About the Artist: With a desire to celebrate the magic of live theater and those who create it, and with a deep reverence for such touchstones as the work of Al Hirschfeld and the wall at Sardi’s, Squigs is happy and grateful to be among those carrying on the traditions where theater and caricature meet. He was born and raised in Oregon, lived in Los Angeles for quite a long time and now calls New York City his home. Related Shows View Comments Show Closed This production ended its run on Jan. 31, 2016 Star Files God Save the King! Tim Pigott-Smith and more will officially begin their reign over Broadway in King Charles III on November 1, when the production opens at the Music Box Theatre. The Olivier-winning play is directed by Rupert Goold.To celebrate the Great White Way premiere of the future history play by Mike Bartlett, Broadway.com resident artist Justin “Squigs” Robertson penned this majestic sketch. In addition to Pigott-Smith as Charles, the portrait features Lydia Wilson as Kate, Oliver Chris as William, Margot Leicester as Camilla, Richard Goulding as Harry, Tafline Steen as Jess, Adam James as Mr. Evans and Anthony Calf as Mr. Stevens.Broadway.com wishes the cast a happy opening—may you have a celebration fit for a king! King Charles III Tim Pigott-Smith
For the 6th year Vermont surpassed the 40 new captives licensed mark with 41 new captive insurance companies in 2011 bringing the total number of licenses to 952, according to data released by the Vermont Banking, Insurance, Securities and Health Care Administration (BISHCA).Thirty were single parent captives, with six risk retention groups (RRG), three sponsored, one industrial insured, and one association. 2011’s new captive insurance licensees brings Vermont overall total to 952 with 590 active captive insurance companies.‘One of the most exciting aspects of 2011 and a perennial key to our success is the high quality of companies that we are privileged to work with,’ said David Provost, Vermont’s Deputy Commissioner of Captive Insurance. ‘We’re also seeing the State’s continued investment in staff helping us continue to provide outstanding customer service. That’s very much a part of what keeps Vermont the Gold Standard.’Despite the soft market each quarter of 201l had steady growth. ‘This strong year is testimony to our continued commitment to maintain Vermont’s reputation as the Gold Standard of domiciles,’ said Governor Peter Shumlin. ‘While other states continue to falter, Vermont’s stability and support has never wavered. We will continue to address the needs of the industry going forward and will not rest on our laurels.’The top industries licensing captives in the past year in Vermont were insurance, hospitals and medical groups and manufacturing. Vermont was also busy with activity in risk retention groups which continue to be a growth sector.‘Vermont is the leader in RRG’s and that trend has been a constant. Another area of growth has been in redomestications of existing captives from other states and jurisdictions. We continue to hear that Vermont provides the greatest value for your captive insurance company,’ said Daniel Towle, Director of Financial Services. As 2012 begins, two new captives have been licensed and there are already four applications pending according to Towle. ‘The overall market may be soft, but it is also very dynamic and we expect good things to come from 2012.’Captive insurance is a regulated form of self insurance that has been around since the 1960’s, and has been a part of the Vermont insurance industry since 1981, when Vermont passed the Special Insurer Act. Captive insurance companies are formed by companies or groups of companies as a form of alternative insurance to better manage their own risk. Captives are typically used for corporate lines of insurance such as property, general liability, products liability, or professional liability. Growth sectors of the captive insurance industry include securitization, professional medical malpractice coverage for doctors and hospitals, and the continued trend of small and mid-sized companies forming captive insurance companies.Montpelier, VT ‘ January 10, 2012 ‘ www.vermontcaptive.com(link is external)
FacebookTwitterLinkedInEmailPrint分享Wall Street Journal:More of the world’s biggest corporations are taking the fight against climate change into their own hands, aiming to cut their energy costs, pre-empt regulation or burnish their reputations with investors and customers.Apple Inc. has draped its new California campus with solar panels. Wal-Mart Stores Inc. cut the energy consumption of its refrigerators. Steelmaker Thyssenkrupp AG streamlined trucking routes, Dell Inc. made its servers less power-hungry and Microsoft Corp. pledged Tuesday to slash its carbon output.Among just over 1,000 of the world’s biggest publicly listed companies, accounting for about 12% of total greenhouse-gas emissions, 89% have plans to cut those emissions, according to a survey from the CDP, a nonprofit platform for corporate environmental disclosures. That is a 16 percentage-point increase since 2011, said the CDP, formerly known as the Carbon Disclosure Project. Earlier this month, a group led by former New York Mayor Michael Bloomberg and California Gov. Jerry Brown presented a climate pledge under which 1,400 businesses have set emissions-reduction targets.Investors with $100 trillion in assets world-wide—including BlackRock Inc. and Goldman Sachs Group Inc. —say they refer to the CDP’s database when making investment decisions.This month HSBC Holdings PLC said it would invest $100 billion in low-carbon businesses before 2025, and cut financing for new coal-fired power plants in the developed world and thermal-coal mines world-wide.“You don’t want to be the last one that wants to get out of certain assets once you realize they are no longer viable,” said Daniel Klier, HSBC Holdings’ global head of strategy and sustainable finance.Companies say setting targets and working to cut emissions helps them get a head start on any coming government mandates.More ($): How Companies Are Pushing Ahead on Climate-Change Targets Corporations, Regardless of Current Government Policy, Continue Shift to Renewables
A new, high-tech command center in Key West will move the fight against illicit traffickers to a new level, Deputy Defense Secretary William J. Lynn III said. Just before cutting a ribbon to the Joint Operations Command Center alongside William F. Wechsler, deputy assistant secretary of defense for counternarcotics and global threats, Lynn said the threat that plagues the region has evolved beyond drugs alone. “Transnational criminal organizations are posing a not-very-well-understood, but growing, threat to the United States,” he told the task force staff. “It’s something I know you are on the front lines of addressing and, ultimately, preventing.” The new command center serves Joint Interagency Task Force South, a subordinate command to the Miami-based U.S. Southern Command that integrates military, interagency and international capabilities to combat illicit trafficking. Lynn traveled to Miami to meet with Air Force Gen. Douglas Fraser, SOUTHCOM commander, and his leadership team. In testimony last month before the House Armed Services Committee, Fraser called the task force “the center of U.S. maritime interdiction efforts in the Caribbean basin and eastern Pacific.” Using information from law enforcement agencies, the general added, the task force detects and monitors suspect aircraft and maritime vessels and then provides this information to international and interagency partners who have the authority to interdict illicit shipments and arrest members of transnational criminal organizations. Task force members represent each U.S. military service and most federal law enforcement agencies, including the Drug Enforcement Agency, the FBI and Immigration and Customs Enforcement. Other members from the U.S. intelligence community represent the CIA, the Defense Intelligence Agency, the National Geospatial Intelligence Agency, the National Reconnaissance Office and the National Security Agency. The task force staff includes liaison officers from 13 nations: Argentina, Brazil, Chile, Colombia, the Dominican Republic, Ecuador, El Salvador, France, Mexico, the Netherlands, Peru, Spain and the United Kingdom. “We made the decision in April 2008 to apply our collective wisdom and knowledge across the interagency, our international partners and the joint team here,” Coast Guard Rear Adm. Daniel Lloyd, commander of Joint Interagency Task Force South, said during the ceremony opening the new operations center. The aim, he said, was “to come up with a better way to be even more effective in countering the illicit traffickers.” The new command center, Lloyd added, “is the first of its kind anywhere, and represents the very best way we know how to conduct the fight against illicit traffickers.” In the center, intelligence and operations functions come together in a state-of-the-art command, control, communications and intelligence facility, officials said, where the task force coordinates the use of Navy and Coast Guard ships and aircraft, Air Force and U.S. Customs Service aircraft, and aircraft and ships from allied nations and law enforcement agencies. “I think it’s important at this moment to recognize how far we’ve come,” Wechsler said. “Back in the 1980s, the mission set against which [the task force] was deployed was considered to be an unsolvable problem. There was a never-ending stream of air and maritime vessels headed right for our coast. It was a direct threat to U.S. sovereignty.” Today, he added, the problem has evolved, and so has the task force. “[It] is really, in my mind, a model — perhaps one of the best models of coordination that exists in the U.S. government,” he said. By Dialogo April 21, 2011
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York Since opening its doors in Manhasset on June 19, 1973, nuBest Salon and Spa has provided several generations of customers with a combination of exceptional service and unparalleled quality, combined with an experience that includes the latest, cutting edge trends in beauty and fashion.Celebrating its 45th year in business this month, the two generations of family at the helm of nuBest continue to provide a diverse customer base from across Long Island, New York City and beyond with the same winning combination that is key to its long success.“This is Michael’s legacy,” Christian Fleres, nuBest artistic director/colorist, says, referring to his uncle, Michael Mazzei, the salon’s founding owner. “There’s something to be said for being in business for 45 years and still be considered cutting-edge.”Mazzei is one of the most beloved and well-respected individuals in the professional hair care industry. His vision of beauty and avantgarde approach to style has inspired stylists from all over the world. He has been instrumental in defining modern hair for men and women. Mazzei and his collaborator, Leland Hirsch, also developed ARTec Worldwide, an innovative global hair care brand that was purchased by L’Oreal in 2002.“Celebrating nuBest’s 45th anniversary feels like a dream,” says Mazzei. “I am so proud of what my family and I have been able to achieve with nuBest. We have created a community for our clients, with the help of some of New York’s best stylists.”Michael’s son, Jamie Mazzei, joined his father in the business about 30 years ago and serves as creative director and senior stylist. Michael’s nephew, Vincent Cascio, also joined the business about 30 years ago and serves as senior stylist, too. Their clientele has included countless celebrities who have pampered themselves at nuBest over the years, including Lance Bass and Joey Fatone of boy band ‘NSYNC.But bringing in big names isn’t necessarily the endgame. Mazzei’s ultimate goal is to make every single client feel like a high-profile glamorous superstar. nuBest stands out from competitors on numerous levels.“We change our uniforms every six months,” Fleres says. “It’s not just about your hair. It’s an entire experience that we’re selling.”Although nuBest’s customers used to be mostly women, it’s now close to 60 percent female and 40 percent male.“There’s a lot more men that come in and have their cut, as well as other services on a regular basis,” including hair coloring, than was the case several years ago, Fleres says.NuBest has also become more social media-driven in recent years, he adds, explaining that to “attract a lot younger clientele, you have to move with the times.”“Everything here is always evolving,” he says. “From the design of the salon to the way that we do hair to the way that everything is followed.”The Manhasset location on the Miracle Mile has also been a key to nuBest’s success. Noting that it’s “very centrally located,” near the beginning of Nassau County and end of Queens, Fleres says the Gold Coast location adds to the diversity of nuBest’s clientele and helps keep it “very family oriented.” At the same time, “it’s not that far away from Manhattan” and “we have the Long Island Rail Road that’s walkingdistance,” he says, noting some clients come in from the city… and even as far away as Connecticut.As the business celebrates its milestone anniversary this month, he adds: “We really strive to be at the forefront of the industry. We’re constantly working on different things to improve ourselves. A lot of times, people kind of stay stagnant. But we really understand the fact that you have to move with the times.”nuBest Salon and Spa is located at 1482 Northern Boulevard in Manhasset. They can be reached at 516-627-9444 or nubestsalon.comLeft to right: Jamie Mazzei, Vincent Cascio, Michael Mazzei and ChristianFleres mark 45 years of nuBest.
30SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr Member service. That was the theme from opening speaker Don Peppers at the 2015 Credit Union Leadership Conference that kicked off in Las Vegas Tuesday morning. His advice for credit unions looking for a larger share of wallet was simple: “The more needs you meet for your member, the more business they will do with you” Peppers said.Through his opening session, Peppers hammered home the need for credit unions to create a frictionless user experience that removes the obstacles of doing business with you. Peppers shared several “worst practices” he see’s most often at financial institutions, including difficult to find contact information on a website and branch operations staff that don’t promote other channels for member convenience.“A frictionless customer experience is based on these words: reliable, relevant, valuable, trustability” Peppers reminded attendees as he closed out the opening session.Following Peppers later in the morning was NCUA Board Vice Chair Rick Metsger with a message to board members reminding them of not only their fiduciary responsibility, but their responsibility to fill the needs of their members. “Follow the path of Macy’s” Metsger urged the board volunteers and other executives in attendance. “Macy’s understood their value proposition, always re-evaluating it” Metsgr stated. Comparing the retail giants to credit union, Metsger noted that members would not join and become an active member just because they can, instead there must be a unique value proposition to draw them in.Metsger also spoke on some of the key initiatives he has pushed for during his first two years on the NCUA board, including the change to the fixed assets rule and his attempts to change the MBL rule to allow credit unions to better serve their members. In regards to lobbying, Metsger recalled his days in the legislature and stated that “not once did I ever hear from a bank customer lobbying to save their bank.” On the other hand, he frequently heard from credit unions members that were passionate about their not-for-profit financial institutions.The afternoon included informative break-out sessions from credit union business development expert Julie Ferguson, Darden Employees CEO Jim Kasich with a session on appealing to young adults, and Brett Wooden demonstrating how credit unions can utilize cutting edge technology on a bare-bones budget.
12SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Jeff Harper Jeffrey Harper brings more than 25 years of industry experience to his position as president of BSG Financial Group. where he heads up the Sales and Marketing divisions of the … Web: www.bsgfinancial.com Details I think we can agree that there are consumers who need short-term liquidity options. Among several recent studies, the Brookings Institution reveals that one-third of American households live paycheck to paycheck; and American Banker data cites that 54% of checking account customers are in poor financial health.Financial institutions can provide a valued service by offering a compliant overdraft privilege program to help these individuals manage unexpected, ill-timed expenses. In fact, a recent study by Novantas said that 66% of overdrafts occur when consumers knew they have a low balance, but want the payment to go through anyway.So how does your credit union offer a cost-effective service without encouraging reckless behavior? A good place to start is to review how your third-party overdraft vendor is compensated, which can affect the way the program is viewed by regulators and how it is executed vis-a-vis account holders.In a webinar called “Avoiding ‘OOPS!’ in Your Overdraft Protection Program,” Patti J. Blenden, CRCM, CPA, President, Financial Solutions for Growing Companies, Inc., warned that the practice by some third-party overdraft providers of pricing their overdraft programs based on a percentage of the increase in income the bank will generate is generally inconsistent with promoting the responsible use of these programs. You may have heard of this type of incentive compensation referred to as a “pay for performance,” which essentially rewards the provider with a percentage of the additional fee income generated by the program.Unfortunately, many third-party providers today still price their programs based on this form of incentive compensation. However, when compliance examiners evaluate whether the third-party relationship raises the potential for compliance, operational, financial and reputational risks to the financial institution, they may look harshly on such an arrangement.A third-party provider in this type of an arrangement may encourage practices that boost revenue in the short term, but are detrimental to the customer and the bank in the long run. The preferred pricing methodology is to establish a fixed price for the service that is not tied to program performance.Ms. Blenden made it very clear that neither an institution’s third-party vendor nor its own internal infrastructure should incent the fee income that can be generated by the overdraft service. She drew a comparison to the loan originator compensation that led to mortgage reform restrictions: “If we give people the incentive to make more money, they are going to come up with creative ways to do so and they may not be in the bank’s long-term best interest.”She suggested that institutions not only look at their third-party overdraft arrangement and eliminate incentive compensation, but also at their own institution: Do you incent employees to get more people involved in the program? These activities can be an indicator to a regulator or to an independent reviewer that your institution is focusing on incentivizing employees or the third-party vendor at the expense of the consumer… exactly what you do not want.Ms. Blenden’s final word on the topic (and we couldn’t agree more): “Make sure you’re using the right people to do the right thing.”
Jun 10, 2004 (CIDRAP News) The US Postal Service (USPS) has begun installing anthrax-detection systems in major mail-processing centers and hopes to have the equipment in 100 facilities by the end of this year. After testing the Biohazard Detection System (BDS) for nearly 2 years in Baltimore, the USPS began installing the system in major processing and distribution centers in March, said Bob Anderson, a USPS spokesman in Washington, DC. See also: The detection system includes an air-collection hood over machines that handle “raw” mail collected from mailboxes, Anderson said. Air samples are drawn to a cabinet where they are tested automatically for anthrax. The system can be expanded to test for other pathogens, but currently it only tests for anthrax, he said. Besides testing the system initially in Baltimore, the Postal Service ran one-month tests of the equipment at 14 facilities last summer, Anderson said. The equipment was removed from those plants after the tests. “Equipment has been installed and I believe it’s up and running in six of those facilities,” Anderson told CIDRAP News. “I believe the equipment is arriving at the seventh tomorrow.” He said installation of the system is moving generally from east to west, with Pittsburgh and Cleveland among the first cities to get the equipment. He said no evidence of anthrax has been detected by any of the systems so far. He said plans call for installing the system in about 100 facilities by the end of November of this year and completing the project with another 183 installations in 2005. Northrop-Grumman, primary contractor for the project, is doing this year’s work under a $175 million contract, he said. The amount for next year’s work has not yet been determined. USPS news releases (click on Jun 4 release, “Biohazard Detection System Deployment Resumes”)http://www.usps.com/communications/news/press/welcome.htm USPS officials are meeting with local and state health officials in each city before the equipment is installed, Anderson said. “We have to meet with those officials and first responders and work out an emergency response plan in case we do detect anthrax in the mail,” he said. The inconclusive results “meant that a small, but unacceptable, number of tests had to be rerun to obtain conclusive results,” Azeezaly S. Jaffer, USPS vice president for public affairs, said in the news release. “Had anthrax been present, it would have been detected by the BDS. BDS has proven that it consistently and reliably detects anthrax in the mail.” The USPS decided to add the equipment after the anthrax-by-mail attacks in the fall of 2001. The attacks killed five people, including two postal workers, and caused 17 other cases of illness. The installation begun in March was suspended Apr 28 for testing to find out why some systems were yielding “inconclusive” results, the USPS reported. The project resumed Jun 4 after the problems were identified and corrected, the agency said in a news release.
US company NextDecade said it still plans to decide on its proposed Rio Grande LNG export plant in Texas this year following reports that the decision could be affected by the Covid-19 coronavirus pandemic. NextDecade said in a filing to the stock exchange on Friday it would delay the release of its quarterly earnings report until around May 18 from the original deadline of May 11. The Rio Grande LNG export project in Brownsville, Texas includes a 27 million tonnes per annum LNG plant and the 4.5 Bcf/d Rio Bravo pipeline. In that filing, NextDecade said that the pandemic has caused disruptions to the company’s business and operations, including the closing of its offices and requiring all company staff to work from home. Reuters reported on Monday citing a NextDecade spokeswoman that the company did not provide an update on Rio Grande LNG’s final decision meaning it still aims to take the decision in 2020. The company also said in the filling that this could include delaying a final investment decision with respect to the Rio Grande LNG terminal. NextDecade has a contract with engineering giant Bechtel to build two liquefaction trains for $7.042 billion or three trains for $9.565 billion. NextDecade expects the project to enter service in 2023. “The outbreak of Covid-19 and volatility in the energy markets may materially and adversely affect our business, financial condition, operating results, cash flow, liquidity and prospects”, NextDecade said in the filling. Each train can produce about 5.87 million tonnes per annum of LNG or about 0.77 billion cubic feet per day of natural gas.
“With all of us forced to transition to remote work, and the adaptation process this entails on many fronts, it has not been possible to maintain the original schedule. We expect, however, to deliver the finished platform within a reasonable timeline.” The manufacturing of the PivotBuoy offshore wind floating platform has commenced in Santander, Spain. The prototype will feature a part-scale platform with a Vestas V29 turbine adapted in a downwind configuration and grid-connected to the test site. This division is expected to allow the project to avoid high shipment costs on both stages of the transportation, first from DEGIMA facilities, where the full platform will be assembled, to Santander port, and then from Santander to the Canary Islands. In March, X1 Wind and its partners completed and approved the design of the single point mooring system platform for floating wind turbines. “One of the main challenges of the manufacturing has been to maintain the schedule during the COVID19 Pandemic. Within the project, we have worked with suppliers from all over the world, making the coordination a challenge,” said Carlos Casanovas, CTO of X1WIND and technical coordinator of PivotBuoy. The construction is to be finished during August, and it will be transported to its final destination at a test site at the Oceanic Platform of the Canary Islands (PLOCAN) in Gran Canaria after the summer. According to the project partners, the design has been divided into several subsystems that take into account the handling and transport of each of them. After the design was approved, the manufacturing of the PivotBuoy and the floating platform started at DEGIMA facilities.