World Business

Toymaker Märklin, in trouble since 2004, has declared bankruptcy but vows to continue chugging along with HO-gauge trains

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Märklin, the 150-year-old German mould train manufacturer, declared bankruptcy on Wednesday after talks with banks to extend a €50 million line of credit broke down.

There may be light at the period of the underground thoroughfare: Märklin executives say they intend to go on selling model trains. “We are determined to restructure our traditional company…using the instruments of German insolvency canon and establish it permanently in the market,” said Märklin boss Dietmar Mundil in a statement.

In offend of vehement sales in 2008—the company posted a turnover of €128 the public ($165 million)—Märklin was in talks by December to stretch out a €50 million line of credit. It obtained one extension through January 31, but even in January the firm couldn’t cover salaries to its roughly 650 employees. Talks for a further credit extension ended outside of a act.

Märklin releases no accession of good statements, but Kingsbridge Capital of Britain and the New York investment bank Goldman Sachs (GS) bought the meeting of friends in 2006. That takeover failed to solve credit problems that had plagued the partnership ago 2004. Märklin closed a major factory in Sonneberg, Thuringia, in the former East Germany, in 2007—part of a round of cuts that led to the loss of 400 jobs.

Märklin is based in the Swabian metropolis of Göppingen, in Germany’session southwest, but also has operations in Hungary. The firm started in 1859 as a small factory producing dollhouse kitchens. In 1891 it started to shape shape trains, and in 1935 introduced its famous electrified “HO” line of scale-model miniatures.

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Many companies, especially banks, have had to slash or eliminate payouts. How low will dividends go?

By Ben Steverman

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Companies continue to slash dividend payments to shareholders, as firms rush to hold on to capital amid the continuing credit strait and deteriorating economy.

The latest to smack its payout is financial firm State Street (STT), which on Feb. 5 dropped its quarterly dividend from 24¢ to 1¢ per share. On the same day, auto and truck distributor Penske Automotive Group (PAG) suspended its dividend.

In the past two months, incorporated boards have cut dividends by moiety or added at Macy’s (M), Pfizer (PFE), and Constellation Energy Group (CEG). Dividends hold been eliminated—or nearly so, with payouts slashed 96% or more—at Bank of America (BAC), Motorola (MOT), and Citigroup (C).

The trend is disturbing to investors, who especially appreciate dividends at times of housekeeping uncertainty.

"Investors are really looking conducive to yield, and they’re looking instead of safety," says Bruce Bittles, R.W. Baird’s chief investment skilful general. "Companies that cut their dividend take away both."

Howard Silverblatt, Standard & Poor’s more advanced index analyst, says actual dividend payments by firms in the S&P 500 index plunged 23.9% in January. (S&P, like BusinessWeek, is a unit of The McGraw-Hill Companies (MHP).) "It’s going to be a sorry dividend year," he says, predicting 2009 will have existence "the worst in at in the smallest degree 50 years."

Thanks to the financial crisis, it’s not one surprise that multitude of these dividend-cutters are banks. To make up for large losses and shore up their capital, financial firms aren’t just cutting dividends but besides taking federal body politic bailout currency.

"The financial sector has been stripped of [its] dividends," says Daniel Peris, a portfolio manager of the Federated Strategic Value Fund (SVAAX). That’session a huge blow to dividend-focused investors, since the financial sector traditionally made up a location to a third of the dividend income from the U.S. stock market.

Dividend cuts may as a matter of fact be a positive for already-battered financial firms. For many banks with strained finances, "it seems to be a better management move to not pay your dividend," says Standard & Poor’sitting equity algebraist Stuart Plesser. A profits divided cut can help avoid other less attractive options for raising cash, so as issuing new stock, which dilutes current shareholders’ stakes. "It’session the less of brace evils," Plesser says.

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Declining auto production and construction could lower European question for the cause that steel by 15% this year, the industry’s association says

By Andrew Willis

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Eurofer, the European confederation of iron and steel industries, said Thursday (5 January) it is bracing itself for a fall in demand for rapier in the latitude of 15 percent in favor of 2009.

“The EU steel market is sharply impacted by the recession and will be facing an unprecedented downturn this year,” said the confederation in a statement.

The drop in car lengthening is the main substitute in the reduced demand on this account that steel the confederation related, but the downturn in the construction, steel tube and engineering sectors will also have significant negative impacts.

“Apparent consumption will drop by 29 percent year-on-year in the first quarter and by a further 23 percent in the second quarter,” Eurofer related, through decline slowing somewhat in the maintainer moiety of 2009 as the market corrects itself.

Bruno Bolfo, chairman and owner of Duferco, the world’s biggest steel trading company told the Financial Times over the weekend that any steel company expecting an upturn in the sector in late-2009 was deluding itself.

“The official streak from the big companies is that a mild recovery of sorts could beginning in the second moiety. Of course, they have to say this – but really there’s not much hope. An upturn so soon is just not on the cards,” he told the newspaper.

Mr Bolfo continued that any one pick-up in global steel demand in 2010 would subsist “diminutive stuff.”

Eurofer besides warned that pressure from steel imports would remain high “because of the much stronger sacrifice the domestic producers are making in order to make able the market to artifice a new equilibrium.”

The European steel industry is the largest in the world with a turnover of €160bn and direct engagement of 430 thousand people producing over 200 the multitude tons of hanger a year, 15 percent of the global output.

Faced with the current crisis, large steelmakers across the orb like as world leader ArcelorMittal (MT) have announced do job-work cuts and reduced hour working weeks to combat the empty in demand.

Despite the problems faced by the sector, the commission said on Thursday that it is considering starting anti-trust procedures in compensation for a number of unnamed steel companies put on grounds they acted as a cartel.

The companies accepted notification from the commission hindmost October and the commission is now considering their responses.

If found guilty, the companies could be fined up to 10 percent of their annual. turnover.

Across the Atlantic, US senators will Friday (6 February) resume the debate without interruption the proposed $900bn stimulus plan whose Buy American article, excluding EU steel, appears to have been softened.

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Jon Asgeir Johannesson built Baugur into a sprawling retail empire. Now it lies in ruins, victim of the fiscal acme and Iceland’s collapse

By James Thompson

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Jon Asgeir Johannesson, the chairman of Baugur, opened the first Bonus supermarket in Reykjavik in 1989. During the following two decades, he created Baugur and built a sprawling deal out in small portions empire admitting a binge of acquisitions and share purchases. At the convenience of last year, it owned or held stakes in about 10 per cent of the UK early street, its tentacles enveloping retailers including Iceland, the frozen food specialist, Hamleys, the toy retailer, and House of Fraser, the province store.

Yesterday Baugur filed on the side of bankruptcy protection in Iceland, in effect bringing to an end the Viking attack of the UK high public way. Speculation had always been abounding in about the fragility of Baugur’session financial foundations, but small in number could have predicted it would come to such a distressful extreme point. Nick Bubb, an analyst with Pali International, related: “People always thought that Baugur was a compact of cards that would collapse, and eventually they were proved lawful.”

So what went wrong?

Baugur’s pain can be largely attributed to the Icelandic banking crisis, but the retail investment group besides dug its own grave with a deeply flawed strategy. For instance, it hugely overpaid towards weak retail chains; bought stakes in some of the high street’s most precariously balanced retailers, including Woolworths; created an unwieldy portfolio of unrelated brands; and, perchance most significantly, loaded up its companies with too much debt. Bryan Roberts, the global research director at Planet Retail, said: “I did not see the explanation for Hamleys and Iceland conscious in the same stable. I struggled to see the dialectics. reasoning of more of [Baugur’s] acquisitions.”

No doubt some of Baugur’s investments, notably Iceland and House of Fraser, were wise moves, but too often it laid hefty bets on the wrong horse. For example, its listed investments read like a who’s who of the UK high street’s travails. Baugur’s strategy was to buy stakes in fashion-related retailers in order to gain influence over their tactics. It bought shareholdings in Debenhams, French Connection, Woolworths and Moss Bros, and be it so it sold its wager in Moss Bros last year it has absentminded its shirt on all these listed investments. Mr Bubb says: “They had some big punts without interruption retail recovery stock that did not recover – Woolworths and French Connection to name a few.”

Its record in the midst of privately held retailers is not great either. In 2004, Baugur bought the 177-store discount fashion chain Mk One for &bray;55m, what one. included debt of £11m. Baugur vowed to turn the company into a powerhouse, but it was flattened by Primark. In May 2008, Mk One fell into administration.

Similarly, in 2005 Baugur paid £21.4m for Whittard of Chelsea, the coffee and tea specialist. It vowed to expand the bond and give up economies of balance with its stable’s health-snack retailer, Julian Graves. But it sold Julian Graves to rival Holland & Barrett in September 2008, and appropriate in the van of Christmas Whittard of Chelsea was bought out of pre-pack administration by a private-equity backed consortium.

Once again, Baugur hardened most, if not all, of its investment in Whittard, which was one of the first of its fetters to be hit by the Icelandic banking crisis.

With private companies, Baugur’s strategetics was not to acquire a retailer outright, but to become the dominant shareholder in a consortium that purchased a chain. The investing. group always said its plan was to let a retailer’s management team get on by the day-to-day running of the calling. Bosses at the Baugur-backed companies tended to communicate to Gunnar Sigurdsson, Baugur’s chief executive, every week.

But any micro-problems with insipid chains it suffered were mere tremors compared to the Icelandic banking earthquake that started to shake the country in the autumn. Mr Roberts said: “[Baugur’s demise] is about the financial crisis and Icelandic banks – it has little to do through trading on the high street.”

Problems first began to come forth in October 2008 with the nationalisation of Glitnir, whose biggest investor, Stodir, subsequently filed for administration. Stodir was controlled by Mr Johannesson. This was followed by the collapse of Landsbanki and Kaupthing, which were both lenders to Baugur and oiled the wheels of some of its deals.

From October, Baugur – through its PR machine – mounted a rearguard action, denying that it was in concern. In October, Mr Sigurdsson said: “We have no plans to situation our UK business into administration.” Baugur and the management of its respective retail chains to the end of time asserted that the day-to-day operations of its UK retail companies were separate from the investor’s shareholdings. However, credence insurers became frightened by the spot in Iceland and withdrew cloak on most of Baugur’s chains, that put pressure on its working capital and ability to lever stock. The dynamics for Baugur of servicing its debt also worsened.

While the hereafter of the Baugur-backed retail chains is unclear, the dream instead of its top alloy of copper and zinc and their opulent lifestyles appears to exist coming to some expiration. It emerged at the weekend that Baugur is to close its head office in Reykjavik, though staff at its London office are in addition expected to leave in the spring.

The personal finances of Mr Johannesson are unclear, but he is unlikely to exist attending retail charity dinners in the near future, where he previously used to splash the cash. Like many victims of the credit crunch, Baugur’s fall from grace has been brutal and swift. Only last August, it joined Malcolm Walker, the chief executive of Iceland, the frozen food retailer, in making some bid to bribe Woolworths’ retail division for around £50m. At the time it claimed it had enough finances to do a deal. But it did not tend hitherward distant from and brace months later its Icelandic banking chickens started to come home to roost. Mr Bubb says: “They were Viking marauders who borrowed too much money and got it erroneously.”

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After a $1.8 billion loss in the latest quarter, the carmaker revised its profits. forecast downward for the third time in three months

By Ian Rowley

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New Toyota chief Akio Toyoda. TOSHIFUMI KITAMURA/AFP/Getty Images

Toyota’s ™ expected losses main still seem like small modify compared with Detroit’s. But the suddenness with which the world’s biggest automaker has gone from profit machine to money loser is nevertheless breathtaking.

On Feb. 6, Toyota announced its third part downward earnings revisal in three months, saying it now expects to lose $3.9 billion in the fiscal year through March 2009. That would be its first annual net loss since 1950. In December the guests had predicted its first operating loss in 70 years but a net profit of $555 million. Annual sales are now expected to fall 20% from last year, to $230 billion.

The worsening outlook is all the more stunning because Toyota made $5.5 billion in profits in the first half of the fiscal year. That followed record full of stars net profit of $19.1 billion in the year through March 2008. But as global auto sales slumped and the yen surged late in 2008 to 13-year highs against the dollar, Toyota racked up unadulterated losses of $1.8 billion between October and December. And the assembly now expects to lose another $7.5 billion in the generally received quarter. Executive Vice-President Mitsuo Kinoshita told reporters that the poor results were largely due to plunging sales in the U.S.—traditionally where Toyota earns its biggest chunk of profits—and Europe. The conclusive yen made matters worse—and could pile on more pain. "If the yen stays this strong, it will be a major bang for our walk of life completion," he said.

How bad were Toyota’s sales in North America? Although Toyota introduced interest-free financing on some models, sales plunged 235,000—roughly 31%—to 521,000 vehicles in the three months through December. In Europe, the amble of decline was even-handed as spectacular, as sales decreased 73,000, to 235,000 vehicles. In Japan, Toyota sold 465,000 vehicles, a greater degree of modest fall of 76,000. Globally, Toyota sold 1.84 million vehicles in the position, 443,000 units, or 19%, fewer than a year earlier.

Adding to the darkness: Moody’session Investor’s Service (MCO) earlier divide Toyota’s credit rating more dent from Aaa, the highest possible rating, to Aa1. Moody’s also gave Toyota a negative rating outlook, signaling the rating could go even lower. Until the downgrade, Toyota was the only nonfinancial or nongovernment borrower in Asia in the Aaa echelon. Standard & Poor’s (MHP) also lowered its AAA rating for Toyota’s long-term debt to AA+, and said the outlook was negative.

Toyota is hardly the only Japanese automaker having to cope through the sharp downturn. Earlier this week, Honda (HMC) divide its annual profit forecast, and Nissan (NSANY) is expected to issue a profit warning onward Feb. 9. Mitsubishi Motor (7211.T) and Mazda (7261.T) have said they are it being so that likely to post full-year losses.

While unwilling to make compact forecasts, Kinoshita said he hoped that the current quarter would mark the low point. One positive since carmakers is the require to be paid of untired materials has begun to fall. Toyota, for example, is expected to negotiate a discount forward its annual steel purchase next fiscal year, with one media report estimating as plenteous as a $3 billion, or 30%, savings.

In the coming months, automakers could receive a boost from government spending. In the U.S., President Obama’s provocation might indirectly bring an uptick in sales, Kinoshita said. "Hopefully, by the cessation of the year in that place enjoin be some signs of recovery," he said. A rebound in the U.S. is key as it could auger improved sales in other intellect of the world, he added.

For now, Toyota is temporarily closing factories in Japan to prevent a stockpile of unsold cars, but it power of choosing try to avoid firing permanent club. "We intend to make every possible effort to screen employees," he said.

The company is also betting that cost cuts can circumscribe the hemorrhaging. Having established an Emergency Profit Improvement Committee last trespass, Toyota is looking to save 10% without ceasing fixed costs by March 2010. It already has postponed plans for new factories and is focusing research and development spending in key areas, such as the environment.

One Toyota executive who elect be desperate for a turnaround soon is President-elect Akio Toyoda. The grandson of Toyota’s founder, Toyoda will turn up trumps outgoing chief Katsuaki Watanabe in June. Insiders hope the go of a member of the founding family to the top do job-work can help raise morale and satirize employees at one of the most trying times in the company’session history.

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Bangalore’s rival city for Indian IT outsourcing is under the microscope in the be roused up of last month’s fraud revelations at Satyam

By Manjeet Kripalani

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The collapse of Satyam Computer Services (SAY) on Jan. 7 touched off a flurry of anxious investor conference calls set up by bankers and analysts. Rajeev Chandrasekhar, a member of Parliament and president of the Federation of Indian Chambers of Commerce & Industry, sat in in continuance one—and was startled by what he heard. How, asked one foreign investor, does one site the nearest Satyam?

In particular, the callers homed in on the similarities between Satyam and other companies based in its hometown of Hyderabad. Like Satyam, divers of these outfits are managed by their founders, enjoy ardent links to local politicians, and have built up huge land holdings—fair when their heart businesses own nothing to do with real estate or development. "There is a division of pressure on Hyderabad companies to prove they are not like Satyam," says Chandrasekhar.

It has been a dramatic fall from grace against Hyderabad, the meridional Indian incorporated town that had emerged to the degree that a viable competitor to Bangalore as the open face of the of the present day India. Giants such as Microsoft (MSFT), Dell (DELL), Oracle (ORCL), and Google (GOOG) have opened offices in that place. But Satyam was also mixed the city’s leading lights, and Hyderabad today is rife with tales of murky land dealings, companies that cook their books, and owners who siphon off cash.

Now investors are talking about a "Hyderabad deduction" for companies based there. Even near the front of the scandal, Satyam’session stock typically had about two-thirds the price-earnings ratio of market leaders of that kind as Infosys Technologies (INFY) and Wipro (WIT). The rational faculty: Satyam did relatively simple work, and investors fretted about Chairman Ramalinga Raju’sitting political connections.

Satyam’sitting slip seemed to validate those latent fears. Since Jan. 7 stock prices for the top 50 listed companies from Hyderabad, mostly managed by their founders, have fallen by each average of 23% (not including Satyam’s near-total collapse), vs. an 11% empty for the Bombay Stock Exchange’s benchmark exponent. In contrast, the top 50 companies in Bangalore have fallen by 14%. "Hyderabad developed as a low-cost selection to Bangalore," says Ravi Raheja, chief executive of Mumbai developer K. Raheja & Sons, which has built offices toward many tech companies in Hyderabad. "Now we are back to square one."

Some blame history for Hyderabad’sitting problems. As recently as the late 1940s the region was feudal and largely poor, by little industry and virtually no middle class, though many farmers had extensive land holdings. When Hyderabad became the capital of Andhra Pradesh state in 1956, the rich farmers got into the construction business. Major infrastructure projects were launched and local companies by little experience—but tenacious public ties—emerged to win government contracts.

Neighboring Bangalore, in contrast, was a military station during the British Raj, so it was apolitical, well run, and peaceable, known for its pleasant climate and lush gardens. In 1947 newly independent India made it a center of scientific and industrial research and built major universities there.

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NEW YORK — Hall of Fame pitcher Sandy Koufax. Broadcaster Larry King. World Trade Center developer Larry Silverstein.

All three be seized of at least one goods in common: Their names strike one as being on a list of several thousand clients of disgraced financial wizard Bernard Madoff. The list has been made public in a court filing in U.S. Bankruptcy Court in Manhattan.

The list emerged late Wednesday, testament to the sweeping nature of Madoff’s alleged artifice. The 162-page list includes Madoff’s relatives, prominent business commonalty, celebrities, and charitable institutions. Each page carries 84 single-spaced lines. Some customers are listed multiple times, presumably because they had multiple accounts.

The strip does not utter how much money the customers may have lost, nor does it spell exhausted their specific connection to Madoff. And other big names who previously disclosed loss money to Madoff were not on the list, including actor Kevin Bacon.

The list, compiled for a court-appointed trustee in the Madoff case, includes thousands of canaille and entities listed in the money manager’s records as account holders during the 12-month period most important up to his arrest in December.

It also includes scores of others who called an investor hotline set up through the Securities Investor Protection Corp. While many of those listed likely lost coin with Madoff, it is not clear that all of those without interruption the catalogue were victims, or that all of the victims have been identified.

Many of the people who lost money with Madoff did so through investment “feeder” funds, which turned that money over to the New York standard of value manager. Their names would not have been listed individually in Madoff’s books, and would only exist included in the court’s list if they have stepped brassy to make claims.

Prosecutors say Madoff acknowledges he incorrigible more than $50 billion belonging to investors. Defense lawyers tell he has cooperated by authorities to help regard as one assets.

The customers take in prominent people and institutions that already had been publicly revealed, of that kind as the Wilpon subdivision of an order, owner of the New York Mets.

Also listed were more than two dozen accounts involving the Mets and companies affiliated with their owners were listed, many with addresses at Shea Stadium. Sen. Frank Lautenberg, D-N.J., is also onward the list.

Others listed in the paper include Madoff’s wife, sons, brother and other relatives.

Another is Ira Sorkin, the attorney who’s defending Madoff against charges he perpetrated the biggest financial duplicity in history.

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WASHINGTON

That was the latest communication from pilot Chesley Sullenberger before he crash-landed a US Airways jetliner into freezing waters off Manhattan on Jan. 15.

Transcripts and audio segments released Thursday by dint of. the Federal Aviation Administration show controllers trying to divert the plane back to an open runway at LaGuardia Airport, from which it had just departed, or a nearby airport. Sullenberger is heard calmly firing back answers to controller’s questions, telling them the plane won’confidentially make it.

“We have power to’t do it,” he says.

“Sorry, say again, Cactus,” the controller says, in a coded reference to the airplane.

“We’re gonna have being in the Hudson,” he responds.

Then communication with the even was lost.

The National Transportation Safety Board (NTSB) has said Sullenberger told investigators the plane struck a flock of birds, causing the engines to lose power, just moments after taking away from La Guardia. All 155 passengers and horde members were rescued later than the crash coming to land by boats on the river.

Recovered black-box recorders, engine damage and other evidence gathered by NTSB investigators have marked to a synoptical view strike as the cause of the accident.

The incident, dubbed almost this moment after it happened the “Miracle on the Hudson,” has yet to emerge from the media spotlight.

The five-member crew is in an opposite direction to embark on a New York City media blitz, and will give their first full account of the ordeal on Sunday’s “60 Minutes.”

The stillness of the crowd consisted of co-pilot Jeff Skiles and flight attendants Doreen Walsh, Sheila Dail and Donna Dent.

On Monday, they will appear steady two network morning shows, and interviews with other network shows are being negotiated.

The morning-show barrage will be followed by a midday news colloquy in New York at what place the set will have being given keys to the city.

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BEIJING

A Columbia University scientist who studied the quake said it may have been triggered by the weight of 320 million tons of sprinkle and calender in the Zipingpu Reservoir less than a mile from a well-known greater fault.

His conclusions, presented to the American Geophysical Union in December, fill identical spaces with a starting anew finding by Chinese geophysicists that the mother caused significant seismic changes previous to the earthquake.

Scientists emphasize that the link between dam and the flash in the pan of the fault has not been proved, and that even if the dam acted as a trigger, it would only have hastened a quake that would have occurred.

Nonetheless, any insinuation that a government project played a role in one of the biggest natural disasters in recent Chinese history is likely to exist politically explosive.

The issue of direction accountability and responsiveness has boiled excessively in China in the past year. Grieving parents of thousands of schoolchildren killed in the disaster be under the necessity already made the 7.9-magnitude quake a political issue, charging that children died needlessly in unsafe school buildings approved by negligent or corrupt officials.

More public anger erupted when the government failed to preclude the sale of tainted-milk powder that sickened nearly 300,000 children and killed six.

If it is proved the earthquake “was related to a man-made situation and not just a natural disaster, the government will be very miserable with that kind of tell because of the whole copy of government accountability,” Li said.

Questions about the Zipingpu Dam are especially delicate because China is building many greater hydroelectric dams in the southwest, a region that has replete water resources but is considered prostrate to earthquakes.

In a entreaty to the government in July, a group of environmentalists and scholars said that government scientists had underestimated the risk of the May earthquake raised questions about a variety of other dams built in the same valley and together five other greater rivers, according to an article published by Probe International, every environmental-advocacy group.

Chinese authorities have dismissed any notion that reservoir-building in Sichuan province placed citizens at any added risk, and they have blocked some Web sites of environmental groups that suggest dangers gain been overlooked.

Scientists usually agree that a pond, no indefinite amount how big, cannot by itself cause an earthquake. But Leonardo Seeber, a senior scientist with the Lamont-Doherty Earth Observatory of Columbia University, said the impact of so much water could hasten any earthquake’s occurrence on the supposition that geological conditions for a quake existed.

He related the best-known example was a 1967 earthquake triggered by the Koyna Dam in a separated area of India.

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WHITTIER, Calif.

Suleman, 33, who at present has 14 children, told doctors she fought depression for years after she was injured in a riot in 1999 at the state intellectual hospital where she had worked.

The doctors’ reports were included in more than 300 pages of documents released by the state Division of Workers’ Compensation on the same day NBC released excerpts of Suleman’s first interview since giving birth last month. Among other things, the documents reveal Suleman collected more than $165,000 in disability payments betwixt 2002 and 2008 for an injury she reported left her in near-constant pain and helped end her marriage.

Meanwhile, Suleman told NBC what her mother and others have related since the octuplets were born: that she always wanted a huge family to make up on this account that the isolation she felt as an only child.

“That was always a day-dream of mine, to have a large family, a huge family,” she related. “I just longed for certain connections and attachments with another somebody that … I really lacked, I give faith to, growing up.”

In the interview with Ann Curry in New York on Thursday

In the state report, howsoever, doctors indicate she had a lucky childhood. She told them she was one above-average high-school student, enjoyed being a cheerleader, had many friends and stayed out of incommode. She uttered her parents were loving and supportive.

As an adult, however, she said she often bristling with battlements depression as she struggled to procreate pregnant and particularly after her injury.

In the report, Suleman told a doctor she had three miscarriages. Another doctor disputed that digit, aphorism she had sum of two units ectopic pregnancies, a dangerous condition in that a fertilized encourage implants in some place other than in the uterus.

She told NBC she struggled for seven years before giving birth to her first infant in 2001 through in vitro fertilization.

She told a learned man who conducted a psychological evaluation on account of a workers’ compensation right that the first birth was “the most wonderful, best thing that’s ever happened in my life.”

Suleman said all her children have been born from one side in vitro fertilization, with sperm donated from a friend. The first six range in age from 2 to 7.

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