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The Coolest Green Innovations And Advances Of 2011

by James Gerken on December 28, 2011

Huffington Post…

2011 was an important year for green innovations and technological advances. In the world of fuels, a number of strides were made. President Obama announced increased fuel standards for both big and small vehicles in the coming years. Alternative fuels also made headlines. The use of biofuel for aviation is becoming a reality, after the U.S. military announced it would begin using it , and a joint U.S.-Chinese venture tested biofuel in civilian aircraft . Solar technology also grew in 2011. Researchers at Notre Dame have invented a house paint that could one day be used to collect solar energy. Elsewhere in the midwest, scientists at the University of Michigan invented an “optical battery” that might eventually eliminate the need for semi-conductors in solar cells. For more of 2011′s best green technology innovations, vist EarthTechling for their ” 2011 Green Technology Year In Review. ” Check out some of the coolest and most important green advances of 2011, and vote for your favorites! For more on the best of 2011, visit bestof2011.aol.com .

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The Coolest Green Innovations And Advances Of 2011

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Leading Social Media Expert and Author, Tris Hussey Joins eCrypt Technologies Inc. as Community Manager and Online Media Producer to Lead Product Promotion, Adoption, and Conversion From Competing Technologies

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eCrypt Technologies Hires Social Media Expert Tris Hussey as Community Manager to Lead Product Campaign

In Obama Anti-Foreclosure Program, Thousands Of Homeowners Strung Along For A Year

December 21, 2010

More than 29,000 troubled American homeowners have been stuck in mortgage modification purgatory for at least a year, with no end in sight, under the Obama administration’s anti-foreclosure program, according to a recently released report from a watchdog panel appointed by Congress. These homeowners were supposed to receive lower payments on a trial basis lasting three months and then gain so-called permanent mortgage modifications–lowered payments lasting five years. But more than a year after beginning their trial phase, they have yet to be granted the permanent relief, leaving them unsure about their ability to hang on to their homes. Meanwhile their lenders continue to report them to credit bureaus as delinquent, impairing their ability to borrow in the future. The new data, disclosed last week in a report from the Congressional Oversight Panel, added the latest sign of trouble to an anti-foreclosure program that was once supposed to help 3 to 4 million hang on to their homes. It is now on track to aid less than one-fourth that number. The homeowners stuck waiting for permanent relief now contend with a higher cost of living thanks to lower credit scores and higher mortgage debt. They’re also prevented from moving on as they try to keep a mortgage teetering on the verge of foreclosure. “It’s horrifying, but it’s not surprising,” said Diane E. Thompson, counsel to the National Consumer Law Center. “I hear about this everyday from people. When I go out to do trainings, I have people put their hands up in the room and I try to think of prizes for the person who has the oldest trial mod, and they’re routinely 18 months old.” Twenty-eight homeowners who entered the program in March 2009, or more than a year-and-a-half ago, remain in the trial phase. Some 475 have been in trial limbo for 18 months. More than 29,100 borrowers have been stuck in the trial phase for at least a year, data through October show. “After promises of hope, the fact that so many families remain in financial limbo goes to the heart of our biggest concern: some mortgage servicers on their own simply seem not to be up to the task of effective, widespread mortgage modification,” said Richard H. Neiman, New York’s top bank regulator and a member of the oversight panel. Neiman added that “Treasury has not been able to hold them fully accountable.” While the Treasury Department discloses the number of homeowners who have been in the trial program for at least six months, Treasury has never revealed the number of borrowers who have been in the trial phase for at least a year. Bank of America, the nation’s largest bank by assets, accounted for nearly half of all the aged trials, according to Treasury’s latest publicly-released scorecard. Thompson said the number of homeowners stuck in limbo is likely much higher as mortgage firms self-report their data to Treasury, and are likely to skew the numbers in their favor. The modification initiative, known as HAMP, long ago was dismissed by housing experts as a failure. More homeowners have been bounced from the program than have received permanent relief. The average borrower lucky enough to get into a five-year plan ends up owing more on their mortgage than they did prior to entering the program. Research shows that homeowners in this state, known as being underwater, are less likely to move–such as in pursuit of a job–and more likely to default. And more than a third of those in so-called permanent mortgages spend more than 80 percent of their monthly income servicing debt, raising questions about the long-term sustainability of the modifications. The oversight panel said HAMP would prevent less than 800,000 foreclosure, at a cost of about $4 billion. The administration originally allocated $50 billion in bailout funds to help homeowners. Last week, the Treasury Department official overseeing its bailout programs admitted for the first time that the mortgage modification initiative will not meet the goal laid out by President Obama when he announced the program in February 2009. Then, Obama said it would enable “as many as 3 to 4 million homeowners to modify the terms of their mortgages to avoid foreclosure.” “I think it’s apparent from our numbers that we will not have 3 to 4 million” permanent modifications, said Tim Massad, Treasury’s acting assistant secretary for financial stability. More than 2.8 homes received foreclosure notices last year, according to real estate data provider RealtyTrac. The Federal Reserve expects 7.4 million homes to enter foreclosure this year through 2012. It recently revised its projection up from 6.5 million as the crisis has worsened. Treasury officials say the program’s shortcomings are due to mortgage firms’ inability to handle the huge influx of distressed borrowers that flooded the system when the housing market soured; the changing nature of the housing crisis, which was once dominated by subprime mortgages and now remains depressed due to a lingering high unemployment rate; and borrowers’ lack of maintaining proper documentation describing their circumstances, like monthly income. To deal with the borrower issue, Treasury redesigned the program to require documentation in order to enter the trial phase, rather than the previous practice of rushing to get homeowners enrolled in the program and asking for their paperwork later. Treasury maintains that this has led to better results. But according to the oversight panel’s data, nearly 30 percent of borrowers who made their first trial payment in June–and made their payments on time in July, August and September–remain in the trial phase. A little more than half actually converted into a permanent modification, making it the only month dating to March 2009 in which the conversion rate eclipsed 50 percent, data show. Andrea Risotto, a Treasury Department spokeswoman, cautioned that there is some lag between when a decision on a permanent modification is reached and when that is entered into the system. Still, Treasury officials argue that even with homeowners remaining in limbo, they’re still benefitting from the program as they’re able to continue living in their homes, at a reduced rate, and without cost to taxpayers (the initiative only pays for permanent modifications). “The trial period provides immediate relief to struggling homeowners at no expense to taxpayers,” Risotto wrote in an e-mail. She added that Treasury data show that a majority of borrowers rejected during the trial phase end up in alternative foreclosure-prevention programs. Thompson, who works with homeowners and their advocates, completely disagreed. “The big overarching thing is, nobody wants to be in a trial mod. Everyone wants resolution in their lives,” she said. “Everyone in foreclosure is desperate to get out of foreclosure. It’s incredibly stressful, it’s humiliating, and shameful. Nobody feels good about it. People want it done, they want it over with, they want to be able to move on.” Also, even though the homeowners are making their payments, they’re still being reported as delinquent to the major credit reporting bureaus, Thompson said. “So think about what that does when they go to apply for a car, or what it does to their credit card rates, or if they’re applying for a job, or want to move, or even want to rent a place,” she said. “It affects their cost of living and their ability to manage their life in all sorts of ways. Credit is a huge issue.” Finally, when homeowners are in the trial phase their mortgage company tacks on to their mortgage principal the difference between their old monthly payment and the reduced amount. The longer the trial, the more gets added. Thompson said that for some of these homeowners, that tacked-on amount is enough to tip the scales against a permanent modification when their mortgage company finally decides to run the formula that determines whether they keep their home, or are forced out. A bigger debt load works against homeowners, she added. “This is not a good deal for homeowners.” ************************* Shahien Nasiripour is a business reporter for The Huffington Post. You can send him an e-mail ; bookmark his page ; subscribe to his RSS feed ; follow him on Twitter ; friend him on Facebook ; become a fan ; and/or get e-mail alerts when he reports the latest news. He can be reached at 646-274-2455.

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North American Energy Resources Announces Major Restructuring Plan

December 15, 2010

AUSTIN, TX–(Marketwire – December 15, 2010) – North American Energy Resources, Inc ( OTCBB : NAEY ) today announced that its Board of Directors has approved a major restructuring of the Company. ”Our Board has been committed to enhancing shareholder value. Over the past six months, the Board and management team have been working with the existing debt holders to eliminate $556,248 of existing debt and accrued interest. Those discussions have resulted in the conversion of all this debt and accrued interest into common stock at an average price of $.167 per share. These transactions effectively re-equitized our balance sheet and enabled the company to attract a new, highly experienced management team committed to executing an aggressive growth plan for the company,” said Michael Pruitt, Chief Executive Officer. ”As a result of this restructuring, I will remain on the board but 2 of the Board me

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Sun Healthcare Group, Inc. Completes Restructuring

November 15, 2010

IRVINE, CA–(Marketwire – November 15, 2010) – SHG Services, Inc. (“New Sun”) ( NASDAQ : SUNHD ), today announced that the previously announced plan of its former parent company, Sun Healthcare Group, Inc. (“Old Sun”), to restructure Old Sun’s business by separating Old Sun’s operating assets and its real estate assets into two separate publicly traded companies has been completed. Pursuant to this plan, Old Sun separated its operating assets by means of a spin-off transaction pursuant to which Old Sun distributed to its stockholders on a pro rata basis (the “Distribution”) all of the outstanding shares of common stock of New Sun. Old Sun then merged (the “REIT Conversion Merger”) with and into its wholly owned subsidiary, Sabra Health Care REIT, Inc. (“Sabra”). Immediately following the REIT Conversion Merger, New Sun was renamed Sun Healthcare Group, Inc. New Sun owns all of Old Sun’s former operating subsidiaries

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Will Taxpayers Turn A Profit On The AIG Bailout? Not So Fast

October 5, 2010

As AIG and the government hammered out a plan last week to repay taxpayers for the bailout worth up to $182.3 billion , the U.S. Treasury reckoned the total cost would be less than $50 billion, and it might even turn a profit, the New York Times reported. But the specifics of the paydown, which will involve settling obligations to the New York Federal Reserve and to the Treasury, have raised questions about the insurer’s ability to make good. NYT ‘s Andrew Ross Sorkin argues in his DealBook column this week that in a best case scenario, AIG could repay its debt in full and even leave the government with a $13 billion profit. To make the calculation, Sorkin starts with the rounded number of $130 billion (since the government never actually ended up using the full $182.3 billion). Subtracting the revenue from assets that AIG will sell — and other assets that the government could sell — whittles that down to $71 billion. To reduce that further, Sorkin says, AIG will use money it’s borrowed from the Treasury to repay the Fed, a move he admits is akin to “moving money from one hand to another.” Reuters’ Felix Salmon takes issue with that step in Sorkin’s logic: As Sorkin admits, taking money from one government body and giving it to another doesn’t constitute repaying debt. But Salmon offers an explanation. He refers to the AIG press release and concludes that AIG will raise the money to complete the transaction by selling securities that the New York Fed now owns. The real contention comes next. Sorkin says AIG will, at that point, owe the government $49 billion, which it will repay as the government converts its preferred shares in the company to common stock. Such a move would increase the government’s stake in AIG to a whopping 92 percent, would dilute private shareholders, and increase the value of the government’s stake to $62 billion. It would win, Sorkin says, a $13 billion profit. But Salmon begs to differ. His argument, essentially, is that Sorkin neglects to consider the original value of the government’s stake in equity, which, if the company is currently worth $26 billion and the government currently owns 80 percent of that, is about $21 billion. The value of that stake increases only $41 billion in the conversion plan (as the government-held debt loads convert into AIG shares). But that $41 billion is still $8 billion short of the target. Or, put another way, the government will start with $49 billion in debt plus $21 billion in equity (for a total $71 billion stake) and end up with only $62 billion in equity. Both opinions, it should be noted, are speculation. Any number of variables, such as the behavior of private shareholders, could change the game entirely. According to the plan , the stock conversion will happen in early 2011, after the debts to the New York Fed have been repaid.

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Danny Wong: Our Sincerest Apologies

July 27, 2010

This is certainly a belated apology, but not without reason. We thought about publishing this apology on Blank Label ‘s co-creation blog , but didn’t think it was the best way to distribute this important message, especially because those we wronged would not likely stumble upon our website again, nevertheless our blog, which isn’t one of our conversion goals. Image Source: Nutzandboltz This is an effort to right our wrongs, especially with those individuals who we live and die by, our customers. Things got a little crazy after we were featured in the NY Times . We really had no clue that a media mention like that would bring in tens of thousands of visitors in one day because until then, we were excited when we got a mention that raked in just a few hundred hits. In fact, we were a small operation that was used to selling just 10 co-created dress shirts a day, but to keep up with the thousands of orders that were flowing in, we had to figure out how to AT LEAST scale up to managing 100 orders of co-created dress shirts a day. But the fact was we couldn’t do that. Our supplier didn’t have the capacity to fulfill 100 orders a day, nor were they able to scale quickly enough, so we were in a tight pickle. They sort of gave us the age-old response that they could handle it, and that perhaps only some of the orders would be delayed, but newer orders would DEFINITELY be delayed, so we communicated that with our customers and new visitors. We shot out a few hundred emails to customers telling them that their co-creations might arrive a week late, and that they had the option of canceling their order and then having their money refunded. Out of several hundred, maybe five canceled, so that was a positive sign that we had a community that loved us and we loved them back for bearing with us as we were experiencing the growing pains of a growing startup . We even put up a few HUGE notices on our website that newer orders would be delayed two weeks because of our enormous backlog. It was on the homepage, in the dress shirt design app, and even in the checkout. But we quickly realized that our suppliers had lied to us. They couldn’t scale to 100 shirts a day. They weren’t even fulfilling half that, and they were getting a few orders wrong, so we swiftly ended ties with them and immediately found a new supplier who could scale with us. We were fortunate enough that the new supplier was smart enough to customize their manufacturing processes to accommodate our individually made dress shirts with all the volume we were receiving. We did what we could to communicate the things our business was going through to our community and our followers via email, Twitter, and through our business blog with posts such as: Where is My Shirt and Our Customer Service Sucks . We’re sorry that we weren’t quite on top of things as an amazing business would have been, but with our small team of four, we quickly realized we couldn’t be and do everything, so we brought on additional support to help manage email traffic, phone calls, order processing, web development and more. We’re doubly sorry that we couldn’t process all your co-creations on time , and extra, extra sorry that some shirts didn’t quite come out right or fit properly either. We’ve got new support who can ensure a better quality product (far less mistakes, well, hopefully none, but again, we’re human) and a much higher likelihood that you will have a product that fits. From the Blank Label team , we are all hoping you can forgive us for not being able to meet your expectations, or, heck, even our own. We’ve disappointed you and hope you will accept our sincerest apologies. To the ones that won’t, perhaps you’ll turn around in the future when we fully get our act together. The dust has finally settled on all the craziness and we are back on track with orders, customer service, and everything else. Now we can spend some time on building a better business, one that our customers can be proud of, and perhaps one that can win over the hearts of the customers who we’ve truly disappointed. Can anyone forgive us? Danny Wong is the co-founder and Lead Evangelist of Blank Label , an ecommerce startup specializing in custom dress shirts and men’s dress shirts for the new male.

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Lita Smith-Mines: Feeling the Pinch in Posh Places

July 20, 2010

As a real estate lawyer, I’ve spent almost 30 years closing in over-sized conference rooms, converted dining rooms, and even crowded lunchrooms. I tell my clients that “we go where the money is” — whoever has the bulk of the closing money (usually lender’s counsel) determines the closing’s location. Throughout our recent boom years, the busiest closing attorneys for the largest lenders gave out mortgages in elaborate and expensive surroundings. During the real estate market surge, a firm in my area did so many bank closings that it was often standing room only in their waiting room, and jockeying for copy machines with other closing attendees required speed and finesse. Successfully booking a closing there felt like scoring a table at an exclusive restaurant. This firm, bursting at their physical seams because of their bustling real estate business, moved into just about the swankiest office space I’d ever seen. I’m talking plush this and posh that, with a lavish doo-dad wherever you glanced. Times were good; to an occasional visitor like me, the partners, associates, and their vast support staff all seemed to be sitting pretty (on ultra deluxe furnishings). Though landing a coveted closing date and time took effort, I always found this firm efficient and pleasant. They never came across as arrogant or uncooperative, unlike some other bank closing firms on Long Island who became drunk with their own affluence and perceived influence. After a long absence imposed by a sluggish market, I had a closing at Swanky-Town recently. The waiting area was devoid of both people and furniture, and the reception area was vacant as well. Without a receptionist or a passing staff member to guide me, I followed voices down a hall to reach the closing. During the common closing lull, where the proceedings in the room come to a halt while someone in a cubicle in the lender’s offices reviews the paperwork and authorizes the money to be dispersed, I caught up with the lender’s attorney. We hadn’t seen each other in years, and she was happy to confide how devastating the downturn in the real estate market had been for the residents of Swanky-Town. Daily operations were done with a skeleton staff. Her status had changed from salaried associate on a partnership path to per diem counselor, and she did not mince words as she expressed unhappiness about the conversion. Remembering that she was talking to a colleague who was living through these hard times as well, she resignedly mused, “I’ve still got a job — others who worked here weren’t so lucky.” As I waited for the mortgage checks to be handed out, I found myself in the odd position of comforting this attorney. I told her to consider that at least she had it better than most of the real estate lawyers in our area, including me. Collecting a wage while surrounded by expensive appointments beats being unproductive and unpaid in an office where the carpet is worn and the paint has faded from a confident aqua to a wishy-washy celery.

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`Avatar’ Digital Aliens Spell Doom for Europe’s Independent Movie Theater

May 18, 2010

By Kristen Schweizer May 18 (Bloomberg) — The Prince Charles , a London movie theater that’s more likely to screen “The Rocky Horror Picture Show” than a James Cameron blockbuster, is struggling to pay for Hollywood demands to go digital. The two-screen, independent cinema doesn’t have the funds of the neighboring Odeon theater at Leicester Square , where Hollywood films premiere and stars walk the red carpet. It must still pay the same 60,000 pounds ($86,500) to convert each of its screens to digital, as studios replace celluloid. “We are financially stretched,” said its manager, Gregory Lynn. “So many indie cinemas like us cannot afford to go digital, but we don’t really have a choice.” The movie house is among thousands of small cinemas — mostly in Europe — in danger of going bust unless they make the switch. The conversion costs may leave some small towns with no theaters, and fewer venues to screen movies may result in the shrinking of the European film industry, already concerned about the cultural dominance of Hollywood. “European films are mostly watched in Europe and generally only seen in their own country,” said Jean Cazes , a producer of movies including the Oscar-winning “Leaving Las Vegas” and vice president of the European Producers’ Club. With Hollywood studios counting on savings of $1 billion a year by ditching 35-millimeter prints for digital, the days of “Cinema Paradiso” may be history in as little as three years, replaced by 3-D blockbusters “Avatar,” “Alice in Wonderland” and “Clash of the Titans.” Cannes Spotlight The issue took spotlight at the Cannes Film Festival, currently under way, in a Council of Europe-sponsored seminar. In Europe, where the largest chains represent only 10 percent of the continent’s 30,000 screens, more cinemas could fold. North America’s largest cinema chains account for 60 percent of about 39,000 screens. “A cinema will absolutely go out of business if they don’t upgrade,” said John Fithian , head of the North American Theater Owners . “Smaller exhibitors that cannot afford digital technology will go out of business.” Theater owners are switching to higher-quality digital following the success of 3-D movies, which command higher ticket prices. “Avatar” is the world’s top-grossing film, having taken in $2.72 billion in worldwide box-office receipts since its Dec. 18 release. A digital projector and server also allow a cinema to show a variety of content including live sporting events and concerts, said David Hancock , head of the cinema market at researcher Screen Digest, based in London. ‘If, Not When’ For Hollywood studios like Sony Pictures Entertainment Inc. , Paramount Pictures and Universal Pictures, digital significantly cuts the price of manufacturing and distributing 35-mm film. They can deliver video files electronically. Studios plan to release 19 3-D films this year, according to Hollywood.com. Box office receipts reached records worldwide last year with total sales in Europe of $9.6 billion and $9.7 billion in the U.S., according to Hancock. “Digital is not an ‘if’ thing, it’s a ‘when’,” he said. “Within four years major markets like the U.S., U.K. and France will be fully digital.” France leads the way in Europe for digital screens, with 959 converted so far out of 5,440, according to Screen Digest. Europe has 4,580 digital screens out of 37,600, while the U.S. has 7,418 out of 39,233. Government Help Governments in Europe are stepping in to help small, beleaguered movie theaters. The European Union plans to pay as much as 50 percent of the cost of digital equipment for cinemas that show a majority of European films. The U.K. Cinema Exhibitors’ Association formed the U.K. Digital Funding Partnership this year to help smaller cinemas secure financing for the switchover and negotiate fees studios pay to theaters for movies shown on digital screens. The partnership aims to have 500 U.K. screens signed up by the end of the summer and is in loan talks with financial institutions, said Phil Clapp , the association’s head. The U.S.’s National Association of Theater Owners did the same several years ago when it worked with Goldman Sachs Group Inc. and General Electric Co. to raise funds to convert screens, Fithian said. “The real danger here is in the small towns, where we could see cinemas disappear,” Fithian said. “I think where we are now the model is relatively fair. Where it started was unfair and the studios wanted it right away. George Lucas and his team described us as dinosaurs holding back the industry.” Survival JPMorgan Chase & Co. raised almost $700 million to equip the three largest U.S. cinema chains, Regal Entertainment Group , AMC Entertainment Holdings Inc. and Cinemark Holdings Inc. this year. Europe’s largest cinema chain, Berlin-based Odeon Film AG , raised 37 million pounds in private equity in direct negotiations with studios to help foot conversion costs, and is funding the switchover itself. Cineworld Group Plc in London has converted about a third of its screens, about 232, to digital, with its own funds, said Chief Executive Officer Steve Wiener . “In the cinema industry, whenever there’s been a major technological change, the good small exhibitors will find resources and survive,” he said. “The smaller ones won’t.” At the Coronet Cinema in London’s Notting Hill, projectionist Chris Bird isn’t convinced his two-screen picture house needs to go digital. “3-D comes and goes and who know how long it will hang around now,” the 40-year-old said. “Just like Quentin Tarantino said he likes working with film, I think you’ll have some filmmakers that will resist working with digital.” ‘Avatar’ Effect Arts Alliance Media Ltd. , a London-based company that supplies software and services for digital-film projection, has done deals with exhibitors in countries including the U.K., France and Denmark. In March, it secured 50 million euros ($63.3 million) from Bain Capital LLC’s credit affiliate Sankaty Advisors to help fund the rollout of equipment. “It’s obviously harder for small cinemas who need to figure out what to do with digital,” said Howard Kiedaisch , chief of Arts Alliance Media. “It’s like going from using a typewriter to a computer.” Kiedaisch said the turning point for digital gaining momentum was the release of “Avatar.” “Now, if you order digital equipment it won’t arrive until November or December,” he said. “Six months ago it would come the next week.” At London’s Prince Charles, manager Lynn is hoping his cinema’s recent membership in the U.K. Digital Fund will help it pay for the conversion of its second screen to digital. “We’ve had no encouragement from any film company to make the changes so we’re lucky to have done it by ourselves. We don’t have luxury like the big chains.” To contact the reporter on this story: Kristen Schweizer in London at kschweizer1@bloomberg.net .

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Douglas M. Branson: How Various Corporate CEOs Aim for Celebrity Status

May 12, 2010

In California, Meg Whitman, ex-CEO of eBay, achieved celebrity status by seeking the Republican nomination for governor. Carleton Fiorina began her quest for celebrity status the day she arrived as new CEO on Hewlett-Packard, in 1999, long before she decided to seek the nomination for U.S. Senator. In her first year alone, Fiorina appeared on over 40 magazine covers. She tried to become the symbol of the company, appearing in advertisements featuring a mock-up of the garage Bill Hewlett and David Packard had used years ago. She promoted “The Carly Buzz Machine” and “All Carly, All of the Time.) At Wellpoint, our nation’s largest health insurer (Indianapolis, Indiana), CEO Angela Braly now seems to be the sitting female CEO most focused on achievement of celebrity status, at least among the current crop of 15 women CEOs (really the only crop, as essentially there were no women CEOs before the late 1990s). Braly’s latest grab at headlines was in response to President Obama’s radio broadcast on Saturday, May 8. He stated that his administration recently asked a health insurer (unnamed) to cease systematically dropping coverage of women policy holders who had been diagnosed with breast cancer. Rather than remain quiet, Braly stepped into the fray, concluding that the President had singled out Wellpoint and that Obama’s generic observation “grossly misrepresented the facts.” The address neither referred to nor raised any innuendo about Wellpoint. Braly then gilded the lily”: “To be absolutely clear — Despite your claim [what claim?] Wellpoint does not single out women for breast cancer for rescission. Period.” Many CEOs stay completely in the background. Those with a bolder agenda will act as the corporate spokesperson for positive news. They will leave to public relations or other spokespersons the announcement of negative or unfavorable news. The truly driven will shove all others out of the way, speaking for the corporation in any instance, good or bad. Braly seems to have come to exemplify the latter. In fact, several times her photograph and biography have appeared in full page Wall Street Journal advertisements for various New York fora at which she is to appear, holding forth on the state of the economy or the future of mergers, and so on. It was not always so. Braly was a health care attorney in St. Louis and a behind-the-scenes operator. She helped engineer the conversion of Blue Cross Missouri into a for-profit-entity, overcoming the Missouri Attorney General’s objections. To the surprise of many, Wellpoint named Braly CEO in February, 2007, choosing her over two male candidates for the position. Braly’s appointment was controversial, as her predecessor CEO (Larry Glasscock) had been a deal maker, who put Wellpoint together by a series of acquisitions. Braly was described as “not confrontational” and “a relative unknown,” but as “smart and smooth, very, very effective at dealing with people and in dealing with people.” No longer. In addition to her picking an unnecessary fight with the President, Braly has become embroiled in the Wellpoint attempt to raise insurance premiums by as much as 39% for Californians, a rate schedule that later had to be withdrawn because of Wellpoint’s mistakes in the calculations. There are other telltale signs of an unchecked CEO ego. CEOs who seek or proclaim celebrity status often mold a board of directors that will represent few obstacles, peopling it with personal friends, celebrities, and politicians. Two recent examples are Michael Eisner at Walt Disney Company and James Robinson at American Express. Braly and Wellpoint are a third example. On the Wellpoint board of directors are Sarah Bayh, spouse of Indiana Senator Evan Bayh and at one time a champion trophy director, serving on 8 public companies’ boards. Another Wellpoint director is Jackie Ward, another perennial woman trophy director (on more than 4 boards). Among the politicians Senator Donald Riegle sits on the Wellpoint Board. Keep your ego in check is one of the first lessons any corporate CEO but especially women should learn. Be a plowhorse rather than a showhorse. Angela Braly seems intent on becoming the center of attention, unmindful of a fitting role for herself as a CEO. Professor Douglas Branson is the Condon Falknor Professor of Law at the University of Washington and the W. Edward Sell Chair in Law at the University of Pittsburgh. He is the author of The Last Male Bastion — Gender and the CEO Suite at America’s Public Companies (Routledge 2010).

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Stocks in U.S. Advance on Anniversary of 2009 Bear-Market Low for S&P 500

March 9, 2010

By Rita Nazareth and Elizabeth Stanton March 9 (Bloomberg) — U.S. stocks rose on the anniversary of the 2009 bear-market low for the Standard & Poor’s 500 Index amid speculation the economy will continue to recover from the worst contraction since the Great Depression. United Technologies Corp., Microsoft Corp. and General Electric Co. led gains in the Dow Jones Industrial Average . Boeing Co. advanced after Northrop Grumman Co. withdrew as a bidder for a U.S. Air Force contract. UAL Corp. rallied 8.5 percent after reporting an increase in a measure of revenue. The S&P 500 rose 0.6 percent to 1,144.82 at 1:20 p.m. in New York. The benchmark gauge for U.S. equities ended a six-day rally and closed little changed yesterday. The Dow Jones Industrial Average advanced 53.81 points, or 0.5 percent, to 10,606.33. “It’s happy anniversary day,” said Philip Orlando , New York-based chief equity market strategist at Federated Investors Inc., which oversees $400 billion. “The economy is out of recession, the improvement is sustainable and stocks will continue grinding higher. Investors are waiting for the next catalyst.” The S&P 500 is up 69 percent since hitting a 12-year low of 676.53 one year ago today, the biggest rally for the index since the Great Depression. The main benchmark for American equities is still down more than 1 percent from this year’s high amid concern about some European countries’ ability to pay back debt and as investors speculated the Federal Reserve will need to rein in emergency stimulus measures as the economy improves. ‘Acrophobia’ “Stocks are still cheap,” said billionaire Kenneth Fisher , who oversees $37 billion as chairman of Fisher Investments Inc. in Woodside, California. “The nature of the beginning of the second year of a bull market is one where people are still climbing the wall of worry and they have ‘acrophobia’ because they didn’t expect we’d go up so much and that gives them fear of heights. We’ll see the year nicely higher.” “We’re poised for risk assets to do well for a few quarters,” said David Darst , the New-York based chief investment strategist at Morgan Stanley Smith Barney, which has $1.6 trillion in client assets. “The interest rate is low, inflation is low and liquidity is enormous. The final positive is global growth. At the end of this year, we’ll be looking at 2011 earnings, when the market can earn $85. If you put a 14 times multiple on that, it gives you a 1,233 price for the S&P 500.” United Technologies United Technologies increased 1.9 percent to $72.09. The maker of Pratt & Whitney jet engines and Otis elevators was raised to “outperform” from “neutral” at Cowen & Co. UAL rose 8.5 percent to $19. The parent of United Airlines said February revenue for each passenger flown a mile increased by between 17 percent and 19 percent. Boeing gained 1.1 percent to $68. The world’s second- largest commercial-plane maker is the only bidder for the U.S. Air Force’s $35 billion tanker program after Northrop Grumman withdrew because the government refused to alter some of its requirements. Sprint Nextel Corp. rose the most in the S&P 500, jumping 7.4 percent to $3.65. The third-largest U.S. wireless company advanced for a second day after saying it expects revenue growth in the next several quarters and saying it will pay down debt and control expenses. Sprint Rallies Sprint, the third-largest U.S. wireless carriers, led a 1.6 percent rally in telephone companies, the biggest advance among 10 groups. Industrial shares climbed 1 percent as a group, the second biggest gain of the 10. Yum! Brands Inc. climbed 3.7 percent to $36.72. UBS AG upgraded the shares to “buy” from “neutral” and raised its price estimate on the shares 16 percent to $44, saying the stock has underperformed its global consumer peers. Comerica Inc. retreated 1.6 percent to $35.72. The bank, with a market value of about $5.5 billion, is raising about $800 million by selling shares. BMO Capital Markets cut its rating on the shares to “market perform” from “outperform.” First Solar Inc. fell 1.7 percent to $106.75. The world’s largest maker of thin-film solar modules was downgraded to “underweight” from “neutral” at JPMorgan. Energy Conversion Devices Inc. , also lowered to “underweight” from “neutral” at JPMorgan, fell 2.9 percent to $8.31. To contact the reporters on this story: Elizabeth Stanton in New York at estanton@bloomberg.net ; Rita Nazareth in New York at rnazareth@bloomberg.net .

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Stocks in U.S. Advance on Anniversary of 2009 Bear-Market Low for S&P 500

March 9, 2010

By Rita Nazareth and Elizabeth Stanton March 9 (Bloomberg) — U.S. stocks rose on the anniversary of the 2009 bear-market low for the Standard & Poor’s 500 Index amid speculation the economy will continue to recover from the worst contraction since the Great Depression. United Technologies Corp., Microsoft Corp. and General Electric Co. led gains in the Dow Jones Industrial Average . Boeing Co. advanced after Northrop Grumman Co. withdrew as a bidder for a U.S. Air Force contract. UAL Corp. rallied 8.5 percent after reporting an increase in a measure of revenue. The S&P 500 rose 0.6 percent to 1,144.82 at 1:20 p.m. in New York. The benchmark gauge for U.S. equities ended a six-day rally and closed little changed yesterday. The Dow Jones Industrial Average advanced 53.81 points, or 0.5 percent, to 10,606.33. “It’s happy anniversary day,” said Philip Orlando , New York-based chief equity market strategist at Federated Investors Inc., which oversees $400 billion. “The economy is out of recession, the improvement is sustainable and stocks will continue grinding higher. Investors are waiting for the next catalyst.” The S&P 500 is up 69 percent since hitting a 12-year low of 676.53 one year ago today, the biggest rally for the index since the Great Depression. The main benchmark for American equities is still down more than 1 percent from this year’s high amid concern about some European countries’ ability to pay back debt and as investors speculated the Federal Reserve will need to rein in emergency stimulus measures as the economy improves. ‘Acrophobia’ “Stocks are still cheap,” said billionaire Kenneth Fisher , who oversees $37 billion as chairman of Fisher Investments Inc. in Woodside, California. “The nature of the beginning of the second year of a bull market is one where people are still climbing the wall of worry and they have ‘acrophobia’ because they didn’t expect we’d go up so much and that gives them fear of heights. We’ll see the year nicely higher.” “We’re poised for risk assets to do well for a few quarters,” said David Darst , the New-York based chief investment strategist at Morgan Stanley Smith Barney, which has $1.6 trillion in client assets. “The interest rate is low, inflation is low and liquidity is enormous. The final positive is global growth. At the end of this year, we’ll be looking at 2011 earnings, when the market can earn $85. If you put a 14 times multiple on that, it gives you a 1,233 price for the S&P 500.” United Technologies United Technologies increased 1.9 percent to $72.09. The maker of Pratt & Whitney jet engines and Otis elevators was raised to “outperform” from “neutral” at Cowen & Co. UAL rose 8.5 percent to $19. The parent of United Airlines said February revenue for each passenger flown a mile increased by between 17 percent and 19 percent. Boeing gained 1.1 percent to $68. The world’s second- largest commercial-plane maker is the only bidder for the U.S. Air Force’s $35 billion tanker program after Northrop Grumman withdrew because the government refused to alter some of its requirements. Sprint Nextel Corp. rose the most in the S&P 500, jumping 7.4 percent to $3.65. The third-largest U.S. wireless company advanced for a second day after saying it expects revenue growth in the next several quarters and saying it will pay down debt and control expenses. Sprint Rallies Sprint, the third-largest U.S. wireless carriers, led a 1.6 percent rally in telephone companies, the biggest advance among 10 groups. Industrial shares climbed 1 percent as a group, the second biggest gain of the 10. Yum! Brands Inc. climbed 3.7 percent to $36.72. UBS AG upgraded the shares to “buy” from “neutral” and raised its price estimate on the shares 16 percent to $44, saying the stock has underperformed its global consumer peers. Comerica Inc. retreated 1.6 percent to $35.72. The bank, with a market value of about $5.5 billion, is raising about $800 million by selling shares. BMO Capital Markets cut its rating on the shares to “market perform” from “outperform.” First Solar Inc. fell 1.7 percent to $106.75. The world’s largest maker of thin-film solar modules was downgraded to “underweight” from “neutral” at JPMorgan. Energy Conversion Devices Inc. , also lowered to “underweight” from “neutral” at JPMorgan, fell 2.9 percent to $8.31. To contact the reporters on this story: Elizabeth Stanton in New York at estanton@bloomberg.net ; Rita Nazareth in New York at rnazareth@bloomberg.net .

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Simon Johnson: Is the "Volcker Rule" More Than a Marketing Slogan?

January 24, 2010

At the broadest level, Thursday’s announcement from the White House was encouraging — for the first time, the president endorsed potential new constraints on the scale and scope of our largest banks, and said he was ready for “a fight.” After a long, tough argument, Paul Volcker appeared to have finally persuaded President Obama that the unconditional bailouts of 2008-2009 planted the seeds for another major economic crisis. But how deep does this conversion go? On the “deep” side is the signal implicit in the fact that Volcker stood behind the president while Tim Geithner was further from the podium than any Treasury Secretary in living memory. Where you stand at major White House announcements is never an accident. Increasingly, however, there are very real indications that the conversion is either superficial (on the economic side of the White House) or entirely a marketing ploy (on the political side). Here are the five top reasons to worry. Secretary Geithner’s spin on the Volcker Rule, Thursday night on the Lehrer NewsHour , is in direct contradiction to what the president said. At first, it seemed that Geithner was just off-message . Now it is more likely that he is (still) the message. The White House background briefing on Thursday morning gave listeners the strong impression that these new proposals would freeze the size of our largest banks “as is.” Again, this is strongly at odds with what the president said and seemed — at the time — to indicate insufficient preparation and message drift. But who is really drifting now, the aides or the president? At the heart of the substance of the “Volcker Rule,” if the idea is literally to freeze the banks at or close to their current size, this makes no sense at all . Why would anyone regard twenty years of reckless expansion, a massive global crisis, and the most generous bailout in recorded history as the recipe for creating “right” sized banks? There is absolutely no evidence, for example, that the increase in bank scale since the mid-1990s has brought anything other than huge social costs — in terms of direct financial rescues, the fiscal stimulus needed to prevent another Great Depression, and millions of lost jobs. On reflection, perhaps the president really still doesn’t get this. Since Thursday, the White House has gone all out for the reconfirmation of Ben Bernanke , whereas gently backing away from him — or at least not being so enthusiastic – would have sent a clearer signal that the president is truly prepared to be tough on big banks and their supporters. Unless Bernanke unexpectedly changes his stripes, his reappointment at this time gives up a major hostage to fortune — and to those Democrats and Republicans opposing serious financial reform. As the White House begins to campaign for the November midterms, how will they answer the question: What exactly did they “change” relative to what any other potential administration would have done in the face of a financial crisis? How will they counter anyone who claims, citing Rahm Emanuel , that: “The crisis is over, and we wasted it.” No answer is yet in sight. The Geithner strategy of being overly nice to the mega-banks was not good economics and has proven impossible to sell politically — the popular hostility to his approach is just common sense prevailing over technical mumbo jumbo. But selling incoherent mush with a mixed message and cross-eyed messengers could be even worse. Cross-posted with The Baseline Scenario .

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Americans Oppose Measures Limiting 401(k) Choices, Investment Group Says

January 8, 2010

By Jeff Plungis Jan. 8 (Bloomberg) — U.S. investors oppose federal initiatives that would force them to give up control over their 401(k) accounts, the Investment Company Institute said. Seven in 10 U.S. households object to the idea of the government requiring retirees to convert part of their savings into annuities guaranteeing lifetime payments, according to an institute-funded report today. The Washington-based institute represents the mutual-fund industry. “People value the tool of the 401(k),” Paul Schott Stevens , chief executive officer of the institute, said at a news conference in Washington. “They do not want government to take it away from them. They think the structure works very effectively.” Lawmakers have proposed changes, and the Obama administration will seek ways to promote conversion of 401(k) accounts after their average value fell in the past three years alongside a 46 percent drop in the Standard & Poor’s 500 Index. The U.S. Treasury and Labor Departments will ask for public comment as soon as next week on ways to promote the conversion of 401(k) savings and Individual Retirement Accounts into annuities or other steady payment streams, according to Assistant Labor Secretary Phyllis C. Borzi and Deputy Assistant Treasury Secretary Mark Iwry , who are leading the effort. Tax Benefits The institute’s member companies manage $11.6 trillion of assets in mutual funds, including employer-sponsored 401(k) accounts. Some lawmakers have questioned the public-policy value of the tax benefits for people investing in retirement accounts, the ICI said in a report today. U.S. direct-contribution plans, which include 401(k) and other employer-sponsored retirement programs, held about $3.6 trillion as of mid-2009, according to the report. They account for 25 percent of total U.S. retirement assets. Annuities, with $1.4 trillion, represent about 10 percent of U.S. retirement funds. The average 401(k) fund balance dropped 31 percent to $47,500 at the end of March 2009 from $69,200 at the end of 2007, according to a Fidelity Investments review of 11 million accounts it manages. The average balance of the Fidelity accounts recovered to $60,700 as of last Sept. 30 as the stock market rebounded. Standing Firm Few Americans are giving up on their 401(k) plans, John J. Brennan , former chairman of the Vanguard Group, said at the news conference. From January to September of last year, 5 percent of participants stopped contributing, compared with 3.7 percent for all of 2008, Brennan said. The portion who changed their allocations was 9.9 percent. “Savers are sticking with 401(k) plans,” said Brennan, who serves as a senior adviser for the Valley Forge, Pennsylvania-based mutual fund firm. “There’s been no panic. It’s a different story than we would have seen 25 years ago.” Senator Herb Kohl , chairman of the Senate Special Committee on Aging, proposed legislation on Dec. 16 to require fund companies to do more to ensure 401(k) options are appropriate for workers. The Wisconsin Democrat cited reports that target- date funds designed for people retiring in 2010 invested in high-yield, high-risk corporate bonds. Representative George Miller , a California Democrat, is advocating legislation to require more disclosure about 401(k) fees paid by investors. The Education and Labor Committee, which Miller leads, approved a bill requiring more disclosure about fees in June. The ICI survey was based on a telephone survey of 3,000 households from Nov. 20 to Dec. 20 and had a sampling error of plus or minus 1.8 percent. To contact the reporter on this story: Jeff Plungis in Washington at jplungis@bloomberg.net .

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Video: John Brennan Favors 401(k)s, IRAs Over U.S. Annuities: Video

January 8, 2010

Jan. 8 (Bloomberg) — John Brennan, chairman emeritus and senior adviser at Vanguard Group Inc., talks with Bloomberg’s Margaret Brennan about the benefits of 401(k) and Individual Retirement Accounts (IRA) over a potential U.S. government annuities plan. The U.S. Treasury and Labor Departments will ask for public comment as soon as next week on ways to promote the conversion of 401(k) savings and IRAs into annuities or other steady payment streams. Brennan also discusses the likelihood of future cuts to 401(k) payouts. (Source: Bloomberg)

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Citigroup’s `Dark Cloud’ Lingers After Share Sale: Chart of the Day

December 17, 2009

By David Wilson Dec. 17 (Bloomberg) — Citigroup Inc. left its shareholders under a “dark cloud” by selling stock to pay back a taxpayer bailout while the U.S. government held a controlling stake, according to Chris Kotowski , an Oppenheimer & Co. analyst. The CHART OF THE DAY shows the number of outstanding shares and stock price in the past six months for Citigroup, the last of the four largest U.S. banks to raise funds to leave the government’s Troubled Asset Relief Program. Citigroup “needlessly diluted” the holdings of the government and other holders through the $17 billion sale, Kotowski wrote yesterday in a report. The number of shares outstanding rose by 24 percent to 28.3 billion, according to data compiled by Bloomberg. Yesterday’s sale marked the third time that Citigroup reduced its holders’ percentage stakes during the six-month period. The company’s outstanding shares doubled in July and doubled again in September as $58 billion of preferred shares were converted into common stock. The government participated in the conversion and ended up owning a 34 percent stake. A plan to sell as much as $5 billion of the shares was scrapped when Citigroup made the 5.4 billion- share sale at $3.15 a share, 10 cents less than the cost of the government’s stock. The sale reduced its holding to 27 percent. “There would have been plenty of demand” for government- held shares at more than $4 each, Kotowski wrote. Citigroup hurt taxpayers and other investors, he added, “by forcing the sale of common while still having the overhang of the government.” (To save a copy of the chart, click here.) To contact the reporter on this story: David Wilson in New York at dwilson@bloomberg.net

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Woolworth Building May Get Italian Stake as Sorgente Seeks N.Y. Expansion

November 3, 2009

By Armorel Kenna, Flavia Rotondi and David M. Levitt Nov. 3 (Bloomberg) — The Woolworth Building, the neo- Gothic Manhattan skyscraper that was once the world’s tallest building and a symbol of American capitalism, may soon gain Italian owners. Sorgente Group is in talks with the owners to acquire a 51 percent stake, Chief Executive Officer Valter Mainetti said in an interview. Sorgente owns a stake in the Flatiron Building in New York City. A group including the Witkoff Group Inc. and investor Rubin Schron owns the Woolworth Building. “We are in talks on two or three properties in New York, of which I can name only one: the Woolworth Building,” Mainetti said at Sorgente’s headquarters in Rome yesterday. Overseas investors are jumping into Manhattan’s office market as prices fall and landlords struggle to refinance debt. The median price for New York office properties fell 62 percent in the first nine months of this year, according to brokerage Massey Knakal Retail Services. International buyers have accounted for more than half of the $2.27 billion in New York office deals this year, according to data from property research firm Real Capital Analytics. “They did come to us,” said Steven Witkoff , chairman and CEO of New York-based Witkoff Group. “I personally met with their representatives, and past that I have no comment.” Officials at Schron’s office declined to comment. ‘Bottom of Cycle’ “There is a thought process going around the world right now that the U.S. is a tremendous countercyclical play,” said Dan Fasulo , managing director for Real Capital. “We’re at the bottom of the cycle, the dollar is cheap, which amplifies foreigners’ purchasing power. And many investors are looking for hard assets to stash their capital.” Sorgente may buy as Lower Manhattan rents have fallen 23 percent from their peak in August last year, according to data from commercial property services firm Colliers ABR. The market’s vacancy rate has risen to 10.8 percent since bottoming in December 2007 at 6.8 percent. The Cass Gilbert-designed Woolworth Building, once called the “Cathedral of Commerce,” was the tallest skyscraper in the world when it was completed in 1913 with a height of 792 feet (241 meters). The lower floors of the building could be kept as offices while the upper floors, which are empty, could be turned into a hotel or apartments, Mainetti said. Luigi Binda, Mainetti’s grandfather, was a technician involved in building frameworks for New York skyscrapers including the Chrysler Building in the 1930s. Sorgente owned a stake in that tower until last year. Almost Fully Leased The Woolworth building’s office space is 99 percent leased with rentable building area of more than 935,000 square feet, according to data from CoStar Group of Bethesda, Maryland. The biggest tenants are New York University, the New York City Police Pension Fund and the Paul B. Weitz LLP law firm. Sorgente, whose funds own the Baglioni luxury hotel chain, owns at least a 51 percent stake in the Flatiron Building. The company may leave the Fifth Avenue property as offices or convert it into a hotel, Mainetti said. Three chains, including Starwood Hotels & Resorts Worldwide Inc., are interested in turning the building into a hotel, he said. Sorgente expects to create a real estate investment trust in the U.S. by the end of the year to take advantage of a recovery in the commercial property market. Sorgente has completed the conversion of a building on SoHo’s Greene Street into luxury apartments and retail space. The company may also buy a property on Tribeca’s White Street, Mainetti said. Condominium Plans Witkoff bought the Woolworth Building in 1998 for $137.5 million from Venator Group, which is the name the retailer adopted after closing the 117-year-old Woolworth chain. In 2000, he announced a plan to convert the top 27 stories into condominium apartments, including a penthouse at the top of the tower. Witkoff postponed the plan after the Sept. 11 attacks. The 57-story building is north of the World Trade Center site. The property, at 233 Broadway, had a value of $320 million as of March 2005, according to data compiled by Bloomberg. It’s backed by a $250 million loan and the borrower is current on the payments, the data show. Those loans have been packaged into two commercial mortgage backed securities deals. Israeli businessman Nochi Dankner last month agreed to buy HSBC Holdings Plc’s New York headquarters on Fifth Avenue. In August, Israeli group Optibase Ltd. agreed to buy a 49.5 percent stake in SL Green Realty Corp.’s 485 Lexington Ave. To contact the reporters on this story: Armorel Kenna in Milan at akenna@bloomberg.net ; Flavia Rotondi in Rome at frotondi@bloomberg.net ; David M. Levitt in New York at dlevitt@bloomberg.net

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Helicos Mapped RNA to Show Gene Roots of Disease, Build Better Treatments

September 23, 2009

By Elizabeth Lopatto Sept. 23 (Bloomberg) — Scientists from Helicos BioScience Corp. have mapped RNA , a key player in each person’s genetic blueprint, in a step that may boost researchers’ search for the roots of disease. The technique for showing the sequence of RNA is more accurate than a previous method, which required the RNA sample to be converted to its cousin DNA before it could be measured, according to a report in the journal Nature today. The technology will be commercially available as soon as next year and may benefit companies building new RNA-based drugs. Being able to identify RNA directly will uncover some corresponding areas of DNA previously called “junk” that has turned out to have valuable information, said Patrice Milos , the study’s head researcher. Many genetic markers of disease discovered in the last several years have been in the “junk” sections, said Milos, who is the chief scientific officer of Cambridge, Massachusetts-based Helicos. “Often, the particular genetic markers associated with common diseases lie outside the coding regions of genes,” Milos said. RNA is active in these regions so it may tell researchers what the gene segment’s purpose is. RNA, or ribonucleic acid, is a single-stranded molecule that helps translate genetic information from DNA into proteins that carry out DNA instructions. Researchers have found that RNA can block proteins from being made, a process called RNA interference. New Therapies Companies such as Alnylam Pharmaceuticals Inc. and RXi Pharmaceuticals are attempting to exploit RNA interference for therapies, in order to block actions of genes. Viruses are composed almost entirely of genetic material; cancer is principally a disease of flawed DNA. Turning off certain genes may halt the biological machinery that drives illnesses as varied as bird flu and AIDS. The new RNA sequencing technology will be available “sometime next year,” Milos said. It will be compatible with the HeliScope single molecule sequencing machine, which costs $999,000, Milos said. The individual channels for RNA analysis will cost $300 each. The HeliScope has two flow cells, each of which allows for 50 channels. A full analysis would be about $300 times 50, or $15,000, Milos said. Helicos shares fell 2 cents to $2.45 at 1:55 p.m. New York time in Nasdaq Stock Market composite trading. The share price has increased more than sixfold this year before today. Moving Target Direct mapping of RNA will be used more often if it demonstrates it’s better than previous methods, if it’s relatively simple, and if it doesn’t cost too much, said George Church , a Harvard University scientist whose findings helped spur the U.S. human genome project in the 1980s. “The competition is a moving target, but for now, Helicos is a clear leader on all three,” Church said in an e-mail. He wasn’t involved in today’s research report. Researchers are already moving away from using DNA microarrays, a way of examining DNA, to newer ways to sequence gene molecules, Church said. “This will drive that trend even further,” Church said in the e-mail. Previously, to sequence RNA, researchers created so-called complementary DNA through a chemical reaction. When the Helicos researchers compared the direct sequencing of RNA to the complementary DNA method, they found that 4 percent to 5 percent of the molecules measured in the DNA method were created in the conversion process. Direct sequencing, on the other hand, detected exactly what had been put in the test tube, Milos said. “There really were some biases that were created through complementary DNA,” Milos said. To contact the reporter on this story: Elizabeth Lopatto in New York at elopatto@bloomberg.net .

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Leo W. Gerard: Too High a Price for High Octane

September 6, 2009

No more than a thimbleful of hydrofluoric acid killed 37-year-old Alcoa technician John L. Dorton in fewer than seven hours from the moment he inhaled the mist at the plant where he worked in Port Comfort, Texas. It’s that deadly. Its transportation to factories and its use there imperils workers and nearby residents. Environmental, safety and advocacy groups for years have demanded that manufacturers substitute safer chemicals or processes whenever possible. As far back as 2003, U.S. Public Interest Research Group (PIRG) issued a report called “Needless Risk,” detailing how oil refineries using hydrofluoric acid unjustifiably jeopardize workers and surrounding communities, especially in a time of potential terrorist attacks. Only about 50 of the nation’s 148 petroleum refineries boost octane with hydrofluoric acid. The others use sulfuric acid or a different process. Sulfuric acid is hazardous as well, but a tanker spill is more easily cleaned and doesn’t form a potentially lethal, hovering cloud that defies dispersal. In addition, exposure to sulfuric acid manifests instantly as a burn on the skin. So does hydrofluoric acid in high concentrations. But hydrofluoric acid is insidious. A dilute hydrofluoric acid doesn’t immediately burn. Blistering may be delayed by 8 to 24 hours. In the meantime, hydrofluoric acid penetrates the skin, destroying soft tissue and decalcifying bone. If inhaled, it devastates lung and esophagus tissue. After any exposure, chemical maker DuPont recommends treatment occur “within seconds.” In just the past five months, accidents at three refineries involving releases of hydrofluoric acid injured 13 workers, two of them critically. One is a 34-year-old member of my union, a husband and father of two. He’s in a San Antonio hospital clinging to life after 10 surgeries and an amputation. Refinery workers and their communities pay too high a price for high octane fuel created with hydrofluoric acid. The United Steelworkers (USW) union joins groups like PIRG, Clean Water Action and Center for American Progress in demanding that refineries using hydrofluoric acid switch to sulfuric acid or another safer method to enhance octane. Clean Water Action of Pennsylvania repeated its call for conversion to safer technologies in March after two spills occurred in one month in Eastern Pennsylvania, one forcing evacuation of 5,000 residents. Myron Arnowitt, Pennsylvania Director for Clean Water Action, said then, “It just goes to show that we need to get away from this dangerous chemical before the refinery itself or one of its trucks has an accident inside the City of Philadelphia.” “We’re getting closer to a real disaster,” he said. Here’s what prompted that statement: First, on March 11 at the Sunoco refinery in South Philadelphia, release of hydrofluoric acid sent 10 workers to two hospitals for exposure to vapors. Then, just 11 days later on March 22, a truck carrying 33,000 pounds of hydrofluoric acid to a refinery overturned in a town north of Philadelphia called Wind Gap, causing a small spill. Because the acid is so dangerous, police and fire officials evacuated 5,000 residents for nine hours. Two more episodes followed in quick succession: On July 19, a fire and massive release of hydrofluoric acid at the CITGO Petroleum Corp. refinery in Corpus Christi, Texas, critically injured the 34-year-old USW member. CITGO estimated that 4,000 pounds of hydrofluoric acid escaped. Less than a month later, on Aug. 6, hydrofluoric acid escaped again, injuring two workers, critically wounding one , at the ExxonMobil refinery in Joliet, Ill. A year earlier, in yet another incident, a hydrofluoric acid leak at the Holly refinery in West Bountiful, Utah, injured a worker and forced the evacuation of another 600 on Aug. 15, 2008. And a year before that, in Sarnia, Ontario, just over the border not far from Detroit, a Suncor refinery accident sent oil and hydrofluoric acid into an open trench, where construction workers stood 200 feet away. Twenty-three suffered breathing problems and nausea and were treated at a hospital. In any of these cases, this lethal chemical could easily have killed workers or members of the community. In recent years, the refinery industry has installed safety devices, including water curtain and cannon systems, rapid acid dump systems and a vapor suppression additive to mitigate the possibility of a Bhopal cloud. But John L. Dorton died for lack of a couple of trivial pieces of equipment, any of which may have saved his life. A U.S. Department of Labor investigation determined that Alcoa required maintenance workers to wear hydrofluoric acid cartridge respirators and face shields. And the Labor Department established that Alcoa provided maintenance workers with special tools to prevent discharge of hydrofluoric acid during the stem valve cleaning procedure Dorton was conducting when he got sprayed. But, the investigation concluded, Alcoa didn’t do the same for technicians like Dorton. It failed to give them the tool or instructions to use the respirator and face shield. Because corporations cannot be trusted, because they continually make such errors, hydrofluoric acid must be eliminated whenever possible. Safety consultant Paul Orum put it this way: “Adopting safer chemicals is the only certain way to protect American communities from a toxic gas release.” He was hired by the Center for American Progress, a nonpartisan research and educational institute, to prepare a report issued last fall, called “Chemical Security 101, What You Don’t Have Can’t Leak, or Be Blown Up by Terrorists.” It lists the 101 most dangerous chemical facilities in the U.S., including eight petroleum refineries using hydrofluoric acid. Among those is the Sunoco refinery in Philadelphia that released hydrofluoric acid in March. It’s listed partly because the surrounding population is 4.4 million. Others include PDV Midwest Refining (CITGO) in Lemont, Ill., with a nearby population of 3.1 million; Marathon Petroleum in St. Paul Park, Minn., with 2.2 million adjacent residents, and Chalmette Refining (ExxonMobil) in Chalmette, La., with 1 million neighbors. When confronted with demands to convert to safer octane boosting methods, the likes of ExxonMobil and CITGO – both of which had spills this year – cry that they can’t afford it. Excuse my French, but: Baloney. As Chemical Security 101 points out, switching to a safer process enables a facility to stop complying with costly, federally-mandated security measures to prevent terrorism. In addition, the manufacturer’s insurance premiums for liabilities for deaths, injuries, contamination and property damage in the event of a major toxic gas release would decline. Really, though, for ExxonMobil to cry poor is galling. This is the corporation that reported the largest annual profit in U.S. history for 2008 — $45.22 billion. This is Labor Day 2009, a time of tribute to the contributions of workers. The refineries in this country still using unnecessarily hazardous hydrofluoric acid must ensure their workers and the residents of their neighborhoods live to see Labor Day 2010 by making the conversion now.

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Switzerland to Sell $5.6 Billion UBS Stake After U.S. Tax-Lawsuit Accord

August 19, 2009

By Josh Fineman and Elena Logutenkova Aug. 20 (Bloomberg) — The Swiss government today plans to sell its 6 billion-franc investment in UBS AG , the country’s biggest bank, after signing an agreement with the U.S. over data on bank clients suspected of evading taxes. The government gave a mandate to three Swiss and foreign banks to sell 332.2 million UBS shares, securing a certain minimum price, Peter Siegenthaler , director of the federal finance administration, said yesterday in a telephone interview. He declined to identify the banks or the minimum price, saying the state expects to make a “significant profit.” The Swiss Confederation will waive its right to receive future coupons on the mandatory convertible notes for a cash amount of approximately 1.8 billion Swiss francs, representing the present value of the future coupon payments, UBS said. The Swiss government last year invested 6 billion Swiss francs ($5.6 billion) in mandatory convertible notes to help Zurich-based UBS split off toxic assets amid the worst economic crisis since the Great Depression. Yesterday’s settlement of a U.S. lawsuit that sought data on as many as 52,000 UBS clients and the bank’s 3.8 billion-franc capital increase in June strengthened confidence in the bank, the government said. Swiss and U.S. authorities said yesterday UBS will divulge information on 4,450 accounts to settle a U.S. lawsuit that sought names of American clients suspected of evading taxes. The bank, which won’t pay any fine under the agreement, will transfer the data to the Swiss government, which will then decide what information gets passed on. Note Conversion “At the moment, it wouldn’t be a bad deal” to sell the UBS investment, Swiss Finance Minister Hans-Rudolf Merz said yesterday at a press conference in Bern. The government intends to convert the mandatory convertible notes on Aug. 25, when UBS will also make the cash payment in lieu of future coupons, the bank said in a separate statement. The government intends to sell UBS shares to institutional investors and said the placement will be completed by today. UBS’s share capital will increase to 355.8 million from 322.6 million, UBS said in the statement. The transaction will have no material effect on the bank’s third-quarter earnings, though it will reduce its Tier 1 capital ratio by 60 basis points, it said. A basis point is 0.01 of a percentage point. UBS, the world’s second-biggest manager of money for the rich, admitted in February to participating “in a scheme to defraud the U.S,” agreed to pay $780 million and identify more than 250 clients who allegedly hid assets from the IRS. A day later, the IRS sued the bank for details on 52,000 clients. Shares Rise UBS shares have risen 11 percent since July 31 when the two nations said they had an agreement in principle on the tax lawsuit. UBS fell 16 centimes, or 1 percent, to 16.74 francs in Swiss trading yesterday. UBS Chief Executive Officer Oswald Gruebel and Chairman Kaspar Villiger have said they aim to wean the bank off government support as quickly as possible. Gruebel has cut 7,500 jobs, sold a Brazilian unit, replaced three executive board members and tapped investors for more capital since joining UBS in February to help restore the bank’s profitability and reputation. The bank’s Tier 1 capital ratio, a gauge of its ability to absorb losses, rose to 13.2 percent at the end of the second quarter from 10.5 percent on March 31 after cutting assets on the balance sheet by 261 billion francs and selling new shares in June. To contact the reporters on this story: Josh Fineman in New York at jfineman@bloomberg.net ; Elena Logutenkova in Zurich at elogutenkova@bloomberg.net

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