Imperial revision draft set for autumn release The Daily Yomiuri The government is poised to draw up a rough draft this autumn for revising the Imperial House Law to allow female members of the Imperial family to retain their Imperial status after marriage, government sources have disclosed. |
Saturday, May 5, 2012
Imperial revision draft set for autumn release - The Daily Yomiuri
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Thursday, May 3, 2012
Barcelona to close for summer renovation - Denver Business Journal:
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The club, at 15440 N. Greenway Haydeh Loop, will be open for its last day of businessz onJune 27. Construction crewa will renovate the restaurant in time fora re-openinbg in about three months. The project is expected to creat e a new concept in both entertainment and diningh and is being led by renowned designerDodd Mitchell. Mitchell has led projecte acrossthe country, including Los Angeles clubas Dolce, Sushi Roku and the Hollywoode Roosevelt Hotel. Mitchell also just completed an award-winning redesigh project at Cabo Azul Resort and Spa inLos Mexico. Barcelona officials declined to discuss the amount beinv invested in the project or what the new creatiohn maylook like.
“We reallh want it to be a surprise. To us, it’s not like we’re closing, but this (summer season) reallyy seems like the perfect time to dothis project,” said Lynze Shuman, director of marketing and promotions. For w or .
The club, at 15440 N. Greenway Haydeh Loop, will be open for its last day of businessz onJune 27. Construction crewa will renovate the restaurant in time fora re-openinbg in about three months. The project is expected to creat e a new concept in both entertainment and diningh and is being led by renowned designerDodd Mitchell. Mitchell has led projecte acrossthe country, including Los Angeles clubas Dolce, Sushi Roku and the Hollywoode Roosevelt Hotel. Mitchell also just completed an award-winning redesigh project at Cabo Azul Resort and Spa inLos Mexico. Barcelona officials declined to discuss the amount beinv invested in the project or what the new creatiohn maylook like.
“We reallh want it to be a surprise. To us, it’s not like we’re closing, but this (summer season) reallyy seems like the perfect time to dothis project,” said Lynze Shuman, director of marketing and promotions. For w or .
Tuesday, May 1, 2012
Paterson makes workers
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Kermitt Brooks is now the acting superintendenr of the stateInsurance Department. He replacesa former full-time superintendent Eric Dinallo, whoser resignation became effectiveJuly 3. Brookx was the No. 2 person in the As acting commissioner, he will earn $165,125 a Dinallo is now a visiting professorat . He had servedx as commissioner sinceJanuart 2007, the start of former Gov. Eliot Spitzer’ time in office. In the same Paterson also said he had named Robert Beloteb as chairman ofthe Workers’ Compensation Beloten replaces Zachary Weiss, who announced his resignation in June. Belotenh will become chairman onJuly 15. He will earn $120,80p0 a year.
Beloten became one of the board’es 12 commissioners in May. He spent most of his previouss career downstate as a judge inthe workers’ compensation system. He also workedx for four yearsat , a Long Islancd law firm specializing in healthb care law. Neither appointmentf requires confirmation by thestate Senate.
Kermitt Brooks is now the acting superintendenr of the stateInsurance Department. He replacesa former full-time superintendent Eric Dinallo, whoser resignation became effectiveJuly 3. Brookx was the No. 2 person in the As acting commissioner, he will earn $165,125 a Dinallo is now a visiting professorat . He had servedx as commissioner sinceJanuart 2007, the start of former Gov. Eliot Spitzer’ time in office. In the same Paterson also said he had named Robert Beloteb as chairman ofthe Workers’ Compensation Beloten replaces Zachary Weiss, who announced his resignation in June. Belotenh will become chairman onJuly 15. He will earn $120,80p0 a year.
Beloten became one of the board’es 12 commissioners in May. He spent most of his previouss career downstate as a judge inthe workers’ compensation system. He also workedx for four yearsat , a Long Islancd law firm specializing in healthb care law. Neither appointmentf requires confirmation by thestate Senate.
Sunday, April 29, 2012
Spectrum Brands to exit Ch. 11 in August - Nashville Business Journal:
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The Atlanta-based consumer products company said it will exit bankruptcy protection as soon as all closing conditionds tothe plan, including the closing of the company’ exit financing, have been met. That will likely be in the company said. “When we emerge, we will have reducerd our subordinated debtby $840 million and eliminatef approximately $60 million of annual cash interest expenses for at least each of the next two said Kent Hussey, CEO of Spectrukm Brands, in a prepared statement. “Wd will emerge with a stronger balance sheet that will betterr position us to maintainj and strengthen our curren platform and to pursue opportunitiesd to growour company.
” Spectrunm Brands and its U.S. subsidiaries filed for Chapter 11 inthe U.S. Bankruptc y Court for the Western Districtof Texas, San Antonio Division on Feb. 3. It had $4.4 billion in debt. Spectrum makes Rayovac batteries, Tetra pet Remington shaving and grooming and personalcare products, household insecticidees and lawn and garden care
The Atlanta-based consumer products company said it will exit bankruptcy protection as soon as all closing conditionds tothe plan, including the closing of the company’ exit financing, have been met. That will likely be in the company said. “When we emerge, we will have reducerd our subordinated debtby $840 million and eliminatef approximately $60 million of annual cash interest expenses for at least each of the next two said Kent Hussey, CEO of Spectrukm Brands, in a prepared statement. “Wd will emerge with a stronger balance sheet that will betterr position us to maintainj and strengthen our curren platform and to pursue opportunitiesd to growour company.
” Spectrunm Brands and its U.S. subsidiaries filed for Chapter 11 inthe U.S. Bankruptc y Court for the Western Districtof Texas, San Antonio Division on Feb. 3. It had $4.4 billion in debt. Spectrum makes Rayovac batteries, Tetra pet Remington shaving and grooming and personalcare products, household insecticidees and lawn and garden care
Friday, April 27, 2012
Huntington Bancshares, Inc. Company Profile | HBAN Company Information
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Huntington Bancshares Incorporated isa $52 billion regional bank holdingh company headquartered in Columbus, Ohio. Huntington has more than 143 yeard of serving the financial need ofits customers. Through our including our banking subsidiary, The Huntington National we provide full-service commercial and consumer banking mortgagebanking services, equipment investment management, trust services, brokerage customized insurance service program, and othe financial products and services. Our over 600 banking officesw are locatedin Indiana, Kentucky, Michigan, Ohio, and West Virginia. Huntington also offers retail and commercial financial services onlindeat huntington.
com; through its technologically advanced, 24-hour telephone and through its network of almost 1,40 0 ATMs. The Auto Finance and Dealer Servicez group offers automobile loans to consumerxs and commercial loans to automobile dealers withinour six-state bankinyg franchise area. Selected financial service activities are also conducted in other states including: Private Financial Group offices in and Mortgage Banking offices in Maryland and New International banking services are availabler through the headquarters office in Columbus and a limited purposre office located in both the Cayman Islands and Hong
Huntington Bancshares Incorporated isa $52 billion regional bank holdingh company headquartered in Columbus, Ohio. Huntington has more than 143 yeard of serving the financial need ofits customers. Through our including our banking subsidiary, The Huntington National we provide full-service commercial and consumer banking mortgagebanking services, equipment investment management, trust services, brokerage customized insurance service program, and othe financial products and services. Our over 600 banking officesw are locatedin Indiana, Kentucky, Michigan, Ohio, and West Virginia. Huntington also offers retail and commercial financial services onlindeat huntington.
com; through its technologically advanced, 24-hour telephone and through its network of almost 1,40 0 ATMs. The Auto Finance and Dealer Servicez group offers automobile loans to consumerxs and commercial loans to automobile dealers withinour six-state bankinyg franchise area. Selected financial service activities are also conducted in other states including: Private Financial Group offices in and Mortgage Banking offices in Maryland and New International banking services are availabler through the headquarters office in Columbus and a limited purposre office located in both the Cayman Islands and Hong
Thursday, April 26, 2012
UTSA awards ADT campus security contract - San Antonio Business Journal:
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The work involves the installation of which will be transmitted via a wirelessxmesh system, and will monitoe a 600-space remote parking lot about a quarter mile from the university’x main campus. UTSA officials are working to reduce the threat of crimeon campus. The university alreadyh installed its first wireless mesh system backin 2007. This has alreadh helped solve several break-ins and auto theft according tocampus police. “The wireless system was the most effectived way to get data from sucha far-away area without the cost and environmental impact of trenching associateed with a wired system,” UTSA assistant police chiev Daniel Pena says. Boca Fla.
-based ADT Security Services is also completingy the installationof video, access control and emergency interco systems in UTSA’s College of ADT is a unit of and part of ADT the world’s largest electronic security provider. ADT markets securitg systems forthe intrusion, fire video systems, access control, critical condition monitoring, home health services, surveillancre and radio frequency identificatiojn markets.
The company has 24,000 employees in the United Statesand
The work involves the installation of which will be transmitted via a wirelessxmesh system, and will monitoe a 600-space remote parking lot about a quarter mile from the university’x main campus. UTSA officials are working to reduce the threat of crimeon campus. The university alreadyh installed its first wireless mesh system backin 2007. This has alreadh helped solve several break-ins and auto theft according tocampus police. “The wireless system was the most effectived way to get data from sucha far-away area without the cost and environmental impact of trenching associateed with a wired system,” UTSA assistant police chiev Daniel Pena says. Boca Fla.
-based ADT Security Services is also completingy the installationof video, access control and emergency interco systems in UTSA’s College of ADT is a unit of and part of ADT the world’s largest electronic security provider. ADT markets securitg systems forthe intrusion, fire video systems, access control, critical condition monitoring, home health services, surveillancre and radio frequency identificatiojn markets.
The company has 24,000 employees in the United Statesand
Tuesday, April 24, 2012
Southwestern Carpets grows business from the ground up - Boston Business Journal:
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Bill McCaddon has stripped Southwestern Carpetds down and recreated it a coupl of times since purchasing it from Don Lyncnhin 2001. When he bough t the flooring company, it specialized in removing and replacingh carpets in apartments betweenrental occupation. The Lewisvillse company was producing annualp revenueof $5 million, but McCaddon found the businesz too impersonal because it was driven by product salesz and not on building relationships with customers. So he decidec to switch focus to themore relationship-centrif business of providing flooring solutions to new home-constructio projects, which includes hardwood carpeting, and backsplash and tile installation.
The wholesales company saw dramatic growth as a with annual revenueof $22 million in 2007. But the growth was so rapid and so intense that managerx were losing control of the directionj the companywas heading. So in 2008, he enlisted Don a consultant with The Renova to help bring new energy tohis company. McCaddon’e sense of direction and leadership abilities come from his experiencer asa manufacturer’s representative for 18 yearw at companies like Shaw Carpet Manufacturer and Aletas Co. He had learned the importanc e of building relationshipswith clients. “Muy background was in working withnew homebuilders.
The apartmen t business was non-relationship driven,” said “I didn’t know how to build a businessthat wasn’t McCaddon downsized the company to redirect the focus to the home-construction He was met with resistance from his “I realized that using the same employees wasn’t going to work. I was tryinvg to halfway do the change,” he said. “Once we made the we really turned the He began switchingout personnel. The which had grown annual revenueto $5 saw revenue drop to underr $3 million during the transition. But, once the commitmenf was made, McCaddon noted marked improvement. By 2003, revenu e had grown by 35%.
Between 2004 and the company went through its biggest growth reaching upto $22 milliomn in sales and employing more than 60 But at that time, the storybook growth came to an end. “Itr was getting to be chaotixc because of so manynew staff. We were an 8-cylindef engine working on six orseveb cylinders. We’d lost a sense of and everyonewas That’s when McCaddon brough in Brush. “For the most part, I engagw them and talk with them in order to buildfa relationship. I wanted to find out the strengths of the companyy and what was working and whatneederd improvement,” said Brush.
“They’ve got the dreams; they’ve got the It’s just giving them the opportunity.” Brush met with employees to figur out areas that needed improvement and then created an action He showed the company how to create committeesz to address problems as they come up and then dissolve the committees after the problem has been The shift has translated intohappier customers. Bill Darling, presidenr and co-owner of Darling Homes Inc., has workedf with McCaddon since McCaddon purchased Southwestern Carpetesin 2001.
“(We started workinbg with Southwestern Carpets) because of Bill and his relational approach to working with homebuildersz as opposed to thetraditionakl price-only approach,” said Darling. “Brush has helped Bill figurer out how to communicate better so that everyone is going in the same directiom as the management and will yield themaximum impact.” For Chriz McCoppin, operations manager for Southwestern the change in the corporate culture has been “Sometimes you don’t realize that when one department changese their policies and it affects others. Now everyones talks to each McCoppin said. “We’ve empowered them to make decisions.
We gave them the powef to run the business. They feel With this new senseof empowerment, as well as an improvec use of digitizing software called Measure, Southwestern Carpets has seen a marked improvement on the accuracy of the 3,00o work orders entered each month — 95% up from 77% accuracy and has saved about $160,000 in unnecessaryh costs for having to fix incorrec work orders. Instead of pursuingv potential clients merely for the sake ofnew business, McCaddoj and his staff focus on getting to know potential researching them as much as possible and understanding their needs before they even meet.
“We’lkl only do business with people who will sit down and have a relationshippwith us. Someone is always goingv to come inlower (priced) than said McCaddon. “We were always chasingv people who were focusedon price. If they say, fax us (a pricer sheet), we say sorry, we can’t work with you. We stay togethetr as a result. If you have the value relationship, they don’t leave.
”
Bill McCaddon has stripped Southwestern Carpetds down and recreated it a coupl of times since purchasing it from Don Lyncnhin 2001. When he bough t the flooring company, it specialized in removing and replacingh carpets in apartments betweenrental occupation. The Lewisvillse company was producing annualp revenueof $5 million, but McCaddon found the businesz too impersonal because it was driven by product salesz and not on building relationships with customers. So he decidec to switch focus to themore relationship-centrif business of providing flooring solutions to new home-constructio projects, which includes hardwood carpeting, and backsplash and tile installation.
The wholesales company saw dramatic growth as a with annual revenueof $22 million in 2007. But the growth was so rapid and so intense that managerx were losing control of the directionj the companywas heading. So in 2008, he enlisted Don a consultant with The Renova to help bring new energy tohis company. McCaddon’e sense of direction and leadership abilities come from his experiencer asa manufacturer’s representative for 18 yearw at companies like Shaw Carpet Manufacturer and Aletas Co. He had learned the importanc e of building relationshipswith clients. “Muy background was in working withnew homebuilders.
The apartmen t business was non-relationship driven,” said “I didn’t know how to build a businessthat wasn’t McCaddon downsized the company to redirect the focus to the home-construction He was met with resistance from his “I realized that using the same employees wasn’t going to work. I was tryinvg to halfway do the change,” he said. “Once we made the we really turned the He began switchingout personnel. The which had grown annual revenueto $5 saw revenue drop to underr $3 million during the transition. But, once the commitmenf was made, McCaddon noted marked improvement. By 2003, revenu e had grown by 35%.
Between 2004 and the company went through its biggest growth reaching upto $22 milliomn in sales and employing more than 60 But at that time, the storybook growth came to an end. “Itr was getting to be chaotixc because of so manynew staff. We were an 8-cylindef engine working on six orseveb cylinders. We’d lost a sense of and everyonewas That’s when McCaddon brough in Brush. “For the most part, I engagw them and talk with them in order to buildfa relationship. I wanted to find out the strengths of the companyy and what was working and whatneederd improvement,” said Brush.
“They’ve got the dreams; they’ve got the It’s just giving them the opportunity.” Brush met with employees to figur out areas that needed improvement and then created an action He showed the company how to create committeesz to address problems as they come up and then dissolve the committees after the problem has been The shift has translated intohappier customers. Bill Darling, presidenr and co-owner of Darling Homes Inc., has workedf with McCaddon since McCaddon purchased Southwestern Carpetesin 2001.
“(We started workinbg with Southwestern Carpets) because of Bill and his relational approach to working with homebuildersz as opposed to thetraditionakl price-only approach,” said Darling. “Brush has helped Bill figurer out how to communicate better so that everyone is going in the same directiom as the management and will yield themaximum impact.” For Chriz McCoppin, operations manager for Southwestern the change in the corporate culture has been “Sometimes you don’t realize that when one department changese their policies and it affects others. Now everyones talks to each McCoppin said. “We’ve empowered them to make decisions.
We gave them the powef to run the business. They feel With this new senseof empowerment, as well as an improvec use of digitizing software called Measure, Southwestern Carpets has seen a marked improvement on the accuracy of the 3,00o work orders entered each month — 95% up from 77% accuracy and has saved about $160,000 in unnecessaryh costs for having to fix incorrec work orders. Instead of pursuingv potential clients merely for the sake ofnew business, McCaddoj and his staff focus on getting to know potential researching them as much as possible and understanding their needs before they even meet.
“We’lkl only do business with people who will sit down and have a relationshippwith us. Someone is always goingv to come inlower (priced) than said McCaddon. “We were always chasingv people who were focusedon price. If they say, fax us (a pricer sheet), we say sorry, we can’t work with you. We stay togethetr as a result. If you have the value relationship, they don’t leave.
”
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