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Killexams : SCP information source - BingNews Search results Killexams : SCP information source - BingNews Killexams : Medscape -- The First 5 Years

The Launch and Year 1: May 1995-April 1996

Medscape was launched to the world on Monday, May 22, 1995. A few days later, Bill Seitz, SCP's manager of electronic medical information, posted the following notice on the Internet's "usenet" bulletin board/discussion system:

Medscape(sm) -- the online resource for better patient care.

A new, free Web site for health professionals and interested consumers. Practice-oriented information is peer-reviewed and edited by thought-leaders in AIDS, infectious diseases, urology, and surgery. Highly-structured articles and full-color graphics are supplemented with stored literature searches and annotated links to relevant Internet resources. From SCP Communications, Inc., one of the world's leading publishers of medical journals and medical education programs.

At SCP's regular Friday afternoon party at our 1915-era factory loft in Manhattan's Chelsea district (New York, NY), we raised a toast to Medscape and feasted on chips, beer, celery, and peanut butter. A few feet from the party table were our Medscape servers, a few Macintosh computers piled atop a desk with a bundle of exposed wires that the office cats, Boots, Felix, and Chelsea would occasionally play with. The computers seemed to be celebrating in their own robotic way: A few hundred people had discovered Medscape, and thousands of the articles that we posted had already been served to a new audience of readers -- Medscape's first members.

SCP had been on the Internet since 1992 using it for email, and on the Web since September 1993, when Marc Andreessen, a graduate student at the University of Illinois at Urbana-Champaign, released the first Web browser for the Macintosh. Prior to committing to building Medscape, the SCP editorial, sales, and technology team had spent a significant amount of time trying to identify ways to get into electronic distribution of its clinical content through strategic partnerships, before finally deciding that we were probably best off launching into the business on our own, and doing it on the Internet. These early efforts were not universally supported: One member of SCP's Board of Directors stated that we should "stop playing with computers," cut our losses, and focus on our core business. Following the hugely successful initial public offer (IPO) of Netscape a year later in August 1995, he changed his mind.[2]

So without a formal dedicated budget but keeping track of our time and costs, the SCP skunks started working on Medscape in March 1995, completing the initial site in about 3 months and simultaneously preparing sales and marketing material, including an educational print newsletter, Internet Medical Marketing , for potential sponsors in the pharmaceutical industry.

Few potential commercial supporters of Medscape knew much about the Web site Medscape in 1995. So a print publication, Internet Medical Marketing , was created to educate the audience, and was published until 1998.

Few potential commercial supporters of Medscape knew much about the Web site Medscape in 1995. So a print publication, Internet Medical Marketing , was created to educate the audience, and was published until 1998.

Medscape in May 1995 was a shadow of the comprehensive site that it is now. But many of the features found on Medscape, 2005, were present from the start and are visible -- albeit much improved -- today. Here's what an early visitor to the site would experience:

The Web -- especially the medical Web in 1995 -- was a much more unreliable place than it is today. At the time, no major medical publisher had any meaningful Web presence. There were a few notable exceptions,[3] but few searches on Yahoo! (incorporated by Stanford University [Stanford, California] graduate students David Filo and Jerry Yang 2 months prior to Medscape's launch) turned up content that was worth reading. The first Medscape homepage linked to dozens of peer-reviewed, full-text articles in 6 syllabu areas: AIDS, infectious diseases, managed care, surgery, urology, and oncology. A member could access content with a single click.

From day 1, Medscape was free, but visitors had to register as members and tell us who they were before they could use the site. Registration was one of the most hotly debated features of Medscape: It added significant technical complexity and was a barrier to people entering the site, as it took 3-5 minutes for users to complete. Nevertheless, we considered registration essential for editorial and business reasons. From an editorial point of view, we knew that in the near future we could use our registration database to automatically send readers to pages of interest, so psychiatrists and social workers would land on pages with mental health content, and Ob/Gyns and nurse midwives to pages with women's health information. And because registration provided a member's email address, we could soon send specialty editions of MedPulse eNewsletters to members -- creating, in essence, electronic minipublications. MedPulse was soon to become the most important driver of visitors to articles on the site.[4]

From a commercial point of view, registration permitted us to create a business model that for the first time would permit us to verify that readers in a target audience had seen a page that contained an advertising message. Medscape would never reveal the identity of the member who had seen an ad -- and it never has -- but we could provide demographic details, such as "275 American urologists saw your BannerLink ad for UriWiz between May 30 and June 15, and 25 clicked on it and were referred to your Web site." In this respect, Medscape could offer a service that was more accountable than professional medical journals. Print journals can only provide advertisers with projected "advertising exposure" data based on survey samples; Medscape would have the advantage of being able to verify the genuine behavior of all users looking at every page.[5]

Medscape was easy to remember, pronounce (in many languages), and spell, so it was relatively painless to type into a search engine or enter the Web address. It also didn't hurt us in the early years that the name sounded much like Netscape, and we sometimes would get callbacks from publishers, bankers, and thought leaders, all who thought that they were being contacted by a much more famous Web entity. Credit for the Medscape name went to recently hired SCP designer, Vincent Keane, a talented musician, graphic artist, and former Vermont ski mechanic, who won $50 in SCP's name-the-site contest.

It's worth remembering that while the nonprofit Pew Internet & American Life Project reports that since 2003 more Americans turn to the Web for healthcare information than any other media, back in 1995, the Pew project to collect data on the syllabu didn't even exist. Online usage was increasing but it was tiny by today's standards. America Online (AOL) had 2.5 million members in May 1995 and was not even providing direct Internet service.

The superiority of the Internet and Web over older technologies that displayed information to users on a computer screen was to be a decisive advantage for Medscape. We believed -- correctly, as it turned out -- that Internet technology would soon be ubiquitous, as it was technically superior and far less expensive to deploy and access than traditional online technologies (such as those used then by AOL and services, such as Physicians Online (POL), that had started the year before Medscape). Although AOL's 2.5 million users in 1995 were impressive for its time, just 10 years later it has been eclipsed by the Internet, used by 222 million in North America, and used by 900 million people worldwide.[6] Today AOL is just another Internet service provider (with a few added features) and provides Internet access to less than 3% of the worldwide audience.[7]

Medscape took its editorial cues from SCP and provided freely available, practical, peer-reviewed clinical material, leaving basic science content to others.[8] We also embraced a concept radically different from other publishers who were putting content online. Most publishers saw the Web simply as a way to put their print magazine online on their dedicated Web site, where, they reasoned, they might eventually figure out how to "monetize the audience." (Translation: Make money though advertising, subscriptions, or both.[9]). In contrast, Medscape, from the start, was going to be a megasite: a brand of which large numbers of visitors could quickly find content from a group of trusted publications alongside original Medscape content.

And so we started a partnership called the Medscape Publishers' Circle . Publishers would provide content to Medscape, and we would assume the costs of reformatting it, putting it online, and marketing it to our audience; we would then share revenue with the source-publishers when the content they owned was viewed. Inspiration for the concept came from practicing a history of the Associated Press (the "AP"), a confederation of newspaper publishers started in 1848 to share content that still thrives today.[10] It was a difficult idea: Most medical publishers today -- like the newspaper publishers of 1848 -- are fiercely proud, independent, and competitive. Many were (and still are) threatened by the notion of computer technology, use it poorly, and would make references to "having printer's ink in our blood." When Medscape launched, there were no members of the Circle . But within a year, we had persuaded 14 journals to participate. Today, 20 societies and over 20 publishers and data suppliers have joined the Circle to provide over 120 publications and databases.

Medscape launched with a pool of about 100 full-text articles, but it seemed like a lot more. This is because each specialty syllabu area could link to any article in the pool. We assumed correctly that in print publications, clinically relevant articles only reach a fraction of the audience that could make use of them. We used the Web's ability to access articles from many different paths to overcome this limitation. By presenting collections of articles by specialty syllabu area (rather than try and create a journal for each syllabu area), editors could select articles for audiences based on relevance and from a variety of sources. So pediatricians, for example, could have easy access to articles on urogenital or infectious diseases that they would likely have never seen in their specialty publications. The Publishers' Circle allowed us to put this cross-distribution idea on steroids. Medscape, of course, embraces this principle today, and provides editors of its specialty syllabu areas a robust selection of articles and features from many sources.[11]

Web design and the nascent field of what is now known as "usability" were also carefully considered. We understood that our audience would only use Medscape if it was fast -- faster than producing an answer with paper and phone-based information retrieval. And Medscape had to be easy to use: Healthcare professionals are not computer geeks. Many doctors couldn't type and found the transition to point-and-click difficult. Among the design principles used at the start and still largely followed today was that no article link featured on the homepage would be more than 1 click away from the article itself. Future research was to show that with each additional click needed to get to a desired piece of information, 50% of Web users leave the site.[12]

One critical and controversial usability principle started at the launch and followed by Medscape today is that every article was to be presented in a single, identical format, with highly structured content links to each section. The "consistent article" mandate eliminated the need for users to learn a new interface depending on the source of an article. Although the benefit may seem obvious to users, most publishers at the time insisted that their online content look like their print magazines. Most publishers avoided the Web altogether, chose CD-ROMs for their "electronic strategy," and attempted to sell image files (most commonly PDF files) of their print publications -- an expensive proposition that found few customers. Some publishers put their PDF files on the Web, resulting in a slow and clumsy experience. Medscape rejected this approach (as well as the PDF files); it was designed from the ground up to present content in a format optimized for fast Web browsing and searching on a relatively small laptop screen.

We also wanted to take advantage of the Web's ability to display pictures. This desire was in conflict with our wish to keep the site fast, because compared with text, picture files are large and display slowly. Our solution: Use only graphics that contributed to clinical understanding, and present small "thumbnails" that were zoomable -- enlarged with a click of the mouse. Many Web sites fail because they are bloated with large graphic files that load slowly. Medscape was relatively snappy from the start.

To take advantage of the interactivity offered by the Web without compromising our desire for speedy loading, we developed a quiz called PicTours, in which users could click on different parts of a clinical image to make a diagnosis.

Medscape's primary target audience was and is American clinicians: a business decision made prior to launch. SCP understood the information needs of healthcare professionals and had success in interesting potential sponsors who wanted to reach them. But significantly -- and controversially -- Medscape was also designed to be open to anyone who registered. Physicians, consumers, or any combination thereof could register and have full access to the site, whether they lived in Portland, Oregon, or Prague, Czech Republic.

Our open-door strategy to get as many people interested in Medscape as possible was in contrast to POL, the leader in the field at the time whose tagline, "for physicians, by physicians," embodied a clear commitment to prevent anyone but an American MD from entering their site. POL was so determined about its "physicians-only" strategy that in its first years, it avoided the Internet and Web altogether: To access it, doctors had to install special POL software on their computers and dial into a private network to verify their identity.[13]

Just as it does today, Medscape at launch welcomed everyone interested in professional-level medical information for both commercial and philosophic reasons: We liked the idea that consumers and non-MDs could finally get the same information their doctors read. As it turned out, and in contrast to the conventional wisdom at the time, many doctors liked that, too.

From a business point of view, we also believed that by acquiring the loyalty of nonphysician and non-US members, we had the opportunity to develop commercial services for them in the future, at little or no incremental cost at the start. The first efforts to do this began shortly after launch, when we started discussions with European publishers, which later developed into a full-fledged effort to start Medscape International -- a dedicated attempt to develop content and services relevant to specific non-US countries and regions.

Because it was on the Web from the start, Medscape from the start had an enthusiastic international audience. In the first 5 years, some 15 international partners joined in to translate and manage local editions of Medscape in several languages.

Medscape was a low-budget operation that had the benefit of years of work spent at SCP developing software and work practices designed to help people collaborate in creating content. To manage the workflow of articles in 1983 -- 12 years before the launch of Medscape -- SCP developed an Article Tracking System (ATS) that permitted articles from various sources to be pooled, and then prepared by different groups of people for a number of different publications. The ATS was adapted to Medscape's needs, and was still in use through 2001.

The initial site was served on Macintosh computers, as Windows NT was in its infancy and we had no expertise in UNIX, the only other alternative at the time. Unlike modern Macs, pre-2001 Macs were not suitable for large-scale Web serving. But they were ideal for our purposes of Web-prototyping and testing our thinly financed business model. Once scalable performance and reliability became significant issues for Medscape, and we realized that we would want to be able to buy certain high-end capabilities (ad servers to dynamically insert ads according to business rules rather than just randomly, template-based middleware for creating sophisticated search capabilities), we knew we had to switch to another computer platform.

Medscape also took an approach to content management that was anathema to publishers at the time. We used human editors to sort, prioritize, annotate, and link content. Instead of leaning on technology at launch (ie, a software-based publishing engine), Medscape was a hand-coded site all the way through 1999-2000. It was economically viable and gave a growing cadre of editors an amazing amount of control on what and how content could be most beneficially presented to their readership.

Medscape's first Web software was a 1994-era Macintosh product called WebSTAR. It had a wonderful feature that permitted administrators to watch, in real time, the progress of users visiting links on the site: You could see when someone entered the site, what articles they visited, what picture-thumbnails they "zoomed," and if they answered the question we asked of all new registered members: "How did you discover Medscape?" Being a fly on the wall and watching what and how people read was hypnotic, instructive, and permitted us to continually Improve the site based on our observations.

There is nothing more important to a writer and publisher than to understand what's of interest to their audience. Twenty years earlier, the editorial premises for Hospital Physician , the first medical journal I edited, was based on my watching housestaff read journals in the cafeteria of Bellevue Hospital (New York, NY), rounding with them, and seeing them rise from a broken sleep on a ward library to fix a stopped intravenous. Now we could watch not 1 but hundreds of Medscape users in real time, see what articles they clicked on, and learn at what point they left the site for other Web surfing.

Registration on the site numbered a few hundred after a week, and increased every day. Of special interest was heavy traffic from new members in Hong Kong, China. We emailed one of the members to learn why they used the site, and what they liked and didn't like about it.

The traffic was emanating from Queen Mary Hospital, one of the largest acute regional medical centers in the southeastern part of China, and a teaching hospital and research arm of the medical school of The University of Hong Kong. The hospital sported high-speed access to the Internet -- unusual for 1995 -- and made it available to several medical departments.

One of the physicians at the hospital had read Bill Seitz's Usenet post announcing Medscape and circulated the news to others in the hospital by email. The department of infectious diseases was especially pleased to discover Medscape and the 3 infectious disease-oriented journals from SCP on the site.[14]

I noted with interest the name of another user early in 1995: George Lundberg, MD, editor of JAMA and the prime mover behind the American Medical Association's (AMA's) nascent Web efforts. The AMA's site started a few months after Medscape was interesting, but you had to work hard to find it, entering the awkward Web address . If you entered "AMA" in the Yahoo! search engine, the first results would be for the American Management Association or the American Marketing Association.

Medscape's efforts to reach early Internet users were low-key but effective. Office interns were hired to scour the Web for disease and health-related sites. The interns emailed managers and Webmasters, invited them to evaluate Medscape, and asked them to include a link to Medscape if they liked what they saw. Among the hundreds that obliged was Jerry Filo, founder of Yahoo! By the year 2000, some 15,000 other sites linked to Medscape, all at no cost.[15] In addition to the links encouraged by interns, MedPulse was made freely available, and soon became a regular publication on many small medical Web sites (complete with its links to full-text articles on Medscape).

As the first year drew to a close, membership passed 40,000, and some 700 visitors were signing in to the site daily, practicing an average of 9 articles per visit.

By the start of its second year, Medscape had registered more than 75,000 members, had 20 people working on the site, and had 14 publications in its Publishers' Circle . Some critical features, like MEDLINE searching, were not yet available on Medscape or anywhere else on the Web.

Some 1800 new members per week (including 700 physicians) were registering. Medscape had 10 syllabu areas, a daily news feed, 14 members of the Publishers' Circle , and 400 full-text articles -- a tiny number by today's standards, but meaningful in its day. In its first 12 months, 3.4 million searches were conducted and 32.2 million articles viewed.[16]

The data were so good it was intoxicating: The small experiment could indeed change the world. Everyone was working long days and weekends, but the results were clear, and company morale was high. If membership increased at its current rate, Medscape would surpass 1 million members within 2 years, far exceeding the reach of any medical journal in history and most consumer publications. ( The New York Times , for example, has a daily print circulation of less than 1 million.) In Silicon Valley, the influential San Jose Mercury News stated, "(Medscape) offers a wealth of healthcare information to satisfy the cravings of even the most savvy medical news surfers.[17]" The nascent industry of Web review sites, most of which had ratings and awards, also noticed, and Medscape got top billings from sites, such as Magellan, InfoSeek, Physicians' Choice, Point Review, Scout, and Six Senses -- sites born in the early enthusiastic days of the Web, but unlike Medscape itself, are gone today.

In our first year, we had done much, and on a financial shoestring did what the giant medical publishers, such as Elsevier, McGraw-Hill, Wolters Kluwer, and the Massachusetts Medical Society and its New England Journal had chosen to ignore. We proved that Medscape had a valuable and loyal audience that numbered in the tens of thousands -- already more than most print medical journals. We created the start of a business model. We released our first advertisers' rate card and were soliciting sponsorship. Moreover, we were enthusiastic about the work and the culture of the company, even if occasionally it meant sleeping over at the office or needing to break the pressure with an extemporaneously arranged game of ping-pong on a table shoehorned into our cramped space.

The decision to require registration was richly rewarded in our ability to learn about members, communicate with them, and provide annonomized demographic information to potential sponsors and potential advertisers.

On the business fronts, we had many appointments to demo the site and provide education to potential sponsors. But no genuine sales were made in this period. Companies that traditionally advertise to doctors -- pharmaceutical and medical device companies -- didn't have a Web presence or Web advertising, so it was difficult for them to support the site, even if they wanted to.

The success and challenges of the first year clarified a number of business issues that caused us to think differently about Medscape the site, and Medscape the business. If Medscape was to continue to grow and innovate, it needed a dedicated financing effort to sustain its start-up losses, and the money needed was beyond SCP's resources. Building sales was going to be a slow process, and Medscape was going to have to come up with another source of money to support the effort. Medscape also needed a full-time staff that went beyond the initial "skunks." As the site's first year came to an end, plans were made to run Medscape in its own company and raise its own money. The decision would have many implications for its future.

Tue, 02 Aug 2022 12:00:00 -0500 en text/html
Killexams : Daughter of Shadows: An SCP Breach Event System Requirements No result found, try new keyword!Daughter of Shadows: An SCP Breach Event has been ... Where possible, also send a link to the source of the system requirements to help us validate the information. Wed, 11 May 2022 18:31:00 -0500 text/plain Killexams : Bio-Rad Acquires Curiosity Diagnostics

HERCULES, Calif.--(BUSINESS WIRE)--Aug 3, 2022--

Bio-Rad Laboratories, Inc. (NYSE: BIO and BIOb), a global leader in life science research and clinical diagnostic products, announced today that it has reached an agreement to acquire all of the outstanding shares of Curiosity Diagnostics, Sp. Z. o. o. from Scope Fluidics, S.A. (WSE NewConnect: SCP), a Warsaw, Poland, based developer of innovative technology solutions for the medical diagnostic and healthcare markets, for a total consideration of up to $170 million, consisting of approximately $100 million in cash, and up to $70 million in future milestone payments.

Curiosity Diagnostics, a late-stage, pre-commercial platform company, is in the process of developing a sample-to-answer, rapid diagnostics PCR system for the molecular diagnostics market.

“We are excited to have the Curiosity Diagnostics team join Bio-Rad’s Clinical Diagnostics Group and to work closely together to bring a new generation of rapid PCR systems to market,” said Dara Wright, Bio-Rad’s EVP and President, Clinical Diagnostics Group. “Curiosity’s PCR platform, PCR|ONE, offers a streamlined workflow and rapid turnaround times, and is expected to extend our reach beyond high-complexity labs into near-patient molecular diagnostics labs.”

Scope Fluidics President and co-founder, Professor Piotr Garstecki, added, “Our passion at Scope Fluidics is developing innovative technologies addressing the greatest challenges in global health. The dedicated, entrepreneurial team of highly skilled, specialized personnel of Curiosity Diagnostics is looking forward to further developing the PCR|ONE technology under Bio-Rad’s leadership while we at Scope Fluidics continue to pursue new and current projects in disruptive medical diagnostics.”

About Bio-Rad

Bio-Rad Laboratories, Inc. (NYSE: BIO and BIOb) is a global leader in developing, manufacturing, and marketing a broad range of innovative products for the life science research and clinical diagnostic markets. With 70 years of focus on quality and customer service, our products advance the scientific discovery process and Improve healthcare. Our customers are universities, research institutions, hospitals, biotechnology and pharmaceutical companies, as well as public health and commercial laboratories including food safety and environmental quality testing facilities. Based in Hercules, California, Bio-Rad has a global network of operations with approximately 7,900 employees worldwide and $2.9 billion in revenues in 2021. For more information, please visit

About Scope Fluidics

Scope Fluidics, S.A. (WSE NewConnect: SCP) is a Warsaw, Poland, based developer of innovative technological solutions for the medical diagnostics and healthcare markets through wholly owned limited liability companies. Scope Fluidics is developing the PCR|ONE technology for rapid, automated detection of infections via highly multiplexed PCR assays, and the BacterOMIC system for high-content automated antibiotic susceptibility testing. Both systems were awarded recognition in the 2019 American Association for Clinical Chemistry Disruptive Technology Competition. For more information, please visit

BIO-RAD is a trademark of Bio-Rad Laboratories, Inc. in certain jurisdictions.

Bio-Rad Forward-Looking Statements

This release may be deemed to contain certain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These forward-looking statements include, without limitation, statements we make regarding plans to introduce new products and the opportunities that may result from such new products. Forward-looking statements generally can be identified by the use of forward-looking terminology such as “plan”, “believe,” “expect,” “anticipate,” “may,” “will,” “intend,” “estimate,” “continue,” or similar expressions or the negative of those terms or expressions, although not all forward-looking statements contain these words. Such statements involve risks and uncertainties, which could cause genuine results to vary materially from those expressed in or indicated by the forward-looking statements. These risks and uncertainties include the duration and severity of the COVID-19 pandemic; global economic conditions;our ability to integrate acquired companies, products or technologies into our company successfully;our ability to develop and market new or improved products; supply chain risks;our ability to compete effectively; international legal and regulatory risks; and product quality and liability issues. For further information regarding our risks and uncertainties, please refer to the “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operation” in Bio-Rad’s public reports filed with the Securities and Exchange Commission, including our most accurate Annual Report on Form 10-K and our Quarterly Reports on Form 10-Q. Bio-Rad cautions you not to place undue reliance on forward-looking statements, which reflect an analysis only and speak only as of the date hereof. We disclaim any obligation to update these forward-looking statements.

View source version on

CONTACT: Edward Chung, Investor Relations

Bio-Rad Laboratories, Inc.

+1 510-741-6104

ir@bio-rad.comAnna Gralinska Schram, Corporate Communications

Bio-Rad Laboratories, Inc.

+1 510-741-6643

Maja Czerwińska, Investor and Media Relations

Scope Fluidics, S.A.

+48 505 434 840



SOURCE: Bio-Rad Laboratories, Inc.

Copyright Business Wire 2022.

PUB: 08/03/2022 04:15 PM/DISC: 08/03/2022 04:17 PM

Wed, 03 Aug 2022 08:17:00 -0500 en text/html
Killexams : SCP.AX - Shopping Cntrs Austrls Prprty Gp Re Ltd | Stock Price & Latest News | Reuters









P/E Excl. Extra Items (TTM)

Price To Sales (TTM)

Price To Book (Quarterly)

Price To Cash Flow (Per Share TTM)

Total Debt/Total Equity (Quarterly)

Long Term Debt/Equity (Quarterly)

Return On Investment (TTM)

Return On Equity (TTM)

Company Information

Shopping Centres Australasia Property Group RE Limited is an Australia-based real estate investment trust. The Company has two managed investment schemes, Shopping Centres Australasia Property Management Trust and Shopping Centres Australasia Property Retail Trust. It owns a diversified shopping centers portfolio located throughout Australia. Its portfolio comprises approximately 91 assets under management. The objectives of the Company are to provide investors with a geographically diverse portfolio of sub-regional, neighborhood and freestanding retail assets; a tenancy mix with a bias toward tenants that trade in the more defensive non-discretionary segment of the retail market, and long term leases to quality retail tenants providing a secure income stream to support regular distributions to investors. Its properties include Annandale, Auburn, Ayr, Bakewell, Ballarat, Belmont Central, Bentons Square, Blakes Crossing, Brookwater Village, Burnie Plaza, Bushland Beach and others.


Level 5, 50 Pitt Street


Real Estate Operations

Executive Leadership

Philip Marcus Clark
Non-Executive Independent Chairman of the Board

Anthony Mellowes
Chief Executive Officer, Executive Director

Steven Crane
Non-Executive Independent Vice Chairman of the Board

Mark James Fleming
Chief Financial Officer, Executive Director

Erica Rees
Senior Legal Counsel and Company Secretary

Angus Gordon Charnock James
Non-Executive Director

Beth May Laughton
Non-Executive Independent Director

Belinda Robson
Non-Executive Independent Director

Millions (AUD)202120202019
Gross Profit194.3183.8185.8
Net Income462.985.5109.6
Millions (AUD)202120202019
Total Assets4208.93589.73372.2
Total Debt1339.21091.71145.9
Total Liabilities1484.11215.71268.3
Millions (AUD)202120202019
Cash from Operating Activities145147.3120.3
Financing Cash Flow Items-0.1-6.1-6.2
Cash from Investing Activities-324.9-260.9-645.7

Source: Refinitiv, an LSEG business - data delayed by at least 15 minutes

Source: Refinitiv, an LSEG business - data delayed by at least 15 minutes

Thu, 04 Aug 2022 12:00:00 -0500 en text/html
Killexams : SCP Distributors Leases Warehouse Space On Polk Street

SCP Distributors, LLC has leased 26,295 square feet of warehouse space at 1861 Polk St.

The landlord is Yerbey Concrete Construction, Inc.

Robert Berghel of Broad Street Partners represented SCP Distributors, LLC.

SCP Distributors, LLC, a subsidiary company of Pool Corporation, is the world’s largest wholesale distributor of swimming pool supplies, equipment and related leisure products.

Broad Street Partners, LLC is a commercial real estate firm founded in 2005 by Mr.

Berghel to provide commercial real estate leasing and sales services. Broad Street Partners, LLC is licensed in Tennessee and Georgia and represents businesses with commercial and industrial real estate needs. For additional information please contact Robert Berghel at 423-266-4448 or email
Tue, 26 Jul 2022 12:00:00 -0500 en text/html
Killexams : SNEF and MOM launch a guidebook for Singapore employers to engage older workers on career and skills development

Called structured career planning (SCP), the guidebook intends to enhance the employee’s productivity in the long term to optimise their value-add to the business.

Employers in Singapore can rely on Singapore National Employers Federation (SNEF) and Ministry of Manpower (MOM)'s newly-released structured career planning (SCP) guidebook, to implement a formal structured career planning process to proactively engage older employees in their organisations on career and skills development.

At the same time, employers can use it to look at current and future capability requirements, while supporting the employee’s work, wealth, and wellbeing goals.

For context, the guidebook was launched during a hybrid event on 13 July 2022 (Wednesday), graced by Dr Koh Poh Koon, Senior Minister of State for Manpower, Heng Chee How, Deputy Secretary-General, National Trades Union Congress (NTUC), and John Ng, Vice President, SNEF. At the event, it was mentioned that the intended outcome of SCP is to "enhance the employee’s productivity in the long term to optimise their value-add to the business".

What is SCP about?

In essence, SCP is packed with — full and lite — implementation frameworks and toolkits (who, what, when, where, how) that employers can utilise based on manpower and resources available. Beyond that, the guidebook also includes individual career assessment exercises, demo HR policies, and case studies available for reference.

Looking at the full implementation framework, employers can expect to receive seven recommendations as follows:

  1. Garner management buy-in and support;
  2. Implement the relevant HR policies for retirement and re-employment;
  3. Implement the relevant HR policies for staff development;
  4. Train HR and Line Managers for the SCP programme;
  5. Communicate the intent of SCP company-wide;
  6. Conduct the SCP programme, and
  7. Regularly evaluate and Improve on the SCP programme.

It is noteworthy that in point #2, employers are encouraged by SNEF to engage employees and unions (if applicable) on re-employment as early as possible, at least six months prior to re-employment or extension of re-employment. On that note, the aforementioned seven recommendations should then be evaluated against four key milestones (shown below).

lester scp body 1 provided 1600x900

With regard to the lite version, it encompasses four recommendations which are points #1, #4, #6, and #7 from the full version (mentioned above). The lite version also has similar milestones (shown below) – with the only difference being in the first domain (implementation period), '55 years old until retirement age'.

lester scp body 2 provided 1600x900

Why is SCP needed?

In SNEF's statement, it shared that the Tripartite Workgroup on Older Workers discovered that older workers are more likely to look to their employers to signal what training to undertake.

Many believed that employers are in "a better position" to determine their skills demand; as such, they should guide older workers on what training they need for career development and re-employment. However, some employers may not have a systematic approach or do not know how to initiate to have meaningful career conversations with their older workers.

DSG Heng, on that note, shared: "It is not uncommon to hear employers fret about difficulty in getting the right manpower. We also often hear older workers worry whether they can continue working as their companies undergo big and quick changes in business models and technology. If we cannot address these well, both companies and older workers will lose out. On the other hand, if we successfully bring the needs together and proactively structure skills upgrades, job redesign, career progression, and worker adaptation to prepare workers for new requirements even as they age, then we minimise displacement and maximise the potential of our Singaporean workforce."

He believes that SCP is "a worthy effort in this direction".

VP Ng also shared his sentiments on SCP. He explained that by starting to plan the next phase of the career of older employees early, it would bring about several benefits for employers, especially when jobs and skill requirements are constantly changing due to digitalisation and business transformation.

He noted, for one, older employees would be better prepared to take on new or adjusted roles if they wish to be re-employed. For another, with an ageing workforce, VP Ng reckoned employers would be able to continue to rely on their older employees to meet their manpower demand to support business growth. And on top of that, employers could cultivate a culture of lifelong learning at the workplace by engaging employees regularly in career and skill development.

"I strongly encourage employers to implement structured career planning to help their older employees achieve productive longevity so that longevity of their workforce is productive for them too," VP Ng added.

ICYMISupport, framework, training, job opportunities: Recommendations to strengthen mental wellbeing workplace measures in Singapore

Images / SNEF

Follow us on Telegram and on Instagram @humanresourcesonline for all the latest HR and manpower news from around the region! 

Wed, 13 Jul 2022 15:08:00 -0500 en-GB text/html
Killexams : POOL.OQ - Pool Corporation | Stock Price & Latest News | Reuters









P/E Excl. Extra Items (TTM)

Price To Sales (TTM)

Price To Book (Quarterly)

Price To Cash Flow (Per Share TTM)

Total Debt/Total Equity (Quarterly)

Long Term Debt/Equity (Quarterly)

Return On Investment (TTM)

Return On Equity (TTM)

Company Information

Pool Corporation is a distributor of swimming pool supplies, equipment and related leisure products. The Company is a distributor of irrigation and landscape products in the United States. The Company operates sales centers in North America, Europe and Australia through its distribution networks, which includes SCP Distributors (SCP), Superior Pool Products (Superior), Horizon Distributors (Horizon), National Pool Tile (NPT) and Sun Wholesale Supply, Inc. (Sun Wholesale). The Company's NPT network primarily serves the swimming pool market but does provide some overlap with the irrigation and landscape industries as it offers its brand of pool tile, composite pool finish products and hardscapes. It also offers virtual tools for homeowners to select and design their pool and outdoor environments, working with their chosen contractors to install these products. The Company offers its products to swimming pool remodelers and builders, specialty retailers, and among others.


United States


Recreational Products

Executive Leadership

John E. Stokely
Non-Executive Lead Independent Chairman of the Board

Peter D. Arvan
President, Chief Executive Officer, Director

Melanie Monroe Housey Hart
Chief Financial Officer, Principal Accounting Officer, Vice President, Treasurer

Jeffrey M. Clay
President of Horizon Distributors, Inc.

Jennifer M. Neil
Vice President, Corporate Secretary, Chief Legal Officer

Kenneth G. St. Romain
Group Vice President

Martha Gervasi

Timothy M. Graven
Independent Director

Debra Sue Oler
Independent Director

Manuel J. Perez De La Mesa
Independent Director

Carlos A. Sabater
Independent Director

Harlan F. Seymour
Independent Director

Robert C. Sledd
Independent Director

David G. Whalen
Independent Director

Millions (USD)202120202019
Gross Profit1617.0921130.902924.925
Net Income650.624366.738261.575
Millions (USD)202120202019
Total Assets3230.1311739.671483.266
Total Debt1183.35416.018511.407
Total Liabilities2158.7381100.21073.086
Millions (USD)202120202019
Cash from Operating Activities313.49397.581298.776
Financing Cash Flow Items-3-0.293184.282
Cash from Investing Activities-849.614-146.289-42.263

Source: Refinitiv, an LSEG business - data delayed by at least 15 minutes

Source: Refinitiv, an LSEG business - data delayed by at least 15 minutes

Tue, 02 Aug 2022 12:00:00 -0500 en text/html
Killexams : SierraConstellation Partners Earns "Private Equity Deal of The Year" At Global M&A Network’s 2022 Turnaround Atlas Awards No result found, try new keyword!The Global M&A Network has announced the winners of the 14th Annual Turnaround Atlas Awards, naming national interim management and advisory firm SierraConstellation Partners ("SCP") as the winner of ... Mon, 25 Jul 2022 01:00:00 -0500 text/html Killexams : SHRM's Johnny C. Taylor, Jr., Named a 2022 LinkedIn Top Voice in Company Culture

Society for Human Resource Management (SHRM) President and Chief Executive Officer Johnny C. Taylor, Jr., SHRM-SCP, was named a 2022 Top Voice in Company Culture by LinkedIn. The Top Voices in Company Culture list highlights 10 thought leaders who focus on building great workplaces, developing talent and cultivating inclusive cultures.

The inaugural Top Voices in Company Culture list recognized Taylor for his work showcasing why a company culture where all employees feel they belong is critical for shaping the future of work. LinkedIn praised his newsletter—with more than 83,000 subscribers—where he breaks down how mindful leaders can build a more skilled, diverse and representative workforce. Taylor also utilizes informative graphics and videos to discuss the importance of second-chance hiring, highlight how a remote workforce can maintain a cohesive culture and share how HR departments can prioritize mental health.

A accurate research report from SHRM, Strengthening Workplace Culture: A Tool for Retaining and Empowering Employees Globally, found that employees who rate their workplace culture as good are more likely to say they have a meaningful career working for their organization, as opposed to those who rate their culture as poor (95% versus 32%). This statistic lays the point bare: Workplace culture matters everywhere.

"We as leaders must work to foster strong, intentional workplace environments that lead to cultural alignment, business success and, ultimately, a better world of work," Taylor said. "I'm honored to be recognized as a Top Voice in Company Culture and will continue to work on behalf of SHRM and the profession of HR to highlight the importance of company culture and its effect on the workplace."

In addition to thought leadership on company culture, Taylor is a sought-after expert and voice on all things work, known for charting the way forward through crisis and uncertainty. He connects innovative ideas to the HR profession, sparking conversations about the future of work.

LinkedIn News launched the Top Voices in Company Culture this year. The list features experts actively shaping the conversation around company culture and sharing actionable advice on management and talent acquisition. And more importantly, each individual is answering the tough questions: What defines a great workplace, and which path most effectively grows your career?

Learn more about the LinkedIn Top Voices in Company Culture.

About SHRM

SHRM, the Society for Human Resource Management, creates better workplaces where employers and employees thrive together. As the voice of all things work, workers and the workplace, SHRM is the foremost expert, convener and thought leader on issues impacting today's evolving workplaces. More than 95% of Fortune 500 companies rely on SHRM to be their go-to resource for all things work and their business partner in creating next-generation workplaces. With 300,000+ HR and business executive members in 165 countries, SHRM impacts the lives of more than 115 million workers and families globally. Learn more at and on Twitter @SHRM.

© 2022 Benzinga does not provide investment advice. All rights reserved.

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Wed, 03 Aug 2022 03:25:00 -0500 text/html
Killexams : NRG Oncology trial aimed to Improve prostate cancer survivor care planning reaches accrual goal

The NRG Oncology NRG-CC007CD clinical trial has reached its study accrual goal. This is the first trial stemming from NRG’s Cancer Care Delivery Research Committee to complete accrual.

The NRG-CC007CD trial initially opened in January 2019 and accrued patients with prostate cancer who intend on receiving radiation therapy (RT) and androgen deprivation therapy (ADT) for their cancer. Patients who participate on this trial are randomized by practice to either the Standard Arm (Arm A) or an Enhanced Survivorship Care Plan (Arm B). Both trial participants on Arm A and Arm B received a Survivorship Care Plan (SCP) during the last week of RT. Patients on Arm B also received an additional Treatment Plan (TP) that was given at the beginning of RT, and patients had a specific appointment with their primary care provider after finishing RT to review the contents of the SCP.

It has become increasingly apparent that coordinating efforts between the patient, primary care team, and the cancer care team is crucial to cancer survivorship.

“Although we are aware of the importance of care coordination, there is currently a lack of evidence on the best way to Improve these efforts, specifically for prostate cancer survivors. Prostate cancer survivors require detailed, coordinated follow-up, especially those who receive ADT due to the potential increased risks for cardiovascular disease,” stated Ronald Chen, MD, MPH, of the Department of Radiation Oncology at the University of Kansas and the Principal Investigator of the NRG-CC007CD trial. “These patients need to receive survivorship care from their cancer team to monitor for recurrence, and the primary care team to optimize cardiovascular and overall health.”

NRG-CC007CD was designed to compare the routine SCP to an enhanced SCP that increases the ‘dose’ or level of engagement and coordination between the primary care and cancer care team with the patient. The goal of this trial is to determine if this ‘dose’ increase improves survivorship care and mitigates the increased risk of cardiovascular disease for patients receiving ADT for their prostate cancer when compared to the standard SCP.

Results from the trial data will be reported as they become available.

“NRG Oncology and the NRG NCORP are grateful to the research staff at our sites, our patients, and various stakeholders who helped NRG-CC007CD successfully accrue. We look forward to reviewing the data that come from this trial,” added Deborah Bruner, PhD, RN, FAAN, the Senior Vice President for Research at Emory University, the Professor and Robert W. Woodruff Chair in Nursing at Winship Cancer Institute of Emory University, and the Contact Principal Investigator of the NRG Oncology National Community Oncology Research Program (NCORP).

“We are very thankful for the NRG Oncology for conducting this important trial. Clinical trials are the best way to scientifically Improve outcomes in oncology. Improving survivorship care is a critical component of the overall longitudinal care of cancer patients and this trial provide another step in the right direction. I am grateful and proud of my patients and CoxHealth for providing the required tools to participate in this important study,” stated Ibrahim Abdulla, MD, the Medical Director of Oncology Services at CoxHealth Radiation Oncology. Dr. Abdulla is the site Principal Investigator for NRG-CC007CD, at one of the first sites to reach the accrual limit for the maximum number of patients from a single site to the trial.

NRG-CC007CD is sponsored by the National Cancer Institute and led by NRG Oncology with participation of the NCI NCORP. Supported by grant UG1CA189867 (NCORP) from the National Cancer Institute.

About NRG Oncology
NRG Oncology conducts practice-changing, multi-institutional clinical and translational research to Improve the lives of patients with cancer. Founded in 2012, NRG Oncology is a Pennsylvania-based nonprofit corporation that integrates the research of the legacy National Surgical Adjuvant Breast and Bowel Project (NSABP), Radiation Therapy Oncology Group (RTOG), and Gynecologic Oncology Group (GOG) programs. The research network seeks to carry out clinical trials with emphases on gender-specific malignancies, including gynecologic, breast, and prostate cancers, and on localized or locally advanced cancers of all types. NRG Oncology’s extensive research organization comprises multidisciplinary investigators, including medical oncologists, radiation oncologists, surgeons, physicists, pathologists, and statisticians, and encompasses more than 1,300 research sites located world-wide with predominance in the United States and Canada. NRG Oncology is supported primarily through grants from the National Cancer Institute (NCI), part of the National Institutes of Health, and is one of five research groups in the NCI’s National Clinical Trials Network.

Disclaimer: AAAS and EurekAlert! are not responsible for the accuracy of news releases posted to EurekAlert! by contributing institutions or for the use of any information through the EurekAlert system.

Thu, 28 Jul 2022 12:00:00 -0500 en text/html
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