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Rooms with a View / Rue Royale Architectes

first_img Area:  2014 m² Year Completion year of this architecture project Iliade – Structure Génie Civil “COPY” Projects Architects: Rue Royale Architectes Area Area of this architecture project Housing Save this picture!© Studio Erick SailletAn urban response.In order to meet the dual challenge posed by a dense programme covering 2,000 m2 in a rural setting which needs to interact with the original building, the designers decided to divide the project into three structures and to simultaneously reorganize the outside spaces.Save this picture!ElevationSave this picture!ElevationTwo new buildings, facing east to west, act as the backdrop. Converging slightly, they form an angle with the manor house around a levelled off contemplation garden. The boarding house on the second floor dominates the architectural grouping. It accommodates the bedrooms and support services and extends to the west with the staff housing and technical rooms. The common room on the ground floor benefits from the advantages of all four aspects and frames the square formed by the high school. The main entrance, reception area and common room are all located in this part of the programme. At a right angle a second volume outlines a clear, simple outcrop which organizes the vertical accesses, the study rooms, and the service rooms. An old hangar with golden stone pillars has been renovated to form a covered courtyard. Sheltered, but still open, it closes off and confirms the status of the central square around which the rest of the programme is built.Save this picture!© Studio Erick SailletThe overall layout uses a rift effect to treat the interface between the old and new buildings which takes the form of an old pedestrian alleyway which is used to access the service spaces for the project: student parking and staff housing.Save this picture!© Studio Erick SailletThe walkways and staircases are absolutely crucial to the project. They benefit from lots of natural light and differentiated views. The bay windows in the boarding house are north-facing and positioned at different heights which allows for natural smoke control and offers views over the orchards.  Save this picture!© Studio Erick SailletRooms with a view.Splitting the project over three buildings gave the project a certain functionality and improved efficiency. This is notably true for the bedrooms, the mainstay of the boarding house, which are housed in a separate building accommodating one hundred high school students.Save this picture!© Studio Erick SailletEach 30 m2 unit is designed for three people and contains three beds, separate wardrobes, individual aligned desks and a bathroom with a shower and two wash basins.Save this picture!© Studio Erick SailletThis unity aims to create a feeling of domestic harmony which allows each person their own privacy in a pleasant shared space. Every last detail has been thought out to optimize the use of space and enhance the user-friendliness of the communal areas. The essential features have been carefully preserved and the architects have worked hard to include details which create a sense of family living, including components that can be customized by each individual, such as the curtains and bookshelves. These bedrooms are protected, welcoming spaces in which community and individuality coexist.Save this picture!© Studio Erick SailletProject gallerySee allShow lessFC Barcelona Explains the Design and Construction of the New Camp Nou in these VideosArchitecture NewsIntercollegiate School of Biotechnology / Warsztat Architektury Pracownia Autorska …Selected ProjectsProject locationAddress:69230 St-Genis-Laval, FranceLocation to be used only as a reference. It could indicate city/country but not exact address. Share ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/786061/rooms-with-a-view-rue-royale-architectes Clipboard 2015 Rooms with a View / Rue Royale ArchitectesSave this projectSaveRooms with a View / Rue Royale Architectes Year:  CopyAbout this officeRue Royale ArchitectesOfficeFollowProductWood#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousingEducational ArchitectureOther facilitiesDormsSt-Genis-LavalFrancePublished on April 23, 2016Cite: “Rooms with a View / Rue Royale Architectes” 23 Apr 2016. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Browse the CatalogMetal PanelsAurubisCopper Alloy: Nordic BrassGlassMitrexSolar GreenhouseLouvers / ShuttersTechnowoodSunshade SystemsFaucetsDornbrachtKitchen Fittings – EnoWoodSculptformTimber Tongue and Groove CladdingMembranesEffisusFaçade Fire Weatherproofing Solutions in Design District Project LondonHanging LampsLouis PoulsenPendant Lights – KeglenBlinds / Mosquito Nets / CurtainsBANDALUXPleated ShadesEnclosures / Double Skin FacadesFranken-SchotterFacade System –  LINEAWoodBlumer LehmannCNC Production for Wood ProjectsMaterials / Construction SystemsCaneplex DesignPoles – Tonkin BambooFibre Cement / ConcreteTegralFibre Cement Slate Roofing – Thrutone Endurance SmoothMore products »Save想阅读文章的中文版本吗?拥有独特景致的学生公寓 / Rue Royale Architectes是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my stream Photographs:  Studio Erick Saillet Manufacturers Brands with products used in this architecture project “COPY” Génie Acoustique ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/786061/rooms-with-a-view-rue-royale-architectes Clipboardcenter_img CopyHousing, Dorms•St-Genis-Laval, France ArchDaily Rooms with a View / Rue Royale Architectes Landscaping: Autre nature Save this picture!© Studio Erick Saillet+ 24 Share Environmental: France Economics:Iliade – Economie Gestion de projetFluids:Iliade – Génie Climatique et ElectriqueExternal Works:SIAF IngéniérieBuilding Control:Apave Sud EuropeScheduling, Supervision And Coordination:TPF.IHealth And Safety:Alpes ContrôlesEnvironmental Project Management:Cap TerreClient:Région Auvergne Rhône-Alpes, Direction Immobilière des Lycées Unité Territoriale Rhône OuestCity:St-Genis-LavalCountry:FranceMore SpecsLess SpecsSave this picture!© Studio Erick SailletRecommended ProductsWoodSculptformTimber Click-on BattensWoodEGGERLaminatesWoodParklex International S.L.Wood cladding – FacadeEnclosures / Double Skin FacadesIsland Exterior FabricatorsCurtain Wall Facade Systems”Rooms with a view”, evokes not only the film of the same name, but also the magic of a domestic, landscaped setting. It is in this poetic, yet functional, spirit that the architects imagined their project for the LEGTA (Agricultural Technological and General High School) boarding house in Saint-Genis Laval. Save this picture!© Studio Erick SailletThe need to comply with very stringent energy standards (BEPAS) increased the complexity of the project’s starting point which was to provide an appropriate architectural solution for an imposing programme, which would fit into an agricultural landscape and organize the relationship with the existing buildings. Save this picture!PlanA co-educational 96-bed boarding house with communal areas (common room, study rooms and staff housing) in addition to the teaching facilities (250 pupils) composed of several heterogeneous entities, located on the Coin estate, 12 kilometres from Lyon. Save this picture!© Studio Erick SailletThe project has had to fit into a very heterogeneous setting with the different structures built over time to meet the growing needs. On the Coin agricultural estate which covers 75,000 m2, the old farm with its characteristic manor house features was extended in the 1970s with a second set of buildings built in the style of time to house the teaching facilities and dining room. Twenty years later the agro-food research laboratories, resembling industrial premises, were built on the outer boundaries of the plot. Save this picture!PlanIn terms of the landscaping, the hilly topography offers a number of viewpoints looking out across the surrounding countryside, taking in the Monts du Lyonnais, the Pilat, and the Rhône valley. The rural nature of the setting is still pre-dominant, with orchards and remarkable woodland spaces, but the surrounding urban housing estates are gradually getting nearer.Save this picture!© Studio Erick SailletIn this context, the boarding house can be viewed as the last piece of an architectural puzzle. It both brings together the different components and reveals their true nature. It is the final full stop, organizing the space and landscape, guiding the resident and the user.  Se&Me Structures: Photographs Manufacturers: Courtadon, Favrat, Mmj Carrelages, Nsa, Sa Aubonnet et Fils Acoustics: last_img read more

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La Roja / Felipe Assadi Arquitectos

first_img “COPY” Projects ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/894433/la-roja-felipe-assadi-arquitectos Clipboard CopyAbout this officeFelipe Assadi ArquitectosOfficeFollowProductWood#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesSan José de MaipoChilePublished on May 14, 2018Cite: “La Roja / Felipe Assadi Arquitectos” [La Roja / Felipe Assadi Arquitectos] 14 May 2018. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Browse the CatalogAluminium CompositesTechnowoodWood Siding in KSR Villa BodrumRailing / BalustradesMitrexIntegrated Photovoltaic Railing – BIPV RailingMetal PanelsAurubisCopper Surface: Nordic DécorWindowsAir-LuxSliding Window – CorneringWoodBruagRoom Acoustics – Interior Cladding PanelsSinksBradley Corporation USASinks – Frequency® FL-SeriesMetal PanelsTrimoInternal Walls – Trimoterm, Qbiss OneGlassSolarluxWintergarden – SDL Akzent plusSystems / Prefabricated PanelsInvestwoodCement Bonded Particle Board – VirocPaintKEIMMineral Paint in Hunters Point LibraryCabinetsburgbadMid-Height Cabinet – EssentoSignage / Display SystemsGlasbau HahnMuseum Display CasesMore products »Save想阅读文章的中文版本吗?山间红色小屋 La Roja / Felipe Assadi Arquitectos是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my stream Photographs:  Fernando AldaSave this picture!© Fernando AldaRecommended ProductsWindowsRabel Aluminium SystemsMinimal Casement Windows – Rabel 8400 Slim Super Thermal PlusWoodLunawoodThermowood FacadesWindowsC.R. LaurenceCRL-U.S. Aluminum Unit-Glaze SystemWoodSculptformTimber Click-on BattensText description provided by the architects. La Roja is a small house, consisting of 87m2 distributed on two floors. Its shape arises from a solid cube and the subtraction of part of its mass, to generate a double height entrance terrace and the roof slopes. The house is located in a mountain area of a sparsely urbanized context that seems rural. It is a low-density area, with plots around 5,000 m2; therefore the houses are isolated, with no visual contact between them.Save this picture!© Fernando AldaAlthough the house was built on site, its dimensions are designed to allow for prefabrication. Each floor is composed, in this case, of the sum of two 840 x 350 modules. Each of the four modules of the house can be transported on trucks and assembled on site with cranes. Similarly, its symmetry allows for the addition of further programs to the sides, either on the lower or upper floors, joined through the corridor located on the side of the staircase.Save this picture!© Fernando AldaThe intense green of the surroundings suggests a complementary color, to activate the relationship between the landscape and the project through contrast. Hence the choice of pure red for the facades, which, by the way, is quite common in the homes of neighboring towns.Save this picture!© Fernando AldaSave this picture!Section ASave this picture!© Fernando AldaProject gallerySee allShow lessIABsp Launches OPEN CALL for Curation for XII International Architecture Biennale of…Architecture NewsLast Day for Nominations in ArchDaily’s 2018 Refurbishment in Architecture AwardsArchitecture News Share Area:  87 m² Photographs ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/894433/la-roja-felipe-assadi-arquitectos Clipboard Houses “COPY”center_img CopyHouses•San José de Maipo, Chile Save this picture!© Fernando Alda+ 23Curated by Danae Santibañez Share La Roja / Felipe Assadi ArquitectosSave this projectSaveLa Roja / Felipe Assadi Arquitectos Architects: Felipe Assadi Arquitectos Area Area of this architecture project Chile ArchDaily La Roja / Felipe Assadi Arquitectoslast_img read more

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Bloembollenhof Housing Complex / Studio Woodroffe Papa

first_img 2003 Projects ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/954059/bloembollenhof-housing-complex-studio-woodroffe-papa Clipboard “COPY” Architects: Studio Woodroffe Papa Area Area of this architecture project “COPY” Bloembollenhof Housing Complex / Studio Woodroffe Papa CopyHouses•Vijfhuizen, The Netherlands Houses The Netherlands Year:  ArchDaily Photographs Bloembollenhof Housing Complex / Studio Woodroffe PapaSave this projectSaveBloembollenhof Housing Complex / Studio Woodroffe PapaSave this picture!© Jan Bitter+ 20Curated by Paula Pintos Share Photographs:  Jan Bitter Manufacturers Brands with products used in this architecture project Manufacturers: AutoDesk, Cumaru, VeluxClients:Municipality of Haarlemmermeer, Dura Bouw AmsterdamCity:VijfhuizenCountry:The NetherlandsMore SpecsLess SpecsSave this picture!© Jan BitterRecommended ProductsMetallicsTECU®Copper Surface – Classic CoatedBlinds / Mosquito Nets / CurtainsBANDALUXConcealed Blind System – One-BoxMetallicsTECU®Copper Surface – Classic CoatedWoodParklex International S.L.Wood cladding – FacadeText description provided by the architects. After winning the initial design competition, we were commissioned by the municipality of Haarlemmemeer to design 56 houses adjacent to the village of Vijfhuizen. This project formed the first phase of a large Vinex urban plan for 700 new dwellings that was constructed as an extension to the village over a period of 5 years.Save this picture!ConceptThe density of housing, the smallness of the plots and the intense mixture of different cost categories meant that traditional row housing proved insufficient to meet the design challenge. Our design offers an alternative approach. A simple series of houses are systematically organised in a way that could resolve issues of density, access and the need for privacy, while at the same time reflecting the character of Vijfhuizen.Save this picture!© Jan BitterSave this picture!Plan – SiteSave this picture!© Jan BitterBy arranging the housing plots in a ‘regular irregularity’ the desired atmosphere for a cosy, village-like density with a remarkable contemporary openness is created, the spaces between the houses become varied, and the desire for both privacy and openness is resolved using long diagonal views from inside to outside. Before purchasing their homes, residents could pick a house design ranging from two-bed terraced homes through to three-bed villas.Save this picture!Section – SiteAnd they could choose from a variety of ‘optional extras’ (e.g. kitchen extensions, roof lights, dormer windows), with the result that many individual house types have been created from a small number of starting points. The houses are conceived as simple generic forms, but they have hidden depths and complexities. Roof terraces and patios are cut into the houses to compensate for the small gardens.Save this picture!© Jan BitterSave this picture!© Jan BitterLiving rooms are raised to first-floor level to benefit from borrowed, diagonal views. Cars are incorporated in the houses to reduce on-street parking. The buildings are clad in a combination of cumaru hardwood and ribbed steel plating inequal proportion. The palette of natural materials appears sober and neutral and over time the materials will blend with each other to create a ‘new oneness’.Save this picture!© Jan BitterProject gallerySee allShow lessXIAN Guoba Factory Renovation / NEWSSelected ProjectsUp Mountain and Buitenplein Amstelveen / RijnbouttSelected Projects Share ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/954059/bloembollenhof-housing-complex-studio-woodroffe-papa Clipboard Area:  4600 m² Year Completion year of this architecture project CopyAbout this officeStudio Woodroffe PapaOfficeFollow#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesOn FacebookVijfhuizenThe NetherlandsPublished on January 01, 2021Cite: “Bloembollenhof Housing Complex / Studio Woodroffe Papa” 31 Dec 2020. ArchDaily. Accessed 10 Jun 2021. ISSN 0719-8884Browse the CatalogSinkshansgroheBathroom Mixers – LogisVinyl Walls3MExterior Vinyl Finish – DI-NOC™ StonePartitionsSkyfoldWhere to Increase Flexibility in SchoolsTiles / Mosaic / GresiteCupa PizarrasVentilated Facade – CUPACLAD UprightGlassLAMILUXGlass Roof PR60ConcreteKrytonCrystalline Waterproofing – KIMSkylightsVELUX CommercialAtrium Longlight Skylights in ExperimentariumMetal PanelsLorin IndustriesAnodized Aluminum – Copper FinishesStonesFranken-SchotterWall Covering & CladdingWindowsRabel Aluminium SystemsMinimal Casement Windows – Rabel 8400 Slim Super Thermal PlusSwingsStudio StirlingHanging Chair – BasketWallcovering / CladdingArrigoni WoodsWood Cladding – AcousticMore products »Save世界上最受欢迎的建筑网站现已推出你的母语版本!想浏览ArchDaily中国吗?是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my streamlast_img read more

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Bespoke Third Sector Recruitment launches

first_img AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Tagged with: Recruitment / people Advertisement Howard Lake | 24 September 2012 | News Bespoke Third Sector Recruitment is now open for business. The consultancy covers permanent, contract and temporary positions at every level within the charity, social enterprise and other ethical business sectors.Bespoke Third Sector’s consultants have 15 years of charity recruitment experience between them.  Managing Director Bianca Fernau said: “We wanted to create a recruitment agency that steers clear of the red tape, rules and regulations that usually hold up the recruitment process. For us, it is all about the people, building genuine and honest relationships with candidates and clients, offer bespoke services and acting as a true consultant.”center_img  44 total views,  1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Bespoke Third Sector Recruitment launches About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving.last_img read more

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Two charities lose out due to forged will

first_img About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving. Howard Lake | 23 October 2014 | News Two charities in Northern Ireland are considerably out of pocket because of a forged will, it was revealed in court yesterday.Two local charities, the Southern Area Hospice and the Ulster Cancer Foundation, now called Cancer Focus, were to be amongst the main beneficiaries of the £1 million will of an elderly women, Kitty Haughey, who died in 2004.However, in court yesterday local farmer Francis Tiernan admitted forging the will in his favour just two weeks before Ms Haughey’s death. Until then, the charities and Ms Haughey’s friend Alice Quinn had been the main beneficiaries of the will. It was Ms Quinn’s suspicions that led to the court case.After originally denying the charge of forging the will, Tiernan has now admitted doing so. A GP and a surveyor had already pleaded guilty to drafting and witnessing the fake document. Both were given suspended sentences earlier this month.According to the BBC, the hospice and the Ulster Cancer Foundation have lost out because “the estate has suffered loss and damage” while in Tiernan’s control and the money has mostly been spent.Mr Tiernan will be sentenced tomorrow. Two charities lose out due to forged will Tagged with: Law / policy legacies Northern Ireland AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis  31 total views,  1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThislast_img read more

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DEMANDING AN END TO THE CRIMES AND ABUSES TOWARDS JOURNALISTS AND MEDIA WORKERS IN SYRIA

first_img Organisation SyriaMiddle East – North Africa News News March 12, 2021 Find out more SyriaMiddle East – North Africa to go further March 8, 2021 Find out more February 3, 2021 Find out more Multimedia SMART Ana New Media Palestinian Camp news network Help by sharing this information Magazines Toll of ten years of civil war on journalists in Syriacenter_img Receive email alerts News Damascus TV presenter arrested under cyber-crime law News RSF_en Follow the news on Syria Wave of Kurdish arrests of Syrian journalists Syrian media joining the campaignRadio Stations Radio Ana Radio al-Kul : http://radioalkul.com/ Radio Souriali Radio Baladna Radio Rooh Radio Souria Al-Hurra Radio Sout Raya Radio Yasmin Al-Sham Radio Alwan “Free press for Syria website”To follow on FacebookSign the petitionIn its last report, Reporters Without Borders considers Syria as “the world’s most dangerous country for journalists. ” Priority targets of the regime and its security forces since 2011, Syrian journalists are now facing an increasing deadly threat since 2013: the Jihadists militias.Despite intimidation and threats, Syrian media are uniting for the first time and standing up together to demand an end to the crimes and abuses committed against all journalists.The following, is a statement jointly signed by Syrian media, Syrian NGOs, leading international NGOs and high profile personalities. STATEMENT DEMANDING AN END TO THE CRIMES AND ABUSES TOWARDS JOURNALISTS AND MEDIA WORKERS IN SYRIA On October 1st, forces from the armed group the “Islamic State of Iraq and Syria” (ISIS) raided Radio Ana offices in Raqqah. On October 15th, they raided the office a second time, taking possession of all radio and communications equipment.This example of abuses against the press shall not remain unnoticed, nor should it be considered as an isolated case. The “Islamic State of Iraq and Syria” (ISIS) is targeting the newborn independent Syrian press in a deliberate strategy to crush press freedom and to impose a renewed and constant censorship upon the Syrian people.We, the undersigned,Refuse any form of intimidation against journalists, citizen journalists, media activists or media organizations, by any group, in any context, and under any pretext. Press freedom and freedom of expression are inalienable and universal human rights. Any abuse against these universal rights must be condemned and opposed. We call on the whole Syrian civil society, its political institutions and its media groups, to take relevant action to expose these practices, to oppose them, and to protect the media from these dangers. We demand the immediate release of all detained journalists and citizen journalists held by the regime, ISIS or any other group. Additionally, we call on international media and those organizations in support of press freedom to join this initiative and to take relevant action for the safety of journalists and freedom of speech in Syria.Syrian and international NGOs participating Advox / Global Voices branch for Advocacy, Alliance euro-arabe pour la liberté d’expression, AMARC Europe, Amnesty International – Italia, Arabic Network for Human Rights Information (ANHRI), Arab Commission for Human Rights, Arab Committee for the defense of freedom of opinion and expression, Arab Organization for Penal Reform in Syria, ARCI, Articolo 21, Association de l’amitié euro-Arabe, Association de Soutien aux Médias Libres (ASML), Associazione per la Pace, Assyrian Center for Human Rights in Syria, Bureau International des ONGs humanitaire, Canadian Journalists for Free Expression (CJFE), CGIL, CIPSI, CNCA, Committee to Protect Journalists (CPJ), Corpi Civili di Pace, Damascus Center for Human Rights Studies, Damascus Center for Theoretical Studies and Civil Rights, Doha Center For Media Freedom, Dur De Platformu, Emergency Assistance, FIOM, FOCSIV, Freedom Days, Freedom House, Free Press Unlimited, Front Line Defenders, Global Human Rights Program, Hivos, Horan rencontre pour la citoyenneté, Human Rights Defenders in the Arab World, Human Rights Organization in Syria (MAF), International Coalition Against War Criminals, International Federation for Human Rights, International Press Institute (IPI), Kurdish brotherhood Coordination, Marco Ramazzotti Stockel, Media Rights Watch (MRW), Movimento europeo in Italia, Nama Association, National Organization for Human Rights, L’Observatoire français des droits de l’Homme, REMDH, Reporters Without Borders (RSF), Rory Peck Trust, Sham Center for Democratic and Human Rights Studies, SKeyes Center for Media and Cultural Freedom – Samir Kassir Foundation, Syrian Association for the Defense of Human Rights, Syrian Center for Media and Freedom of Expression (SCM), Syrian charter, Syrian-European Center for Human Rights, Syrian Journalists Association (SJA), Syrian Medical Committee, Syrian Nonviolence Movement, The Hague center to prosecute criminals against humanity in Syria, Union of Assyrian coordination committees, Un Ponte Per, US Citizens for peace and justice – Italy, The Young Civilians (Genç Siviller) December 2, 2013 – Updated on January 20, 2016 DEMANDING AN END TO THE CRIMES AND ABUSES TOWARDS JOURNALISTS AND MEDIA WORKERS IN SYRIA Sada al-Sham Enab Baladi Souriatna Daouda Oxygen Zaitun Tamadun Fanous last_img read more

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Anthem Sports & Entertainment Consolidates Broadcast Channels onto a Single Platform with Qumulo

first_imgLocal NewsBusiness WhatsApp By Digital AIM Web Support – February 16, 2021 Facebook Pinterest Pinterest SEATTLE–(BUSINESS WIRE)–Feb 16, 2021– Qumulo, the breakthrough leader in radically simplifying enterprise file data management across hybrid-cloud environments, today announced that Anthem Sports & Entertainment has teamed with Qumulo to significantly accelerate performance and boost uptime. “Qumulo’s value to the entire business is immense. It removed heavy burdens that were holding us back,” said Ryan Barnes, Supervisor of Technical Implementations & Maintenance at Anthem. “With Qumulo, we can expand upon our capabilities, meet and exceed viewer expectations, and rapidly grow as a company.” Anthem is a television production and multimedia company that produces and broadcasts entertainment, sports, gaming, and theatrically released films and documentaries. Its intensive production environment and applications needed fast access to massive amounts of digital data and enhanced data management capabilities. Anthem Boosts Productivity in Demanding M&E Environment Anthem radically simplified its data management, gained real-time operational analytics and massive scalability, and consolidated 10 channels of broadcast content into a single, easy-to-manage solution – all supported by the Qumulo ® File Data Platform. With Qumulo, Anthem was able to eliminate network slowdowns, improve the speed of workflows and overall employee productivity and satisfaction. By leveraging Qumulo’s ultra-fast platform, Anthem also enriched its video-on-demand (VOD) customer experience with flawless entertainment playback. The Qumulo platform manages 225+ terabytes of Anthem’s large and growing data stores. Anthem’s IT team now oversees an intelligent centralized platform instead of managing multiple workgroups, application servers and storage. As Anthem’s data requirements increase, IT merely adds new nodes to scale capacity and performance automatically. The platform’s stability and performance have enabled Anthem to boost productivity and eliminate time previously spent troubleshooting storage and file issues. “Qumulo’s performance is simply phenomenal, and it virtually manages itself,” added Barnes. Before Qumulo, Anthem’s small IT team spent more than 500 hours a year on managing separate file storage. Qumulo’s powerful file data platform restored that time, allowing IT to work on high-priority projects to enhance Anthem’s business operations. Recent projects include a work-from-home solution that enables artists to access high-performance video workflows and a new IP-based playout system to distribute media content in the Middle East and Africa. Before deploying Qumulo’s real-time analytics, IT manually had to identify and troubleshoot network hotspots impacting users. With Qumulo’s real-time operational analytics, the IT team can immediately identify hotspots, and the company’s traffic managers can easily monitor contractual obligations for broadcast partners. Tweet This: Anthem Sports & Entertainment boosts productivity with 500+ labor hours saved and consolidates 10 channels of broadcast content onto a single platform with @Qumulo https://bit.ly/3tQOdqV Resources Anthem Sports & Entertainment Case Study Qumulo File Data Platform What’s New in the Qumulo File Data Platform Qumulo File Data Platform Software Architecture White Paper About Qumulo, Inc. Qumulo is the breakthrough leader in simplifying data management in its native file form at a massive scale across hybrid-cloud environments. Its high-performance file data platform is designed to store, manage and create workflows and applications with data in its native file form at massive scale on prem and in the public cloud. Qumulo is trusted by Fortune 500 companies, major film and animation studios, and some of the largest research facilities in the world to easily manage the full data lifecycle from ingestion, transformation, publishing and archiving with cost-effective capacity, dynamic scalability, automatic encryption, real-time visibility and an advanced API that enables customers to easily integrate Qumulo into their ecosystem and workflows. www.qumulo.com. Qumulo and the Qumulo logo are registered trademarks or trademarks of Qumulo, Inc. All other marks and names herein may be trademarks of other companies. Copyright © 2021. All Rights Reserved. View source version on businesswire.com:https://www.businesswire.com/news/home/20210216005115/en/ CONTACT: Qumulo Contact Stacey Collins Burbach [email protected] 415-310-9767 KEYWORD: UNITED STATES NORTH AMERICA WASHINGTON INDUSTRY KEYWORD: NETWORKS INTERNET TV AND RADIO DATA MANAGEMENT ONLINE TECHNOLOGY SECURITY ENTERTAINMENT SOURCE: Qumulo, Inc. Copyright Business Wire 2021. PUB: 02/16/2021 11:00 AM/DISC: 02/16/2021 11:01 AM http://www.businesswire.com/news/home/20210216005115/en TAGS  center_img Facebook Twitter Anthem Sports & Entertainment Consolidates Broadcast Channels onto a Single Platform with Qumulo WhatsApp Twitter Previous articleWinning numbers drawn in ‘Two Step’ gameNext articleBringCom Completes Pan-African Fiber Ring Network Digital AIM Web Supportlast_img read more

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The Cheesecake Factory Reports Results for Fourth Quarter of Fiscal 2020 and Provides Business…

first_img 1 The Cheesecake Factory Reports Results for Fourth Quarter of Fiscal 2020 and Provides Business Update (0.3 (1.19 23.1 1.2 458,332 ) (38,811 WhatsApp Diluted weighted average shares outstanding 3 Consolidated Statements of IncomeDecember 29, 2020 (1)December 31, 2019 (1)December 29, 2020 (1)December 31, 2019 (1) 0.05 $ 1 Percent ofRevenues $ 1.10 Amount 16,657 ) 27 – (277,107 )% $ Direct and incremental Series A preferred stock issuance costs )% Impairment of assets and lease termination expenses Acquisition-related contingent consideration, compensation and amortization expenses 1,983,225 206 WhatsApp 45,540 – Number of company-owned restaurants: Other 8,141 43,869 13,149 22.9 Other – 22.8 51 ) Twitter – 0.02 $ (238,580 1 22 694,030 10,257 2,080 0.0 ) 52,672 25 COVID-19 related costs 0.12 14,331 $ 841 (77,026 Revenues: % 179,889 – % (1.49 Direct and incremental Series A preferred stock issuance costs 3 631,613 5,384 )% (2) The Other segment includes the Flower Child, Grand Lux Cafe, RockSugar Southeast Asian Kitchen and Social Monk Asian Kitchen concepts, as well as the Company’s third-party bakery, international and consumer packaged goods businesses, unallocated corporate expenses and gift card costs. 39 330 % Other Fox Restaurant Concepts (FRC) operating information: (1) 6.8 % 157,644 7.9 $ 100.0 % % % (0.10 Restaurant operating weeks % 36.2 3.4 2.86 4 Selected Consolidated Balance Sheet InformationDecember 29, 2020December 31, 2019 1,608 39,335 Acquisition-related contingent consideration, compensation and amortization expenses (4) (18.0 % ) % ) ) (38,811 250,836 Adjusted net (loss)/income (non-GAAP) 18,247 $ The Cheesecake Factory Incorporated – $ 95.8 102,585 (8,599 22,612 (2,480 22.6 % % Gain on investment in unconsolidated affiliates )% Basic weighted average shares outstanding 0.2 (0.5 % $ (0.1 % 14,603 14,602 (3,872 Assumed impact of potential conversion of Series A preferred stock into common stock (8) 88,133 (0.2 39.3 2,180,882 % 0.5 $ 0.1 $ (277,107 7.0 43,928 4,093 103,598 0.5 23,770 Restaurant operating weeks (18 $ 0.1 Facebook (6.7 Cash and cash equivalents 687,643 99.1 899,667 % Restaurant operating weeks $ Amount Other FRC 2.61 1,139 31.1 ) 6,387 0.0 206 Restaurants opened during period $ (347,437 $ (17.5 $ Reconciliation of Non-GAAP Financial Measures – % (12.8 2 0.0 Total 3,818 Amount Comparable restaurant sales (6.32 1,297 % $ 616,069 $ 5,309 0.5 ) (0.3 )% Preopening costs Net (loss)/income available to common stockholders ) 91,415 357 – 2,379,094 0.0 (2,497 Cost of sales 7.6 Facebook (0.85 Loss on investment in unconsolidated affiliates Pinterest $ 23 10,456 $ ) 9,967 The Cheesecake Factory Incorporated (17,174 – Dividends on Series A preferred stock (0.5 % 1.11 % 48,709 36.3 0.01 4,953 ) 0.46 Net (loss)/income available to common stockholders (GAAP) North Italia (347,437 2 2,348 0.27 % % Dividends on Series A preferred stock (5) Represents the Company’s share of pre-acquisition losses incurred by North Italia and Flower Child. $ 0.80 48,709 7.0 219,333 5,309 ) 3,608 )% (161,693 154,085 – 206 (0.85 Depreciation and amortization expenses – % (2) During the thirteen weeks ended December 29, 2020, the Company recorded impairment of assets and lease termination expenses of $0.5 million for The Cheesecake Factory restaurants, $0.3 million for North Italia, $0.1 million for Other FRC and $13.7 million for the Other segment. During the fifty-two weeks ended December 29, 2020, the Company recorded impairment of assets and lease termination expenses of $3.3 million for The Cheesecake Factory restaurants, $71.8 million for North Italia, $73.0 million for Other FRC and $71.2 million for Other. 58,416 % Other operating costs and expenses – ) 2,080 859 0.0 % $ % 127,195 683 – 13,041 (53,144 Total $ 39.3 % 25 17,631 280 – 7,870 )% ) % Tax effect of adjustments $ % 6,298 2,482,692 % 43,869 – % $ 317 56,579 Tax effect of adjustments (7) $ Basic net (loss)/income per common share The Cheesecake Factory ) Other 39,335 % 0.0 (6.32 23 $ 1,088 1,983,225 70,971 % (4,953 167,329 Diluted net (loss)/income per common share 1,037 (0.85 ) $ 1.10 )% ) 5.2 – 2.86 % The Cheesecake Factory restaurants 280 5.7 (1,580 (1) Results include the acquisition of North Italia and the remaining business of Fox Restaurant Concepts LLC (“FRC”) on October 2, 2019. 13,149 % % 40,177 ) – (13,485 544,629 Total (6.32 Reconciliation of Non-GAAP Results to GAAP Results In addition to the results provided in accordance with accounting principles generally accepted in the United States of America (“GAAP”) in this press release, the Company is providing non-GAAP measurements which present net (loss)/income and net (loss)/income per share excluding the impact of certain items. The non-GAAP measurements are intended to supplement the presentation of the Company’s financial results in accordance with GAAP. These non-GAAP measures are calculated by eliminating from net (loss)/income and diluted net (loss)/income per share the impact of items the Company does not consider indicative of its ongoing operations. To reflect the potential impact of the conversion of the Company’s convertible preferred stock into common stock, the Company excludes the preferred dividend and direct and incremental preferred stock issuance costs, and assumes all convertible preferred shares convert to common stock. The Company uses these non-GAAP financial measures for financial and operational decision-making and as a means to evaluate period-to-period comparisons. 39 $ 48,709 35,268 0.5 – 829 ) 525 (52,672 % 6.5 ) 2,655 198,776 )% 258,374 $ ) ) (unaudited; in thousands, except per share and statistical data) $ (1.5 120 (5.2 (Loss)/income from operations (2): 778,586 $ 5,270 (28.2 0.9 (0.7 Selected Segment InformationDecember 29, 2020 (1)December 31, 2019 (1)December 29, 2020 (1)December 31, 2019 (1)center_img 2,699 0.8 27 206 ) $ (77,371 (Loss)/income from operations % – 0.27 Long-term debt – – Condensed Consolidated Financial Statements (Loss)/income before income taxes Percent ofRevenues ) Acquisition-related contingent consideration, compensation and amortization expenses ) Restaurants opened during period % The Cheesecake Factory restaurants % Restaurants open at period-end 120 54,571 (4) Represents changes in the fair value of the deferred consideration and contingent consideration and compensation liabilities related to the North and FRC acquisition, as well as amortization of acquired definite-lived licensing agreements. $ (55,101 (6) Represents gain related to the acquisition of the remaining equity interest in North Italia and Flower Child. $ 43,694 $ 13,439 – 5 CALABASAS HILLS, Calif.–(BUSINESS WIRE)–Feb 17, 2021– The Cheesecake Factory Incorporated (NASDAQ: CAKE) today reported financial results for the fourth quarter of fiscal 2020, which ended on December 29, 2020. Total revenues were $554.6 million in the fourth quarter of fiscal 2020 compared to $694.0 million in the fourth quarter of fiscal 2019. Net loss available to common stockholders and diluted net loss per common share were $37.3 million and $0.85, respectively, in the fourth quarter of fiscal 2020, reflecting the impact of COVID-19. The results in this press release include the acquisition of North Italia and the remaining business of Fox Restaurant Concepts LLC (“FRC”) on October 2, 2019. During the fourth quarter of fiscal 2020, the Company recorded pre-tax impairment of assets and lease termination expense of $14.6 million, primarily comprised of non-cash impairment charges for two Grand Lux Cafe locations where the leases are expected to terminate in the next year. The Company also recorded COVID-19 related charges of $5.4 million, for costs such as sick pay, healthcare and meal benefits for furloughed staff members, additional sanitation and personal protective equipment. Excluding the after-tax impact of these and certain other items, and reflecting the potential impact of the conversion of the Company’s convertible preferred stock into common stock, adjusted net loss and adjusted net loss per share for the fourth quarter of fiscal 2020 were $17.2 million and $0.32, respectively. Please see the Company’s reconciliation of non-GAAP financial measures at the end of this press release. Comparable restaurant sales at The Cheesecake Factory restaurants decreased 19.5% in the fourth quarter of fiscal 2020, reflecting the impact of COVID-19. Fiscal 2021 first quarter-to-date through February 16, 2021, comparable sales for The Cheesecake Factory restaurants with reopened indoor dining rooms are down approximately 9%, supported by approximately 40% off-premise sales mix and reflecting the impact of lapping full capacity holidays last year, including this past Valentine’s Day and Presidents’ Day weekend, as well as restaurant closures associated with the winter storms this week. In aggregate, across restaurant operating models, fiscal 2021 first quarter to-date through February 16, 2021 comparable sales at The Cheesecake Factory restaurants are down approximately 18%. As of today, approximately 80% of the Company’s restaurants across its concepts, including 166 Cheesecake Factory locations, are operating with reopened indoor dining rooms with limited capacity in accordance with local mandates and social distancing protocols. On average, Cheesecake Factory restaurants with reopened dining rooms are operating at 50% capacity. Approximately 17% of the Company’s restaurants across its concepts, including 39 Cheesecake Factory locations, are operating with reopened patios, one Cheesecake Factory location is operating an off-premise only model and three locations across the Company’s concepts are currently closed. “We had a good start to the fourth quarter with comparable sales at The Cheesecake Factory restaurants down just high single digits in October despite mandated capacity restrictions,” said David Overton, Chairman and Chief Executive Officer. “Through the balance of the fourth quarter, the sales trend softened given the impact of additional dining room closures and capacity restrictions in response to rising COVID-19 cases in a number of our markets. However, our strong position in the off-premise channel helped support the business during this period, with sales at The Cheesecake Factory restaurants that were operating an off-premise only model far exceeding prior peak off-premise sales volumes seen earlier in the COVID-19 pandemic, while restaurants with reopened dining rooms continued to sustain strong performance in the off-premise channel as well.” Overton continued, “I’m proud of how our teams across our concepts continue to manage through the latest round of operating restrictions, enabling delicious, memorable experiences for our guests and solid performance in spite of the challenges they face. Looking ahead, given our sales results so far in the first quarter, we believe that our concepts are well-positioned for a recovery as dining restrictions ease, and we are excited about the long-term growth opportunities that lie ahead as well.” Development During the fourth quarter of fiscal 2020, The Cheesecake Factory opened in Clearwater, Florida, and Culinary Dropout and Blanco opened additional locations in Arizona. One restaurant opened internationally in Mexico under a licensing agreement during the fourth quarter of fiscal 2020. Balance Sheet & Cash Flow During the fourth quarter, the Company generated $35.6 million in cash flow from operating activities. As of December 29, 2020, the Company had total available liquidity of approximately $250 million, including a cash balance of approximately $154.1 million and availability on its revolving credit facility of $96.6 million. Total debt outstanding was $280.0 million. A $5.0 million dividend for the fourth quarter of fiscal 2020 was paid in-kind to holders of the Company’s convertible preferred stock. Conference Call and Webcast The Company will hold a conference call to review its results for the fourth quarter of fiscal 2020 today at 2:00 p.m. Pacific Time. The conference call will be webcast live on the Company’s website at investors.thecheesecakefactory.com and a replay of the webcast will be available through March 19, 2021. About The Cheesecake Factory Incorporated The Cheesecake Factory Incorporated is a leader in experiential dining. We are culinary forward and relentlessly focused on hospitality. Delicious, memorable experiences created by passionate people – this defines who we are and where we are going. We currently own and operate 294 restaurants throughout the United States and Canada under brands including The Cheesecake Factory ®, North Italia ® and a collection within the Fox Restaurant Concepts subsidiary. Internationally, 27 The Cheesecake Factory ® restaurants operate under licensing agreements. Our bakery division operates two facilities that produce quality cheesecakes and other baked products for our restaurants, international licensees and third-party bakery customers. In 2020, we were named to the FORTUNE Magazine “100 Best Companies to Work For ® ” list for the seventh consecutive year. To learn more, visit www.thecheesecakefactory.com, www.northitalia.com and www.foxrc.com. From FORTUNE. ©2020 Fortune Media IP Limited. FORTUNE 100 Best Companies to Work For is a trademark of Fortune Media IP Limited and is used under license. FORTUNE and Fortune Media IP Limited are not affiliated with, and do not endorse products or services of, Licensee. Safe Harbor Statement This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, as codified in Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These statements include, without limitation, statements regarding first quarter to-date comparable restaurant sales, continued strength in off-premise sales, the Company’s ability to continue to manage through the latest round of operating restrictions, the Company’s expectation that its concepts are well-positioned as dining restrictions ease and the Company’s long-term growth opportunities. Such forward-looking statements include all other statements that are not historical facts, as well as statements that are preceded by, followed by or that include words or phrases such as “believe,” “plan,” “will likely result,” “expect,” “intend,” “will continue,” “is anticipated,” “estimate,” “project,” “may,” “could,” “would,” “should” and similar expressions. These statements are based on current expectations and involve risks and uncertainties which may cause results to differ materially from those set forth in such statements. Investors are cautioned that forward-looking statements are not guarantees of future performance and that undue reliance should not be placed on such statements. These forward-looking statements may be affected by various factors including: the rapidly evolving nature of the COVID-19 outbreak and related containment measures, including the potential for a complete shutdown of the Company’s restaurants, international licensee restaurants and the Company’s bakery operations; demonstrations, political unrest, potential damage to or closure of the Company’s restaurants and potential reputational damage to the Company or any of its brands; economic, public health and political conditions that impact consumer confidence and spending, including the impact of COVID-19 and other health epidemics or pandemics on the global economy; acceptance and success of The Cheesecake Factory in international markets; acceptance and success of North Italia and the Fox Restaurant Concepts restaurants; the risks of doing business abroad through Company-owned restaurants and/or licensees; foreign exchange rates, tariffs and cross border taxation; changes in unemployment rates; changes in laws impacting the Company’s business, including laws and regulations related to COVID-19 impacting restaurant operations and customer access to off- and on-premise dining; increases in minimum wages and benefit costs; the economic health of the Company’s landlords and other tenants in retail centers in which its restaurants are located, and the Company’s ability to successfully manage its lease arrangements with landlords; unanticipated costs that may arise due to a return to normal course of business including potential negative impacts from furlough actions; the economic health of suppliers, licensees, vendors and other third parties providing goods or services to the Company; compliance with debt covenants; adverse weather conditions in regions in which the Company’s restaurants are located; factors that are under the control of government agencies, landlords and other third parties; the risk, costs and uncertainties associated with opening new restaurants; and other risks and uncertainties detailed from time to time in the Company’s filings with the Securities and Exchange Commission (“SEC”). Forward-looking statements speak only as of the dates on which they are made and the Company undertakes no obligation to publicly update or revise any forward-looking statements or to make any other forward-looking statements, whether as a result of new information, future events or otherwise, unless required to do so by law. Investors are referred to the full discussion of risks and uncertainties associated with forward-looking statements and the discussion of risk factors contained in the Company’s latest Annual Report on Form 10-K, Quarterly Reports on Form 10-Q and Current Reports on Form 8-K as filed with the SEC, which are available at www.sec.gov. Loss on investment in unconsolidated affiliates (0.08 Acquisition-related costs )% 4,206 Labor expenses (356,036 30,324 0.09 1,297 47,273 % 127,293 797 (40,391 18,247 49 2.90 Number of international-licensed restaurants: % ) 0.0 100.0 13,485 Other FRC $ $ ) 39,233 5.2 4.1 479 ) $ 91,415 15,296 218,126 Total Costs and expenses: % Total costs and expenses 6,298 Other 1,324 0.18 5,270 1 593,363 ) 4,090 44,545 Previous articleCockburn, Dosunmu lead No. 5 Illini past Northwestern 73-66Next articlePandemic politicking: Israel’s election sprint echoes US’s Digital AIM Web Support Restaurants open at period-end $ View source version on businesswire.com:https://www.businesswire.com/news/home/20210217005902/en/ CONTACT: Stacy Feit (818) 871-3000 [email protected] KEYWORD: CALIFORNIA UNITED STATES NORTH AMERICA INDUSTRY KEYWORD: RETAIL RESTAURANT/BAR FOOD/BEVERAGE SOURCE: The Cheesecake Factory Incorporated Copyright Business Wire 2021. PUB: 02/17/2021 04:15 PM/DISC: 02/17/2021 04:15 PM http://www.businesswire.com/news/home/20210217005902/en (0.32 Net (loss)/income (1) Represents incremental costs associated with COVID-19 such as additional sanitation, personal protective equipment, and healthcare benefits and other expenses associated with furloughed staff members. For the thirteen weeks ended December 29, 2020, the Company recorded $5.4 million for these costs with approximately $2.0 million reflected in labor expenses, $3.6 million in other operating expenses and ($0.2) million in General & Administrative expenses. For the fifty-two weeks ended December 29, 2020, the Company recorded $23.0 million for these costs with approximately $2.2 million in cost of sales, $11.9 million reflected in labor expenses, $8.8 million in other operating expenses and $0.1 million in General & Administrative expenses. $ – Restaurants opened during period $ )% Preopening costs: 88,133 (1) The Company completed the acquisition of North Italia and the remaining business of FRC on October 2, 2019. The Company’s consolidated financial statements include the results of the acquired businesses as of the date of acquisition. $ ) $ % )% $ – ) )% 7.3 % )% ) (3) Represents costs incurred to effect and integrate the North and FRC acquisition. 0.41 % 22 206 (37,270 43,928 – $ 2,666 – – Income tax (benefit)/provision (7.3 3 107.0 )% $ % 16,203 0.10 $ $ (1) The Other FRC segment includes all FRC brands except Flower Child. 28,792 1,033 )% 22,963 (8) Represents the impact of assuming the conversion of Series A preferred stock into common stock (9,378,275 shares and 6,390,210 shares for the thirteen weeks and fifty-two weeks ended December 29, 2020, respectively), resulting in an assumption of 53,306,694 and 50,258,815 weighted-average common shares outstanding, respectively, for the thirteen weeks and fifty-two weeks ended December 29, 2020. ) 39 2,846 23,770 % (5.8 13 Weeks Ended13 Weeks Ended52 Weeks Ended52 Weeks Ended 1,146 The Cheesecake Factory restaurants Restaurants opened during period 158,217 4,026 0.0 0.9 North Italia operating information: (9) Adjusted net (loss)/income per share may not add due to rounding. 10,642 – (2) During the thirteen weeks ended December 29, 2020, the Company recorded impairment of assets and lease termination expenses of $0.5 million for The Cheesecake Factory restaurants, $0.3 million for North Italia, $0.1 million for Other FRC and $13.7 million for the Other segment. During the fifty-two weeks ended December 29, 2020, the Company recorded impairment of assets and lease termination expenses of $3.3 million for The Cheesecake Factory restaurants, $71.8 million for North Italia, $73.0 million for Other FRC and $71.2 million for Other. Other Depreciation and amortization: $ 325 Other FRC (74,934 Total – – ) ) Percent ofRevenues TAGS  (10,257 39 44,249 8.2 % 140,334 Pinterest )% 1,180 2,330,662 1,721 227,207 North Italia ) $ 27 30.2 % (19.5 – $ 116,428 ) (102,671 – % 4 (28 $ 1,608 % Other FRC 325 0.0 % $ (32,317 1,037 96,856 Other FRC 2,578 (7) Based on the federal statutory rate and an estimated blended state tax rate, the tax effect on all adjustments assumes a 26% tax rate for fiscal 2020 and 2019. 2,699 (1.25 74,798 (52,672 10,456 Revenues $ ) 127,293 Interest and other (expense)/income, net North Italia – % ) ) 2 561,783 (1.18 49 1.6 $ 26.0 )% The Cheesecake Factory restaurants Impairment of assets and lease termination expenses (2) 0.09 56,951 219,333 Acquisition-related costs Acquisition-related costs (3) North Italia 0.15 3.5 1,049 2,482,692 18,247 0.41 – (253,365 100.0 Loss on investment in unconsolidated affiliates (5) 2,846 160,199 6,387 (7.0 % 438,485 13 Weeks Ended13 Weeks Ended52 Weeks Ended52 Weeks Ended $ )% 4,273 $ 27 The Cheesecake Factory (0.9 1 10,520 – $ 1,033 Comparable restaurant sales The Cheesecake Factory restaurants operating information: 22,612 0.05 25,538 (8,074 0.58 North Italia 2.6 $ 18,247 $ % 103,598 ) 39 % 829 (62,692 35,268 290,000 ) 23 ) 554,552 $ $ 0.1 0.7 0.20 (14.0 % (37,270 Amount % (unaudited; in thousands, except per share data) $ % 1,836 % Adjusted net (loss)/income per share (non-GAAP) (9) Impairment of assets and lease termination expenses 1,033 Local NewsBusiness 4.36 1,033 25.5 December 29, 2020December 31, 2019December 29, 2020December 31, 2019 )% 299 43,949 1,585,008 0.00 694,030 11.1 0.3 ) ) Direct and incremental Series A preferred stock issuance cost $ Restaurant operating weeks 0.30 4.6 – Percent ofRevenues % (5,321 Gain on investment in unconsolidated affiliates (6) 13 Weeks Ended13 Weeks Ended52 Weeks Ended52 Weeks Ended )% 100.0 2.6 356 Diluted net (loss)/income per common share (GAAP) % Other operating information: (2) % Dividends on Series A preferred stock % ) $ )% General and administrative expenses 67,514 ) ) % 295 280,000 (3,872 By Digital AIM Web Support – February 17, 2021 (49 0.02 0.6 Restaurants open at period-end – 117.5 Restaurants open at period-end 127,293 Twitter COVID-19 related costs (1) 4.2 554,552last_img read more

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SunTrust, Comerica Offer a Mixed Bag in Q3 Results

first_img Banks Comerica Earnings Profits SunTrust 2015-10-16 Brian Honea Kerri Panchuk is an attorney and financial writer with more than a decade of experience covering real estate, default servicing, residential mortgage-backed securities, retail, macroeconomics, and commercial real estate. Panchuk graduated from the Southern Methodist University Dedman School of Law and texas Tech University, Panchuk previously served DSNews.com as online managing editor/producer and webcast anchor. In April, she rejoined the Fiver Star Institute as executive director of member groups, overseeing the development and growth of the National Appraisal Congress and Title and Closing Coalition. Panchuk is a member of the State Bar of Texas. The Best Markets For Residential Property Investors 2 days ago Demand Propels Home Prices Upward 2 days ago Governmental Measures Target Expanded Access to Affordable Housing 2 days ago About Author: Kerri Panchuk Demand Propels Home Prices Upward 2 days ago  Print This Post SunTrust, Comerica Offer a Mixed Bag in Q3 Results Sign up for DS News Daily Share Save Governmental Measures Target Expanded Access to Affordable Housing 2 days ago SunTrust and Comerica earned mixed reviews after reporting year-over-year profit declines in the third quarter, according to the banks’ earnings statements released Friday.Still, analysts expecting less from each lender reacted favorably to both reports.Dallas-based Comerica reported net income of $136 million, or 74 cent a share, in the third quarter of 2015—a 12 percent drop from year ago earnings of $154 million, or 82 cents a share.Still, Comerica managed to best analyst estimates of earnings in the 70 cent-per-share range.While Comerica CEO and Chairman Ralph Babb celebrated growth in average loans, which rose by $1.8 billion, or 4 percent, Comerica felt the sting of higher technology and regulatory costs, as well as negative migration in loans related to energy.Overall, Babb said credit quality remains strong, but Comerica did increase its allowances for loan losses from $592 million in the third-quarter of 2014 to $622 million in the most recent period.Meanwhile, allowances for credit losses on lending-related transactions edged down from $50 million in the second quarter to $48 million in the most recent period—while still rising from $43 million a year earlier.In addition, net charge-offs—an indication that a bank no longer expects to collect from a debtor – increased by $5 million to $23 million, or 0.19 percent of average loans in 3Q—compared to $18 million, or 0.15 percent in the second quarter.SunTrust also delivered a few pleasant surprises Friday, reporting net income of $519 million, or $1 per share. Analysts expected a much lower profit of roughly 84 cents per share.Still, SunTrust reported an 8 percent drop in earnings from the third-quarter of 2014, when the bank reported a profit of $563 million, or $1.06 per share.“Our fundamentals are strong and, despite the challenging operating environment, I am confident in our ability to deliver further value to our clients and shareholders as we continue to execute against our key strategies.”“SunTrust delivered solid earnings performance in the third quarter, driven by continued loan and deposit growth, improved efficiency, and strong asset quality trends,” said William H. Rogers, Jr., chairman and chief executive officer of SunTrust Banks, Inc. “Our fundamentals are strong and, despite the challenging operating environment, I am confident in our ability to deliver further value to our clients and shareholders as we continue to execute against our key strategies.”SunTrust noted that average loan balances remain stable, and the firm reported growth in both the mortgage and consumer direct loan product lines. Those areas of growth were offset by pay downs in commercial loans and lower consumer indirect loans.Overall loan quality also improved with nonperforming SunTrust loans declining 4% from the previous quarter and net charge-offs in the third-quarter declining to $71 million in the third quarter, down from $128 million a year earlier. The Best Markets For Residential Property Investors 2 days agocenter_img Data Provider Black Knight to Acquire Top of Mind 2 days ago Servicers Navigate the Post-Pandemic World 2 days ago Data Provider Black Knight to Acquire Top of Mind 2 days ago October 16, 2015 1,027 Views The Week Ahead: Nearing the Forbearance Exit 2 days ago Servicers Navigate the Post-Pandemic World 2 days ago Subscribe Related Articles Previous: VRM University Unveils Diversity & Inclusion Self-Assessment Tool Next: Household Formation Has Accelerated After Eight Years at Low Levels Home / Daily Dose / SunTrust, Comerica Offer a Mixed Bag in Q3 Results in Daily Dose, Featured, News Tagged with: Banks Comerica Earnings Profits SunTrustlast_img read more

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Spotlight on HR

first_imgSpotlight on HROn 23 Oct 2001 in Personnel Today Previous Article Next Article Clive Morton writes on his views of the latest initiatives in HRThe world of work has changed dramatically, for employers, employees,consumers and communities. There is little doubt that the notion of “jobsfor life” has ended and security is based on performance, not paternalism.The perspective on what gives employability is light years away fromprevious experience. Gone is the predominance of qualifications, enter thechallenging issues of “soft” skills, competencies and personality.Communication is not just about understanding; today it is concerned withemotional commitment, buy-in and energy. For employers, speed of response is everything. It used to be about totalquality – now that is a qualification for market entry, not sustainability. Consumers, we are told, are learning six times as fast as producers. Speedof response is a function of agility, while agility is a child of culture.Being faster does not necessarily produce speed and quality of response – itcertainly does not produce innovation. How do organisations evolve the rightculture for success today and a business of tomorrow? Networks, e-commerce, B2B, B2C we find all need stronger degrees of trust inrelationships than yesterday’s transactions, so the limiting factor is nottechnology or money after all, it is the people. “To be sustainable you need trust, social glue and networks” Changes in the world of work affect consumers and communities. Communitiesembrace all but often feel confused by the changes around them. What businessis that of HR? Everything. This is the context in which business operates. Today’s trainees are tomorrow’s employees. Internal branding oforganisations must match the external brand in order to excite demand forproduct and to attract, retain and motivate employees. Organisations need tounderstand and influence its context to give growth and sustainability. Where can HR make a difference? Every aspect of the scene above is not only relevant to HR – but it oftenhas a central role. One area where this applies is in leading change. This is an area ofexpertise for HR and where often other managers and leaders need guidance and astrong interventionist approach from HR. The psychology of change, relating tothe grieving process, is often lost on those coming from a technicalbackground. HR needs to persuade that the leader who empathises with those going throughchange is the leader who will inspire and energise those involved in theprocess. Not an easy message to get across. Managing diversity is not often an attractive subject. From one perspectiveit can be seen as boring compliance with somebody else’s rules. From another,it can be seen as the key to creativity, leading to new business. HR can putthe business case and can demonstrate real gains. What’s the latest initiative? Fads and fashions come and go. They all havetheir detractors and “dangerous enthusiasts” and neither helpsbusiness. HR needs to remind the management team that such initiatives need tobe seen from the individual’s perspective, “What’s in it for me?” and”How does it affect me?” Any change also needs to be faithful to the principles of the organisation(vision and values). I am sceptical of the “best practice” syndromethat encourages the “sweetie shop” where attractive jars are accessedaccording to whim and fancy. What to do when the obvious solutions do notprevent decline and demise? I have discovered the need to go beyond dealing with operational excellencein organisations. This is all about efficiency and effectiveness, highlynecessary to be part of the action. But unfortunately not enough forsustainability. Organisations need to be employee-driven, which is about buy-in and energy,not employees making all the decisions, although they do need to be deeplyinvolved. HR needs to help the peer group with assessing where the business is interms of its market place and the competition. Leading benchmarking studiesinto other organisations not only sharpen the HR contribution but also gainsupport from other leaders and managers. Having done this, HR is in pole position to contribute to business strategy.External knowledge is available to HR, employees are involved, they understandand contribute, effectiveness is achieved and the organisation can bestrategically led. Carefully chosen measures can help the organisation raise its game andreinvent through shared vision and values. Terrific, what can stop us now? Behaviour. I’ve discovered that great change can happen at the”coalface”, “shop floor” or wherever. People have oftenbeen undervalued at that level and in the right circumstances become corks outof bottles, contributing in a way both they and others never thought possible. However, managers and directors are a different kettle of fish. With astrong individualist culture and concerns over position, status and control,change is fraught. The first step, in my view – and where HR contributes again, is to convincemanagers and directors that inappropriate behaviour from the top can ruin thebest of initiatives. They must understand the impact of their behaviour and whatthey need to do to support change further down the organisation. The next step is to tackle middle management, the most neglected section ofindustry. It too has been progressively marginalised over the past two decades.However, middle managers can become knowledge engineers, and help reinvent thecorporation, it needs a mind shift but HR can be formative – encouraging themto think laterally and share knowledge. Last, develop the antennae. A sustainable business must be in tune withexternal trends and act with innovation and creativity. HR has a key role asthe conduit between internal organisational factors and outside trends andinfluences – and encouraging others to get involved. Dr Clive Morton runs his own HR consultancy, The Morton Partnership.Leading HR is published by the CIPD. ISBN 0852929226 price £25. To purchase,contact Plymbridge on e-mail: [email protected] Related posts:No related photos. Comments are closed. last_img read more

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