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Thursday, March 31, 2016

3 Surprising Lessons This Finance Entrepreneur Learned When Starting His Own Business

In 2003, JD Weisbrot and his brother, Michael, opened a small, surety bond agency in a modest 600 square-foot office — just enough space to fit two people! A year later, their business, JW Bond Consultants, Inc., became the first agency to approve bonds online, directly on their website.
By 2009, they were the largest volume producer of surety bonds nationwide thanks to instant, online approval, and the rest, as they say, is history. Along the way, JD learned some valuable lessons in what to do — and what not to do — as an e-Bond pioneer.


3 Surprising Lessons This Finance Entrepreneur Learned When Starting His Own Business

Pfizer Inc. (NYSE: PFE) today issued the following statement:

From Pfizer:


Pfizer Inc. (NYSE: PFE) today issued the following statement:

Thursday, March 31, 2016 4:29 pm EDT

Dateline:

NEW YORK

Public Company Information:

NYSE:
PFE
US7170811035
NEW YORK--(BUSINESS WIRE)--A false press release related to drug pricing and linking to a fake web site was anonymously issued earlier today. It was erroneously attributed to Pfizer and should be disregarded. Pfizer is investigating this matter and evaluating its legal options against the parties responsible. Pfizer is committed to engaging in an honest discussion and real dialogue about the issues that matter to patients.

21 Percent of SMB Owners Still Filing Taxes on Paper Forms

Most small business owners dread the tax season. Yet to save money, many entrepreneurs attempt filing taxes on their own and end up making costly mistakes in the process.
Two recent polls by online small business service directory Manta have found 21 percent of small business owners file taxes on their own, without help from tax software or an accountant.


21 Percent of SMB Owners Still Filing Taxes on Paper Forms

New 2016 ACC/AHA Guideline Focused Update States that it is Reasonable to Choose Effient® (prasugrel) Over Clopidogrel for Certain ACS-PCI Patients with ST-Elevation Myocardial Infarction and NSTE-ACS (NYSE:LLY)

Class IIa recommendation provided for maintenance use of Effient in ACS-PCI STEMI and NSTE-ACS patients who are not at high risk for bleeding complications and who do not have a history of stroke or transient ischemic attack



New 2016 ACC/AHA Guideline Focused Update States that it is Reasonable to Choose Effient® (prasugrel) Over Clopidogrel for Certain ACS-PCI Patients with ST-Elevation Myocardial Infarction and NSTE-ACS (NYSE:LLY)

What is the Difference Between a Line of Credit and a Loan?

Small business owners may need funds for several reasons. Luckily, there are a number of financing options available today that can help businesses secure funds on time. Two of the most common options are a line of credit and a loan.
In a nutshell, a business line of credit is often the best option when you have short-term and occasional credit needs. A small business loan, on the other hand, is best to meet long-term credit needs. Let’s break down the difference between a line of credit and a loan to see how they differ and help you meet your credit needs.


What is the Difference Between a Line of Credit and a Loan?

UPS Integrad Opens In McKinney, TX

UPS increases to seven the number of its next generation training facilities



UPS Integrad Opens In McKinney, TX

6 Entrepreneurial Personality Types

After being in business for 16 years, all of them coaching and training handmade entrepreneurs, I’ve noticed some entrepreneurial personality types that usually lead a business straight to the failure zone. I wrote this article so you could check-in with yourself to see if you fall into any of these categories, so you can take action to correct your course before the consequences sneak up on you.



6 Entrepreneurial Personality Types

UPS Appoints Juan R. Perez Chief Information Officer As Dave Barnes Announces Retirement

UPS® (NYSE:UPS) today announced Juan R. Perez, is named Chief Information Officer effective April 1, replacing Chief Information and Global Business Services Officer Dave Barnes, who elected to retire after 38 years with the company.  Barnes will continue with UPS through June 30 to ensure a smooth transition of responsibilities



UPS Appoints Juan R. Perez Chief Information Officer As Dave Barnes Announces Retirement

Phase 3 Study Findings Demonstrate Treatment with Baricitinib Results in Significant Improvements for Patients with Rheumatoid Arthritis Who Had Inadequate Response to Biologics (NYSE:LLY)

Pivotal RA-BEACON Study Published in New England Journal of Medicine



Phase 3 Study Findings Demonstrate Treatment with Baricitinib Results in Significant Improvements for Patients with Rheumatoid Arthritis Who Had Inadequate Response to Biologics (NYSE:LLY)

UPS Launches #BAGS4BIRDIES Global Golf Campaign

Giving the next generation a chance to succeed on the green



UPS Launches #BAGS4BIRDIES Global Golf Campaign

What FounderDating Is All About

Recently, I received a request to join FounderDating. The request came from someone I respect in the business world so I decided to check it out. Interesting concept, FounderDating is set up to connect entrepreneurs with potential partners and advisors. The theory is that those looking for funding, advice, partners, and mentors can explore the membership database and find what they are looking for.
It appears that a main goal of the site is to help entrepreneurs find their ‘cofounder;’ when they are looking for someone to partner with to start and build a business. They can use FounderDating to explore and discover.


What FounderDating Is All About

Fed Undermining Living Standard to Bail Out Government Debt and Prop Up ...







#PeterSchiff #FederalReserve #InterestRates #Inflation #Economy



#Currency #Currencies




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U.S. Companies Losing Customers As Consumers Demand More Human Interaction, Accenture Strategy Study Finds

From #Accenture:


U.S. Companies Losing Customers As Consumers Demand More Human Interaction, Accenture Strategy Study Finds
 
Too much reliance on digital technologies has given rise to ‘human-less’ customer services
 
NEW YORK; March 23, 2016 – 83 percent of U.S. consumers prefer dealing with human beings over digital channels to solve customer services issues, according to new research from Accenture (NYSE: ACN). The report also found that 52 percent of consumers have switched provider in the past year due to poor customer service, with banks, retailers, and cable and satellite television providers being the worst offenders. In the U.S., the estimated cost of customers switching due to poor service is $1.6 trillion.
 
The Accenture Strategy report, Digital Disconnect in Customer Engagement’, is based on the company’s eleventh annual Global Consumer Pulse Research, which gauges the experiences and attitudes of 24,489 consumers around the world about marketing, sales and customer services. 2,003 U.S. consumers were included in the sample.
 
“Companies have lost sight of the importance of human interaction and often make it too difficult for consumers to get the right level of help and service that they need,” said Robert Wollan, senior managing director, Advanced Customer Strategy,Accenture Strategy. “Companies wrongly assume that their digital-only customers are their most profitable, and that customer service is a cost. Consequently they over-invest in digital technologies and channels and lose their most profitable customers – multi-channel customers – who want experiences that cover both digital and traditional channels.”
 
The importance of human connection in customer services
Human interaction remains a vital component of customer satisfaction, even in the ‘digital age’. 83 percent of U.S. consumers prefer dealing with human beings over digital channels to solve customer services issues and get advice (77 percent). Almost half (45 percent) of consumers say they are even willing to pay a higher price for goods and services if it ensures a better level of service.
 
Physical or in-store experiences are also highly valued amongst consumers. 65 percent agree that in-store service is the best channel for getting a tailored experience, and 46 percent say they are more willing to be sold new or upgraded products when receiving a face-to-face service compared to online.
 
“U.S. companies have reached a tipping point in their customer’s digital intensity and need to rebalance their digital and traditional customer services investments if they want to improve loyalty, differentiate themselves and drive growth,” said Kevin Quiring, Managing Director, Advanced Customer Strategy, North America Lead, Accenture Strategy. “Companies abandon the human connection at their own risk and are facing the need to rebuild it to deliver the varied and tailored outcomes that customers demand.”
 
Improving customer experience
The Accenture Strategy report reveals that there is huge room for improvement in the delivery of today’s customer services. 81 percent of consumers admit that it is frustrating dealing with a company that does not make it easy to do business with them. Another 73 percent expect customer service to be easier and more convenient, and 61 percent want it to be faster. Complaining on social media about poor customer experience is the norm for 44 percent of consumers who admit taking to social channels in order to vent.
 
Once a provider loses a customer, 68 percent of consumers will not go back. But there are measures companies can take to hold on to them. 80 percent of ‘switchers’ feel the company could have done something to retain them. 83 percent report that if companies could provide customers with better live or in-person customer service, it would have impacted their decision to switch provider.
 
How leaders of customer services succeed
Organizations that want to rebalance their digital and traditional customer service channels should look to:
 
  1. Put the human and physical elements back into customer services: Rethink your investment strategy. The focus should be on delivering satisfying customer experiences – not methods of interaction. Ensure your channel management approach delivers integrated experiences.  
  2. Make it easy for customers to switch channels to get the experiences they want: Build customer service channels that enable consumers to fluidly move from digital to human interaction to get the outcomes they desire.
  3. Root out toxicity: Define and address the most toxic customer experiences across all channels. These experiences can directly impact profitability. Identify the experiences that have the greatest potential downside and leverage those insights to guide an investment strategy.
  4. Guarantee personal data security: 92 percent of consumers say it is extremely important that companies protect the privacy of their personal information. By not selling or sharing customer data with other companies, and guaranteeing that safeguards are in place to protect it, consumers will be more willing to hand over personal information which can be leveraged to deliver better experiences.
 
Please visit www.accenture.com/GlobalConsumerPulseResearch to read the full report. Join the conversation at @AccentureStrat #GCPR.

About the research
Accenture Strategy’s Global Consumer Pulse Research is an annual online research project that assess customer attitudes towards marketing, sales and customer service practices and customers’ behaviors in response to companies’ practices. The 2015 survey includes online responses from 24,489 consumers in 33 countries: Denmark, Finland, Sweden, UAE, Thailand, South Korea, Singapore, Norway, Mexico, Malaysia, Ireland, South Africa, Russia, Argentina, Turkey, Poland, Philippines, Netherlands, Belgium, Czech Republic, India, Indonesia, France, Germany, Japan, China, Brazil, Spain, Canada, Australia, Italy, United Kingdom and the United States. Respondents were asked to evaluate their experiences of up to four industries out of 11 industry sectors: retail banking and financial services, wireless services providers, consumer goods retailers, gas and electric utility providers, consumer electronics manufacturers, property and casualty insurance providers, fixed service providers (excluding cable and satellite), healthcare providers, hotels and lodging, life insurance, and cable and satellite service providers. The survey was fielded in August and September 2015.
 
About Accenture
Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions – underpinned by the world’s largest delivery network – Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With approximately 373,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com.
 
Accenture Strategy operates at the intersection of business and technology. We bring together our capabilities in business, technology, operations and function strategy to help our clients envision and execute industry-specific strategies that support enterprise wide transformation. Our focus on issues related to digital disruption, competitiveness, global operating models, talent and leadership help drive both efficiencies and growth. For more information, follow @AccentureStrat or visitwww.accenture.com/strategy.
 
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Accenture Named by Adobe as 2015 Marketing Cloud Partner of the Year – Americas | Accenture Newsroom

NEW YORK & LAS VEGAS; Mar. 22, 2016 – Accenture (NYSE: ACN) has been recognized as the Marketing Cloud Partner of the Year  Americas by Adobe, a global leader in digital marketing and digital media solutions. The award, which Adobe presented to Accenture Interactive during Partner Day at Adobe Summit, The Digital Marketing Conference, recognizes Accenture’s commitment to a cloud-first agenda and the collaborative and successful work the two companies achieved together in 2015.
 
Adobe considered joint revenue, executive commitment, organizational alignment and unique value delivered to clients in awarding Accenture as its 2015 Marketing Cloud Partner of the Year -- Americas.
 



Accenture Named by Adobe as 2015 Marketing Cloud Partner of the Year – Americas | Accenture Newsroom

Three Years Later, U.S. Companies Continue to Struggle With Innovation, Accenture Survey Reveals

From #Accenture:


Three Years Later, U.S. Companies Continue to Struggle With Innovation, Accenture Survey Reveals 
 
Companies don’t learn from past mistakes, miss market opportunities and are risk averse
 
NEW YORK: March 21, 2016 – U.S. companies are struggling with various innovation pursuits continuing a problem they have been grappling with for the past three years, a new Accenture (NYSE: ACN) survey finds.
 
The survey of executives and managers within 500 U.S. companies reveals that six in 10 (60 percent) said their companies do not learn from past mistakes. This is nearly double the 36 percent who admitted to this three years ago when Accenture last conducted a similar survey.
 
Nearly three-fourths (72 percent) indicate their firm’s often miss opportunities to exploit underdeveloped areas or markets versus 53 percent three years ago.  And more than two-thirds (67 percent) believe their companies are risk averse, a large increase from 46 percent revealed in the previous survey.
 
The survey also shows that 82 percent admit they do not distinguish their innovation approaches between incremental versus large-scale transformational change – meaning they use a single “one-size-fits-all” approach to achieve different goals. Most respondents said they have “big” innovation ideas but are missing an organizational “home” with the company. So their ideas often go nowhere.
 
“A significant gap exists between what U.S. companies want to achieve in the innovation arena versus what they are able to do,” said Adi Alon, managing director, Accenture Strategy.  “They want to innovate yet they need to take different and bolder actions to achieve transformational, major revenue-generating innovation. True innovation requires aggressive changes in technologies, operating models and talent.”
 
The survey polled executives and managers involved with innovation in 12 industries such as communications, electronics and high-tech, consumer products, and retail. Accenture’s analysis of these results, summarized in a new report titled "2015 Accenture U.S. Innovation Survey: Clear Vision, Cloudy Execution," concludes that these companies hold on to outdated products too long thereby increasing expenses and making them less competitive.
 
More bullish on disruptive innovation
Despite their companies’ innovation shortcomings, respondents are more bullish on disruptive innovation than they were three years ago.  For instance, 84 percent said they believe innovation is key for their long-term success compared with 67 percent three years ago.  The same percentage of respondents – 84 percent  said they are looking for the “next silver bullet,” meaning a market-defining innovation rather than incremental iterations of the same products.  Creating new products is a priority for almost half (47 percent) of respondents, an increase of 20 percentage points from three years ago.
 
Transformational changes needed
Accenture identifies three transformative changes that companies can undertake to ignite innovation:
 
  • Build a two-engine approach. Companies need to develop agile innovation operating models that enable them to test new ideas quickly and absorb new capabilities and talent from other industries. Engine One sharply focuses on making existing products and capabilities continually better. Engine Two efforts are disruptive and potentially game-changing. When executed correctly, these innovations deliver a step-change improvement in organizational performance and competitive advantage.
  • View innovation through new “lenses.” Despite their best intentions to drive big changes, many companies continue to evaluate and pursue opportunities using the ideas, processes and business models they have relied on for years. In an age where non-traditional entrants are increasingly capturing market share and customers are demanding new products, services, conveniences and forms of engagement, a company’s reliance on its old playbook will prevent it from achieving competitive advantage.
  • Break down industry barriers. Disruptions in everything from the flow of raw materials to the demands of “always on” consumers require a new model based on collaboration. Emerging technologies are making it possible for companies to unlock new sources of innovation through alliances across multiple business sectors. Cross-industry innovation models lead to competitive differentiation and new sources of growth, revenue and customer loyalty.
Methodology
This survey polled 500 professionals with innovation responsibilities at U.S. companies with revenues greater than $500 million about their attitudes, expectations and implementation related to innovation. Twelve industries were represented: banking and capital markets; biotechnology; chemicals and natural resources; communications; consumer goods and services; electronics, high tech and medical products; energy; healthcare providers; insurance; retail; travel and transportation services; and utilities. For this survey, innovation was defined as “a market-differentiating change that generates a sustainable competitive advantage in a product, service or business model and that leads to measurable value creation for an organization.”
 
About Accenture
Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions – underpinned by the world’s largest delivery network – Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders.  With approximately 373,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com.
 
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Wednesday, March 30, 2016

Alcoa to Sell Stake in Australian Natural Gas Pipeline to Duet Group

From Alcoa:


March 30, 2016
Alcoa to Sell Stake in Australian Natural Gas Pipeline to Duet Group
NEW YORK--(BUSINESS WIRE)--Alcoa (NYSE: AA) today announced that Alcoa of Australia has agreed to sell its stake in DBP, the owner and operator of the Dampier to Bunbury Natural Gas Pipeline (DBNGP), to DUET Group (DUET) for AU$205 million (~US$154 million). DBP is currently owned 20 percent by Alcoa of Australia and 80 percent by DUET (in aggregate).

As part of the transaction Alcoa of Australia will maintain its current access to approximately 30 percent of the DBNGP transmission capacity for gas supply to its three alumina refineries in Western Australia.

The sale is expected to close in early April. The Company expects to recognize a gain in connection with the sale of between $10 million and $15 million, after-tax and non-controlling interest, or $0.01 per share. Alcoa of Australia expects the net cash impact of the transaction, after estimated fees and taxes, will be approximately US$115 million.

Alcoa of Australia is owned 60 percent by Alcoa Inc., and 40 percent by Alumina Limited.

About Alcoa

A global leader in lightweight metals technology, engineering and manufacturing, Alcoa innovates multi-material solutions that advance our world. Our technologies enhance transportation, from automotive and commercial transport to air and space travel, and improve industrial and consumer electronics products. We enable smart buildings, sustainable food and beverage packaging, high performance defense vehicles across air, land and sea, deeper oil and gas drilling and more efficient power generation. We pioneered the aluminum industry over 125 years ago, and today, our approximately 60,000 people in 30 countries deliver value-add products made of titanium, nickel and aluminum, and produce best-in-class bauxite, alumina and primary aluminum products. For more information, visit www.alcoa.com, follow @Alcoa on Twitter atwww.twitter.com/Alcoa and follow us on Facebook atwww.facebook.com/Alcoa.

Forward Looking Statement

This release contains statements that relate to future events and expectations and as such constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements include those containing such words as “estimates,” “expects,” “goal,” “plans,” “should,” “target,” “will,” “would,” or other words of similar meaning. All statements that reflect Alcoa’s expectations, assumptions or projections about the future, other than statements of historical fact, are forward-looking statements, including, without limitation, statements regarding the expected timing of the completion of the sale of the equity interest in DBP and the expected financial impact of the sale. Forward-looking statements are subject to risks, uncertainties and other factors, and are not guarantees of future performance. Important factors that could cause actual results to differ materially from those expressed or implied in the forward-looking statements include: (a) material adverse changes in aluminum industry conditions, including global supply and demand conditions and fluctuations in London Metal Exchange-based prices and premiums, as applicable, for primary aluminum, alumina, and other products, and fluctuations in indexed-based and spot prices for alumina; (b) Alcoa’s inability to successfully realize goals established in each of its business segments, at the levels or by the dates targeted for such goals; (c) Alcoa’s inability to realize expected benefits, in each case as planned and by targeted completion dates, from acquisitions, divestitures, facility closures, curtailments, or expansions, or international joint ventures; (d) political, economic, and regulatory risks in the countries in which Alcoa operates, including unfavorable changes in laws and governmental policies, tax rates, civil unrest, or other events beyond Alcoa’s control; (e) changes in preliminary accounting estimates due to the significant judgments and assumptions required; (f) the outcome of contingencies, including legal proceedings and environmental remediation; and (g) the other risk factors summarized in Alcoa’s Form 10-K for the year ended December 31, 2015, and other reports filed with the Securities and Exchange Commission. Alcoa disclaims any obligation to update publicly any forward-looking statements, whether in response to new information, future events or otherwise, except as required by applicable law.


European Medicines Agency Validates Bristol-Myers Squibb’s Application for Opdivo® (nivolumab) for the Treatment of Classical Hodgkin Lymphoma Patients

From Bristol-Myers Squibb:

European Medicines Agency Validates Bristol-Myers Squibb’s Application for Opdivo® (nivolumab) for the Treatment of Classical Hodgkin Lymphoma Patients

Opdivo has potential to become first PD-1 inhibitor approved in a hematological malignancy in European Union
Wednesday, March 30, 2016 4:15 pm EDT
"We are hopeful to build on expanding our hematology franchise and bring the science of Immuno-Oncology to these adult relapsed and refractory classical Hodgkin lymphoma patients in Europe who often have limited remaining treatment options."
PRINCETON, N.J.--(BUSINESS WIRE)--Bristol-Myers Squibb Company (NYSE:BMY) announced today that the European Medicines Agency (EMA) validated a type II variation application, which seeks to extend the current indications for Opdivo to include the treatment of patients with classical Hodgkin lymphoma (cHL) after prior therapies. The application included CheckMate -205 data, which evaluated Opdivo in cHL patients who have received autologous stem cell transplant and brentuximab vedotin. Validation of the application confirms the submission is complete and begins the EMA’s centralized review process.
“We are eager to continue to extend the use of Opdivo as a treatment option and potentially provide hematology with its first PD-1 inhibitor, a type of treatment that is designed to work with the PD-1 pathway and leverage the immune system to help fight classical Hodgkin lymphoma,” said Jean Viallet, M.D., Oncology Global Clinical Research Lead, Bristol-Myers Squibb. “We are hopeful to build on expanding our hematology franchise and bring the science of Immuno-Oncology to these adult relapsed and refractory classical Hodgkin lymphoma patients in Europe who often have limited remaining treatment options.”
CheckMate -205 is a Phase 2 study evaluating the safety and efficacy of Opdivo in patients with relapsed or refractory cHL. The results of this trial are expected to be presented at a medical meeting later this year.
About Hodgkin Lymphoma
Hodgkin lymphoma, which also is known as Hodgkin disease, is one of two main types of lymphoma, a group of cancers most often beginning in the lymph nodes. Hodgkin lymphoma is characterized by malignant lymphocytes called Reed-Sternberg cells. The other type of lymphoma is non-Hodgkin lymphoma, which is much more common. In the European Union, about 12,200 new cases and 2,600 deaths are expected each year.There remains a significant unmet need for patients who have relapsed or have become refractory to current treatments.
Bristol-Myers Squibb & Immuno-Oncology: Advancing Oncology Research
At Bristol-Myers Squibb, we have a vision for the future of cancer care that is focused on Immuno-Oncology, now considered a major treatment choice alongside surgery, radiation and chemotherapy for certain types of cancer.
We have a comprehensive clinical portfolio of investigational and approved Immuno-Oncology agents, many of which were discovered and developed by our scientists. Our ongoing Immuno-Oncology clinical program is looking at broad patient populations, across multiple solid tumors and hematologic malignancies, and lines of therapy and histologies, with the intent of powering our trials for important measures. We pioneered the research leading to the first regulatory approval for the combination of two Immuno-Oncology agents, and continue to study the role of combinations in cancer.
We are also investigating other immune system pathways in the treatment of cancer including CTLA-4, CD-137, KIR, SLAMF7, PD-1, GITR, CSF1R, IDO, and LAG-3. These pathways may lead to potential new treatment options – in combination or monotherapy – to help patients fight different types of cancers.
Our collaboration with academia, as well as small and large biotech companies, is responsible for researching the potential Immuno-Oncology and non-Immuno-Oncology combinations, with the goal of providing new treatment options in clinical practice.
At Bristol-Myers Squibb, we are committed to conducting research for hard-to-treat cancers.
About Opdivo
Cancer cells may exploit “regulatory” pathways, such as checkpoint pathways, to hide from the immune system and shield the tumor from immune attack. Opdivo is a PD-1 immune checkpoint inhibitor that binds to the checkpoint receptor PD-1 expressed on activated T-cells. It blocks the binding of PD-L1 and PD-L2, preventing the PD-1 pathway’s suppressive signaling on the immune system, including the interference with an anti-tumor immune response.
Opdivo’s broad global development program is based on Bristol-Myers Squibb’s understanding of the biology behind Immuno-Oncology. Our company is at the forefront of researching the potential of Immuno-Oncology in hard-to-treat cancers. This scientific expertise serves as the basis for the Opdivo development program, which includes a broad range of Phase 3 clinical trials. To date, the Opdivo clinical development program has enrolled more than 18,000 patients.
Opdivo was the first PD-1 immune checkpoint inhibitor to receive regulatory approval anywhere in the world in July 2014 and currently has regulatory approval in 48 countries, including the United States, Japan and in the European Union.
INDICATIONS
OPDIVO® (nivolumab) as a single agent is indicated for the treatment of patients with BRAF V600 wild-type unresectable or metastatic melanoma.
OPDIVO® (nivolumab) as a single agent is indicated for the treatment of patients with BRAF V600 mutation-positive unresectable or metastatic melanoma. This indication is approved under accelerated approval based on progression-free survival. Continued approval for this indication may be contingent upon verification and description of clinical benefit in confirmatory trials.
OPDIVO® (nivolumab), in combination with YERVOY® (ipilimumab), is indicated for the treatment of patients with unresectable or metastatic melanoma. This indication is approved under accelerated approval based on progression-free survival. Continued approval for this indication may be contingent upon verification and description of clinical benefit in the confirmatory trials.
OPDIVO® (nivolumab) is indicated for the treatment of patients with metastatic non-small cell lung cancer (NSCLC) with progression on or after platinum-based chemotherapy. Patients with EGFR or ALK genomic tumor aberrations should have disease progression on FDA-approved therapy for these aberrations prior to receiving OPDIVO.
OPDIVO® (nivolumab) is indicated for the treatment of patients with advanced renal cell carcinoma (RCC) who have received prior anti-angiogenic therapy.
IMPORTANT SAFETY INFORMATION
WARNING: IMMUNE-MEDIATED ADVERSE REACTIONS
YERVOY can result in severe and fatal immune-mediated adverse reactions. These immune-mediated reactions may involve any organ system; however, the most common severe immune-mediated adverse reactions are enterocolitis, hepatitis, dermatitis (including toxic epidermal necrolysis), neuropathy, and endocrinopathy. The majority of these immune-mediated reactions initially manifested during treatment; however, a minority occurred weeks to months after discontinuation of YERVOY.
Assess patients for signs and symptoms of enterocolitis, dermatitis, neuropathy, and endocrinopathy and evaluate clinical chemistries including liver function tests (LFTs), adrenocorticotropic hormone (ACTH) level, and thyroid function tests at baseline and before each dose.
Permanently discontinue YERVOY and initiate systemic high-dose corticosteroid therapy for severe immune-mediated reactions.
Immune-Mediated Pneumonitis
Immune-mediated pneumonitis, including fatal cases, occurred with OPDIVO treatment. Across the clinical trial experience with solid tumors, fatal immune-mediated pneumonitis occurred with OPDIVO. In addition, in Checkmate 069, there were six patients who died without resolution of abnormal respiratory findings. Monitor patients for signs with radiographic imaging and symptoms of pneumonitis. Administer corticosteroids for Grade 2 or greater pneumonitis. Permanently discontinue for Grade 3 or 4 and withhold until resolution for Grade 2. In Checkmate 069 and 067, immune-mediated pneumonitis occurred in 6% (25/407) of patients receiving OPDIVO with YERVOY: Fatal (n=1), Grade 3 (n=6), Grade 2 (n=17), and Grade 1 (n=1). In Checkmate 037, 066, and 067, immune-mediated pneumonitis occurred in 1.8% (14/787) of patients receiving OPDIVO: Grade 3 (n=2) and Grade 2 (n=12). In Checkmate 057, immune-mediated pneumonitis, including interstitial lung disease, occurred in 3.4% (10/287) of patients: Grade 3 (n=5), Grade 2 (n=2), and Grade 1 (n=3). In Checkmate 025, pneumonitis, including interstitial lung disease, occurred in 5% (21/406) of patients receiving OPDIVO and 18% (73/397) of patients receiving everolimus. Immune-mediated pneumonitis occurred in 4.4% (18/406) of patients receiving OPDIVO: Grade 4 (n=1), Grade 3 (n=4), Grade 2 (n=12), and Grade 1 (n=1).
Immune-Mediated Colitis
Immune-mediated colitis can occur with OPDIVO treatment. Monitor patients for signs and symptoms of colitis. Administer corticosteroids for Grade 2 (of more than 5 days duration), 3, or 4 colitis. As a single agent, withhold OPDIVO for Grade 2 or 3 and permanently discontinue for Grade 4 or recurrent colitis upon restarting OPDIVO. When administered with YERVOY, withhold OPDIVO for Grade 2 and permanently discontinue for Grade 3 or 4 or recurrent colitis upon restarting OPDIVO. In Checkmate 069 and 067, diarrhea or colitis occurred in 56% (228/407) of patients receiving OPDIVO with YERVOY. Immune-mediated colitis occurred in 26% (107/407) of patients: Grade 4 (n=2), Grade 3 (n=60), Grade 2 (n=32), and Grade 1 (n=13). In Checkmate 037, 066, and 067, diarrhea or colitis occurred in 31% (242/787) of patients receiving OPDIVO. Immune-mediated colitis occurred in 4.1% (32/787) of patients: Grade 3 (n=20), Grade 2 (n=10), and Grade 1 (n=2). In Checkmate 057, diarrhea or colitis occurred in 17% (50/287) of patients receiving OPDIVO. Immune-mediated colitis occurred in 2.4% (7/287) of patients: Grade 3 (n=3), Grade 2 (n=2), and Grade 1 (n=2). In Checkmate 025, diarrhea or colitis occurred in 25% (100/406) of patients receiving OPDIVO and 32% (126/397) of patients receiving everolimus. Immune-mediated diarrhea or colitis occurred in 3.2% (13/406) of patients receiving OPDIVO: Grade 3 (n=5), Grade 2 (n=7), and Grade 1 (n=1).
In a separate Phase 3 study of YERVOY 3 mg/kg, severe, life-threatening, or fatal (diarrhea of ≥7 stools above baseline, fever, ileus, peritoneal signs; Grade 3-5) immune-mediated enterocolitis occurred in 34 (7%) patients. Across all YERVOY-treated patients in that study (n=511), 5 (1%) developed intestinal perforation, 4 (0.8%) died as a result of complications, and 26 (5%) were hospitalized for severe enterocolitis.
Immune-Mediated Hepatitis
Immune-mediated hepatitis can occur with OPDIVO treatment. Monitor patients for abnormal liver tests prior to and periodically during treatment. Administer corticosteroids for Grade 2 or greater transaminase elevations. Withhold for Grade 2 and permanently discontinue for Grade 3 or 4 immune-mediated hepatitis. In Checkmate 069 and 067, immune-mediated hepatitis occurred in 13% (51/407) of patients receiving OPDIVO with YERVOY: Grade 4 (n=8), Grade 3 (n=37), Grade 2 (n=5), and Grade 1 (n=1). In Checkmate 037, 066, and 067, immune-mediated hepatitis occurred in 2.3% (18/787) of patients receiving OPDIVO: Grade 4 (n=3), Grade 3 (n=11), and Grade 2 (n=4). In Checkmate 057, one patient (0.3%) developed immune-mediated hepatitis. In Checkmate 025, there was an increased incidence of liver test abnormalities compared to baseline in AST (33% vs 39%), alkaline phosphatase (32% vs 32%), ALT (22% vs 31%), and total bilirubin (9% vs 3.5%) in the OPDIVO and everolimus arms, respectively. Immune-mediated hepatitis requiring systemic immunosuppression occurred in 1.5% (6/406) of patients receiving OPDIVO: Grade 3 (n=5) and Grade 2 (n=1).
In a separate Phase 3 study of YERVOY 3 mg/kg, severe, life-threatening, or fatal hepatotoxicity (AST or ALT elevations >5x the ULN or total bilirubin elevations >3x the ULN; Grade 3-5) occurred in 8 (2%) patients, with fatal hepatic failure in 0.2% and hospitalization in 0.4%.
Immune-Mediated Dermatitis
In a separate Phase 3 study of YERVOY 3 mg/kg, severe, life-threatening, or fatal immune-mediated dermatitis (eg, Stevens-Johnson syndrome, toxic epidermal necrolysis, or rash complicated by full thickness dermal ulceration, or necrotic, bullous, or hemorrhagic manifestations; Grade 3-5) occurred in 13 (2.5%) patients. 1 (0.2%) patient died as a result of toxic epidermal necrolysis. 1 additional patient required hospitalization for severe dermatitis.
Immune-Mediated Neuropathies
In a separate Phase 3 study of YERVOY 3 mg/kg, 1 case of fatal Guillain-BarrƩ syndrome and 1 case of severe (Grade 3) peripheral motor neuropathy were reported.
Immune-Mediated Endocrinopathies
Hypophysitis, adrenal insufficiency, thyroid disorders, and type 1 diabetes mellitus can occur with OPDIVO treatment. Monitor patients for signs and symptoms of hypophysitis, signs and symptoms of adrenal insufficiency during and after treatment, thyroid function prior to and periodically during treatment, and hyperglycemia. Administer corticosteroids for Grade 2 or greater hypophysitis. Withhold for Grade 2 or 3 and permanently discontinue for Grade 4 hypophysitis. Administer corticosteroids for Grade 3 or 4 adrenal insufficiency. Withhold for Grade 2 and permanently discontinue for Grade 3 or 4 adrenal insufficiency. Administer hormone-replacement therapy for hypothyroidism. Initiate medical management for control of hyperthyroidism. Administer insulin for type 1 diabetes. Withhold OPDIVO for Grade 3 and permanently discontinue for Grade 4 hyperglycemia.
In Checkmate 069 and 067, hypophysitis occurred in 9% (36/407) of patients receiving OPDIVO with YERVOY: Grade 3 (n=8), Grade 2 (n=25), and Grade 1 (n=3). In Checkmate 037, 066, and 067, hypophysitis occurred in 0.9% (7/787) of patients receiving OPDIVO: Grade 3 (n=2), Grade 2 (n=3), and Grade 1 (n=2). In Checkmate 025, hypophysitis occurred in 0.5% (2/406) of patients receiving OPDIVO: Grade 3 (n=1) and Grade 1 (n=1). In Checkmate 069 and 067, adrenal insufficiency occurred in 5% (21/407) of patients receiving OPDIVO with YERVOY: Grade 4 (n=1), Grade 3 (n=7), Grade 2 (n=11), and Grade 1 (n=2). In Checkmate 037, 066, and 067, adrenal insufficiency occurred in 1% (8/787) of patients receiving OPDIVO: Grade 3 (n=2), Grade 2 (n=5), and Grade 1 (n=1). In Checkmate 057, 0.3% (1/287) of OPDIVO-treated patients developed adrenal insufficiency. In Checkmate 025, adrenal insufficiency occurred in 2.0% (8/406) of patients receiving OPDIVO: Grade 3 (n=3), Grade 2 (n=4), and Grade 1 (n=1). In Checkmate 069 and 067, hypothyroidism or thyroiditis occurred in 22% (89/407) of patients receiving OPDIVO with YERVOY: Grade 3 (n=6), Grade 2 (n=47), and Grade 1 (n=36). Hyperthyroidism occurred in 8% (34/407) of patients: Grade 3 (n=4), Grade 2 (n=17), and Grade 1 (n=13). In Checkmate 037, 066, and 067, hypothyroidism or thyroiditis occurred in 9% (73/787) of patients receiving OPDIVO: Grade 3 (n=1), Grade 2 (n=37), Grade 1 (n=35). Hyperthyroidism occurred in 4.4% (35/787) of patients receiving OPDIVO: Grade 3 (n=1), Grade 2 (n=12), and Grade 1 (n=22). In Checkmate 057, Grade 1 or 2 hypothyroidism, including thyroiditis, occurred in 7% (20/287) and elevated thyroid stimulating hormone occurred in 17% of patients receiving OPDIVO. Grade 1 or 2 hyperthyroidism occurred in 1.4% (4/287) of patients. In Checkmate 025, thyroid disease occurred in 11% (43/406) of patients receiving OPDIVO, including one Grade 3 event, and in 3.0% (12/397) of patients receiving everolimus. Hypothyroidism/thyroiditis occurred in 8% (33/406) of patients receiving OPDIVO: Grade 3 (n=2), Grade 2 (n=17), and Grade 1 (n=14). Hyperthyroidism occurred in 2.5% (10/406) of patients receiving OPDIVO: Grade 2 (n=5) and Grade 1 (n=5). In Checkmate 069 and 067, diabetes mellitus or diabetic ketoacidosis occurred in 1.5% (6/407) of patients: Grade 4 (n=3), Grade 3 (n=1), Grade 2 (n=1), and Grade 1 (n=1). In Checkmate 037, 066, and 067, diabetes mellitus or diabetic ketoacidosis occurred in 0.8% (6/787) of patients receiving OPDIVO: Grade 3 (n=2), Grade 2 (n=3), and Grade 1 (n=1). In Checkmate 025, hyperglycemic adverse events occurred in 9% (37/406) patients. Diabetes mellitus or diabetic ketoacidosis occurred in 1.5% (6/406) of patients receiving OPDIVO: Grade 3 (n=3), Grade 2 (n=2), and Grade 1 (n=1).
In a separate Phase 3 study of YERVOY 3 mg/kg, severe to life-threatening immune-mediated endocrinopathies (requiring hospitalization, urgent medical intervention, or interfering with activities of daily living; Grade 3-4) occurred in 9 (1.8%) patients. All 9 patients had hypopituitarism, and some had additional concomitant endocrinopathies such as adrenal insufficiency, hypogonadism, and hypothyroidism. 6 of the 9 patients were hospitalized for severe endocrinopathies.
Immune-Mediated Nephritis and Renal Dysfunction
Immune-mediated nephritis can occur with OPDIVO treatment. Monitor patients for elevated serum creatinine prior to and periodically during treatment. For Grade 2 or 3 increased serum creatinine, withhold and administer corticosteroids; if worsening or no improvement occurs, permanently discontinue. Administer corticosteroids for Grade 4 serum creatinine elevation and permanently discontinue. In Checkmate 069 and 067, immune-mediated nephritis and renal dysfunction occurred in 2.2% (9/407) of patients: Grade 4 (n=4), Grade 3 (n=3), and Grade 2 (n=2). In Checkmate 037, 066, and 067, nephritis and renal dysfunction of any grade occurred in 5% (40/787) of patients receiving OPDIVO. Immune-mediated nephritis and renal dysfunction occurred in 0.8% (6/787) of patients: Grade 3 (n=4) and Grade 2 (n=2). In Checkmate 057, Grade 2 immune-mediated renal dysfunction occurred in 0.3% (1/287) of patients receiving OPDIVO. In Checkmate 025, renal injury occurred in 7% (27/406) of patients receiving OPDIVO and 3.0% (12/397) of patients receiving everolimus. Immune-mediated nephritis and renal dysfunction occurred in 3.2% (13/406) of patients receiving OPDIVO: Grade 5 (n=1), Grade 4 (n=1), Grade 3 (n=5), and Grade 2 (n=6).
Immune-Mediated Rash
Immune-mediated rash can occur with OPDIVO treatment. Severe rash (including rare cases of fatal toxic epidermal necrolysis) occurred in the clinical program of OPDIVO. Monitor patients for rash. Administer corticosteroids for Grade 3 or 4 rash. Withhold for Grade 3 and permanently discontinue for Grade 4. In Checkmate 069 and 067, immune-mediated rash occurred in 22.6% (92/407) of patients receiving OPDIVO with YERVOY: Grade 3 (n=15), Grade 2 (n=31), and Grade 1 (n=46). In Checkmate 037, 066, and 067, immune-mediated rash occurred in 9% (72/787) of patients receiving OPDIVO: Grade 3 (n=7), Grade 2 (n=15), and Grade 1 (n=50). In Checkmate 057, immune-mediated rash occurred in 6% (17/287) of patients receiving OPDIVO including four Grade 3 cases. In Checkmate 025, rash occurred in 28% (112/406) of patients receiving OPDIVO and 36% (143/397) of patients receiving everolimus. Immune-mediated rash, defined as a rash treated with systemic or topical corticosteroids, occurred in 7% (30/406) of patients receiving OPDIVO: Grade 3 (n=4), Grade 2 (n=7), and Grade 1 (n=19).
Immune-Mediated Encephalitis
Immune-mediated encephalitis can occur with OPDIVO treatment. Withhold OPDIVO in patients with new-onset moderate to severe neurologic signs or symptoms and evaluate to rule out other causes. If other etiologies are ruled out, administer corticosteroids and permanently discontinue OPDIVO for immune-mediated encephalitis. In Checkmate 067, encephalitis was identified in one patient (0.2%) receiving OPDIVO with YERVOY. In Checkmate 057, fatal limbic encephalitis occurred in one patient (0.3%) receiving OPDIVO.
Other Immune-Mediated Adverse Reactions
Based on the severity of adverse reaction, permanently discontinue or withhold treatment, administer high-dose corticosteroids, and, if appropriate, initiate hormone-replacement therapy. In < 1.0% of patients receiving OPDIVO, the following clinically significant, immune-mediated adverse reactions occurred: uveitis, pancreatitis, facial and abducens nerve paresis, demyelination, polymyalgia rheumatica, autoimmune neuropathy, Guillain-BarrĆ© syndrome, hypopituitarism, systemic inflammatory response syndrome, gastritis, duodenitis, and sarcoidosis. Across clinical trials of OPDIVO as a single agent administered at doses of 3 mg/kg and 10 mg/kg, additional clinically significant, immune-mediated adverse reactions were identified: motor dysfunction, vasculitis, and myasthenic syndrome.
Infusion Reactions
Severe infusion reactions have been reported in <1.0% of patients in clinical trials of OPDIVO. Discontinue OPDIVO in patients with Grade 3 or 4 infusion reactions. Interrupt or slow the rate of infusion in patients with Grade 1 or 2. In Checkmate 069 and 067, infusion- related reactions occurred in 2.5% (10/407) of patients receiving OPDIVO with YERVOY: Grade 2 (n=6) and Grade 1 (n=4). In Checkmate 037, 066, and 067, Grade 2 infusion related reactions occurred in 2.7% (21/787) of patients receiving OPDIVO: Grade 3 (n=2), Grade 2 (n=8), and Grade 1 (n=11). In Checkmate 057, Grade 2 infusion reactions requiring corticosteroids occurred in 1.0% (3/287) of patients receiving OPDIVO. In Checkmate 025, hypersensitivity/infusion-related reactions occurred in 6% (25/406) of patients receiving OPDIVO and 1.0% (4/397) of patients receiving everolimus.
Embryo-fetal Toxicity
Based on their mechanisms of action, OPDIVO and YERVOY can cause fetal harm when administered to a pregnant woman. Advise pregnant women of the potential risk to a fetus. Advise females of reproductive potential to use effective contraception during treatment with an OPDIVO- or YERVOY- containing regimen and for at least 5 months after the last dose of OPDIVO.
Lactation
It is not known whether OPDIVO or YERVOY is present in human milk. Because many drugs, including antibodies, are excreted in human milk and because of the potential for serious adverse reactions in nursing infants from an OPDIVO-containing regimen, advise women to discontinue breastfeeding during treatment. Advise women to discontinue nursing during treatment with YERVOY and for 3 months following the final dose.
Serious Adverse Reactions
In Checkmate 067, serious adverse reactions (73% and 37%), adverse reactions leading to permanent discontinuation (43% and 14%) or to dosing delays (55% and 28%), and Grade 3 or 4 adverse reactions (72% and 44%) all occurred more frequently in the OPDIVO plus YERVOY arm relative to the OPDIVO arm. The most frequent (≥10%) serious adverse reactions in the OPDIVO plus YERVOY arm and the OPDIVO arm, respectively, were diarrhea (13% and 2.6%), colitis (10% and 1.6%), and pyrexia (10% and 0.6%). In Checkmate 037, serious adverse reactions occurred in 41% of patients receiving OPDIVO. Grade 3 and 4 adverse reactions occurred in 42% of patients receiving OPDIVO. The most frequent Grade 3 and 4 adverse drug reactions reported in 2% to <5% of patients receiving OPDIVO were abdominal pain, hyponatremia, increased aspartate aminotransferase, and increased lipase. In Checkmate 066, serious adverse reactions occurred in 36% of patients receiving OPDIVO. Grade 3 and 4 adverse reactions occurred in 41% of patients receiving OPDIVO. The most frequent Grade 3 and 4 adverse reactions reported in ≥2% of patients receiving OPDIVO were gamma-glutamyltransferase increase (3.9%) and diarrhea (3.4%). In Checkmate 057, serious adverse reactions occurred in 47% of patients receiving OPDIVO. The most frequent serious adverse reactions reported in ≥2% of patients were pneumonia, pulmonary embolism, dyspnea, pleural effusion, and respiratory failure. In Checkmate 025, serious adverse reactions occurred in 47% of patients receiving OPDIVO. The most frequent serious adverse reactions reported in ≥2% of patients were acute kidney injury, pleural effusion, pneumonia, diarrhea, and hypercalcemia.
Common Adverse Reactions
In Checkmate 067, the most common (≥20%) adverse reactions in the OPDIVO plus YERVOY arm were fatigue (59%), rash (53%), diarrhea (52%), nausea (40%), pyrexia (37%), vomiting (28%), and dyspnea (20%). The most common (≥20%) adverse reactions in the OPDIVO arm were fatigue (53%), rash (40%), diarrhea (31%), and nausea (28%). In Checkmate 037, the most common adverse reaction (≥20%) reported with OPDIVO was rash (21%). In Checkmate 066, the most common adverse reactions (≥20%) reported with OPDIVO vs dacarbazine were fatigue (49% vs 39%), musculoskeletal pain (32% vs 25%), rash (28% vs 12%), and pruritus (23% vs 12%). In Checkmate 057, the most common adverse reactions (≥20%) reported with OPDIVO were fatigue (49%), musculoskeletal pain (36%), cough (30%), decreased appetite (29%), and constipation (23%). In Checkmate 025, the most common adverse reactions (≥20%) reported in patients receiving OPDIVO vs everolimus were asthenic conditions (56% vs 57%), cough (34% vs 38%), nausea (28% vs 29%), rash (28% vs 36%), dyspnea (27% vs 31%), diarrhea (25% vs 32%), constipation (23% vs 18%), decreased appetite (23% vs 30%), back pain (21% vs 16%), and arthralgia (20% vs 14%).
In a separate Phase 3 study of YERVOY 3 mg/kg, the most common adverse reactions (≥5%) in patients who received YERVOY at 3 mg/kg were fatigue (41%), diarrhea (32%), pruritus (31%), rash (29%), and colitis (8%).
About the Bristol-Myers Squibb and Ono Pharmaceutical Co., Ltd. Collaboration
In 2011, through a collaboration agreement with Ono Pharmaceutical Co., Ltd (Ono), Bristol-Myers Squibb expanded its territorial rights to develop and commercialize Opdivoglobally except in Japan, South Korea and Taiwan, where Ono had retained all rights to the compound at the time. On July 23, 2014, Bristol-Myers Squibb and Ono further expanded the companies’ strategic collaboration agreement to jointly develop and commercialize multiple immunotherapies – as single agents and combination regimens – for patients with cancer in Japan, South Korea and Taiwan.
About Bristol-Myers Squibb
Bristol-Myers Squibb is a global biopharmaceutical company whose mission is to discover, develop and deliver innovative medicines that help patients prevail over serious diseases. For more information about Bristol-Myers Squibb, visit us at www.bms.com or follow us on LinkedInTwitter, and YouTube.
Bristol-Myers Squibb Forward-Looking Statement
This press release contains "forward-looking statements" as that term is defined in the Private Securities Litigation Reform Act of 1995 regarding the research, development and commercialization of pharmaceutical products. Such forward-looking statements are based on current expectations and involve inherent risks and uncertainties, including factors that could delay, divert or change any of them, and could cause actual outcomes and results to differ materially from current expectations. No forward-looking statement can be guaranteed. Among other risks, there can be no guarantee that Opdivo will receive regulatory approval for Hodgkin lymphoma or, if approved, that it will become a commercially successful product. Forward-looking statements in this press release should be evaluated together with the many uncertainties that affect Bristol-Myers Squibb's business, particularly those identified in the cautionary factors discussion in Bristol-Myers Squibb's Annual Report on Form 10-K for the year ended December 31, 2015 in our Quarterly Reports on Form 10-Q and our Current Reports on Form 8-K. Bristol-Myers Squibb undertakes no obligation to publicly update any forward-looking statement, whether as a result of new information, future events or otherwise.

Bank of America Names Ernie Phoenix Market President for Bakersfield | Bank of America Newsroom

Bank of America Names Ernie Phoenix Market President for Bakersfield | Bank of America Newsroom

Want a Writing Gig? John Hunt Publishing Might Be Looking for You

If you’re a writer looking for a way to publish your next business book, you might be interested in an opportunity with JHP Business Books, part of the John Hunt Publishing Company.
Currently, JHP Business Books is looking for proposals from business authors who can provide a unique perspective on topics like marketing, management, finance, leadership, motivation and more.


Want a Writing Gig? John Hunt Publishing Might Be Looking for You

Tax Season Tip: It's Not Too Late to Contribute to a Health Savings Account and Maximize Your 2015 Tax Savings

From UnitedHealth Group:


Tax Season Tip: It's Not Too Late to Contribute to a Health Savings Account and Maximize Your 2015 Tax Savings
  • HSACenter.com helps consumers maximize the advantages of an HSA with tips and interactive tools that educate about tax benefits for 2015 and guide health care savings planning in 2016

Indianapolis (Mar. 30, 2016) — 
As the tax filing deadline approaches, consumers with health savings accounts (HSAs) are reminded that they have until Monday, April 18, to make 2015 contributions up to the legal limit and increase their tax savings. This year's deadline is a departure from the traditional April 15 filing date.
To help the growing number of consumers who have HSAs either through their employer or purchased individually, www.HSACenter.com recently expanded and enhanced its features to help them better understand the power of HSAs and the potential cost and tax savings.
HSAs combine a high-deductible health insurance plan with a tax-favored savings account. Money in the savings account can help pay deductibles and other qualified health expenses, including those not always covered by a major medical plan, such as dental and vision care costs. There is no "use it or lose it" provision at the end of the year with an HSA – the money saved earns interest and continues to accumulate year over year.'
HSAs also deliver triple tax benefits:
  • Contributions are 100 percent tax-deductible up to the annual limit, just like an IRA, so contribute the maximum amount. For 2015, that's $3,350 for an individual and $6,650 for a family. Those over 55 can make an additional contribution of $1,000/year.
  • Account interest accumulates over the years tax-deferred, allowing consumers to decide when to spend and when to save.
  • Withdrawals are tax-free as long as they are used for qualified medical expenses, even in retirement.
Dedicated to HSA education and helping consumers gain greater control over their health care, HSACenter.com now includes:
  • Responsive design and navigation: For convenience, HSAcenter.com can now be accessed from a laptop, tablet or mobile device, and a new video serves as a guide to the site.
  • New search functionality: It's easier than ever for consumers to find what they are looking for on the site
  • Three interactive calculators: Estimating savings now and in the future happens in a snap with three enhanced calculators.
  • Case studies: "People Like Me" case studies illustrating how families have benefitted from HSAs, helping consumers get even more from a visit.
  • Detailed FAQ: Find answers to the most frequently asked questions and reference an updated list ofqualified medical expenses.
HSACenter.com was designed to help consumers learn more about HSAs and how they work, and features user-friendly tools that allow them to estimate the cost- and tax savings – now and over time – before deciding if an HSA is the best choice for their families. HSACenter.com is presented as an educational resource by UnitedHealthcare's Golden Rule Insurance Company and UnitedHealthcare Life Insurance Company, which offer health insurance plans and ancillary products to individuals and families.

About UnitedHealthcare

UnitedHealthcare is dedicated to helping people nationwide live healthier lives by simplifying the health care experience, meeting consumer health and wellness needs, and sustaining trusted relationships with care providers. The company offers the full spectrum of health benefit programs for individuals, employers, military service members, retirees and their families, and Medicare and Medicaid beneficiaries, and contracts directly with more than 850,000 physicians and care professionals, and 6,000 hospitals and other care facilities nationwide. UnitedHealthcare is one of the businesses of UnitedHealth Group (NYSE: UNH), a diversified Fortune 50 health and well-being company. For more information, visit UnitedHealthcare at www.uhc.com or follow @myUHC on Twitter.