Delay on relocation of villages in Mudumalai Tiger Reserve to cost govt dear Times of India UDHAGAMANDALAM: A long delay in the relocation process of forest dwellers and tribals living in 30 villages, including Mudhuguli village, located inside Mudumalai Tiger Reserve (MTR) in the Nilgiris, will cost the state nearly double the amount in ... |
понеділок, 13 серпня 2012 р.
Delay on relocation of villages in Mudumalai Tiger Reserve to cost govt dear - Times of India
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неділя, 12 серпня 2012 р.
Mortenson Construction remains up in economic downturn - Jacksonville Business Journal:
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As its revenue grew from $1.16 billion to $2.843 billion in 2009, it leapfrogged big names suchas , , Holida Cos. and The Opus Group. In recent ranking of America’s Largest Privatse Companies, Mortenson was 218th, up 98 slots from its rankin glast year. A mix of big, high-profile projects and small developments have helped the company withstan d the longest recession since the Great Depression withouf massive layoffs orrevenue declines, said Ken Sorensen, vice presidenf and general manager at Mortenson. “We’ve been fortunate that the marketasthat we’ve been in have been strong, includinvg the renewable-energy group and the federal-contractinv group.
But looking aheaed the next coupleof we’re all going to be affected by the Since early 2008, Mortenson’s employeer count has declined from about 2,700 to aroune 2,400. The 11 percent drop in employees isn’gt bad given the anemic construction CEO Tom Gunkel said Mortenson saw some storm cloudsz formingin 2007, so over the past 18 monthds it has been building a strong backlogt of work.
He anticipate revenues in 2009 and 2010 will returjto pre-2008 levels and expects the company will be able to avois the “dramatic downturns” that many of its competitorsx are dealing with Mortenson has continued to work in its traditionalp sectors, such as health care, higher cultural, public and corporate, but it also has expandec its activity in the hospitality, data-centee and renewable-energy markets, Sorensen said. The Minnesots office, which accounted for nearly 20 percentof Mortenson’xs annual revenue last year, has a lot of work underway, led by the ongoingh $500 million ballpark and $280 million football stadium.
It’sd also building or has recently complete a data center for aconfidentialo client, a $53 million Center for Magnetic Resonancde Research at the University of Minnesota and a new student center at in Arden Hills. The firm also recentlyh started construction on the new entertainmentt center and college hockey arenaw in Duluth and a handful of projects insurroundingg states. It has two projectsa underway in NorthDakota — an indoor stadium in Dickinsoj and a hospital in Jamestown. There’s a misconception about Mortenson that it justdoes large, high-profiler projects such as baseball stadiums and hockey arenas, Sorensen It’s easy to see why.
Mortenson builtg the in Minneapolis, the in St. Paul, and is buildingf the two major stadiumsin Minneapolis. In the past it’s renovated the and the in Minneapolis. But the fact is, Mortensonm does a lot of small projectsas well, Sorenseh said. Its average project is in the $10 million to $25 million range, and it does a considerable number of projects that are evensmallerd — in the $1 million to $5 million The smallest projects are usually for established customers, such as , Clinics and the university. “When we get involverd with a customer, we want to do all theif work,” Sorensen said. “That’s been a very positiv e thing for us.
” Regardless of whether a project is big or Mortenson lives up to its reputation and does what is necessaryu to fix any situation thatcomes up, said Daryll Schroeder, vice president of operationzs for in Minneapolis, where Mortenson has done numerouz projects since the 1950s. “They treat you like you’rwe their most important customer,” he Schroeder praised Mortenson’s work on Abbott’s $170 millio heart hospital while itsadjacent 550-bede hospital stayed open during construction. “That’s like buildinb an airplane while its running downthe runway.
It was Schroeder, who has overseen buildin g projects for the past 23 years at Abbot t and parentcompany Allina, said Mortenson companh chairman Mort Mortenson Jr. (son of compant founder M.A. Mortenson Sr.) has been a good financia l supporter and friend of Allina overthe years. But the contractor has never tried to use that support to getconstructiojn work, Schroeder added. Mortenson always has to competw in bidding processes to get and has lost out toothef builders.
As its revenue grew from $1.16 billion to $2.843 billion in 2009, it leapfrogged big names suchas , , Holida Cos. and The Opus Group. In recent ranking of America’s Largest Privatse Companies, Mortenson was 218th, up 98 slots from its rankin glast year. A mix of big, high-profile projects and small developments have helped the company withstan d the longest recession since the Great Depression withouf massive layoffs orrevenue declines, said Ken Sorensen, vice presidenf and general manager at Mortenson. “We’ve been fortunate that the marketasthat we’ve been in have been strong, includinvg the renewable-energy group and the federal-contractinv group.
But looking aheaed the next coupleof we’re all going to be affected by the Since early 2008, Mortenson’s employeer count has declined from about 2,700 to aroune 2,400. The 11 percent drop in employees isn’gt bad given the anemic construction CEO Tom Gunkel said Mortenson saw some storm cloudsz formingin 2007, so over the past 18 monthds it has been building a strong backlogt of work.
He anticipate revenues in 2009 and 2010 will returjto pre-2008 levels and expects the company will be able to avois the “dramatic downturns” that many of its competitorsx are dealing with Mortenson has continued to work in its traditionalp sectors, such as health care, higher cultural, public and corporate, but it also has expandec its activity in the hospitality, data-centee and renewable-energy markets, Sorensen said. The Minnesots office, which accounted for nearly 20 percentof Mortenson’xs annual revenue last year, has a lot of work underway, led by the ongoingh $500 million ballpark and $280 million football stadium.
It’sd also building or has recently complete a data center for aconfidentialo client, a $53 million Center for Magnetic Resonancde Research at the University of Minnesota and a new student center at in Arden Hills. The firm also recentlyh started construction on the new entertainmentt center and college hockey arenaw in Duluth and a handful of projects insurroundingg states. It has two projectsa underway in NorthDakota — an indoor stadium in Dickinsoj and a hospital in Jamestown. There’s a misconception about Mortenson that it justdoes large, high-profiler projects such as baseball stadiums and hockey arenas, Sorensen It’s easy to see why.
Mortenson builtg the in Minneapolis, the in St. Paul, and is buildingf the two major stadiumsin Minneapolis. In the past it’s renovated the and the in Minneapolis. But the fact is, Mortensonm does a lot of small projectsas well, Sorenseh said. Its average project is in the $10 million to $25 million range, and it does a considerable number of projects that are evensmallerd — in the $1 million to $5 million The smallest projects are usually for established customers, such as , Clinics and the university. “When we get involverd with a customer, we want to do all theif work,” Sorensen said. “That’s been a very positiv e thing for us.
” Regardless of whether a project is big or Mortenson lives up to its reputation and does what is necessaryu to fix any situation thatcomes up, said Daryll Schroeder, vice president of operationzs for in Minneapolis, where Mortenson has done numerouz projects since the 1950s. “They treat you like you’rwe their most important customer,” he Schroeder praised Mortenson’s work on Abbott’s $170 millio heart hospital while itsadjacent 550-bede hospital stayed open during construction. “That’s like buildinb an airplane while its running downthe runway.
It was Schroeder, who has overseen buildin g projects for the past 23 years at Abbot t and parentcompany Allina, said Mortenson companh chairman Mort Mortenson Jr. (son of compant founder M.A. Mortenson Sr.) has been a good financia l supporter and friend of Allina overthe years. But the contractor has never tried to use that support to getconstructiojn work, Schroeder added. Mortenson always has to competw in bidding processes to get and has lost out toothef builders.
субота, 11 серпня 2012 р.
Madison firm CDI generates stem cells from blood samples - Atlanta Business Chronicle:
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The stem cells, which have the ability to generate all tissue typea inthe body, pose the potential of establishinbg new cellular therapies for disease. Generating pluripotent stem cellxs from human blood either freshly collected or stored in provides a convenient sourceof patient-specific stem cellx that can be used for personalizes treatments. "The ability to use commobn tissue repositories to createiPS (induces pluripotent stem) cells from donors with known medicalo history enables us to providr the pharmaceutical industry with a cell portfolio representingg individual biology, disease models, retrospective analysis and ethnixc diversity," Emile Nuwaysir, chief operations officer of CDI.
"This is the firsty step in paving the wayfor large-scale processing and industrializatiobn of iPS cells." The findingss will be presented during a poster session beginning July 10 at the International Societyh for Stem Cell Research annual meeting in Barcelona, Cellular Dynamics International in Madison is a developer of next-generatio n stem cell technologies for drug developmengt and personalized medicine applications.
The stem cells, which have the ability to generate all tissue typea inthe body, pose the potential of establishinbg new cellular therapies for disease. Generating pluripotent stem cellxs from human blood either freshly collected or stored in provides a convenient sourceof patient-specific stem cellx that can be used for personalizes treatments. "The ability to use commobn tissue repositories to createiPS (induces pluripotent stem) cells from donors with known medicalo history enables us to providr the pharmaceutical industry with a cell portfolio representingg individual biology, disease models, retrospective analysis and ethnixc diversity," Emile Nuwaysir, chief operations officer of CDI.
"This is the firsty step in paving the wayfor large-scale processing and industrializatiobn of iPS cells." The findingss will be presented during a poster session beginning July 10 at the International Societyh for Stem Cell Research annual meeting in Barcelona, Cellular Dynamics International in Madison is a developer of next-generatio n stem cell technologies for drug developmengt and personalized medicine applications.
четвер, 9 серпня 2012 р.
Study: Portland a very walkable city - Portland Business Journal:
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Walkscore.com ranked the largest 40 cities in the natio n on a scale of zero to 100 basedx on how easy it is to livea “car-lite” Portland is number 10, with a walk scorr of 66. Seven neighborhoods in Portlandare Paradises, with walks scores of Forty-five percent of Portland residents have a walk scorse of 70 or above. Eighty-three percent have a walk score of at leasgt50 — and 17 percent live in car-dependent neighborhoods. The most walkable neighborhoodc in Portland is thePearl District, followede by Old Town-Chinatown, Downtown, Northwest, Lloyd Hosford and Buckman, all ranking at least 90. San Francisclo ranked No.
1 on the list with a score of 86, followed by New York at No. 2, Boston at No. 3, Chicago at No. 4 and Philadelphiaq at No. 5. The five cities rankinh at the bottom are Oklahoma Cityat No. 36, Indianapoliz at No. 37, Charlotte at No. 38 and Nashville at No. 39 and Fla., at No. 40.
Walkscore.com ranked the largest 40 cities in the natio n on a scale of zero to 100 basedx on how easy it is to livea “car-lite” Portland is number 10, with a walk scorr of 66. Seven neighborhoods in Portlandare Paradises, with walks scores of Forty-five percent of Portland residents have a walk scorse of 70 or above. Eighty-three percent have a walk score of at leasgt50 — and 17 percent live in car-dependent neighborhoods. The most walkable neighborhoodc in Portland is thePearl District, followede by Old Town-Chinatown, Downtown, Northwest, Lloyd Hosford and Buckman, all ranking at least 90. San Francisclo ranked No.
1 on the list with a score of 86, followed by New York at No. 2, Boston at No. 3, Chicago at No. 4 and Philadelphiaq at No. 5. The five cities rankinh at the bottom are Oklahoma Cityat No. 36, Indianapoliz at No. 37, Charlotte at No. 38 and Nashville at No. 39 and Fla., at No. 40.
середа, 8 серпня 2012 р.
Sun Capital, Golden Gate Capital to buy Eddie Bauer for $614M - South Florida Business Journal:
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Boca Raton-based and San Francisco-based have formed The new entitg is topay $9.25 a share in cash for Eddiw Bauer Holdings (NASDAQ: EBHI), an about 12 percent premiunm to the prior four average closing price of Eddie Bauer common The rest of the purchase pric is made up of aboutr $328 million in The sale is the culmination of Eddie Bauer's May decisionh to explore its strategic alternatives. Fabiaj Mansson, chief executive officer at the Wash.-based outdoor sportswear and accessories retailer, said the Eddie Baue r board unanimously determined the sale to Eddie BHoldinvg Corp.
is in the best interests of the company andits "We believe that the transactionn will provide Eddie Bauer with new resources and the time necessar to execute our turnaround strategy," Manssohn explained. The need for a turnaroundd is evidenced in Eddie Bauer seconrdquarter financials. The company reported losing $42 million, or $1.4p a share. For the same periodc the year before, the company had reported earning $69.5 million, but that includede a $107.6 million pre-tax gain related to the company'zs emergence from bankruptcy and its requireds adoption of freshstart accounting. There is no year-ago per-share amount because, at the time, Eddiew Bauer was a subsidiaryof .
Eddie Baued emerged as a stand-alone entity June 21, when Spiegel's Chapter 11 reorganization becames effective, allowing 30 million common Eddie Bauee Holdings shares to be The process made Eddie Bauer a independent company for the first time in nearly 35 Eddie Bauer is to give its thirx quarter financial resultson Tuesday. Analysts have projected a 29-cents-a-sharr loss. Mansson noted Sun Capital and Golden Gate brinbg experience in the retail andcatalogv sectors. Gary Talarico, Sun Capitap managing director, indicated the private equit partners will use that knowledge to work with Eddie Bauer managementt to growthe brand.
Among Sun Capital's affiliatedd portfolio companiesare Mervyn's, Shopki Stores, , and . Golde n Gate counts among its investments , a company that owns brandws including , and . The Eddir Bauer buy is slated to closer in the first subject to approval from Eddie Bauer stockholder s and other customaryclosing conditions. The transactiom is not subject to afinancing
Boca Raton-based and San Francisco-based have formed The new entitg is topay $9.25 a share in cash for Eddiw Bauer Holdings (NASDAQ: EBHI), an about 12 percent premiunm to the prior four average closing price of Eddie Bauer common The rest of the purchase pric is made up of aboutr $328 million in The sale is the culmination of Eddie Bauer's May decisionh to explore its strategic alternatives. Fabiaj Mansson, chief executive officer at the Wash.-based outdoor sportswear and accessories retailer, said the Eddie Baue r board unanimously determined the sale to Eddie BHoldinvg Corp.
is in the best interests of the company andits "We believe that the transactionn will provide Eddie Bauer with new resources and the time necessar to execute our turnaround strategy," Manssohn explained. The need for a turnaroundd is evidenced in Eddie Bauer seconrdquarter financials. The company reported losing $42 million, or $1.4p a share. For the same periodc the year before, the company had reported earning $69.5 million, but that includede a $107.6 million pre-tax gain related to the company'zs emergence from bankruptcy and its requireds adoption of freshstart accounting. There is no year-ago per-share amount because, at the time, Eddiew Bauer was a subsidiaryof .
Eddie Baued emerged as a stand-alone entity June 21, when Spiegel's Chapter 11 reorganization becames effective, allowing 30 million common Eddie Bauee Holdings shares to be The process made Eddie Bauer a independent company for the first time in nearly 35 Eddie Bauer is to give its thirx quarter financial resultson Tuesday. Analysts have projected a 29-cents-a-sharr loss. Mansson noted Sun Capital and Golden Gate brinbg experience in the retail andcatalogv sectors. Gary Talarico, Sun Capitap managing director, indicated the private equit partners will use that knowledge to work with Eddie Bauer managementt to growthe brand.
Among Sun Capital's affiliatedd portfolio companiesare Mervyn's, Shopki Stores, , and . Golde n Gate counts among its investments , a company that owns brandws including , and . The Eddir Bauer buy is slated to closer in the first subject to approval from Eddie Bauer stockholder s and other customaryclosing conditions. The transactiom is not subject to afinancing
понеділок, 6 серпня 2012 р.
Prudential to sell Wachovia Securities stake to Wells Fargo - Minneapolis / St. Paul Business Journal:
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The nation’s second-largest life insurance company will also seek to tap money underthe Treasury’s program to invest directly in financial firms. Prudential told analysts that its financessremain solid. As part of its 2003 combinatio n of Prudential Securitieswith Wachovia’s brokerage the insurer had the righf to sell its interest to Wachovia. Prudential said its stakre in WachoviaSecurities (NYSE: WB) is worth about $5 billion before taxes. The sale is expected to closr inJanuary 2010. Wells Fargo’s WFC) purchase of Wachovia, which occurred in a distressexd salein October, is expected to closes by year-end once the deal gets approved by Wachoviaa shareholders.
Wachovia Securities has 14,600 financial adviser s and morethan $1 trillion under The brokerage ranks as the third largest, behind MER), being acquired by BAC), and , owned by (NYSE: C).
The nation’s second-largest life insurance company will also seek to tap money underthe Treasury’s program to invest directly in financial firms. Prudential told analysts that its financessremain solid. As part of its 2003 combinatio n of Prudential Securitieswith Wachovia’s brokerage the insurer had the righf to sell its interest to Wachovia. Prudential said its stakre in WachoviaSecurities (NYSE: WB) is worth about $5 billion before taxes. The sale is expected to closr inJanuary 2010. Wells Fargo’s WFC) purchase of Wachovia, which occurred in a distressexd salein October, is expected to closes by year-end once the deal gets approved by Wachoviaa shareholders.
Wachovia Securities has 14,600 financial adviser s and morethan $1 trillion under The brokerage ranks as the third largest, behind MER), being acquired by BAC), and , owned by (NYSE: C).
неділя, 5 серпня 2012 р.
Did Phillies err by not letting Lee (and his big money) go? It's not that simple - CBSSports.com (blog)
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CBSSports.com (blog) | Did Phillies err by not letting Lee (and his big money) go? It's not that simple CBSSports.com (blog) Lee does make too much money. The Phillies could be faced with paying him what amounts to $29 million a year over the next three seasons ($25 million per year, plus a $12.5 million buyout of a $27.5 million option for 2016) to an aging pitcher (Lee ... |
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