the economy back up. Antibody tests are coming onto the market now, but they are uncertified by the FDA and variable in reliability.
Plans must also be in place to return to stringent distancing if lessening those requirements leads to a flare-up. The parameter for the disease's spreading, R, seems to be approaching 1 with stringent distancing. But herd immunity, the fraction of people who are recovered and presumably immune, which must be 70% or higher to be effective, is under 10% and probably less than 5%. Criteria should be set ahead of time and made public so that there are no surprises.
Further complicating the situation is that federal officers have been interdicting supply shipments to the states. On top of the forced competition among the states, the seizures make access to PPE and other necessities uncertain. Numerous seizures have been reported; the Chief Physician Executive of Baystate Health in Springfield, Massachusetts, published his experience in the New England Journal of Medicine. No explanation has been given for these seizures. The federal government is actively undermining the ability of the states to deal with the pandemic.
There is no reason to believe that it is safe to back off from distancing now. The numbers of cases and deaths in the United States are still going up. We must have a period of decrease in those numbers before we even consider it.
Cross-posted to Balloon Juice


text:
Kina Diamond: Singer, Songwriter
Her love of life and music sculpts, moulds and shapes her inspirations. The dream of a better world, gives her the strength and drive necessary to reach her ultimate goals.
She knows how to touch, shock, inspire and vibrate body and soul, like no other artist presently in the music industry. Her voice is somewhat a mixture of softness and strength, soothing as well as provocative.
Her liveliness is genuinely felt throughout all of her compositions. Her fragility IS her edge…
Inspired by the blooming of teenage hood, it is at the age of 14, that she started to write lyrics, then sing and play the keyboard. To this day, she has more then 60 musical creations sparkling in her treasure box. Sensuality, love and unchained emotions are a part of her bedevilled, unconditional side. She also addresses subjects such as ecological, animal and sociological rights which are the pure and innocent reflections of her convictions.
Of international caliber, this young singer-songwriter in a motorized wheelchair, stands out on every point, from the rest of the musical industry. You read correct: "she is in a wheelchair".
Totally surprising! From the first song, the public is stunned by the professionalism of Kina Diamond and her dance troop. This singer-songwriter has a unique multicolored, marginal and original personality… her inborn eccentricity offers to the audience of the concert hall, "Le Zest" in Montréal, Québec, Canada, a lot to envision and enjoy... they are literally transported by seventeen interpretations, all just as remarkable and captivating as the next.
To hear her is one thing, but to see her perform on stage, with this much facility and vigorousness, is another thing. She has an unusual charisma and her presence on stage is shining, impressive and incites everyone to push their own limits and set new goals. A breath of fresh air in a world polluted by routine and boredom.
Note: Kina Diamond has a Muscular Dystrophy since birth.
All material on this page from Kina Diamond's web site http://www.kinadiamond.com


It's a group of about 20 close-knit older friends who look out for each other. They typically get together every afternoon to talk and play games. Moai participants also contribute about $40 to $50 a month to their communal pot. When one has a money emergency, he or she can pull money out, which reduces financial stress. It's something older Americans might want to create to help lessen their anxiety about outliving their money.
Japan's government-provided health care — including its 19-year-old long-term care program — helps avoid costly out-of-pocket medical expenses. "Japan has quite a good long-term health care system," said Willcox. Everyone over 40 pays in and anyone can draw money out for home care or institutional care, when necessary, starting at 65. In America, by contrast, the Medicare health system for people 65 and older generally doesn't cover long-term care.
Roughly 120 miles west of mainland Italy lies the isolated, rugged Blue Zone island of Sardinia, Italy. It's actually the first place that was labeled a Blue Zone, which happened in 2000 when demographers drew a blue circle on a map around this low-income area peppered with male centenarians. Unlike the other Blue Zones, researchers found that in Sardinia, it's mostly the men who live especially long, healthy lives. So it's the men who've been the prime subjects of analysts of the Ikarian Blue Zone. No one yet knows exactly why older women there generally don't share the same characteristics as the men.
Experts who have studied and talked with these Sardinians told me that they're especially frugal, too. If they do own cars, the vehicles are about 20 years old. Few older Sardinians save or invest regularly, as we in America are frequently told to do. Their wealth typically accrues from owning farm property, animals and equipment.
There are no long-term care facilities in Sardinia. "It would bring shame to a family to put an aging parent in a nursing home in Sardinia," Buettner told me.
Their don't-worry-be-happy attitude goes a long way in explaining why the nonagenarians and centenarians in Ikaria rarely worry about running out of money. That's an attitude I found is typical in all five Blue Zones.
Unlike in Japan, there is no national long-term care system from the government. Due to Greece's high unemployment and economic troubles, Tinios said, the government thinks it "has other things to worry about." Here, though, local municipalities pitch in, partly through a home-care program — often underfunded, due to Greece's financial woes — called Help at Home.


text:
Q: What happens when the type parameter is not defined when constructing a TreeSet in java? What is the expected result when the type parameter is not defined such as in the below code-
Code Segment 1:
java.util.Set set = new java.util.TreeSet();
set.add(2);

Code Segment 2:
java.util.Set set = new java.util.TreeSet();
set.add("2");

Code segment 1 and 2 run fine.
Code Segment 3:
java.util.Set set = new java.util.TreeSet();
set.add("2");
set.add(3);

Code Segment 4:
java.util.Set set = new java.util.TreeSet();
set.add(2);
set.add("3");

Code segment 3 and 4 fail with following errors respectively:
Exception in thread "main" java.lang.ClassCastException: class java.lang.String cannot be cast to class java.lang.Integer

Exception in thread "main" java.lang.ClassCastException: class java.lang.Integer cannot be cast to class java.lang.String

So does java take up the first addition as the default type for the set?
Also, the error seems to be weird, shouldn't it be Integer to String for Code Segment 3 and String to Integer for Code Segment 4?
Additionally, what happens for other collections if type parameter is not defined?

redpajama_set_name: RedPajamaStackExchange


Really well, I think. I did not get mad, nothing came out badly and everything tasted really good. Like, I may gain 5 pounds good!
I have pics…click here to see them.
We had another Fun-bake quiz today … I am not sure how I did, but I think I did ok. We shall see.
Doughnuts are fun to makeup, and the Apple Fritters were DELISH! And, now that I know how to make them I do not need to get them at the doughnut shop at the crack of 5am anymore! Hooray!!!
We also did another kind of French loaf and some white pan bread. Ours was like mutant pan bread because they were so big!! MAJOR oven spring!!
We finished the dreaded danish. I tried to stay out of the groups way, making up just one pinwheel and they came out really pretty. I will work on my danish technique at home where failure is a secret that only I know. Well, my husband and dogs also know but they don't care.
Next week is my practical. I am making Chocolate Chip Cookies and Corn Muffins. My partner, and this was luck of the draw, is one of my group members. She and I work well together and I am now quite excited about my mid-term practical. Yes, I know, I am a dork. Deal with it! I will be doing two trial runs at home for my practical. I am sure the office will be quite tired of cookies and Corn Muffins!!
In Sanitation class I got a 19 out of 20 on my quiz. Yay!! We had another quiz in class and I think I did pretty well on the quiz too. I will let you know next week.
The class is not easy, it is a lot to learn, but I think I am picking it up pretty well.
So, there is my week in a nutshell. Doughnuts and food-borne illness. Odd combo!


text:
Andrew DuBrin – Charismatic Leadership
Book: Essay Database › Science › Sociology
Andrew DuBrin describes socialized charismatic leadership as a leader who restrains the use of power in order to benefit others. He also recognizes that there is another type of leader known as the personalized charismatic. Personalized leaders are those who use their abilities for their own personal gain. In the Dead Poets Society we see many different kinds of leadership. We see Transformational leadership as well, which is a focus of what that leadership accomplishes.
Every leader has a goal, every leader has a vision and it's what they do with these goals and visions that determine what kind of leader they are. When we think of socialized charismatic leadership the first person that comes to mind from the film is John Keating. From the moment that he is introduced in the film it is obvious that he is not selfish, nor power hungry. He has a deep passion to teach the students all he can and use his power for good. He also shows transformational leadership because his actions have changed the lives of his class and those the school.
Lot all leaders in this story, however do the same. Mr. Nolan, for example, is one of the main leaders of the school and a profound influence on all of these boys' lives. We see in him, however, that he is much less open minded and much less concerned on social well being. We see that he is more fixated on rules and his own personal reputation, making him a more personalized charismatic leader. Along with Mr. Nolan, we also see a personalized leader in Neil's dad, Mr. Perry. Especially in the beginning of the movie, we see that he does not use his power raise the moral of his son.
It seems as though his only concern is his own reputation and future. He does, however, use his power over his son to do what he thinks is best for his son, showing some understanding and transformation. When we look at transformation in the film we, again, have to look at John Keating. Charismatic leaders have a vision, but transformational leaders have a goal, and Professor Keating definitely had many goals. He had goals of changing the way the boys thought, were taught, and perhaps the way that they looked at themselves.
Once could say that without John Keating's leadership, Neil never would've gone through with the play which was such a personal success for him. John Keating knew that he had the ability to make a profound difference in these boys. He did not use these powers to teach discipline, or honor or anything that they had already been taught in the past. He used these powers to teach them that in life, you have to make your own decisions, use your own judgment, and use you own passion in order to have a meaningful life.
These boys have been trained all of their lives to be like studying robots and it takes true charisma and a good leader to undo these thoughts of belonging. Not all of the leaders in this movie were the elders, however. It doesn't take someone in a higher position to have an impact on your life. The boys, themselves, in this film show tremendous amounts of transformational as well as charismatic leadership through their time together.
While some attempts at leadership fail, such as Nuwanda's article, it still showed charisma and made a large transformation in the attitude of everyone at the school. We see a leader in Neil all throughout the movie, pushing to experiment with the dead poets society and to not be lead by those above him. Robin Williams' character, Mr. Keating is one of many great examples of how leaders have the power to change. In history we have seen leaders that use their powers to build empires and we have seen leaders who use their powers to obliterate empires.
Power is a sensitive being and when put in the wrong hands, leadership has the ability to destroy. Possibly more profound, however, when put into the right hands, power can be a necessary tool to building anything from societies to minds. We have seen people in this film change completely because of someone else's actions and this is a perfect example of transformational leadership. John Keating transformed the lives of many through his never-ending charisma and his passion to use his powers not for personal use, but for the good of his people.
Author: Kimber Trivett
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text:
Style solutions
Property and architecture
The most controversial look at the Met Gala? Scarlett Johannson wears Marchesa, the label founded by Harvey Weinstein's wife
By Charlie Gowans-Eglinton, Senior fashion editor 9 May 2018 • 9:40am
Scarlett Johansson wearing Marchesa at the 2018 Met Gala Credit: FilmMagic
This year's Met Gala came with perhaps it's most controversial dress code of all time: 'Heavenly Bodies: Fashion and the Catholic Imagination'. Some of the outfits were as attention-grabbing as you'd imagine - but it wasn't just Rihanna as minidress-wearing-Pope making headlines. One of the most contentious outfits of the night was, at first glance, one of the most understated.
But Scarlett Johansson's feminine two-tone tulle dress, while unmistakeably lovely, made a statement all of its own - and not because it didn't seem to reference the theme of the evening.
The design was by Marchesa, the label helmed by Georgina Chapman, recently-ex-wife of Harvey Weinstein - the first time an A-lister has worn the label since allegations of sexual abuse - of numerous women, and dating back decades - against Weinstein were raised in October last year.
Scarlett Johansson with Harvey Weinstein in 2008 Credit: Reuters
Johansson's choice becomes more controversial still given that she has never spoken out against Weinstein, despite roles in Weinstein Company-produced films like Woody Allen's Vicky Cristina Barcelona.
Her comments that condemning Allen following Dylan Farrow's accusations would be "guesswork" have also drawn fire. But Johansson is also an outspoken supporter of the Time's Up movement and gave a speech at the Women's March in Los Angeles in January.
Considering that Chapman has since filed for divorce, it might seem unfair to hold her accountable for her husband's actions. But Marchesa came to prominence through a number of red-carpet appearances, often on actresses that worked with Weinstein. Jessica Chastain has since said that the media mogul attempted to pressure her into wearing the label.
Weinstein and Chapman in 2016 Credit: Getty
In February, Marchesa's catwalk show during New York Fashion Week was cancelled - though private buying appointments were still held, and Marchesa gowns were not pulled from the rails in stores or online. But can a brand so closely aligned with Weinstein survive?
In March, Chapman returned to work. Designer Diane von Furstenberg, seeing her at a board meeting of the Council of Fashion Designers of America, told The Hollywood Reporter "we were all happy to see her. Georgina is a great designer, engaged board member, devoted mother and good friend. We all support her."
Anna Wintour, who is the chair of the Met Gala and therefore approves every guest's look, was a long-time ally of both Weinstein and Chapman, often sitting front row at Marchesa's fashion shows. If the label is to become a red carpet regular once more, then Wintour will be a vital ally.
Scarlett Johansson speaking at the Women's March in 2018 Credit: AP
So far, Johansson has chosen not to speak publicly about her choice of dress designer, so we can't be certain of her motives. But on the world stage, a dress is never just a dress.
Celebrity Style,
Met Gala,
Harvey Weinstein,
Red carpet style,
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By Telegraph Obituaries 17 Jan 2022, 3:32pm
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Net A Porter discount code
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Luisaviaroma promo code
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A tractor trailer loaded with 30,000 pounds of food arrived this week courtesy of Ocean State Job Lot and General Mills.
While summer vacation is a fun time for many children, for the one in five children in Connecticut who are facing hunger, it means losing the one place that they could count on for a meal. You can help.
Learn how one of our member food-assistance programs is working to feed people in Fairfield County.
Thanks to the more than 2,000 walkers who joined us this season to Walk Against Hunger in Bridgeport, New Haven, Waterbury and Norwich! If you didn't get a chance to make a donation, there's still time!
You can help raise funds for Connecticut Food Bank each time you make a healthy food choice.
Need volunteer hours? There are still food sorting volunteer opportunities available in our East Haven warehouse this summer!
Bring a nonperishable food item to donate. Local Rotarians will help fill the truck to stop summer hunger.


Receiving Associate salaries at Sports Authority can range from $11-$12. This estimate is based upon 2 Sports Authority Receiving Associate salary report(s) provided by employees or estimated based upon statistical methods. See all Receiving Associate salaries to learn how this stacks up in the market.
Check out the latest Receiving Associate Jobs or see Receiving Associate Salaries at other companies.
We've got gear, yes we do! We've got gear, how about you?!
Not only is the Super Bowl is one of the most watched sporting events annually, but the game greatly impacts many in the retail industry, "We have people coming in waiting for our truck to see what we have in our boxes to see what new apparel we have," said Sports Authority manager, Athena Fouts.


Two Chapters of "The Empty Tomb" in MP3 Format.
We are happy to provide a free mp3 downloadable recording of the first two chapters of this classic work.
We hope you enjoy these two chapters and find them helpful. If you wish to purchase a copy of the book, please visit our bookstore to pick up your copy today.


text:
Sustainable Benefits by Emerald Skyline Corporation
The Story of Plastics (and ACC)
Posted on November 9, 2022 November 9, 2022 by abrahamwien18
By Joshua Baca
View the original article here
Around the time the first American "chemistry" association was established 150 years ago, a new age was born.
The plastics age.
It was born in large part by chemists, driven by their desire to help solve society's challenges. And in small part by a story about elephants.
For much of human history, everyday tools and products were made mostly from ivory, wood, metals, plant fibers, animal skins/hair/bone, and the like.
A familiar example: billiard balls.
For hundreds of years, ivory was the favored material for making the smooth, durable spheres. But by the mid-1800s, relying on elephants to meet demand for ivory – about eight balls per tusk – became unsustainable and dangerous. Society demanded substitutes.
In the late 1860s, an American chemist patented the partially synthetic material "celluloid," made primarily from plant cellulose and camphor, that began replacing ivory in multiple applications. Including billiard balls.
This story – new polymeric materials with advanced properties replacing limited, existing materials – has been evolving ever since, largely written by chemists and engineers.
Chemists Rising
As the first and second industrial revolutions created a huge demand for materials, chemists searched for new sources – plus innovative, new materials. In addition to cellulose, galalith and rayon (a modified cellulose) were born in the late 1800s.
Then in the early 1900s, Belgian chemist Leo Baekeland created the first entirely synthetic plastic – and it would revolutionize the way many products were made
"Bakelite's" properties were suited for a much wider variety of uses than its predecessors. For example, it was resistant to heat and did not conduct electricity, so it was a really good insulator, making it particularly useful in the automotive and electrical industries emerging in the early 1900s.
After that, chemists really got cooking.
Cellophane, invented in 1912, took off in the 1920s after DuPont made it water resistant.
Vinyl was developed in the 1920s to replace expensive, difficult-to-source rubber in multiple applications.
Polyethylene was produced during the 1930s in fits and starts in the UK (it's now the most widely used plastic).
Polyvinyl chloride was discovered in 1933 by accident by a Dow Chemical lab worker.
Polyurethanes were invented in the 1930s by Dr. Otto Bayer (soon a household name).
Nylon was unveiled in 1939 at the New York World's fair (and largely eclipsed silk in clothing.)
These "modern" materials inexorably made inroads in our society and economy. They solved challenges large and small, from creating a more affordable, reliable synthetic "rubber" to making women's stockings more wearable.
By the 1930s the term "plastic" had become part of our everyday language.
The classic Christmas movie, "It's a Wonderful Life," depicts a dramatic inflection point in America's reliance on plastics: World War II.
Before the war, George Bailey's friend Sam Wainwright offers him a "chance of a lifetime" investing in plastics. "This is the biggest thing since radio, and I'm letting you in on the ground floor."
George turns him down and tells his future wife Mary: "Now you listen to me! I don't want any plastics! I don't want any ground floors, and I don't want to get married – ever – to anyone! You understand that? I want to do what I want to do. And you're… and you're…" And then they kiss.
Sam "made a fortune in plastic hoods for planes" during the war. Plastics also were used to make the housing for radar equipment (since plastics don't impede radar waves). Plastics replaced rubber in airplane wheels. And they even were sprayed on fighter planes to protect against corrosion from salty seawater.
The war required a massive run up in plastics production. Responding in emergency mode, America's chemists and plastic makers proved invaluable to our nation's war efforts. It soon became readily clear what these innovative materials could do.
Post War Boom(ers)
In the late 40s and 50s, these new materials began replacing traditional materials in everyday life, from car seats to refrigerators to food packaging.
Production boomed with the "Baby Boomers." New plastics were invented – e.g., polyester, polypropylene, and polystyrene – that further cemented the role of plastics in our society and economy.
As the production of plastics rose, the Plastics Material Manufacturers Association in 1950 consolidated its efforts with the Manufacturing Chemists Association (today's ACC). This kicked off a long and fruitful collaboration between plastic and chemical enterprises.
During the post-war decades, we discovered an interesting characteristic of these modern materials: Plastics allowed us to do more with less because they're lightweight yet strong.
Later studies demonstrated what industry folks presumed at the time. In general, plastics reduce key environmental impacts of products and packaging compared to materials like glass, paper, and metals. By switching to plastics, we use less energy and create less waste and fewer carbon emissions than typical alternatives.
In short, the switch to plastics contributes immensely to sustainability, an often-overlooked characteristic. Perhaps somewhat unknowingly, chemists (and the companies they worked with) once again were at the forefront of contributing solutions to serious societal challenges.
Is This Sustainable?
As the last century was winding down, personal consumption was soaring. And Americans began to take greater notice of these new-ish materials that were displacing traditional glass, paper, and metals.
In 1987, a wayward barge full of trash travelled from New York to Belize looking for a home for its stinky cargo. The barge received extensive national media attention and stoked fears of a "garbage crisis." The public began to blame the rapid growth of plastics, particularly packaging, for our garbage problem.
Consumption also was growing rapidly across much of the world before and after the turn of the century. But solid waste infrastructure was growing more slowly than needed in many places.
Increasing amounts of mismanaged refuse wound up in rivers and waterways and our ocean, where currents carried it across the globe. While most refuse sinks, many plastics are buoyant, making them more visible and concerning. As awareness grew of marine litter's effects on wildlife and beaches, so too did concerns over the role of plastics in our global society.
In light of these and other events, many people began questioning the sustainability of plastics.
Over these decades, plastic makers and the entire value chain responded in part by encouraging growth in plastics recycling. Most communities successfully added plastic bottle/containers to their recycling programs, and plastic bottle recycling rates soon reached par with glass bottles.
And the widely admired "Plastics Make it Possible" campaign helped educate and remind Americans of the many solutions that plastics provide… solutions made possible by the very nature of these innovative, modern materials.
On the ACC front, at the turn of the century, plastic makers reorganized as ACC's Plastics Division to improve organizational and advocacy efficiencies – and to ramp up solutions.
Making Sustainable Change
Today, most Americans appreciate the benefits of plastics… and they want to see more advances in sustainability. For example, Americans want to see increased recycling of all plastic packaging, especially the newer lightweight flexible packaging that's replacing heavier materials. And they want an end to plastic waste in our environment.
So today, the Plastics Division is focused on "making sustainable change" by finding new ways to make plastics lighter, stronger, more efficient, and more recyclable. And by driving down greenhouse gas emissions from products and production.
We're working to keep plastics in our economy and out of our environment. To achieve this, we're focused on helping build a circular economy for plastics, in which plastics are reused instead of discarded.
We're continuing to innovate, investing billions of dollars in next generation advanced recycling. Empowered by chemistry and engineering, these technologies make it possible for plastics to be remade into high-quality raw materials for new plastics. Again and again.
We're advocating for a circular economy in statehouses and at the federal level with our 5 Actions for Sustainable Change. These policies are needed to help us reach our goal: by 2040, all U.S. plastic packaging will be recycled, reused, or recovered.
And we're actively supporting a global agreement among nations to end plastic waste in our environment.
America's Change Makers
The story of plastics is evolving. It's constantly being rewritten by our chemists, engineers, designers, and technicians. People we call America's Change Makers who dedicate their careers to making sustainable change.
Today this story includes enabling renewable energy. Efficiently delivering safe water. Combatting climate change. Contributing to accessible, affordable medical treatments.
From helping save elephants a century and a half ago to driving down greenhouse gas emissions today, America's Plastic Makers are leveraging our history of innovation to help solve some of society's biggest challenges. And to create a cleaner, brighter future.
Current Benefits
Future Benefits
Personal Benefits
← Enabling the Power of Tomorrow
A faster energy transition could mean trillions of dollars in savings →
Visit the Emerald Skyline Corporation Website
Abraham Wien
LEED AP O+M, B.Arch., B.EnvD.
Environmental Architecture aw@emeraldskyline.com
Julie Lundin
NCIDQ, LEED AP ID+C, ASID
LEED Process Management jlundin@emeraldskyline.com
Paul L. Jones
CPA, LEED Green Assoc,
Financial Advisory Services pjones@emeraldskyline.com


The Grand Soleil 40, built by Cantiere del Pardo, is one of a gaggle of new 40-foot performance cruisers that purportedly strike a balance between elegant accommodations and grin-inducing performance. Many boats make this claim, so I tested one off Annapolis, Maryland, to find out for myself.
The deck and cockpit are set up primarily for racing, but the layout is also good for family cruising. The ergonomics of the entire cockpit are nearly perfect. The seats are wide and comfortable with well-angled coamings, and the teak cockpit sole is attractive and provides secure traction. Low coamings and long teak handrails make it easy to go forward, and the helm station is excellent. There's an especially nice spot to windward when the breeze is up; the wheel pedestal is angled to make a splendid foot brace. Even short skippers will have good sight lines over the low cabintop.
The saloon has a U-shaped settee around the table plus a clever sliding seat for two on the centerline that can be pulled out when needed. The saloon's defining feature is the galley, which extends the length of the space across from the dinette. This offers a lot of counter space and a nice working area, but the galley will be less secure in a seaway. The sink drain will have to be shut off when sailing, as it may flood at extreme angles of heel on starboard tack.
The efficient nav station has a comfortable seat and ample space for electronics as well as a convenient shelf outboard for your manual plotting instruments. Throughout the saloon, handy grab points ease safe movement under way. The head doubles as a wet locker for hanging the dripping foulies.
Cantiere del Pardo leaves the hull in its mold for ten days while installing the reinforcing grid, finishing the interior, and attaching the deck. This ensures a true shape by eliminating the flexing that inevitably occurs when a bare shell is lifted out of the mold. All the joinery on our test boat fit perfectly. The solid hull is built of 12 layers of unidirectional cloth, vinylester resin, and an isophthalic gelcoat, supported by a structural grid with six longitudinal stringers, five transverse ribs, and bulkheads. Stainless-steel reinforcement is built into the main bulkhead to spread chainplate loads. The hull-to-deck joint is bonded with structural epoxy, while deck fittings are backed by integral stainless plates molded into the deck, drilled and tapped to accept the bolts. The bulb/fin keel is bolted to the structural cross-grid, with the nuts accessible through the cabin sole.
It's easy to reach the forward two-thirds of the engine in its compartment under the companionway, and removable panels give access to the sides and aft end. I rate the overall access as pretty good, but not outstanding. The installation has solid mounts and neatly dressed wiring and plumbing.
An 8-knot breeze greeted us as we raised sails on the standard (7-foot, 1-inch) draft version. I found it easy to put the boat in the groove and thoroughly enjoyed its smooth response and pleasant helm feedback. We tacked easily through 80 degrees and held a steady 5 knots of boatspeed in the light air. This is a real sailor's boat, and it performed well even with the unimpressive suit of sails our test vessel wore. I suspect that the company assumes a buyer will automatically take a credit for the standard sails and upgrade according to his own preferences. With better sails the boat should be a real delight to sail.
There were no unpleasant surprises under power. A 3,200 rpm setting yielded better than 7 knots and a moderately loud (84 dB) sound level. Docking was simple and predictable with no bad habits at low speeds, either in forward or reverse.
Price: $249,000 (base, FOB East Coast), includes bottom paint, USCG package, mainsail and roller-furling genoa, anchor package, no electronics.


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Heavy duty standing seam machine for metal roofing pan and metal wall panel roll forming with hidden joint including flush metal wall panel design and soffit vents.
* Other standing seam or hidden joint machines also available, please inquire as to desired specifications. Choose from dozens of standing seam – pan profiles.
* Other standing seam metal forming machines also available, please inquire as to desired specifications. May select one from dozens of standing seam profiles.


Caulk and Sealant Buying Guide | Building Materials Supplier | Eikenhout Inc.
Whether you are window caulking or caulking around your bathtub, you'll want to make sure you pick the right product for the job. There are a range of caulks and caulking tools to help make your job easier. While there are many more different types of caulks and sealants than what is described here, this will help you get an idea of what is available on the market. For more information, reach out to a building materials supplier at Eikenhout Inc.
Caulking and sealing can help prevent drafts from entering your home, saving you money in the long run on heating bills. If you are interested in learning more energy efficiency tips, check out our other blog posts about attic insulation and fiber cement siding.
While caulks and sealants are both used to fill gaps, there are some key differences you need to consider before your next project. Keep in mind that many sealants are called "caulks" for convenience.
For the best results, water-based caulks should be applied in temperatures above 40 degrees Fahrenheit and during dry weather conditions. Many of our customers buy water-based caulks because they are easy to work with. Simply clean any smears or drips with water so your caulking line looks neat. Water-based caulk is also perfect if you need exterior caulk for filling in gaps and cracks.
Tub and tile caulk is a specific type of water-based caulk used for rooms with high humidity like kitchens and bathrooms. Not only is bathroom caulk more flexible, but it is also resistant to cracking. Many DIY homeowners appreciate tub and tile caulk because it is easy to apply. Tub and tile caulk also prevents mildew from growing around your bathtub because it contains mildewcide.
This is a paintable caulk, which means you can customize the color to match tiles and the rest of your bathroom's decor. You can also ask your local construction materials supplier about colored caulks.
Silicone caulk can be used in bathrooms because it resists mildew and mold. This waterproof caulk is also able to resist water, which makes it perfect to use around tubs, showers, and sinks. Silicone caulk is able to bond strongly with nonporous surfaces like tile, metal, and glass.
If you don't want the caulk to stand out, we recommend choosing clear silicone caulk. Since silicone caulk doesn't accept paint, you'll want to choose a clear caulk that doesn't call attention to itself. If you smear or drip silicone caulk, you will need a special solvent to clean it. However, many of our customers appreciate that silicone caulk remains flexible after curing.
Eikenhout is a Michigan building materials supplier that works hard to help contractors and homeowners find the caulk and sealant products they need. If you are interested in browsing our inventory of caulks and sealants, call any of our locations in Grand Rapids, Lansing, Mt. Pleasant, Holland, Traverse City, Saginaw, Petoskey, and Kalamazoo.


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The School Resource Officer (SRO) supports and facilitates the educational process within James Monroe High School and the City of Fredericksburg Public Schools by providing a safe and secure environment through building and establishing meaningful relationships with students and staff and proactively interacting with the school community to ensure the enforcement of city and state laws, preservation of public order, protection of life and the prevention, detection, or investigation of crime. SRO's work closely with students, parents, school personnel and community agencies to support teaching and learning in the schools.
As part of the Department's commitment to school safety, the Department offers an anonymous tip texting service for each school.


text:
Karanks smugowy, karanks półżółty (Caranx sexfasciatus) – gatunek ryby okoniokształtnej z rodziny ostrobokowatych (Carangidae), zamieszkującej wody regionu infopacyficznego i Morza Czerwonego, bytującej na głębokości do 146 m. Osiąga długość 120 cm i masę ciała 18 kg. Żywi się rybami i skorupiakami.

Przypisy

Bibliografia

Ostrobokowate
Gatunki i podgatunki zwierząt nazwane w 1825 roku

redpajama_set_name: RedPajamaWikipedia


text:
//
// keyvi - A key value store.
//
// Copyright 2015 Hendrik Muhs<hendrik.muhs@gmail.com>
//
// Licensed under the Apache License, Version 2.0 (the "License");
// you may not use this file except in compliance with the License.
// You may obtain a copy of the License at
//
//   http://www.apache.org/licenses/LICENSE-2.0
//
// Unless required by applicable law or agreed to in writing, software
// distributed under the License is distributed on an "AS IS" BASIS,
// WITHOUT WARRANTIES OR CONDITIONS OF ANY KIND, either express or implied.
// See the License for the specific language governing permissions and
// limitations under the License.
//

/*
 * sliding_window_bit_vector_position_tracker_test.cpp
 *
 *  Created on: May 14, 2014
 *      Author: hendrik
 */

#include <boost/test/unit_test.hpp>

#include "dictionary/fsa/internal/bit_vector.h"
#include "dictionary/fsa/internal/sliding_window_bit_vector_position_tracker.h"

namespace keyvi {
namespace dictionary {
namespace fsa {
namespace internal {

// The name of the suite must be a different name to your class
BOOST_AUTO_TEST_SUITE( SlidingWindowBitVectorPositionTrackerTests )

BOOST_AUTO_TEST_CASE( nextfreeslot )
{
  SlidingWindowBitArrayPositionTracker positions;

  positions.Set(8);
  positions.Set(9);
  positions.Set(10);
  BOOST_CHECK_EQUAL(11, positions.NextFreeSlot(8));
  BOOST_CHECK_EQUAL(12, positions.NextFreeSlot(12));
}

BOOST_AUTO_TEST_CASE( sliding )
{
  SlidingWindowBitArrayPositionTracker positions;

  positions.Set(8);
  positions.Set(9);
  positions.Set(10);

  // trigger switch of the bit vectors
  positions.Set(1050);

  BOOST_CHECK(positions.IsSet(8));
  BOOST_CHECK(positions.IsSet(9));
  BOOST_CHECK(positions.IsSet(10));
  BOOST_CHECK(!positions.IsSet(1024 + 8));
  BOOST_CHECK(!positions.IsSet(1024 + 9));
  BOOST_CHECK(!positions.IsSet(1024 + 10));

  // trigger switch of the bit vectors and cause slide
  positions.Set(2100);
  BOOST_CHECK(!positions.IsSet(1024 + 8));
  BOOST_CHECK(!positions.IsSet(1024 + 9));
  BOOST_CHECK(!positions.IsSet(1024 + 10));

  BOOST_CHECK(!positions.IsSet(2048 + 8));
  BOOST_CHECK(!positions.IsSet(2048 + 9));
  BOOST_CHECK(!positions.IsSet(2048 + 10));

  positions.Set(4095);
}

BOOST_AUTO_TEST_CASE( no_integer_overflow )
{
  SlidingWindowBitArrayPositionTracker positions;

  positions.Set(8);
  positions.Set(9);
  positions.Set(10);

  // trigger switch of the bit vectors
  uint32_t t= uint32_t(INT_MAX) + 10;
  positions.Set(t);

  BOOST_CHECK(positions.IsSet(t));
}

BOOST_AUTO_TEST_CASE( set_vector )
{
  SlidingWindowBitArrayPositionTracker positions;

  positions.Set(8);
  positions.Set(9);
  positions.Set(10);

  BitVector<32> a;
  a.Set(1);
  a.Set(3);
  a.Set(25);
  a.Set(29);
  a.Set(31);

  positions.SetVector(a, 2);
  BOOST_CHECK(positions.IsSet(3));
  BOOST_CHECK(positions.IsSet(5));
  BOOST_CHECK(positions.IsSet(27));
}

BOOST_AUTO_TEST_CASE( set_vector_overlap )
{
  SlidingWindowBitArrayPositionTracker positions;

  positions.Set(8);
  positions.Set(9);
  positions.Set(10);

  BitVector<32> a;
  a.Set(1);
  a.Set(3);
  a.Set(25);
  a.Set(29);
  a.Set(31);

  positions.SetVector(a, 1020);
  BOOST_CHECK(positions.IsSet(1021));
  BOOST_CHECK(positions.IsSet(1023));
  BOOST_CHECK(positions.IsSet(1045));
  BOOST_CHECK(positions.IsSet(1049));
  BOOST_CHECK(positions.IsSet(1051));
}

BOOST_AUTO_TEST_CASE( set_vector_overlap2 )
{
  SlidingWindowBitArrayPositionTracker positions;

  positions.Set(8);
  positions.Set(9);
  positions.Set(10);

  BitVector<260> a;
  a.Set(119);
  a.Set(151);
  positions.SetVector(a, 929);
  BOOST_CHECK(positions.IsSet(929 + 119));

  BOOST_CHECK(positions.IsSet(929 + 151));

  positions.SetVector(a, 940);
  BOOST_CHECK(positions.IsSet(940 + 119));

  BitVector<260> b;
  b.Set(100);
  positions.SetVector(b, 924);
  BOOST_CHECK(positions.IsSet(924 + 100));
}

BOOST_AUTO_TEST_CASE( set_vector_overlap3 )
{
  SlidingWindowBitArrayPositionTracker positions;

  positions.Set(8);
  positions.Set(9);
  positions.Set(10);

  BitVector<260> a;
  a.Set(256);
  a.Set(257);
  positions.SetVector(a, 5311);
  BOOST_CHECK(positions.IsSet(5311 + 256));

  BOOST_CHECK(positions.IsSet(5311 + 257));

  positions.Set(5311 + 257);

  BOOST_CHECK(positions.IsSet(5311 + 257));

}

BOOST_AUTO_TEST_SUITE_END()

} /* namespace internal */
} /* namespace fsa */
} /* namespace dictionary */
} /* namespace keyvi */

redpajama_set_name: RedPajamaGithub