International Home Removals Company

International Home Removals Company

Offers International Home Removals Company with a product or service that delivers International Household Movers and International Mover. Interdean Interconex is pleased to provide our client base of HR and Procurement professionals with our corporate newsletter, Conexions. Conexions is published three times each year and contains news from our global network of service centreżs, comments on industry issues and also brings you first-hand reports and case-studies from some of our customers. You can download electronic copies of the magazine here, however if you would like to be included on our mailing list, please email marketing@interdeaninterconex.com and type "Subscribe to Conexions" in the subject line. -------------------------------------------------------------------------------- Issue 4 Not joined the iPod revolution yet? Issue 4 of Conexions includes a 'Spot the difference' competition where you can win an iPod Nano - the latest offering from Apple. Conexions investigates the issue of international migration and whether organisations see it as a cost or a benefit. Also in this edition is a candid look at moving down under and the migration policy that aims to draw as many as 97,500 migrants to Australia's shores by the end of 2006. This issue also includes a look at our expanded International Partner Programme team and we hear from one of our expatriates that moved to Qatar. -------------------------------------------------------------------------------- Issue 3 Conexions issue 3 contains an insight into setting global relocation policy with a great case study from pharmaceutical heavyweight, Lilly. We've also taken a close look at the US market and what industry trends can reveal about this important economy as well as the results of our survey on the changing demographics of expatriates. -------------------------------------------------------------------------------- Issue 2 Issue 2 of Conexions features a fascinating insight into international relocation into burgeoning China, the newsletter tracks the many moves of international footballer, Lothar Matthaus, the second time winners of the Cendant Peopleżs Choice award ż Interdean Interconex as well as industry updates from the Financial Services Authority and the Department of Trade and Industry. -------------------------------------------------------------------------------- Issue 1 In this inaugural edition, Dave Clarke, HR Manager of Lloydżs Register discusses the challenges of moving families to new countryżs, CEO of Interdean Interconex, Mike Smith, comments on the growth of our business and the challenge this brings in maintaining standards in customer service, logistics and security and we publish the results of our "Biggest concerns to expatżs" survey. According to new customs regulations, all shipments that enter or arrive in Brazil must have client’s CPF card number (The Brazilian Social Security of each individual arriving or living in Brazil. Foreigners will need to apply on their arrival in Brazil) mentioned on the original Bill of Lading. Delays will be caused if CPF card number is not listed on the OBL, generating extra charges with port storage and demurrage. They are suggesting agents only to send shipment once client has the CPF Card. This is a big problem, especially in the port of Santos which has a bag log of cases and is taking approximately 2 weeks to solve. In the port of Rio de Janeiro presently they are using the CPF card of our customs broker in case client does not have a CPF card. Unfortunately the port of Santos does not accept the CPF card of our brokers. They are checking with other ports their procedures and will inform in a future date. If you have any questions or comments about this new regulation, please contact our members in September 29, 2005 - New Regulations in Venezuela There is a new customs regulation for import shipments arriving to Venezuela. The SENIAT (Venezuela Tax Office) stating that non residents with a “TRANSEUNTE VISA” (Business, Investor, Student, Work, etc.) are eligible to obtain the Certificate of Use at the Venezuelan Consulates or Embassies located in the origin countries, in order to avoid the payment of import customs duties and taxes on their HHGDS & personal effects shipments arriving to Venezuela (like for returning Venezuelan and residents that has been out of the country for at least during one year). The HHGDS & personal effects must have been used at least during six (6) months and must show use, otherwise the customs inspector could consider these items as brand new, in which case customs duties and taxes will be assessed to the shipment (like for returning Venezuelan and residents that has been out of the country for at least during one year). Also for importing cars the non residents can apply for a Certificate of Use, but only if the car has been under shipper’s name at least during eleven (11) months (like for returning Venezuelan and residents that have been out of the country for at least during one year). It is important to point out that the non residents must arrive in Venezuela before the arrival of the shipment in order to avoid problems with customs, as this document states that in order to apply the above regulations; the expatriate must be established in Venezuela, because a proof of residence could be requested by customs. If you have any questions or comments about this new regulation, please contact our members in Venezuela. Clover Systems, one of International Partner Program (IPP) members, has informed us that there has been an organized strike by truckers in Miami, Florida USA. The strike which began 10 August 2005, is believed to be in protest of the rise in cost of diesel fuel and has prevented us from being able to pick up any containers from either Port of Miami (POMTOC) or Port Everglades. We anticipate we will be able to resume pick up of ocean containers from 11 August 2005 but we will keep you posted of any changes. Offers International Home Removals Company with a product or service that delivers International Household Movers and International Mover.

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This is simply amazing. Offers International Home Removals Company with a product or service that delivers International Household Movers and International Mover. Discover the Best Free FTP Software Home Energy Analysis Home Energy Yardstick If you have 5 minutes and your energy bills are handy, find out if your energy use is above average. You will need to enter some common information about your home such as age, square footage, number of occupants and energy bill totals for a consecutive 12-month period (one year). If you don't keep your bills, contact your utility for a 12-month summary. Purchasing & Procurement Purchasing efficient products reduces energy costs without compromising quality. Successful energy management programs adopt a procurement policy as a key element for their overall strategy. Instituting an effective policy can be as easy as asking procurement officials to specify ENERGY STAR qualified products, such as office equipment, in their contracts or purchase orders. For products not covered under ENERGY STAR, EPA provides links to the Department of Energy's recommended efficient products used by federal government procurement officials. The EPA resources below are designed to assist procurement officials in smart purchase decisions. Take advantage of on-line training to understand the full range of purchasing opportunities. Note: EPA periodically updates the savings calculators; check back to make sure you have the most updated version. Depending on the speed of your Internet connection, saving the calculators to your desktop may be quicker than opening them on the Web. Multimedia Home Platform (MHP) is the open middleware system designed by the DVB Project. 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To read the full release click on the headline above. 2006 to see Major OCAP Deployments in USA (9 January 2006) At the Consumer Electronics Show in Las Vegas last week, the biggest cable television operators in the USA announced OCAP launches for 2006 leading to nationwide deployments by mid-2009. Developed by CableLabs in cooperation with the DVB Project, and with GEM (Globally Executable MHP) at its core, OCAP will ensure that common interactive applications can be delivered to set-top boxes and cable-ready televisions across the country. GEM PVR/DVR Common Core Updated (3 October 2005) The digital recording extension to GEM, first published in bluebook form earlier this year, has been updated. The revised version, approved for release at September's meeting of the DVB technical module, includes changes based on feedback from OCAP implementers. GEM-based ACAP standard approved by ATSC (29 September 2005) ACAP (Advanced Common Application Platform), the middleware specification based on GEM, was recently approved by the ATSC. With trial services already on air in Korea, where the ATSC system is used for digital terrestrial television, this approval clears the way for the growth of interactive services in the USA, with harmonised standards across the cable and terrestrial markets. Further trial broadcasts have been on air in Mexico City since the beginning of September. Copyright © MHP 2003. Terms and Conditions Visicom Media’s AceFTP 3 Freeware is the easiest-to-use free FTP client software available for transferring files over the Internet. Its cool, uncluttered drag-and-drop interface, designed in a Windows XP fashion, lets you transfer files quickly and efficiently and navigate with ease between folders, both on Web sites and on your computer. This robust, free FTP software is a high-speed FTP program. 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Select State California Colorado Georgia Idaho Massachusetts Minnesota Missouri New York Texas Wisconsin Back to Top Heating and Cooling Contractors A Heating and Cooling Contractor is a specialized contractor who installs and services heating, cooling and ventilation equipment. They sell, service and install ducts, programmable thermostats, furnaces, boilers, central air conditioners, and heat pumps. Some contractors provide specialized services like air balancing, duct sealing and energy or comfort audits. Tips for working with a Heating and Cooling Contractor Ask if the installation or service technician, who will work on your system, is certified by NATE (North American Technician Excellence) . NATE is the leading industry-supported testing and certification program for technicians. Ask if there are special offers or rebates available for purchasing ENERGY STAR qualified equipment. Ask the contractor to size your new equipment to meet the needs of your house. A bigger system isn't always better. New equipment should be sized based on the size of your house, level of insulation, type of windows and other factors. The Manual J, from the Air Conditioning Contractors of America (ACCA), is a common method used by contractors to properly size heating and cooling equipment. Ask the contractor to inspect your ducts for air leaks and insulation if you have a forced-air system (i.e. furnace, heat pump or central air conditioner). It is especially important to check ducts located in an attic or crawlspace. Ask the contractor for an itemized estimate of the work and equipment they propose. Back to Top Air Sealing Contractors An Air Sealing Contractor is a specialized contractor that seals air leaks in the building's envelope (a key part of Home Sealing). They commonly use spray foam and other materials to seal bypasses, gaps, and cracks in attics, basement, walls and floors. Finding an Air Sealing Contractor Air Sealing Contractors are not commonly listed in the yellow pages under "air sealing". To find an air sealing contractor contact a Home Energy Rater in your area and ask if they perform air sealing services or can refer you to someone who does. To find a home energy rater visit the Residential Energy Services Network Air Sealing is a common improvement offered through the U.S. Department of Energy's Weatherization Assistance Program. State weatherization contacts may be able to refer you to an air sealing contractor in your area. Tips for working with Air Sealing Contractors Ask if they measure air leakage before and after sealing using a blower door. Ask if they will test the safety of combustion appliances after sealing. Air Sealing should be completed before adding insulation. Some Air Sealing contractors also install insulation or can recommend an insulation contractor they typically work with. 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The primary responsibility of the Newell Rubbermaid Board of Directors is to guide the long-term success of the company, consistent with its fiduciary duty to the shareholders. The Board establishes broad corporate policies and oversees company management. It holds regular quarterly meetings as well as special meetings as required to conduct its business. Specific duties of the Board are carried out by committees. Click on the links below to view the committee charters. The Board of Directors (the "Board") of Newell Rubbermaid Inc. (the "Company") adopted these corporate governance guidelines (these "Guidelines") on May 12, 2005. These Guidelines supersede the guidelines adopted by the Board on November 3, 2004. Role of the Board of Directors The primary responsibility of the Board is to oversee the affairs of the Company for the benefit of the Company's stockholders. The Company's chief executive officer and, through such officer, other senior management are responsible for managing the day-to-day operations of the Company. The Board is responsible for overseeing and monitoring management's performance of those obligations. Composition of the Board of Directors Qualifications and Selection of Directors. Independence. A majority of the Board will consist, at all times, of "independent directors," as defined under the applicable rules of The New York Stock Exchange, Inc. (the "NYSE") and any standards adopted by the Board from time to time. A director will not qualify as "independent" unless the Board affirmatively determines that the director has no material relationship with the Corporation (either directly or as a partner, shareholder or officer of an organization that has a relationship with the Corporation) and that the director otherwise complies with the requirements for independence under applicable NYSE rules. To assist the Board in making determinations of independence, the Nominating/Governance Committee may recommend to the Board, from time to time, and the Board may approve, standards for determining the materiality of certain types of relationships. The Company will make appropriate disclosure in its annual proxy statements of any standards adopted by the Board. Qualifications and Selection Criteria. The Board seeks to identify as candidates for director, persons from various backgrounds and with a variety of life experiences with a reputation for integrity and good business judgment who have experience in highly responsible positions in professions or industries relevant to the conduct of the Company's business. In selecting new directors, the Board takes into account the current composition of the Board and the extent to which a candidate's particular expertise and experience will complement the expertise and experience of other directors. Candidates for directors should be free of conflicts of interest or relationships that may interfere with the performance of their duties. Selection Procedures. The Nominating/Governance Committee is responsible for identifying and recommending to the Board candidates for directorships. The Board is responsible for selecting such candidates. Size. The Board believes that an appropriate size for the board is between ten and twelve directors. The Nominating/Governance Committee considers and makes recommendations to the Board, from time to time, concerning the structure and size of the Board. Special considerations, including, for example, the availability of a uniquely qualified candidate or succession planning, may lead the Nominating/Governance Committee to recommend, and the Board to approve, a Board size outside of this range. Chairmanship. The positions of Chairman of the Board and Chief Executive Officer are usually held by different persons. This combination has served the Company well for many years. However, the Board is free to make this choice in the manner it determines to be best for the Company under the then existing circumstances. Should the Board Chairmanship be held by the CEO, the Board will appoint a lead Director. The Nominating/Governance Committee annually reviews the position of Chairperson and reports to the Board the results of its review. The Board elects the Chairperson of the Board at the first regular meeting of the Board held each year, based on the recommendations of the Nominating/Governance Committee. Retirement Policy; Term Limits. Mandatory Retirement. A director is required to retire at the annual meeting of stockholders immediately following his or her 70th birthday. Employee directors are expected to resign from the Board upon termination of their employment with the Company (other than as a result of normal retirement) either effective immediately or at the next meeting of the Board following such termination. Change in a Director's Primary Employment. Non-employee directors who change their primary employer or the nature of their employment following their election to the Board are expected to tender their resignation to the Board effective upon acceptance by the Board. The Board does not believe that, in every instance, directors who retire from or change the primary position that they held when they came on the Board should necessarily leave the Board. The Board should, however, have an opportunity to review the continued appropriateness of Board membership under the circumstances. Term Limits. The Board does not believe that fixing a set term limit for directors serves the interests of the Company. Fixed term limits may have the effect of depriving the Company of the contribution of those directors who have developed, over time, increasing depth of understanding of the Company and its operations. The Nominating/Governance Committee will consider, however, the possible need for a fresh perspective in deciding whether or not to recommend to the Board that a director be nominated for re-election. Service on Other Boards. Directors are expected to devote sufficient time to fulfill their responsibilities as directors as set forth in these Guidelines. Accordingly, directors may serve on the board of directors of other public companies, but shall limit such service to boards of no more than three public companies in addition to the Company's Board. Compensation. Director compensation is set by the Board. The Organizational Development & Compensation Committee annually reviews the amount and components of director and committee member compensation and makes recommendations to the Board when it concludes that changes are needed. The Board seeks to compensate directors at a level comparable to that of other publicly held consumer products companies of the same relative size as the Company in order to ensure that the Company is able to attract and retain directors of an appropriate caliber. The Board believes that director compensation should consist of a combination of cash, stock and stock options so that a portion of the value of director compensation is directly tied to the Company's performance. Responsibilities and Authority of Directors General Responsibilities of Directors. The primary responsibility of the directors is to exercise their business judgment in what they reasonably believe to be the best interests of the Company and its stockholders. In discharging this obligation, directors are entitled to rely on the honesty and integrity of the Company's senior management and outside advisors and auditors. Directors are expected to meet as frequently as necessary to discharge their responsibilities, to review in advance any materials circulated in connection with those meetings, to attend scheduled Board meetings and the meetings of the committees on which they serve, and to spend the time required to discharge properly their responsibilities as directors. Management Succession and Evaluation. One of the Board's primary responsibilities is to select and evaluate the performance of the CEO and, in consultation with the CEO, to select and evaluate the performance of other senior officers of the Company. The Organizational Development & Compensation Committee regularly reviews matters relating to management succession planning, including succession planning in the event of the unexpected death, incapacity or resignation of the CEO, and periodically reports on these matters to the Board. The Board expects the CEO to make available at all times his or her recommendation and evaluation of potential successors, along with any development plans recommended for such persons, and to work closely with the Organizational Development & Compensation Committee in connection with such matters. The entire Board will work with the Organizational Development & Compensation Committee in selecting and evaluating potential successors to the CEO. The Organizational Development & Compensation Committee annually oversees the review of the performance of the CEO and the other senior officers of the Company. Access to Employees and Independent Advisors. Directors have full and free access to any of the Company's employees. The Board has the authority to engage, at the Company's expense, such independent legal, financial, accounting or other advisors as it believes necessary or appropriate to assist it in the fulfillment of its responsibilities, without consulting with, or obtaining the advance approval, of any Company officer. External Communications. The Board believes that management speaks for the Company. Individual directors may meet or otherwise communicate, from time to time, with the press, institutional investors, or various constituencies of the Company, but the Board believes that such meetings or communications should generally take place only at the request or with the concurrence of the Board or management. If comments from the Board are appropriate, they should, in most circumstances, come from the Chairman. Meetings of the Board Meeting Agendas; Board Information. The Chairman of the Board sets the agenda for Board meetings. Any director may request that an item be included on the agenda or may raise at any Board meeting subjects that were not on the agenda for that meeting. The Company generally circulates to the Board or committee members written materials relating to the matters to be considered at meetings at least one week in advance of regularly scheduled meetings and as far in advance of special meetings as is appropriate and feasible under the circumstances. Executive Sessions of Non-Management Directors. Non-management directors meet, outside the presence of management, at regularly scheduled executive sessions at least four times a year. If the non-management directors include one or more directors who are not "independent" under applicable NYSE rules, the independent directors also meet, outside the presence of management in an executive session, at least once a year. Usually, such executive sessions take place in conjunction with Board meetings, but they may take place at any time. The Chairman of the Board or lead director, or in his or her absence, the person the Chairman or lead director so appoints, presides at the executive sessions. Participation of Senior Management. The Board expects that members of the Company's senior management will regularly attend Board and Committee meetings to present or explain proposals and otherwise assist in the work of the Board. Such participation may be limited or discontinued at any time at the request of the Board. Attendance at Annual Meetings of Stockholders. Directors are expected to attend the annual meeting of the Company's stockholders. Communications with Directors. The Company discloses, in its annual proxy statement and on its website, one or more methods by which stockholders and other interested parties may communicate directly with the Board of Directors, including the Chairman of the Board or lead director who presides over executive sessions of the Board, and the non-management and/or independent directors as a group. Committees of the Board Numbers and Composition of Committees. The Board will have at all times an Audit Committee, a Nominating/Governance Committee, an Organizational Development & Compensation Committee and a Chairman's Executive Committee (the "Standing Committees"). All of the members of the Standing Committees will be "independent directors" under standards adopted by the Board. In addition members of each Committee will comply with applicable NYSE requirements. The purpose, authority and responsibilities of each Standing Committee are set forth in a written charter of such committee, as approved by the Board. The Board may establish, from time to time, additional committees by resolution of the Board. Chairperson and Committee Membership. The Nominating/Governance Committee annually reviews the membership of each Standing Committee and recommends, to the Board, the directors to serve as the chairperson and members of such committee, taking into account the criteria for membership specified in the charter of the Standing Committee and expertise, experience, and interests of the directors. The Board appoints the chairperson and members of each committee at the first meeting of the Board held after each annual meeting of the stockholders, based on the recommendations of the Nominating/Governance Committee. Committee assignments may be rotated periodically but the Board does not believe the rotation should be mandated as policy. Committee Meeting Procedures. Each committee chairperson, in consultation with the committee members, determines the frequency of committee meetings. The agenda and any background materials for committee meetings may be developed in consultation with committee members and management. Each committee chairperson reports to the Board as to matters addressed at committee meetings. Director Orientation and Continuing Education Orientation. The Board requires all new directors to participate in an orientation program conducted by management. Continuing Education. The Board encourages all directors to participate in continuing director education. The Nominating/Governance Committee will assist directors in identifying useful third-party programs and materials and in developing and providing educational programs and materials for Company directors. The Company will reimburse the reasonable costs of such education. Annual Performance Evaluation The Board conducts an annual review of its own performance to determine whether the Board and its committees are functioning effectively and in compliance with these Corporate Governance Guidelines. The Nominating/Corporate Governance Committee is responsible for organizing and overseeing the review process and for soliciting the input of all of the directors. As part of that review, the Nominating/Governance Committee reviews the continuing independence of the Company's outside directors and reports its findings to the Board. Review of these Guidelines The Nominating/Governance Committee of the Board periodically reviews and reassesses these Guidelines and recommends to the Board for its approval any changes that it believes necessary. Offers International Home Removals Company with a product or service that delivers International Household Movers and International Mover. You will want to find out more information.