MORRISTOWN, N.J.--(BUSINESS WIRE)--

Schindler Elevator Corporation has been awarded a multi-million dollar contract to install its PORT (Personal Occupant Requirement Terminal) elevator technology by real estate development company Related Midwest in Partnership with AFL-CIO Building Investment Trust at 516 Lakeshore Drive in Chicago. A 45-story, 500-unit luxury rental apartment tower, it is the first building in Chicago to benefit from Schindler’s award-winning destination dispatch elevator technology.

Best understood as the central nervous system of a building, the PORT Technology functions as a two-way communication interface between the occupants and the building’s environment. The system’s visible aspect is a sleek, futuristic device positioned at access points and elevators around the building. Behind the stylish touch screen is a powerful patented access control software system, capable not only of calculating the optimum route to any destination within the building, but also of “learning” how its occupants typically move around. With this information, PORT Technology primes the elevators to direct and transport people quickly and safely to their individual destinations. The system uses card readers or other media using RFID technology to identify passengers and automatically call elevators to take them most efficiently to their desired floors, customizing and personalizing each trip to the specific needs of the individuals.

“The PORT Technology recognizes occupants and responds to their individual needs,” says Michael Landis, vice president, Marketing for Schindler. “What makes the system special is the ease with which the building’s manager can design applications to accommodate a wide range of needs in real time. Whether it’s helping to meet new energy- efficiency goals, updating security, scheduling maintenance or adapting to people with special needs, unprecedented levels of customization can be achieved.”

“Related is excited to be the first to bring this innovative technology to Chicago. We continue to pride ourselves on producing only the most cutting edge Real Estate product,” says Curt Bailey, president of Related Midwest. “The convenience and luxury this new system will offer our residents is fundamental to the high standard of living we provide.”

PORT Technology Energy-Saving Features

Each PORT terminal’s proximity sensor tells it when to be active and at all other times puts it into low energy consumption mode. When the terminal screen illuminates, an ambient light sensor determines only the brightness level required, again optimizing energy usage. The PORT Technology helps ensure elevator trips are as efficient as possible. This produces a very resourceful use of energy even during heavy traffic. During light traffic the PORT Energy Control Option places nonessential elevators into an energy-conserving standby mode.

Energy Efficient Elevators

Schindler 7000 custom high-rise elevators will transport apartment residents to their destinations. Using the latest technology in elevator design and highly efficient permanent magnet motors, Schindler 7000 elevators feature Power Factor 1 drives that reduce energy consumption by up to 35% compared to standard drives and regenerate energy back into the building’s electrical system. The recovered energy can be used to power other building demands such as lighting, air conditioning or other equipment. The Power Factor 1 drive generates less heat, providing additional savings through reduced cooling requirements for the machine room.

Scheduled to open for residents in May 2013, the building will be an impressive addition to the Chicago skyline offering signature views of Lake Michigan and access to unrivaled amenities. Designed by architects from Solomon Cordwell Buenz (SCB) and constructed by General Contractor Lend Lease, it will include 500 residential rental apartments, a parking garage, and retail space. The development will incorporate sustainable features to increase energy efficiency and improve indoor air quality, and is anticipating LEED Silver certification.

About Related Companies

Related Companies is the most prominent privately-owned real estate firm in the United States. Formed over 39 years ago, Related is a fully-integrated, highly diversified industry leader with experience in virtually every aspect of development, acquisitions, management, finance, marketing and sales. Headquartered in New York City, Related has offices and major developments in Boston, Chicago, Los Angeles, Las Vegas, San Francisco and South Florida and boasts a team of approximately 2,000 professionals. For more information on Related Companies, please visit http://www.related.com.

About Schindler Elevator Corporation

Schindler Elevator Corporation is the North American operation of the Switzerland-based Schindler Group, a leading global mobility provider with approximately 43,000 employees operating in more than 100 countries. Schindler supports sustainable urban development with safe, reliable and ecologically sound mobility solutions and its equipment moves one billion people every day all over the world. In 2011, Schindler was named one of Forbes Magazine’s 100 Most Innovative Companies, and two of the company’s products received the 2011 Architectural Products’ Product Innovation Award. For additional information about Schindler Elevator Corporation, visit the company’s Web site at http://www.us.schindler.com.

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Schindler To Install Intuitive PORT Elevator Technology at Luxury Chicago Apartment Tower

WILMINGTON, N.C.--(BUSINESS WIRE)--

Highlighting its commitment to employees and clients, Pharmaceutical Product Development, LLC (PPD) today announced that Training magazine has named the global contract research organization to the 2012 Training Top 125 list of businesses excelling in employee development.

“The best learning and development organizations, like PPD, support business initiatives tactically and help drive strategic change,” said Lorri Freifeld, editor-in-chief of Training magazine. PPD was recognized during an awards ceremony at the Training 2012 conference February 13 at the Georgia World Congress Center in Atlanta.

PPD’s strategic approach to employee development is designed to drive employee engagement, enhance expertise and deliver client value. PPD training initiatives leverage the latest thinking in learning methodology through a broad array of programs for employees across the global business, from new hires to veteran staff, from generalists to highly trained specialists.

Key to PPD's success in employee training is an effective partnership between its human resources team and its technology, innovation and performance (TIP) group, which integrates training, process improvement, information technology and business analytics.

“Our integrated structure is unique in the CRO industry in that it provides a holistic and integrated approach to continuous improvement,” said Mike Wilkinson, executive vice president and chief information officer for PPD. “We train and develop staff, measure performance against standards, optimize processes, innovate technology and measure post-improvement performance – then initiate additional cycles of continuous improvement.”

PPD’s innovation in employee development includes:

The clinical foundation program, the flagship training program for clinical research associates (CRAs) that addresses theoretical knowledge and practical application, followed by performance-based assessment. In 2011, CenterWatch cited strong CRA training programs as one reason for PPD’s top ranking among CROs in its global survey of clinical research sites. PPD® 3D, a virtual, collaborative environment featuring user-customized avatars that is designed to improve the cost-effectiveness, speed and quality of clinical trial training. PPD adapted its clinical foundation program for the virtual training world, collaborating with ProtonMedia on its ProtoSphere platform. PPD 3D won a Microsoft 2011 Life Sciences Innovation Award. The global leadership program, which develops the strategic and global skills of rising company leaders over a six-month period, increasing their effectiveness in current roles and honing the skills required of future PPD executives. Focus areas include financial acumen, strategic leadership, negotiating skills and personal development planning.

The Training Top 125 list is determined by assessing a range of qualitative and quantitative factors, including financial investment in employee development, the scope of development programs and how closely such development efforts are linked to business goals and objectives.

Training magazine is a 48-year-old professional development magazine written for training, human resources and business management professionals in all industries who advocate for training and workforce development as a business tool.

About PPD

PPD is a leading global contract research organization providing drug discovery, development and lifecycle management services. Our clients and partners include pharmaceutical, biotechnology, medical device, academic and government organizations. With offices in 45 countries and more than 11,500 professionals worldwide, PPD applies innovative technologies, therapeutic expertise and a commitment to quality to help clients and partners accelerate the delivery of safe and effective therapeutics and maximize the returns on their R&D investments. For more information, visit http://www.ppdi.com.

Except for historical information, all of the statements, expectations and assumptions, including statements, expectations and assumptions about the PPD employee training and development initiatives and the Training Top 125 awards, contained in this news release are forward-looking statements that involve a number of risks and uncertainties. Although PPD attempts to be accurate in making these forward-looking statements, it is possible that future circumstances might differ from the assumptions on which such statements are based and could cause actual results to differ materially from the forward-looking statements. Other important factors which could cause future results to differ materially include the following: competition in the outsourcing industry; the ability to attract, integrate and retain key personnel, including a new CEO; risks associated with and dependence on strategic relationships; rapid technological advances that make our services less competitive; overall global economic conditions; economic conditions, research and development spending, and outsourcing trends in the pharmaceutical, biotechnology and government-sponsored research sectors; consolidation in the pharmaceutical and biotechnology industries; PPD’s ability to win new business; loss, delay or modification of large contracts; higher-than-expected cancellation rates; the rate of conversion of backlog into revenue; actual operating performance; risks associated with acquisitions and investments; compliance with drug development regulations; changes in the regulation of the drug development process; and the ability to control SG&A spending. PPD assumes no obligation and expressly disclaims any duty to update these forward-looking statements in the future, except as required by applicable law. These forward-looking statements should not be relied upon as representing PPD’s estimates or views as of any date subsequent to the date hereof.

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PPD Recognized for Outstanding Employee Training and Development

In the recently launched "Season Two," Jones's greatest gift continues to be his honest and humorous portrayal of the "workplace" through his understanding of the diverse definitions of "work" as relating to jobs, professional courtesy, personal development, professional development, parenting, relationships, interpersonal communication, community affiliations, friendships and sometimes the work involved in simply getting out of bed each morning.

Naples, FL (PRWEB) February 14, 2012

If today’s parents, professionals, partners, and pundits can’t laugh at their own personal and professional mishaps, then marketing-company entrepreneur, humorist, writer, and Missouri native Randall Kenneth Jones invites them to laugh at his on AttackBunnies.com. In the recently launched "Season Two," Jones's greatest gift continues to be his honest and humorous portrayal of the "workplace" through his understanding of the diverse definitions of "work" as relating to jobs, professional courtesy, personal development, professional development, parenting, relationships, interpersonal communication, community affiliations, friendships and sometimes the work involved in simply getting out of bed each morning.

Jones explains, "As I have been described as the 'love child' of Dale Carnegie and David Sedaris, my goal with everything I write is to add humor, honesty and entertainment to (what can be very dry) personal and professional development themes. With pet chicken dinners, ghost sightings, jury duty, an ongoing 'feud' with ABC's Elizabeth Vargas, and a 'near-death experience' at the hands of a prepubescent Jodie Foster, it all made me who I am today."

Containing equal parts business exposé, parenting handbook, sales training text, personal memoir and how-to-not guide, Attack Bunnies is based on the premise that every person you meet and every situation you navigate influences the one multi-faceted person you ultimately become: at home and at the office.

Having first launched in early 2011, Jones and his metaphorical attacking bunnies are back with a brand new series of (pun intended) tails. “Fright of the Lepus," the Season Two opener, recounts Jones's run-in with an enraged office pet. According to Jones, "I am constantly asked why I named this series, 'Attack Bunnies.' My somewhat veiled answer has always been, 'I was at work, I was naked and I was attacked.' To kick off Season Two, I thought it was time to let the bunny out of the bag."

Let it also be said the Motion Picture Association of America would most likely assign a PG-13 rating to Jones's series of essays.

Jones continues, "We are constantly coached to never lose sight of our dreams, but this sermon invariably comes from someone on the cusp of, or in the throes of, fame and rampant success. In truth, the majority of us won't achieve our dreams exactly as planned. Who teaches us how to evolve without fame, fortune and complete-goal realization? How do we achieve a balance between never giving up and embracing our reality? If sharing my whimsical journey--the good, the bad, the ugly, and the bunny--enables others to more easily recognize those situations that have impacted their personal and professional growth, and start to learn how to celebrate who they have become, then I'm a huge success."

Contacts:

Randall Kenneth Jones

239-304-9611

Virginia Canard

571-439-4709

ABOUT: Randall Kenneth Jones's 25+ year career has been spent in executive management, creative development, marketing and sales positions in the advertising, direct marketing, retail and newspaper publishing industries primarily in the Washington, DC Metropolitan Area. His marketing communications agency, MindZoo, is now based in Naples, Florida. Founded in 2001, MindZoo strives to deliver unbridled creativity, proven experience, a positive approach and matchless professional courtesy to each and every business relationship. Jones's other editorial page, RediscoverCourtesy.org, launched in late 2011 with the goal of shining a much-needed light on professional courtesy. For more information call 239-304-9611 or visit attackbunnies.com,rediscovercourtesy.org or mindzoo.com.

###

Randy Jones
MindZoo
239-304-9611
Email Information

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''Attack Bunnies'' is Back with More Outrageous Personal and Professional Development Anecdotes

Richland Economic Development executive director Leslie Messer will receive the Montana Ambassador of the Year award during the Montana Ambassadors’ annual meeting and conference March 22-23.

Messer serves on the ambassadors’ board of directors and exemplifies what it means to be a Montana Ambassador through her service to the organization and the state of Montana. Messer works every day with businesses involved in the Bakken development and growth of eastern Montana.

Gov. Brian Schweitzer has announced Harold Hamm CEO of Continental Resources, the largest independent oil producer in the Bakken region, will keynote the Montana Ambassadors annual meeting and conference. The conference theme is Imagine the Possible and will be held at the Billings Crowne Plaza.

Hamm, chairman and CEO of Continental Resources, founded the predecessor company in 1967 as an oilfield service provider, later expanding to focus on the exploration and production of crude oil and natural gas properties in Oklahoma. In 1993, Continental Resources expanded into the Rocky Mountain region, first into the Red River Units of Montana and the Dakotas, and then into the Bakken Shale play in Montana and North Dakota. The company is now the third largest crude oil producer in the Rocky Mountain region, the largest leaseholder and driller in the Bakken Shale and the largest leaseholder in the Anadarko Woodford in Oklahoma, with additional operations in the South and East regions of the United States.

“The Montana Ambassadors play an important role is sharing our success stories, such as our top business climate and high quality of life, to attract new businesses and create jobs. We are also excited to have Harold Hamm, a leader in the energy industry, speak at the annual meeting,” Schweitzer said.

A special energy panel will highlight the second day of the conference and include leaders in wind power development, coal development, merchant electrical transmission line development and oil pipeline development.

The governor will also present five major Montana Ambassador Awards.

The Montana Ambassadors is a volunteer, not-for-profit organization of leaders in business, education, economic development, and local and state government with a common dedication of supporting the governor’s economic development agenda and improving the economy of Montana.

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Messer to receive Ambassador of the Year honor

LOS ANGELES, CA--(Marketwire -02/14/12)- MMRGlobal, Inc. (OTC.BB: MMRF.OB - News) ("MMR"), a leading provider of Personal Health Records ("PHR"), MyEsafeDepositBox storage solutions and electronic document management and imaging systems for healthcare professionals, announced that the United States Patent and Trademark Office has scheduled the issuance of two U.S. patents today. U.S. Patent No. 8,117,045 is entitled "Method and System for Providing Online Medical Records." U.S. Patent No. 8,117,646 is entitled "Method and System for Providing Online Records." The issuance of these patents further expands the protection on the Company's technology related to online Personal Health Records and document imaging and filing solutions. The patented methods are embodied by the Company's solutions, including the storage, management of, and emergency access to health records and other important documents including dental records, children's health records, and veterinary health records for pets.

According to a report issued by The MichaelBass Group, an investment banking and strategic advisory services firm focused on health IT, the patents owned by MyMedicalRecords, Inc., the Company's wholly owned-subsidiary, are valued at $300 million to as much as $800 million.

"We believe the issuance of these patents could represent significant value to the Company's shareholders just one week in advance of HIMSS 2012, the largest and most important health IT conference and exhibition in the world, where we will showcase our MMRPro and MyMedicalRecords Personal Health Record products and services." said Robert H. Lorsch, MMRGlobal Chairman and CEO. "We believe our portfolio of health IT patents will continue to grow in value, especially given the national mandate that Americans have access to an electronic Personal Health Record by 2014 under the HITECH Act. We are encouraged by the fact that both our health IT and biotech intellectual property rights are already the subject of substantial license agreements."

The Jan 20, 2012 report from MichaelBass, which can be viewed online at http://michaelbass.com/PDF/JAN20MMRF.pdf, cites the market for Personal Health Records at $19 billion and focuses on the patents issued and pending in connection with a "Method and System for Providing Online Medical Records" and a "Method and System for Providing Online Records." The patents cover numerous claims involving the provision of Personal Health Records and other health information and document management systems and technologies. The patents also address the management of paper and other information contained in a Personal Health Record and deal with the fact that while doctors are migrating to Electronic Medical Records, the average physician still receives an average of 1,033 faxes per month of patient information.

The Company's growing portfolio of health IT patents includes those already issued to MMR in Australia and Singapore and others pending in countries around the world. These patents and other pending patent applications will be utilized in the Company's suite of Personal Health Record, professional document management and imaging systems and MyESafeDepositBox (www.myesafevideos.com) products and services. The Company also plans on offering Personal Pet Records through Dancing Paws (www.dancingpaws.com), a company founded by MMR CEO Robert H. Lorsch.

MMRGlobal also owns a significant portfolio of biotech assets which were acquired as a result of its reverse merger with Favrille, Inc., a San Diego biotech company, in January 2009. The Company spent more than $140 million on the development of a portfolio of biotech assets and related patents including the FavId® idiotype vaccine that was the Company's lead product candidate for the treatment of B-cell Non-Hodgkin's Lymphoma and also panels of anti-CD20 antibodies. Over the last several years, MMR has been working to maximize the value of both its health IT and biotech intellectual property portfolios which are already the subject of substantial license agreements.

About MMRGlobal, Inc.

MMRGlobal, Inc., through its wholly-owned operating subsidiary, MyMedicalRecords, Inc. ("MMR"), provides secure and easy-to-use online Personal Health Records ("PHRs") and electronic safe deposit box storage solutions, serving consumers, healthcare professionals, employers, insurance companies, financial institutions, and professional organizations and affinity groups. The MyMedicalRecords PHR enables individuals and families to access their medical records and other important documents, such as birth certificates, passports, insurance policies and wills, anytime from anywhere using the Internet. MyMedicalRecords is built on proprietary, patented technologies to allow documents, images and voicemail messages to be transmitted and stored in the system using a variety of methods, including fax, phone, or file upload without relying on any specific electronic medical record platform to populate a user's account. The Company's professional offering, MMRPro, is designed to give physicians' offices an easy and cost-effective solution to digitizing paper-based medical records and sharing them with patients in real time through an integrated patient portal. MMR is an Independent Software Vendor Partner with Kodak to deliver an integrated turnkey EMR solution for healthcare professionals. Through its merger with Favrille, Inc. in January 2009, the Company acquired intellectual property biotech assets that include anti-CD20 antibodies and data and samples from its FavId®/Specifid™ vaccine clinical trials for the treatment of B-Cell Non-Hodgkin's lymphoma. The MichaelBass Group has been retained by the Company for investment banking services, valuations and M&A transactions. To learn more about MMRGlobal, Inc. and its products, visit http://www.mmrglobal.com.

Forward-Looking Statements

Statements in this press release that are not strictly historical in nature, whether or not such statement relates directly to the Company's future performance, management's expectations, beliefs, intentions, estimates or projections, constitute "forward-looking statements." Such forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause the Company's actual results to be materially different from historical results or from any results expressed or implied by such forward-looking statements. Some can be identified by the use of words (and their derivations) such as "need," "possibility," "offer," "development," "if," "negotiate," "when," "begun," "believe," "achieve," "will," "estimate," "expect," "maintain," "plan," and "continue," or the negative of these words. Factors that could cause or contribute to such differences include, but are not limited to, the prosecution of our patents; licensing, defending, protecting and maximizing the value of our biotechnology and health information technology intellectual property; valuation, guidance and projections provided by The MichaelBass Group; the risk the Company's products are not adopted or viewed favorably by the healthcare community; business prospects, results of operations or financial condition; risks related to the current uncertainty and instability in financial and lending markets, including global economic uncertainties; timing and volume of sales and installations; length of sales cycles and the installation process; market acceptance of new product introductions; ability to establish and maintain strategic relationships; relationships with licensees; competitive product offerings and promotions; changes in government laws and regulations and future changes in tax legislation and initiatives in the healthcare industry; undetected errors in our products; possibility of interruption at our data centers; risks related to third party vendors; risks related to obtaining and integrating third-party licensed technology; acceptance of the Company's marketing and promotional campaigns; risks related to a security breach by third parties; risks associated with recruitment and retention of key personnel; uncertainties associated with doing business internationally across borders and territories; and additional risks discussed in the Company's filings with the Securities and Exchange Commission. Additionally, we are a developing early-stage company and many variables can affect revenues and/or projections, including factors out of our control. The Company is providing this information as of the date of this release and, except as required by law, does not undertake any obligation to update any forward-looking statements contained in this release as a result of new information, future events or otherwise.

Continued here:
MMRGlobal Receives Valentines Valued at More Than $100 Million

Maersk Oil & Gas AS (Maersk Oil) is seeking an experienced Development Geologist to work in our Houston office to support the company's Angola deep-water development activities.

Qualifications:

The successful candidate will have a minimum BSc. degree in Geology, and 5+ years of active work experience as a Reservoir Geologist. Good personal work efficiency, ethics, team-work, inter-personal and communication skills are essential qualifications. The Development Geologist is sought to assist development well planning, optimisation and execution of the development program.

The candidate is expected to have the following technical skills in order to perform satisfactorily in this position:

� Experience in the integration of detailed seismic interpretation, static modelling and dynamic simulation results for well targeting, well planning and optimisation in vertically stacked reservoir systems, and during the execution phase. Petrel expertise is highly preferred

� Knowledge of reservoir modelling techniques and software is required in order to successfully integrate seismic and RE data into development well planning and optimisation

� Knowledge of modern Operations Geology is essential: including LWD, wireline logging and Petrophysics interpretation principals, as well as knowledge of modern well completion strategies

� Experience in the planning and execution of formation evaluation campaigns for operated wells, in collaboration with subsurface (geosciences and Reservoir Engineering), drilling and completions personnel and overseas field operations bases (west African experience is highly preferred)

� Deepwater operations and international experience is highly desirable

The role has the following key responsibilities:

� The successful candidate will liaise and integrate data from the Seismic Interpretation, Geologic Modelling and Reservoir Engineering groups in order to assist development planning activities and execution of the Field Development Plan, reporting to the Chissonga Subsurface Manager

� Significant scope exists for performing seismic and well data interpretation and geologic modelling during both the construction and execution of the Field Development Plan

� Daily liaison with our Operations Geologist in Luanda as an interface between the Houston Subsurface Team and our Luanda Operations groups

� Planning of FE programs and the preparation of geological operations documents in support of our development drilling program. All applicants should possess a valid US work authorization. Maersk Oil is an Equal Opportunity Employer.

All applicants should possess a valid US work authorization.
Maersk Oil is an Equal Opportunity Employer.

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Development Geologist

TORONTO, Feb. 13, 2012 /PRNewswire/ - Patheon Inc. (TSX: PTI.TO - News), a leading provider of contract development and manufacturing services to the global pharmaceutical industry, announced today that Ramsey Frank has resigned as Chairman of the Board and a Director of Patheon Inc. effective today. The Board has appointed Paul S. Levy, Managing Director, JLL Partners, as Patheon's new Chairman. Mr. Levy joined the Board in April 2007.

Mr. Levy founded JLL Partners in 1988. Prior to founding JLL Partners, Mr. Levy was a Managing Director at Drexel Burnham Lambert. Previously, Mr. Levy was Chief Executive Officer of Yves Saint Laurent Inc., Vice President of Administration and General Counsel of Quality Care, Inc., and an attorney at Stroock & Stroock & Lavan LLP.

Patheon is also pleased to announce the appointment of Nicholas O'Leary, Associate, JLL Partners, to its Board of Directors, filling the vacant seat left by the departure of Mr. Frank. Mr. O'Leary joined JLL Partners in 2009. Prior to that, Mr. O'Leary worked as an analyst with Merrill Lynch & Co., Mergers and Acquisitions Group. He received a B.A, Economics from Washington and Lee University, magna cum laude and Phi Beta Kappa.

As well, Mr. Michel Lagarde has been appointed Chair of Patheon's Corporate Governance Committee. Mr. Lagarde joined JLL Partners in 2008 and Patheon's Board of Directors in December 2011. He was previously the CEO and CFO of the Domestic Appliances and Personal Care division of Philips Electronics North America. He also held positions as CFO of Philips Electronics Indonesia and Financial Controller of Philips Electronics Hong Kong. Mr. Lagarde currently serves on the Boards of ACE Cash Express and SOS Children's Villages - USA. He received a B.B.A from European University Antwerp and an Executive Master in Finance and Control from the University of Amsterdam.

Mr. Daniel Agroskin, Managing Director at JLL Partners, Inc., and a current member of the Board, will become a member of Patheon's Corporate Governance Committee, filling the position vacated by Mr. Clark. Mr. Agroskin joined JLL Partners in 2005. Prior to joining JLL, he worked at JP Morgan Partners and in Merrill Lynch's Mergers and Acquisitions Group. Mr. Agroskin is a graduate of Stanford University and the Wharton School of the University of Pennsylvania. He joined Patheon's Board of Directors in December 2009.

About Patheon

Patheon Inc. (TSX: PTI.TO - News) is a leading global provider of contract development and manufacturing services to the global pharmaceutical industry. The company provides the highest quality products and services to approximately 300 of the world's leading pharmaceutical and biotechnology companies. Its services range from preclinical development through commercial manufacturing of a full array of dosage forms including parenteral, solid and liquid forms.

The company's comprehensive range of fully integrated Pharmaceutical Development Services includes pre-formulation, formulation, analytical development, clinical manufacturing, scale-up and commercialization. The company's integrated development and manufacturing network of 10 manufacturing facilities, nine development centers and one clinical trial material packaging facility across North America and Europe, enables customer products to be launched with confidence anywhere in the world.

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Patheon announces changes to its Board of Directors

or all intents and purposes, U.S. Soccer tipped its hand on its plans for the Development Academy last year when it extended the season from seven to 10 months for a selected number of clubs.

This trial run might have resembled a test drive, but it would only produce one outcome. Forget about mitigating circumstances or tweaks along the way. The revised model would trump any proffered alternatives and sweep through the Development Academy sooner or later.

The inevitable unveiling arrived on Friday afternoon as U.S. Soccer – complete with plenty of supporting documentation – announced it would enact a 10-month schedule for the 2012-13 season and prohibit all Academy players from taking part in high school athletics.

“If we want our players to someday compete against the best in the world, it is critical for their development that they train and play as much as possible and in the right environment,” U.S. coach Jurgen Klinsmann said in a press release issued by the federation. “The Development Academy 10-month season is the right formula and provides a good balance between training time and playing competitive matches. This is the model that the best countries around the world use for their programs and I think it makes perfect sense that we do, as well.”

Borrowing this European-style structure represents the next step in the process as federation officials attempt to establish and refine a uniform way to mine and polish raw talent.

Extending the Development Academy season represents an important step forward toward that particular objective. Players will benefit from more frequent instruction in a carefully controlled setting. Games remain critical learning tools, but training sessions serve as the primary method of skill development. No wonder then that the revised schedule will dramatically increase the time players can spend on the practice field and permit coaches to construct overarching ways to impart necessary tactical and technical knowledge.

Instead of watching their players try to recover lost time in both departments in the early stages of their professional careers, U.S. Soccer officials hope this shift will allow American prospects to compete with European and South American starlets.

“This schedule puts our elite players in line with kids in their age group internationally and places the appropriate physical demands on them at this stage in their development,” U.S. Soccer youth technical director Claudio Reyna said in a release. “The addition of as many as 50 extra training sessions per year will greatly enhance the ability of players to work on individual skills and receive advice and instruction from coaches. Along with the support of our membership, this move has been greeted with enthusiasm from soccer experts from around the world.”

MLS coaches and executives will likely concur in the long-term. This shift continues the gradual transition from profit-seeking organizations squeezing every last cent out of youth soccer to professional setups designed to develop players over the long term (and, in some instances, make some money along the way). The presence of MLS academy sides within the Development Academy structure even provides a modicum of control and supervision over the process. In time, each MLS club will possess the capability to mold and shape players in accordance with first-team needs and philosophical guidelines.

Every measure employed by the clubs and the federation shows the Development Academy program offers a level of training that far exceeds what existed in this country a decade ago. The philosophies are wiser and the structures are stronger than they once were. Room for growth remains, but these determined steps create a path worth following in some instances.

There is, however, still the open question of whether too many kids will sprint down that road without fully understanding the social education they will give up to do so.

The adults constructing these plans seem to willingly discount the significant life sacrifices ahead for the affected teenagers. No more high school soccer. No more high school sports of any kind. No more pressure-filled situations with their teammates. No more civic angst or pride at the outcome of matches. No more letter jackets. No more spaghetti dinners. Fewer nights to enjoy life as a teenager without contemplating the responsibilities of an apprentice advancing toward the professional level.

(Note: This issue has little to do with the quality of play in high school soccer.  That particular brand of the game usually doesn't offer much to the Development Academy player in terms of tactical and technical development. In fact, high school soccer may even hamper that growth, unless kicking it to the corner suddenly makes a dramatic comeback at the highest levels. Regardless of the approach of high school coaches, the concern here is that the social aspects of participating on high school teams [or in any other high school activity, for that matter] are now pushed to the side without any form of comparable replacement.)

Academy kids must now decide to eschew the traditional high school experience to pursue a distant and difficult dream. The system is now overtly designed to cultivate the most promising prospects without catering to the fundamental needs of the vast majority of players that will never make the grade.  

Sheer numbers prohibit a raft of success stories. Seventy-eight clubs participate in the Development Academy. Each club (barring any exceptions) fields a U-16 side and a U-18 side. If each team (conservatively) names 18 players to each roster during a season, then 2,808 players will feature at some point during any given Academy season. Only a modest percentage of those players will warrant a Division I scholarship by the end of their Academy careers. Barely a handful will play professional soccer. A miniscule number will appear with a national team of any sort.

(Note: The validity of these social complaints would dwindle significantly if U.S. Soccer pared down the number of clubs in the Development Academy. It's hard to envision how this accommodating structure offers a uniform level of development across clubs with varying levels of resources. A leaner model would cull some of the weaker clubs, reduce the number of players affected and likely strengthen the level of competition. Every player should participate at minimal or no cost as well, but that contention sparks a philosophical discussion too lengthy for this space.)

In its quest to mimic European developmental models, U.S. Soccer discounted the importance of crucial social development structures relied upon by American teenagers. Some potential stars and their parents won't stand for it. They will suspect the concessions demanded in exchange – the crowded schedules, the travel demands and those lost high school experiences – for Academy participation are too great for a teenager to make, especially with college and its alternative path toward the same goal looming in a few short years.

It's tough to blame them. For all of the benefits the extended Development Academy will bring for players on the field, it will force them to shoulder many burdens off of it. In the end, U.S. Soccer must hope the success of the structure outweighs the social impact felt by the scores of players that fail to reach its intended goal. Otherwise, the cost could prove too great for all parties to bear.

Kyle McCarthy writes the Monday MLS Breakdown and frequently writes opinion pieces during the week for Goal.com. He also covers the New England Revolution for the Boston Herald and MLSsoccer.com. Contact him with your questions or comments at kyle.mccarthy@goal.com and follow him on Twitter by clicking here.

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Monday MLS Breakdown: Extended Development Academy season prompts concerns about its participants

LEHIGH VALLEY, Pa., Feb. 13, 2012 /PRNewswire/ -- Air Products (NYSE:APD - News) today announced it has acquired Schluchtern, Germany-based ROVI Cosmetics International GmbH, an established leader in the development of cosmetic actives and delivery systems for the European personal care industry. Terms of the deal were not disclosed.

ROVI Cosmetics has 18 employees and provides targeted and differentiated delivery systems that enable personal care formulators' performance and label claims in their finished skin care and hair care products.

"We are pleased to complete the acquisition of ROVI Cosmetics and continue to build our personal care portfolio," said Pam Mattimore, vice president and general manager of Performance Materials for Air Products. "This acquisition adds critical mass to our business as we develop into a differentiated specialty ingredient supplier to the personal care industry."

"We are excited about this opportunity. Air Products and ROVI present a perfect match that will facilitate the development and global sale of advanced skin care actives," said Dirk Teichmuller, president and chief executive officer of ROVI Cosmetics.

ROVI Cosmetics' technically advanced product lines will complement Air Products' current offering, which includes temperature switch polymers under the Intelimer® brand, "functional-feel" polymers under Deposilk™ brand, and Hybridur® urethane-acrylic interpenetrating network polymers.  

For more information, please visit http://www.airproducts.com/personalcare.

Air Products (NYSE:APD - News) provides atmospheric, process and specialty gases; performance materials; equipment; and technology. For over 70 years, the company has enabled customers to become more productive, energy efficient and sustainable. More than 18,000 employees in over 40 countries supply innovative solutions to the energy, environment and emerging markets. These include semiconductor materials, refinery hydrogen, coal gasification, natural gas liquefaction, and advanced coatings and adhesives. In fiscal 2011, Air Products had sales of $10.1 billion. For more information, visit http://www.airproducts.com. 

***NOTE: This release may contain forward-looking statements within the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. These forward-looking statements are based on management's reasonable expectations and assumptions as of the date of this release regarding important risk factors. Actual performance and financial results may differ materially from projections and estimates expressed in the forward-looking statements because of many factors not anticipated by management, including risk factors described in the Company's Form 10K for its fiscal year ended September 30, 2011.

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Air Products Acquires ROVI Cosmetics

Adam Briggs hits back in police expenses row

3:35pm Sunday 12th February 2012 in

A FORMER deputy chief constable who faced an investigation over his expenses has branded the inquiry “vindictive”.

Adam Briggs was investigated by the Independent Police Complaints Commission (IPCC) over allegations he claimed £11,700 for personal development training from North Yorkshire Police despite already receiving a £31,600 allowance to cover private medical insurance and personal development training since taking up his post in 2007.

The IPCC’s report said it was unacceptable for the authority to give Mr Briggs more than £30,000 without auditing how the money was spent.

It added it was disappointed that Mr Briggs, who retired last year, had not so-operated with its inquiry.

But Mr Briggs said: “The issues contained in the IPCC release were all closely examined by the chief constable and the ethics of the standards committee of the North Yorkshire Police Authority, who are the appropriate bodies.

“They were examined in detail in 2009 and 2010 when I answered every question asked of me, acknowledged I had made a minor administrative error in a procurement process that was new to me and I listened to the advice.

“I regard the IPCC inquiry as a vindictive act and I was not prepared to be a party to it as the appropriate bodies had already concluded no further action was required.”

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Briggs hits back in police expenses row