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Pontejos del Vino es una localidad española del municipio de Morales del Vino, en la provincia de Zamora, y la comunidad autónoma de Castilla y León.

Se encuentra situada a 2 kilómetros de Morales del Vino, la capital municipal, y 8 kilómetros de la ciudad de Zamora, la capital provincial. Es una de las localidades más antiguas del sur de la provincia de Zamora, al estar documentanda su existencia en el Fuero de Zamora () bajo el nombre de Ponteyos de la Torre. De su caserío destaca la iglesia parroquial de la Asunción de Nuestra Señora, con interesantes tallas en su interior. Además es conocido por la abundancia de sus aguas, sus fuentes y sus verdes prados, lo que le confiere a su término una singular belleza.

Etimología
Pontejos aparece documentado en el  en el Fuero de Zamora como "Ponteyos de la Torre", por lo que su nombre podría derivar del vocablo latino "pons, pontis" en clara referencia a la presencia de un puente. Su apellido, "del Vino", indica la pertenencia de esta localidad a la comarca de la Tierra del Vino.

Ubicación
Pontejos se encuentra ubicado en la comarca de la Tierra del Vino, a 2 km de Morales del Vino y 8 de Zamora. Su término linda al norte con Arcenillas, al este Casaseca de las Chanas, al oeste con Morales del Vino y al sur con Cazurra.

Fauna y flora
Se encuentra rodeado de sotos que lo convierten en un bello enclave rural.

Entre su fauna, destaca la presencia de conejos, perdices, liebres, zorros, aguiluchos, palomas y cigüeñas, entre otros.

Historia

Durante la Edad Media Pontejos quedó integrada en el Reino de León, siendo repoblada por sus monarcas, que lo denominaron Ponteyos de la Torre. Así, aparece citado en esta época en el Fuero de Zamora

Posteriormente, en la Edad Moderna, la localidad formó parte del Partido del Vino de la provincia de Zamora, tal y como reflejaba en 1773 Tomás López en Mapa de la Provincia de Zamora.

Así, al reestructurarse las provincias y crearse las actuales en 1833, la localidad se mantuvo en la provincia zamorana, dentro de la Región Leonesa, integrándose en 1834 en el Partido Judicial de Zamora.

Finalmente, en 1971, el antiguo municipio de Pontejos se integró en el de Morales del Vino.

Demografía
Los datos demográficos históricos indican que contaba con 42 vecinos 1591 o los 40 vecinos que tuvo en 1790, y que a Pontejos se agregó la parroquia de San Juan Degollado, del despoblado de Almancaya.

Patrimonio
De su patrimonio destaca la iglesia parroquial, con interesantes tallas en su interior, y una casa con escudo tallado en piedra que se encuentra situada frente a la espadaña de la iglesia.

La iglesia ha sido intervenida en varias ocasiones, como la que tuvo lugar en 1841 por hundimiento y una reforma de hace pocos años. Estas y otras intervenciones hacen que sólo conserve de la original la espadaña de sillería. En la actualidad cuenta con una sola nave con portada orientada al sur y protegida por un pórtico de reciente construcción. En su interior destacan las tallas existentes de Nuestra Señora de los Ángeles, un Crucifijo procesional, de San Juan Bautista data a finales del , de San Antón Abad del , de la Virgen del Carmen del , la de San Antonio de Padua del  y la de los obispos San Atilano y San Ildefonso.

Fiestas
En Pontejos se celebran las fiestas patronales en honor a Santiago Apóstol el  25 de julio.

Economía
Su economía está basada en la agricultura y ganadería

Galería de imágenes

Referencias

Enlaces externos

Web de Morales del Vino

Pueblos de España

Municipios desaparecidos de la provincia de Zamora
Localidades de Morales del Vino
Localidades de Tierra del Vino
Localidades de la provincia de Zamora


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'Grand Theft Auto V' Has Grossed More Than Any Movie Ever Made
$6 billion and counting...
Apr 12, 2018 Words By EMMÉT MCGONAGLE
Grand Theft Auto V's world of guns, gore and gangs has topped the ranks as the highest grossing media title of all time, according to a report from Marketwatch.
Since the game's release in 2013 'GTA V' has made a ridiculous $6 billion off the back of its $265 million budget.
This figure towers over the success of famous films such as the original Star Wars, which grossed a measly $3 billion (adjusted for inflation) and James Cameron's Avatar, which earned $2.8 billion upon release in 2009 to become the highest grossing film of all time.
"Videogames are a much better business than [movie] studios," commented KeyBanc, analyst Even Wingren in a phone interview. "Games in general have the enviable position that their content is interactive, which allows them to make data-driven insights and adjust games and business models that benefits players and the company."
The murder-fuelled mayhem of Los Santos is still proving popular, selling 90 million units since its release and rounding off 2017 as America's sixth best-selling video game, according to data from The NDP Group.
The closest competitor on the gaming market is Call of Duty: Modern Warfare 3, which trails behind with a still-impressive 26.5 million units sold.
Last month, creators of the GTA franchise Rockstar Games won a legal battle filed by actress Lindsay Lohan claiming that the company had copied her likeness for a character within the game.
From: Esquire UK

redpajama_set_name: RedPajamaCommonCrawl


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You are here » Home » Companies » Company Overview » Panabyte Technologies Ltd
Panabyte Technologies Ltd.
BSE: 538742 Sector: Others
NSE: N.A. ISIN Code: INE516E01019
NSE 05:30 | 01 Jan Panabyte Technologies Ltd
P/E 155.45
Mkt Cap.(Rs cr) 8
Buy Qty 3000.00
Sell Price 0.00
Mkt Cap.(Rs cr) 7.51
Panabyte Technologies Ltd. (PANACHEINNOVAT) - Director Report
Company director report
the Members of
Panache Innovations Limited
Your Directors have pleasure in presenting the 41st AnnualReport on the business and operations of the Company together with the Audited FinancialStatement of Panache Innovations Limited ("the Company") for the financial yearended March 31 2022.
In compliance with the applicable provisions of Companies Act 2013(including any statutory modification(s) or re-enactment(s) thereof for time being inforce) ("the Act") and the Securities and Exchange Board of India (ListingObligations and Disclosure Requirements) Regulations 2015 ("the SEBIRegulations") this report covers the financial results and other development duringthe financial year 1st April 2021 to 31st March 2022 and otherdevelopments up to the date of the Board meeting held on 22nd August 2022 toapprove this report in respect of the Company.
STATE OF THE COMPANY'S AFFAIRS
The summarized financial results of your Company are given below:
(Rs. in
lakhs)
Particulars Financial Year Ended as on 31/03/2022
Revenue from operations (net) 839.52
Earnings before interest tax depreciation and amortization (EBITDA) and prior period adjustments (excluding other income) 1.53
Depreciation and amortization expenses 5.64
Finance Cost 24.17
Profit before tax (PBT) 2.24
Profit after tax and minority interest (PAT) 1.06
Accounting treatment in preparation of Financial Statements
The Financial Statements have been prepared in accordance with IndianAccounting Standards (Ind AS) as per the Companies (Indian Accounting Standards) Rules2015 notified under Section 133 and other relevant provisions of the Companies Act 2013.
During the year the Company achieved total revenue of??87003709.00 as compared to ^ 100814553.00 in the previous year.
The Earnings before Interest Depreciation Tax and Appropriations(EBITDA) stood at ? 153437. In the current year as compared to ? (1509061.01) in theprevious year.
The Company earned a profit. The Net Profit after Tax ?106227.00 ascompared to ? (1020162.00) in the previous year.
Considering the profits earned in the current financial year andkeeping in view the future fund future growth synergistic acquisitions meetingunforeseen contingental requirements of the Company your Directors have not recommendedany dividend for the financial year.
TRANSFER OF UNCLAIMED DIVIDEND TO INVESTOR EDUCATION AND PROTECTIONFUND
Your Company did not have any funds lying unpaid or unclaimed for aperiod of seven years. Therefore there are no funds or shares which are required to betransferred to Investor Education and Protection Fund (IEPF).
As on 31st March 2022 total unclaimed dividend stood Rs.81463.00.
TRANSFER TO RESERVE
The Company has not proposed to transfer any amount to the GeneralReserve.
There were no public deposits accepted during the year or any amount ofprincipal or interest thereof was outstanding in terms of section 73 and 74 of theCompanies Act 2013 read with the Companies (Acceptance of Deposits) Rules 2014 for theFinancial Year ended on 31st March 2022.
CHANGE IN NATURE OF BUSINESS IF ANY
There was no change in the nature of business of the Company during theFinancial Year 202122.
During the year the Company has not issued shares with differentialvoting rights. It has neither issued employee stock options nor sweat equity shares anddoes not have any scheme to fund its employees to purchase the shares of the Company.
NAME OF THE COMPANY WHICH HAS BECOME CEASED DURING THE YEAR
As the process for closure of Wholly Owned Subsidiary Eddy and AndyInternational Limited (Hong Kong) and Panache Innovations DMCC (Dubai UAE) was initiatedon 25th August 2020 & 12th November 2018 due to no operationsas it was financially and operationally unviable to continue so the subsidiary hasdisposed off its assets & liabilities and applied for deregistration and were closedw.e.f. 2nd July 2021 and 29th December 2020.Therefore as of 31stMarch 2022 Company has no subsidiaries and thus statement pursuant to Section 129 (3) ofthe Companies Act 2013 related to Subsidiaries is not applicable.
INTERNAL CONTROL SYSTEMS AND THEIR ADEQUACY
The Company has adequate system of internal controls commensurate withthe size of its operation and business to ensure that all assets are safeguarded andprotected against loss from unauthorized use or disposition and to ensure that all thebusiness transactions are authorized recorded and reported correctly and adequately.
During the year M/s. Sanket Sangoi & Associates CharteredAccountants were re-appointed as the Internal Auditors by the Board of Directors. TheAudit Committee reviews reports submitted by Internal Auditor. Suggestions for improvementare considered and the Audit Committee reviews on the corrective actions taken by theManagement. The Internal Auditor directly reports to Audit Committee.
DIRECTORS' RESPONSIBILITY STATEMENT
In accordance with the provisions of Section 134(5) of the CompaniesAct 2013 your Directors confirm that:
A. in the preparation of the annual accounts the applicable accountingstandards have been followed along with proper explanation relating to materialdepartures;
B. the directors had selected such accounting policies and applied themconsistently and made judgments and estimates that are reasonable and prudent so as togive a true and fair view of the state of affairs of the Company at the end of thefinancial year and of the loss of the company for that period;
C. the directors had taken proper and sufficient care for themaintenance of adequate accounting records in accordance with the provisions of CompaniesAct 2013 for safeguarding the assets of the Company and for preventing and detectingfraud and other irregularities;
D. the directors had prepared the annual accounts on a going concernbasis;
E. the directors had laid down internal financial controls to befollowed by the Company and that such internal financial controls are adequate and areoperating effectively;
F. the directors had devised proper systems to ensure compliance withthe provisions of all applicable laws are in place and such systems are adequate andoperating effectively.
Your Company continues to place greater emphasis on managing itsaffairs with diligence transparency responsibility and accountability and is committedto adopting and adhering to best Corporate Governance practices. The Board considersitself as a trustee of its shareholders and acknowledges its responsibilities towards themfor creation and safeguarding their wealth. As a part of its growth strategy it iscommitted to high levels of ethics and integrity in all its business dealings that avoidconflicts of interest. In order to conduct business with these principles the Company hascreated a corporate structure based on business needs and maintains a high degree oftransparency through regular disclosures with a focus on adequate control systems.
However as per provisions of Regulation 15 of SEBI (ListingObligations and Disclosure Requirements) Regulations 2015 providing a separate report onCorporate Governance under Regulation 34 read with Schedule V of SEBI (Listing Obligationsand Disclosure Requirements) Regulations 2015 is not applicable to the Company.
The Company has formulated a Risk Management Policy for dealing withdifferent kinds of risks which it faces in day to day operations of the Company. RiskManagement Policy of the Company outlines different kinds of risks and risk mitigatingmeasures to be adopted by the Board. The Company has adequate internal control systems andprocedures to combat the risk. The Risk management procedure will be reviewed by the AuditCommittee and Board of Directors on time to time basis.
For more details on the topic please refer to the ManagementDiscussion and Analysis report which forms part of the Annual Report and is attachedherewith marked as Annexure III of this Director's Report. Policy on Risk Managementis available on the website of the Company www.panachemodera.com
CONTRACTS AND ARRANGEMENTS WITH RELATED PARTY
As a part of its philosophy of adhering to highest ethical standardstransparency and accountability your Company has historically adopted the practice ofundertaking related party transactions only in the ordinary and normal course of businessand at arm's length.
During the year all transactions entered into with the related partiesas defined under the Companies Act 2013 were in the ordinary course of business and onarm's length pricing basis and do not attract the provisions of Section 188 of theCompanies Act 2013. There were no materially significant transactions with the relatedparties during the financial year other than those mentioned in Form AOC-2 at Annexure IIof this Director's Report. Also suitable disclosure as required by the IndianAccounting Standards (Ind AS 24) has been made in the notes to Financial Statements whichforms a part of the Annual Report.
All transactions entered into with the related parties as defined underthe Companies Act 2013 are placed before the Audit Committee and also before the Boardfor approval and noting. Prior approval and omnibus approval wherever required isobtained from the Audit Committee for the transactions which are of a foreseeable andrepetitive nature.
Policy on Related Party Transactions
As per Regulation 15 of SEBI (LODR) Regulations 2015 Company isexempted from complying with Regulation 23 of SEBI (LODR) Regulations 2015 and hencepreparing a Policy on Related Party Transactions is not applicable to the Company.
MANAGEMENT DISCUSSION & ANALYSIS
The Management Discussion and Analysis Report as required under SEBI(LODR) Regulations 2015 forms part of the Annual Report and is attached herewith markedas Annexure III of this Director's Report.
NAME CHANGE OF THE COMPANY
The Board recommends a change in the name of the Company from"Panache Innovations Limited" to ''Panabyte Technologies Limited'In pursuant to Section 13 14 of Companies Act 2013 read with SEBI Listing Regulation2015 the approval of members is now sought to the change in the name of the Company from'Panache Innovations Limited'. The requisite resolution for shareholder'sapproval is appended in notice for the ensuing annual general meeting.
During the year the provisions of Section 135 of the Companies Act2013 w.r.t. Corporate Social Responsibility are not applicable to the Company.
PREVENTION OF INSIDER TRADING
The Company has adopted an 'Internal Code of Conduct forRegulating Monitoring and Reporting of Trades by Designated Persons' ("theCode") in accordance with the SEBI (Prohibition of Insider Trading) Regulations 2015("PIT Regulations"). The Code is applicable to promoters member of promotergroup all Directors and such designated employees who are expected to have access tounpublished price sensitive information relating to the Company. The Company Secretary isthe Compliance Officer for monitoring adherence to the said PIT Regulations. Your Companyhas approved and adopted new "Code of Conduct for Prohibition of InsiderTrading" The new policy has been adopted with effective from 13 th August2021 for regulating the dissemination of Unpublished Price Sensitive Information andtrading in securities by Insiders.
The said code is also available on the website of the Companywww.panachemodera.com
BOARD OF DIRECTORS & KEY MANAGERIAL PERSONNEL
Changes in Directors
During the year following change took place in the Board of Directors& Key Managerial Personnel of the Company:
Mr. Hetal Mavji Vichhivora (holding DIN: 03123060) was liable to retireby rotation and being eligible was re-appointed at the 40th Annual GeneralMeeting held on 27th September 2021.
Mrs. Meeta Mehta (holding DIN:07515717) resigned from the position ofan Independent Director w.e.f. 21st October 2021 due to her commitments andpersonal preoccupations and there is no other material reason other than the said for herresignation from the Board of the Company. The Board places on record its sincereappreciation for the services rendered by Mrs. Meeta Mehta during her association with theCompany.
The Board appointed Ms Tejaswini More (holding DIN: 00324922) as anIndependent Director w.e.f. 18th January2022.
The Company has received the necessary declaration from eachIndependent Director under Section 149(7) of the Act that he/she meets the criteria ofindependence laid down in Section 149(6) of the Act and under the Listing Regulations.Based on the annual confirmations received from the Independent Directors the Board is ofthe opinion that the Independent Directors fulfil the criteria of Independence asspecified under Section 149(6) of the Act read with Regulation 16(1)(b) of the ListingRegulations and are Independent of the management.
The Board is also of the opinion that the Independent Directors of theCompany possess requisite qualifications experience and expertise in the fields ofgeneral corporate management marketing finance taxation accounts and strategy and theyhold highest standards of integrity.
During the year 2021-22 (up to the date of signing of report)following changes were made in the Key Managerial Personnel of the Company:
Mr. Vishal Adhav resigned from the post of Company Secretary andCompliance Officer of the Company with effect from 19th March 2022. The Boardappreciated all the assistance and guidance provided by Mr. Vishal Adhav during his tenureas Company Secretary and Compliance Officer of the Company.
Ms. Saloni Hurkat (Membership No.: A67713) is appointed as CompanySecretary and Compliance Officer of the Company with effect from 30th May2022.
Director Retiring by Rotation
In accordance with the provisions of the Companies Act 2013 and theArticles of Association of the Company Mr. Amit Devchand Rambhia (holding DIN: 00165919)is liable to retire by rotation at the ensuing AGM and being eligible offers himself forreappointment. The Board recommends his reappointment as Director liable to retire byrotation at the ensuing AGM. All details pertaining to his appointment are detailed in theNotice of 41st AGM.
Declaration by Independent Directors
In accordance with the Section 149(7) of the Act each IndependentDirector has given a written declaration to the Company at the time of their appointmentand at the first meeting of the Board of Directors in every financial year confirming thathe/she meets the criteria of independence as mentioned under Section 149(6) of theCompanies Act 2013 and Regulation 16(1)(b) of the SEBI
(LODR) Regulations 2015. Also in the opinion of the Board theIndependent directors meet the said criteria.
> Mr. Prakash Vichhivora is Managing Director
> Mr. Hetal Vichhivora is Whole-Time Director & Chief FinancialOfficer
> Ms. Saloni Hurkat is Company Secretary & Compliance OfficerAppointed w.e.f 30th May 2022 as Mr. Vishal Adhav Company Secretary &Compliance Officer Resigned w.e.f 19th March 2022.
Number of Board Meetings and attendance thereat by Board
Your Board of Directors ("Board") meets at regular intervalsto discuss and decide on various business policies strategies financial matters andother businesses. Date of the Board Meetings are decided and communicated to the Directorswell in advance. However in case of an exigency or urgent business matters resolutionsare passed by circulation or on a shorter notice for such matters as permitted by law.
The maximum interval between any two meetings did not exceed 120 daysas prescribed in the Companies Act 2013.
During the Financial Year 2021-22 Total 5 (Five) meetings of the Boardof Directors of the Company were held on 8th June 2021 28th June2021 13th August 2021 11th November 2021 and 31st January 2022.The details of attendance of each Director at the Board Meetings & 40th AGM are givenbelow;
Sr. Name of Director No. No. of meetings eligible No. of Board Meetings attended Attendance at 40th AGM 27th September2021
1 Amit Devchand Rambhia 5 5 Yes
2 Prakash Vichhivora 5 5 Yes
3 Hetal Vichhivora 5 5 Yes
4 Meeta Mehta 3 1 Yes
5 Anil Jaychand Dagade 5 5 Yes
6 Shailesh Premji Gala 5 5 Yes
7 Tejaswini More (Appointed w.e.f 18/01/2022) 1 1 NA
During the year there was one General Meeting held on 27thSeptember 2021 i.e. Annual General Meeting and attendance of Directors thereat ismentioned above.
Compliance with Secretarial Standards on Board and Annual GeneralMeetings
The Company has complied with Secretarial Standards 1 & 2 issued bythe Institute of Company Secretaries of India on Board Meetings and Annual GeneralMeetings.
The Board of Directors has constituted various statutory committeescomprising of Executive Non-Executive and Independent Directors to discharge variousfunctions duties and responsibilities cast under the Companies Act 2013 SEBI (LODR)Regulations 2015 and other applicable statutes rules and regulations applicable to theCompany from time to time. The Committees also focus on critical functions of the Companyin order to ensure smooth and efficient business operations. The Board of Directors isresponsible for constituting assigning co-opting and fixing the terms of reference ofthese committees in line with the extant regulatory requirements. The Committees meets atregular intervals for deciding various matters and providing directions and authorizationsto the management for its implementation.
Currently the Board of Directors has formulated the followingcommittees viz.
i. Audit Committee
ii. Nomination & Remuneration Committee
iii. Stakeholders' Relationship Committee
During the year the Audit Committee comprised of the followingMembers;
Sr. Name of the Committee No. Member
Position in the Committee
1 Mrs. Meeta K. Mehta Chairperson (for meeting held on 8 th June 2021) (Resignation w.e.f. 11th November 2021)
2 Mr. Shailesh Premji Gala Member (Chairperson for the meeting held on 28th June 2021 and thereafter)
3 Mr. Amit Rambhia Member
4 Mr. Anil Dagade Member
5 Ms. Tejaswini More Member (Appointed in Committee w.e.f. 18th January 2022)
During the year total 5 (Five) meetings of the Audit Committee of theCompany were held on 8th June 2021 28th June 2021 13thAugust 2021 11th November 2021 and 31st January 2022.The detailsof attendance of each Member at the Audit Committee are given below;
Sr. Name of Member No. No. of Committee Meetings eligible No. of Committee Meetings attended
1 Mrs. Meeta Mehta 3 1
2 Mr. Shailesh Gala 5 5
3 Mr. Amit Rambhia 5 5
4 Mr. Anil Dagade 5 5
5 Ms. Tejaswini more 1 1
Nomination and Remuneration Committee
During the year composition of Nomination and Remuneration Committeecomprised of the following Members:
Sr. Name of Member No.
1 Mr. Anil Dagade Chairman
2 Mrs. Meeta K. Mehta Member
3 Mr. Shailesh Premji Gala Member
5 Ms. Tejaswini More Member(Appointed in Committee w.e.f. 18th January 2022)
During the year there were 2 (Two) Meetings held on 13thAugust 2021 and 31st January 2022. The details of attendance of each Memberat the Nomination and Remuneration Committee Meetings are given below;
2 Mrs. Meeta K. Mehta 1 0
3 Mr. Shailesh Premji Gala 2 2
During the year the Stakeholders' Relationship Committeecomprised of the following Members;
Sr. Name of the Committee Member No.
1 Mr. Shailesh Premji Gala Chairman
During the year there was 1 (One) Meeting held on 31stJanuary 2022. The details of attendance of each Member at the Stakeholders'Relationship Committee Meeting are given below:
Sr. Name of the Members No. No. of the Committee meetings eligible No. of the Committee meetings attended
The details of complaints received and resolved during the FinancialYear 2021-22 are given in the table below:
Particulars No. of Complaints Attended
Opening as on 1st April 2021 -
Received during the year -
Resolved during the year -
Closing as on 31st March 2022 -
Annual Evaluation process
Pursuant to Companies Act 2013 and SEBI (LODR) Regulations 2015 theCompany has "Directors Performance Evaluation Policy" in place. In accordancewith the said Policy all the Directors had filled up Questionnaire and feedback form forevaluation of individual Directors Board as a whole Chairman committees andIndependent Directors which format forms a part of the policy. Thereafter Board evaluatedevery Director including Independent Director on 31st January 2022.
Further the Board has also evaluated its own performance AuditCommittee Nomination & Remuneration Committee and Stakeholders RelationshipCommittee Chairman and all Directors individually. The Board concluded that the overallperformance of all the Directors were very good.
Independent Director's Separate Meeting
A separate meeting of Independent Directors of the Company was held on31st January 2022 as required under Schedule IV to the Act (Code forIndependent Directors) and Regulation 25(3) of the Listing Regulations.
At the meeting following matters were taken up;
• reviewed the performance of Non-Independent Directors and theBoard as a whole.
• reviewed the performance of the Chairperson of the Company.
• assess the quality quantity and timeliness of flow ofinformation.
All Independent Directors of the Company attended the Meeting ofIndependent Directors. HUMAN RESOURCE
The Company understands that people are its most valuable assets. TheCompany has developed a continuous learning human resource base to unleash potential andfulfil the aspirations of the employees. The strategic thrust of Human Resource has beenon improvement of the performance of employees through training & development and alsoto identify outperformers who have the potential for taking higher responsibilities.
During the unprecedented crisis of the COVID-19 pandemic and postcovide impact the Company keeping in mind the safety and well-being of employeesintroduced a remote working policy and also instituted measures to help the emotionalwell-being of people. Through various online initiatives the Company also focused oncapability development of its employees during the pandemic and thereafter.
During the year the personal relations with the employees remainedcordial in all respects. The total number of employees on the rolls of the Company were 52as on 31st March 2022. Material disclosures in the Human Resource front havebeen detailed under the head "Human Resource" in the Management Discussion &Analysis which forms a part of the Annual Report and is attached herewith marked asAnnexure III of this Director's Report.
AUDITORS AND AUDITORS' REPORT
M/s. Jain Salia & Associates Statutory Auditor of the Company haveconducted the audit for the F.Y. 2021-22. There are no qualifications reservations oradverse remarks made by M/s. Jain Salia & Associates in their report on FinancialStatements and hence do not call for any further explanation or comments from the Boardunder Section 134(3) of the Companies Act 2013.
With reference to point (iv)(1) of Annexure - A to the auditor'sreport
"In respect of grant of loans making investments and providingguarantees and securities during the year as referred in Section 186 of the Companies Act2013 the company has failed to comply with this provision of the Act as: Any priorapproval from Banks / Public Financial Institution viz. Canara Bank is not on therecord"
However the provision of section 186(5) clearly states 'No investmentshall be made or loan or guarantee or security given by the company unless the resolutionsanctioning it is passed at a meeting of the Board with the consent of all the Directorspresent at the meeting and the prior approval of the public financial institutionconcerned where any term loan is subsisting is obtained:'
The provisions of section 186 are not applicable since the companyadvanced the loan before obtaining loan from financial institution viz Canara Bank. Termloan obtained from a financial institution has been used only for the purpose for which ithas been sanctioned i.e Working capital requirements. These funds are never utilized foradvancing loans or investments purposes.
The Statutory Auditor's Report has not provided Statement onImpact of Audit Qualifications on Financial Statements for the year ended 31stMarch 2022 as per Regulation 34(2)(a) of SEBI (LODR)Regulations 2015.
The Notes on financial statements referred to in the Auditor'sReport are self-explanatory and do not call for any further comments. Further no fraud hasbeen reported by the Auditor under section 143(12) of the Companies Act 2013 requiringdisclosure in the Board's Report.
The Board at their meeting held on 22nd August 2022 onrecommendation of the audit Committee has decided to appoint M/s KPB and AssociatesChartered Accountants as the Statutory Auditors of the Company subject to the consent ofthe shareholders for the period of 5years from the conclusion of the 41st AGMtill the conclusion of the 46th AGM due to retirement of M/s. Jain Salia &Associates Statutory Auditor of the Company on completion of their tenure from theconclusion of this 41st AGM held for the Financial Year 2021-22.
Secretarial Audit
Pursuant to the provisions of Section 204 of the Act and the Companies(Appointment and Remuneration of Managerial Personnel) Rules 2014 the Board of Directorsof the Company had appointed M/s. D. M. Zaveri & Co Company Secretaries asSecretarial Auditor to undertake the Secretarial Audit of the Company for the F.Y.2021-22. The Secretarial Audit Report confirm that the company has complied with theapplicable laws. The Secretarial Audit Report forms part of this Annual Report and isattached herewith and marked as Annexure III of this Director's Report. There were noqualifications reservations or adverse remarks made by the Secretarial Auditor in theirreport and hence do not call for any further explanation or comments from the Board underSection 134(3) of the Companies Act 2013.
Internal Auditor:
Pursuant to the provisions of Section 138 of the Act and the Companies(Accounts) Rules 2014 the Board of Directors of the Company have appointed M/s. SanketSangoi & Associates to conduct internal audit reviews for the Company for thefinancial year 2021-22. The Audit Committee reviews reports submitted by Internal Auditor.Suggestions for improvement are considered and the Audit Committee reviews on thecorrective actions taken by the Management. The Internal Auditor report directly reportsto Audit Committee.
Cost Audit
During the year Company was exempted from applicability of maintenanceof cost records and Cost Audit pursuant to the provisions of Section 148 of the CompaniesAct 2013 read with second proviso of Rule 3 of the Companies (Cost Records and Audit)Rules 2014.
MATERIAL CHANGES AND COMMITMENT AFFECTING FINANCIAL POSITION WHICH HAVEOCCURRED BETWEEN THE END OF THE FINANCIAL YEAR OF THE COMPANY TO WHICH THE FINANCIALSTATEMENTS RELATE AND THE DATE OF THE REPORT
As COVID-19 impact has led down the country towards major slowdownthere was tentative recovery in 2021.Company rebounded strongly in the second half of theyear.
No material changes and commitments affecting the financial position ofthe Company occurred between the end of the financial year 2021-22 to which thesefinancial statements relate and the date of this report. Post Covid there has beenstability in distribution business of company. There is improvement in business comparingto COVID -19 phase. As due to Pandemic distributor and dealers business continuity foundto be uncertain. As Indian Economy will revive these business segment will restart theiroperations in full fledge. Company strongly believe that in due course of time businesswill revive and resulted upward direction growth in next financial year.
Company have strongly put forward its operations in service Industry.Management Strongly believe that new vertical of operations in service industry addingtowards company's growth in larger prospect in coming years.
Vigil Mechanism
In line with the best Corporate Governance practices the Company hasput in place a system through which the Directors employees and business associates mayreport concerns about unethical behaviour actual or suspected fraud or violation of theCompany's Code of Conduct without fear of reprisal.
The Company has put in place a process by which employees and businessassociates have direct access to the Vigilance Officer and Chairperson of Audit Committee.
The Whistle Blower Policy has been posted on the Company's websiteat www.panachemodera.com
Disclosure under the Sexual Harassment of Women at Workplace(Prevention Prohibition and Redressal) Act 2013
The Company has zero tolerance for sexual harassment at workplace andhas adopted a Policy on Prevention Prohibition and Redressal of Sexual Harassment at theWorkplace in line with the provisions of the Sexual Harassment of Women at Workplace(Prevention Prohibition and Redressal) Act 2013 and the Rules thereunder. The Policyaims to provide protection to employees at the workplace and prevent and redresscomplaints of sexual harassment and for matters connected or incidental thereto with theobjective of providing a safe working environment where employees feel secure.
The Company has complied with the constitution of Internal ComplaintsCommittee as provided under the Sexual Harassment of Women at Workplace (PreventionProhibition and Redressal) Act 2013. Further the Company has not received any complaintof sexual harassment during the financial year 2021-22.
In financial year 2022-23 the Internal Committee of Sexual Harassmentof Women at Workplace (Prevention Prohibition and Redressal) Act 2013 has beenreconstituted as per the requirement of the Act to reconstitute ICC on the completion of 3years from date of Constitution of previous ICC .
The Policy for Sexual Harassment of Women at Workplace has been postedon the Company's website at www.panachemodera.com.
Significant and Material Orders Passed by the Regulators or Courts
No significant material orders have been passed by the Regulators orCourts or Tribunals which would impact the going concern status of the Company and itsfuture operations.
Particulars of Loans given Investments made Guarantees given andSecurities Provided
The Company has made compliance with the provisions of Section 186 ofthe Companies Act 2013 during the year. Details of the Loans Investments and guaranteescovered under the provisions of Section 186 of the Companies Act 2013 forms a part ofnotes to the Financial Statement which forms a part of this Annual report.
Conservation of Energy Technology Absorption and Foreign ExchangeEarnings and Outgo
The information on Conservation of Energy Technology Absorption andForeign Exchange Earnings and Outgo as stipulated under Section 134(3)(m) of the CompaniesAct 2013 read with Rule 8 of Companies (Accounts) Rules 2014 is annexed as Annexure V ofthis Director's Report.
Pursuant to Section 92(3) and Section 134(3)(a) of the Companies Act2013 the Company has placed a copy of the Annual Return (FORM MGT-7) which can be accessthrough weblink https://www.panachemodera.com/corporate-governance By virtue of amendmentto Section 92(3) of the Companies Act 2013 the Company is not required to provideextract of Annual Return (Form MGT-9) as part of the Board's report.
Particulars of Employees and related disclosures
The statement containing information as required under the provisionsof Section 197(12) of the Act read with Rule 5(1) of the Companies (Appointment andRemuneration of Managerial Personnel) Rules 2014 is given in Annexure VII ofDirector's Report.
In terms of the first proviso to Section 136 of the Act the Reportsand Accounts are being sent to the shareholders excluding the information required underRule 5(2) and (3) of the Companies (Appointment and Remuneration of Managerial Personnel)Rules 2014. Any shareholder interested in inspection or obtaining a copy of the saidinformation may write to the Company Secretary and the same will be furnished on request.
POLICIES AND DISCLOSURE REQUIREMENTS
Pursuant to provisions of the Companies Act 2013 and provisions of theSEBI (Listing Obligations and Disclosure Requirements) Regulations 2015 the Company hasadopted various applicable policies. The policies are available on Company's website- www.panachemodera.com.
The Nomination and Remuneration Policy of the Company has beenformulated in terms of Section 178 of the Companies Act 2013 ("the Act"). ThisPolicy governs policy relating to Director's Key Managerial Personnel's andother employee's appointment and remuneration including criteria for determiningqualifications positive attributes independence of a Director. The complete disclosureof the said policy is available on the Company's website - www. panachemodera. com.
The Company's Equity Shares have been admitted to the depositorymechanism of the National Securities Depository Limited (NSDL) and also the CentralDepository Services (India) Limited (CDSL). As a result the investors have an option tohold the shares of the Company in a dematerialized form in either of the two Depositories.The Company has been allotted ISIN No. INE516E01019.
Shareholders therefore are requested to take full benefit of the sameand lodge their holdings with Depository Participants [DPs] with whom they have theirDemat Accounts for getting their holdings in electronic form.
Overall the Industrial Relations in all our Units of the business havebeen harmonious and cordial and were maintained at the desired satisfactory levelsthroughout the year.
Statements in this Report Management Discussion and Analysis andChairman's Letter may be forward looking within the meaning of the applicablesecurities laws and regulations. Actual results may differ materially from those expressedin the statement.
No disclosures are required in respect of sub rule xi & xii of Rule8(5) of The Companies (Accounts) Rules 2014 read with Section 134(3)(q) as the same isnot applicable to the Company during the financial year.
Wherever applicable refer the Company's websitewww.panachemodera.com or relevant details will be provided to the members on writtenrequest to the Company Secretary.
Your Directors take this opportunity to thank the Government of IndiaGovernments of various countries concerned State Governments other GovernmentAuthorities Departments and Agencies the Stakeholders Business Associates BanksFinancial Institutions Customers Vendors and Service Providers for the valuable supportand co-operation extended by them during the year.
Your Directors would also like to place on record their sincere thanksand appreciation for the contribution consistent hard work dedication and commitment ofour employees at all levels.
By order of the Board of Directors of Panache Innovations Limited
Amit Devchand Rambhia
Place: Mumbai
DIN:00165919
Quick Links for Panabyte Technologies:


The parable about the good Samaritan (Luke 10:25-37) gives an excellent description of mission partnership. The Samaritan, moved by the plight of an assault victim along the road, ignores social barriers and renders first aid. Then, instead of resuming his trek to Jericho, he carries his fellow traveler to a shelter where his wounds can heal. Next, he provides resources for his new friend's care. Incredibly, the Samaritan even promises to return to check on him and make sure the recovery is complete.
The spirit of the good Samaritan is so evident in our mission partners. Moved by the dire conditions in Guatemala, the response hasn't been minimal or fleeting. Instead, through your partnership, we have been able to overcome barriers and walk alongside people who find themselves in a ditch along life's pathway. Friendship and financial gifts have been offered and incredibly, mission partners keep coming back, over and over, as witnesses to the unwavering grace of God. We are thankful for the good and faithful ways that God's people in Guatemala are being accompanied as they seek the abundant life.
La Patria Norte Protestant School: The 2019 academic year began in January with a 35% increase in enrollment. Due to generous sponsorships, 80 full scholarships were awarded to needy, worthy students. Final plans are underway for the new campus. Hopefully, work will start by this summer.
Theological Education: In February Guatemala's Presbyterian Seminary began its eighth year of classes for Mayan church leaders from across the region. A dream was fulfilled on February 26 with the dedication of the John Knox Theological Center, a facility with classrooms and sleeping quarters for up to 50 students. During the ceremony, deep appreciation was voiced for the many Presbyterians from the U.S. and Canada who generously provided construction funding and volunteers.
Antioch Presbyterian Church: Lately Philip has been busy training new church leaders and forming cell groups in homes, while Bacilia coordinates the ministry with women. Last December the church held a week-long Vacation Bible School, drawing 140 neighborhood kids. Each of them received a set of supplies to start the school year.
Recent Teams: We received two teams in March – one from Middle Tennessee that held health clinics in villages in the Petén. The other, from Toronto, Canada worked at Cobán's Presbyterian Complex and visited churches in the Ixil area. Meanwhile, a full slate of groups is scheduled for June and July. We can't wait to see you!
Our Month in the States: In November last year our family visited partner churches in Charleston and Greenville, SC; Williamsburg, VA; Cincinnati, Kingsport and Nashville, TN; Fairhope and Dothan, AL. At each stop we enjoyed amazing hospitality and the opportunity to share about God's work in Guatemala. Extra bonuses for us were a harrowing drive through "Winter Storm Avery" and Thanksgiving in Nashville with Philip's family.
Family: It was thrilling to watch Bacilia receive her nursing degree in October. Matthew's year at Bentonville High School in Arkansas has gone well. He is part of the track team and plays drums for his youth group band. Manny and Stefi started 6th and 8th grade respectively at La Patria Norte.
In April Daniel is scheduled to return to Omaha from his deployment in Qatar. We suffered a hard blow with the death of Philip's dad in late November 2018. A memorial service was held in Nashville to celebrate his long life of Christian ministry, social activism and devotion to family.
Recently word got out that our assignment was facing a financial shortfall. Your responses have been most encouraging.
Words can't express our gratitude for your support as we journey together as servants of Christ.
Read more about the Beisswenger's ministry HERE.
The Outreach Foundation is seeking $25,000 for support funds for the Beisswengers and $25,000 to assist the John Knox Theological Center in Cobán ($10,000 for remaining construction, $13,000 for furnishings, and $2,000 for the travels costs of professors).
Make a gift by sending a check to The Outreach Foundation or make an online gift HERE.


Courtesy City of Fort Wayne The commercial-residential mixed-use project approved last week for the Riverfront is exactly the sort of development envisioned when city leaders conceived of the downtown project.
City Councilman John Crawford, R-at large, calls Continental Property Group's plan for a seven-story, mixed-use center on the riverfront "the tipping-point project" – a validation, in a sense, of all the public-private developments and quality-of-life improvements already under way in Fort Wayne.
This time, Crawford stressed, the developer approached Fort Wayne, attracted by the overall effort to create a dynamic downtown. He sees a "straight line" from the decision to build Parkview Field to Continental's desire to put up $61.7 million to create a complex of apartments and retail space on the northeast corner of Harrison and Superior streets.
A lot is happening on the north side of downtown. Each effort has to stand on its own merits, but it's also important to see how they may interrelate. Residences on The Landing or in Continental's development and a boutique hotel could mean more of a critical mass of people enjoying the riverfront, shopping at riverfront stores or strolling through the arts campus. The city's decision to buy the former Rifkin North River property is not without risk, but it's easy to see how ensuring the right kind of development there could be important as more parts of the riverfront puzzle begin to fill in.
One of the most attractive aspects of Continental's proposal is that all the upfront money will be private. An accompanying 1,000-space parking garage will be built by Continental on land owned by Allen County, and the structure will be leased to the city for $1.5 million a year. But the city says the cost can be covered by parking receipts, tax increment financing revenue generated by the new development and county economic development income tax. It will not require bonding or debts.
The idea of essentially paying a developer to build a parking garage didn't sit well with Councilman Jason Arp, R-4th, who cast a "no" vote in the Redevelopment Commission meeting Monday. But such a structure also makes sense in the wider context of bringing more residents and visitors to the area.
The arrangement also involves some tax breaks that will require the City Council's approval next month. As always, the council should practice due diligence before signing off on such a complex deal. But from what can be known at this point, Continental's plan is exactly the kind of enhancement the Riverfront project was supposed to attract, evidence of the wisdom that underlies Fort Wayne's revitalization effort.


text:
The Lumberjack, August 23, 2012.
August 23, 2012 - August 29, 2012 | The Lumberjack 29
SportsReport
The NAU football team is on the road to
redemption, and its goals include a win-ning
season with aspirations of making it
into the playoffs, something that has not been
done since 2003. Despite a 4–7 record overall,
and 3–5 in Big Sky Conference play, the team
expects to play better than what the previous
year's record indicated.
"We expect to win. Our goal is to play for
a conference championship every year, which
will get us into the playoffs," head coach Jerome
Souers said. "The Big Sky Conference is very
competitive from top to bottom. There are no
'easy' win games."
Despite a losing record, NAU football
played well down the stretch of the season, los-ing
close games at Montana, 28–24, Weber State,
34–31, and Southern Utah, 27–24. Souers be-lieves
that if the Jacks were able to put up a few
more points or stop the other schools from scor-ing,
the Lumberjacks would have finished the
season with a winning record and possible shot
at the Big Sky Championship. If NAU hopes to
make it to the playoffs, these close games need
to swing in its favor. Coming up on the conclu-sion
of training camp and the beginning of the
season, the Jacks believe they have found solu-tions
to their mistakes following last season's
shortcomings.
"We need to focus [and] we have to convert
key drives. Taking field goals instead of punts
and touchdowns instead of field goals in any
of those games [gives us the win]," Souers said.
"We take what the defense gives us. Instead of
being one drive better, we have to be two drives
better. We have to have balance on both sides of
the ball and that will make a vast difference in
the point margins."
At the conclusion of the 2011-2012 season,
the Jacks generated 20 sacks, five interceptions
and only converted third-downs 43 percent of
the time in conference play. NAU ranked sev-enth
in the Big Sky in total penalties with 78
through 11 games, totaling 770 yards, which
was largely due to false starts. The Lumberjacks
also lost 11 fumbles compared to the six they
recovered. Going into the offseason and sum-mer
training camp, there was some work for the
Lumberjacks to get done.
"We've run out time, [so] the time is now,"
senior quarterback Cary Grossart said. "There is
a strong sense of urgency. There's no one more
confident in this team than me that we are ready
to get more wins. We're stopping ourselves, ulti-mately
with our own mistakes. We want to win
the Big Sky and see if we can do damage in the
playoffs."
With Grossart's play at quarterback post-ing
a top completion percentage of 65.9 per-cent
in the Big Sky and a dominating run game
that rushed for over 1,800 yards behind junior
running back Zach Bauman (who rushed for
1,435 of the 1,831 total rushing yards), the big-gest
question of the offense is the wide receiver
corps.
"We have a lot of depth, and we have a lot
of returning guys from last years' team," junior
wide receiver Ify Umodu said. "Guys here can't
wait to get to work and showcase their respec-tive
talents in the passing game or run game.
Guys know their roles, while knowing the routes
they have to run properly, and how to read the
defensive coverage. As far as I'm concerned, we
are a threat to any opposing defense."
The players know that discipline, practice,
preparation, and perfection make for a better
team. With this team's offensive production
comes protection and continuity from the of-fensive
line up front.
"Everyone on the O-line can play every po-sition.
We have great chemistry," senior right
tackle Trey Gilleo said. "If we can dominate up
front, that will open up play-action pass and
only create more opportunities for our domi-nant
run game."
The team has a developed sense of camara-derie
due to the time they spend on and off the
field. The NAU football defense has potential to
wreak havoc on opposing offenses and continue
to build upon their experience last year.
As an old football proverb goes: offense
sells tickets, but defense wins championships.
"Our defense especially has a chip on their
shoulder. The motivation to be successful has
shown itself through camp, which bodes well for
us," Souers said. "We have guys returning, we re-cruited
quality talent and our defense as a whole
has immense depth at every position, whether it
be D-line, corner, safety or linebacker."
The players on this team know they will all
have their moment, whether in practice or in-games,
to prove why there are here. The com-petitive
nature of this squad at every position
makes them work that much harder because no
one wants to give up their role as a starter or as
an impact player in key situations.
"If you're a starter, you have to hold your
job. If you can't play up to the standard we need,
there's another guy capable behind you," Souers
said. "That competitive nature adds more effec-tive
work ethic at practice and at every position."
Playoffs or bust? NAU football has sights set on BSC heading into season
TOP: Junior
Zach Bauman
celebrates with
senior quarter-back
Cary Gros-sart
a touchdown.
(Photo by Sarah
Hamiton)
LEFT: Grossart
eyes a receiver
down-field
during a game
fromt he 2011-
2012 season.
finished 4–7
last season, but
hopes are high
for a stronger
showing in the
Big Sky this up-coming
Hamilton)
BY DEVONTAE BROWNE
Title The Lumberjack, August 23, 2012.
Oral history transcripts August 23, 2012 - August 29, 2012 | The Lumberjack 29 SportsReport The NAU football team is on the road to redemption, and its goals include a win-ning season with aspirations of making it into the playoffs, something that has not been done since 2003. Despite a 4–7 record overall, and 3–5 in Big Sky Conference play, the team expects to play better than what the previous year's record indicated. "We expect to win. Our goal is to play for a conference championship every year, which will get us into the playoffs," head coach Jerome Souers said. "The Big Sky Conference is very competitive from top to bottom. There are no 'easy' win games." Despite a losing record, NAU football played well down the stretch of the season, los-ing close games at Montana, 28–24, Weber State, 34–31, and Southern Utah, 27–24. Souers be-lieves that if the Jacks were able to put up a few more points or stop the other schools from scor-ing, the Lumberjacks would have finished the season with a winning record and possible shot at the Big Sky Championship. If NAU hopes to make it to the playoffs, these close games need to swing in its favor. Coming up on the conclu-sion of training camp and the beginning of the season, the Jacks believe they have found solu-tions to their mistakes following last season's shortcomings. "We need to focus [and] we have to convert key drives. Taking field goals instead of punts and touchdowns instead of field goals in any of those games [gives us the win]," Souers said. "We take what the defense gives us. Instead of being one drive better, we have to be two drives better. We have to have balance on both sides of the ball and that will make a vast difference in the point margins." At the conclusion of the 2011-2012 season, the Jacks generated 20 sacks, five interceptions and only converted third-downs 43 percent of the time in conference play. NAU ranked sev-enth in the Big Sky in total penalties with 78 through 11 games, totaling 770 yards, which was largely due to false starts. The Lumberjacks also lost 11 fumbles compared to the six they recovered. Going into the offseason and sum-mer training camp, there was some work for the Lumberjacks to get done. "We've run out time, [so] the time is now," senior quarterback Cary Grossart said. "There is a strong sense of urgency. There's no one more confident in this team than me that we are ready to get more wins. We're stopping ourselves, ulti-mately with our own mistakes. We want to win the Big Sky and see if we can do damage in the playoffs." With Grossart's play at quarterback post-ing a top completion percentage of 65.9 per-cent in the Big Sky and a dominating run game that rushed for over 1,800 yards behind junior running back Zach Bauman (who rushed for 1,435 of the 1,831 total rushing yards), the big-gest question of the offense is the wide receiver corps. "We have a lot of depth, and we have a lot of returning guys from last years' team," junior wide receiver Ify Umodu said. "Guys here can't wait to get to work and showcase their respec-tive talents in the passing game or run game. Guys know their roles, while knowing the routes they have to run properly, and how to read the defensive coverage. As far as I'm concerned, we are a threat to any opposing defense." The players know that discipline, practice, preparation, and perfection make for a better team. With this team's offensive production comes protection and continuity from the of-fensive line up front. "Everyone on the O-line can play every po-sition. We have great chemistry," senior right tackle Trey Gilleo said. "If we can dominate up front, that will open up play-action pass and only create more opportunities for our domi-nant run game." The team has a developed sense of camara-derie due to the time they spend on and off the field. The NAU football defense has potential to wreak havoc on opposing offenses and continue to build upon their experience last year. As an old football proverb goes: offense sells tickets, but defense wins championships. "Our defense especially has a chip on their shoulder. The motivation to be successful has shown itself through camp, which bodes well for us," Souers said. "We have guys returning, we re-cruited quality talent and our defense as a whole has immense depth at every position, whether it be D-line, corner, safety or linebacker." The players on this team know they will all have their moment, whether in practice or in-games, to prove why there are here. The com-petitive nature of this squad at every position makes them work that much harder because no one wants to give up their role as a starter or as an impact player in key situations. "If you're a starter, you have to hold your job. If you can't play up to the standard we need, there's another guy capable behind you," Souers said. "That competitive nature adds more effec-tive work ethic at practice and at every position." Playoffs or bust? NAU football has sights set on BSC heading into season TOP: Junior running back Zach Bauman celebrates with senior quarter-back Cary Gros-sart following a touchdown. (Photo by Sarah Hamiton) LEFT: Grossart eyes a receiver down-field during a game fromt he 2011- 2012 season. The Jacks finished 4–7 last season, but hopes are high for a stronger showing in the Big Sky this up-coming season. (Photo by Sarah Hamilton) BY DEVONTAE BROWNE


This was definitely an easy one as these fellas decided to start chomping on our trees and doing a lot of screeching at 5.00am. The word that came to me straight away was ANNOYING!!
Beautiful Davine. I can understand the annoyance too -we have green parrots round here that are noisy too.
They are such beautiful birds but I sure wouldn't want them screeching me awake at 5am!


We have already talked about the positive qualities of coffee. Coffee not only helps to wake up in the morning and just enjoy the fragrant beverage, but also stimulates metabolism and contains essential antioxidants for the organism. Furthermore, coffee is useful for brain – reaction and attention. In addition, it has such important properties as to remove fatigue and to be a prophylactic tool against depression.
An important condition of the diet is to use only natural freshly brewed coffee; and of course, to drink plenty of clean water without gas. Coffee diet is designed for 7 days, during which you can lose up to 7 kg. Be sure to exclude salt, sugar and alcohol from the ration.
Lunch – a cup of coffee, 2 boiled eggs and a salad of tomatoes and cabbage.
Dinner – 200 grams of steamed fish, salad of cabbage and greens.
Breakfast – a cup of coffee and toast.
Lunch – a cup of coffee, 200 grams of grilled fish, salad of cabbage and greens.
Dinner – 200 grams of lean boiled veal or beef, a glass of kefir.
Lunch – a cup of coffee, boiled egg, boiled grated carrots that you can fill with olive oil.
Dinner – 2 green apples.
Lunch – a cup of coffee, fresh or boiled vegetables (potatoes are not recommended), parsley root and 2 green apples.
Dinner – 200 grams of steamed beef or veal, cabbage salad.
Breakfast – a cup of coffee, grated carrots boiled with a little olive oil, 2 green apples.
Lunch – 400 grams of steamed fish and 200 grams of tomato juice.
Dinner – 200 grams of fish baked in foil, cabbage salad.
Lunch – a cup of coffee, 200 grams of chicken fillet, salad of carrots and cabbage.
Dinner – 2 boiled eggs, salad from fresh carrots.
Lunch – a cup of coffee, 200 grams of steamed veal or beef, 2 apples.
Dinner – 200 grams of grilled fish, salad of cabbage and greens.
This diet was developed by American nutritionists. It will help you to lose weight, but above all, it will be very useful in the case of hypertension. It is rich in products containing potassium, calcium, protein, and moreover vegetable fibers – all these substances lower blood pressure. Thus, it can be attributed to the healing diets.
Fruit and vegetable juices. It is recommended to choose products of green color and consume several times a day, but the serving should not exceed 1 cup.
Fruit – the same principle, consume 4-5 servings per day – 1 piece of fruit, half a cup of juice or a quarter cup of dried fruit for one serving.
Whole grains – consume in the amount of slice of bread, 7-8 servings a day.
Protein – fish, meat, eggs and poultry. It is recommended to consume these products every day up to 200 grams.
Legumes and nuts – 4 servings a week.
Dairy products (including skimmed milk) – two servings per day.
Fats (vegetable oil, margarine) – 1 teaspoon per day.
This diet allows the consumption of alcohol (a couple of glasses of cognac or a glass of wine).
Also, do not forget about the liquid, but not more than 2 liters per day.
Thus, the caloric intake will amount 1800-2000 kcal.
The main purpose of the diet is not to lose weight, but to normalize blood pressure. However, the reviews say about the gradual weight loss of about 4 kg per week. According to the ration diet doesn't include prohibited products and consequently you can stick to it for a long time.
Breakfast: a glass of apple juice, 150 ml of milk, bread with cottage cheese and flakes from whole grain.
Lunch: sandwich with chicken breast, tomato and lettuce.
Dinner: pasta with tomato sauce and basil, low-fat hard cheese and vegetable salad.
For snacks, choose your favorite fruit and freshly squeezed fruit juice.
In fact, our organism doesn't need sugar – cakes, chocolate, sweets – all this is just an emotional pleasure that lasts not long. But remember how difficult it is to get rid of the consequences.
If you find it difficult to get rid of the habit of snacking by chocolate or bun, here are some useful tips.
– Remember that the confectionery has no value for health but only extra kilos.
– "Sweet Tooth" is a state of mind. Love for sweet is embedded in the subconscious, thus we change our emotional state, relieve stress, but this is a false impression, self-hypnosis.
– Don't keep candies in sight – don't create temptations around you, don't buy chocolate, cakes, pastry and other goodies.
– Avoid hunger. When we want to eat, we are looking for an easy way of saturation – candy in a bag, patty in the store along the way.
– It is recommended to consume complex carbohydrates, which normalize the blood sugar level. You should eat buckwheat, oat and rice porridge; apples, pears, nuts, dried fruit. If you are unable to eat on schedule, carry in your bag a pack with nuts, carrots and other fruits to make a snack useful.
– Don't torture yourself if you want something tasty without offering an alternative to the body.
– You shouldn't replace the glucose by fructose.
– When you want sweets, drink a glass of water with ice and lemon.
– At such moments it is very important to be distracted, to transfer attention to something else – take some time for yourself, make a face mask, a new manicure, go for a walk. In addition, try to involve your relatives and friends, support of your loved ones will help you.
After 2 weeks you will experience a positive outcome. Good luck!
We have already talked about the benefits of lentil. This type of legumes is one of the products that are recommended to use for dieters. One of the main advantages of lentils is that it is very nutritious and quickly brings the feeling of satiety. At the same time, you won't get hungry again soon. This product creates volume in the intestines, and thanks to the protein content the process of absorption of nutrients slows down. Thus, glucose is maintained at the required level for a long time.
– hyperkalemia or excess of potassium in the organism.
But for example, one plate of soup per day will be very useful.
So, here are a few helpful tips for the use of lentils.
You should note that brown lentil is a heavy food for the stomach. You should give preference to the red lentil. This will be the most useful choice and by the way, it is better absorbed by the organism.
It certainly should be thoroughly rinsed under the running water before use. In order to reduce the risk of bloating, it is better to finely chop lentils.
For better digestion and in order to prevent bloating, it is recommended to soak the lentils in water until it becomes increased in volume by half.
During cooking, you can add caraway or dill; it can help to reduce the risk of gas formation in the intestine.
It is important to know that you should add any acidic components into the lentils only after it is fully cooked.
The most useful a dish using lentil is soup, as well as you can add it to stews or salads.
Soak lentil and wait for it increased in volume, cover with water and put to boil. Next, slice the potatoes; finely chop the onion and celery. Carrots can be grated. When the legumes are cooked to semi readiness, add the potatoes in a saucepan. Fry onion and carrot in vegetable oil and add them to the soup. Season with salt and pepper, add the garlic. Before serving, you can decorate the soup in a plate with fresh herbs.
Thus, we get an excellent soup for weight loss! Good luck!
If you like dairy products – you will enjoy it! This is a quick diet for cheese lovers. Cheese diet is one of the variants of classical protein diet. The essence of the diet is that protein is absorbed faster from cheese, and besides – a high content of calcium and phosphorus, as well as certain amino acids necessary for the body's vital functions. It will help to lose weight quickly and will not harm the body. This diet can be recommended for premenopausal women.
However, this product has a high fat content, but at the same time contributes to slow digestion and blunting of hunger. Be careful when choosing cheese for this method of losing weight. The cheese of semisolid varieties has a caloric value of 360 – 400 calories, low fat white cheese – 250 calories, most types of processed cheese – 270 – 280 kcal. For cheese diet, optimally suitable products with 10 – 12% of fat content are such kinds as ricotta, tofu, mozzarella, gaudette, Adygei cheese. Nutrition should be fractional, allowing the body to not feel hunger throughout the diet program (5-6 times per day).
There are several variants of the cheese diet. I want to offer the fastest option, designed for three days.
Dinner: 200 grams of low-fat yogurt.
Dinner: 100 grams of cheese, a glass of kefir.
Dinner: 50 grams of cheese, green apple, a glass of low-fat yogurt.
Even if you don't adhere to a strict diet, you know that eating after 6 pm is not desirable. And what should we do if can't already endure? Listen to your organism! But be careful when choosing products. Let's see what we can afford in this time of day.
Mushrooms – excellent dietary product. We often talk about them. This is the minimum of calories and a lot of useful microelements. Of course, you should be careful during cooking. Frying them in a large amount of oil, then stewing in a 30% sour cream – is not a good idea.
Beet contains betaine, which lowers blood pressure, prevents atherosclerosis and regulates fat metabolism. This means it prevents obesity. You can eat it in any kind of cooking.
Corn is very much appreciated because of the components that are able to withdraw excess cholesterol. This is a great helper won't allow the fat to be deposited on your hips, if you broke down the diet and ate something not quite useful.
Celery is certainly in the list! This is a product with negative caloric content.
Cabbage – the same important vegetable like celery. Eat in any form and in any quantity!
Pumpkin is a storehouse of vitamins. But most importantly, it contains vitamin T, which helps to absorb heavy meal and improves metabolism. Very light and healthy food.
Vegetable caviar made from squash, eggplant, mushrooms or vegetables – it's so delicious! And besides, it's nourishing and healthy!
Apricots – only 42 calories per 100 grams. Delicious dessert, which also removes the morning swelling!
Nectarine improves metabolism, rejuvenates the body, helps in the digestion of fatty foods, helps to avoid constipation and reduces cholesterol in the blood. In addition, it is an excellent natural antioxidant.
Raspberry well influences digestion and improves the functioning of the gastrointestinal tract. Also, it contains substances that affect the color and elasticity of the skin. Doubly good choice!
The fat content in the cod is 0.6 grams per 100 grams of product. At the same time protein content is comparable to meat products. And how delicious it is!
Flounder contains such a rare substance as methionine. It has fat splitting properties. The protein of this fish is quickly absorbed in the body, so it is very suitable for the menu before going to bed.


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31 july 2014 Day Two, They Too!
We waved our 'Grandmere' goodbye with tears behind our eyes, but only untill the corner of the street, because adventure called again!
At first she dressed up as a super small car. Thanks to its owner; puppy eyes Loraine, it took the four of us, all squeezed up, to the nearest gas station. Here, two policemen invited us to take a ride in the peugot they carried along behind their policebus. We thought it to be a broken car, but it turned out be a seatbelt-testing car. The car went all the way around and we screamed as in a rollercoaster. What a ride!
The real ride, all the 249 kilometres to Paris, we got from Edna; an elegant and chique lady. At first she was a little scared to take us along in her new, fantastic and fancy car. But she did! Along the way her eyes softned. And when we took a break she had to admit that what normally would have been a boring ride to her Dads, turned out to be good fun! She openheartedly kissed us goodbye at the border of Paris.
After a metroride we arrived at the Notre Dame, drank vin at Le Seine and were present at a photosession of a just married couple. Bonjour l'amour!
We went to the Shakespeare bookstore to ask for a place to sleep in return for some artistic work. Unfortunately the owner of the shop was gone. But instead, a musician in front of the shop, played a song, especially for us, about hitchhikers which he reckoned to be 'bad ass'.
We spend some time chilling in the park with pain avec fromage and decided to go to a place at the Seine, Nadja remembered, where the 'Pariseans' dance the salsa and the tango in summertime. We were most attracted to a square where people danced the classic rock n roll. Here we, the lady's in red, were kind of a phenonena between the grey-scale-closed dancing people. We were asked to dance by old granddads, energetic and enthusiastic like young playful dogs and by super well dancing nurds. Fun !!!
There was still no place to sleep and while Nadja and Bouke danced the tango, Marieke turned her Hello-I'm-in-search-of-a-sleeping-place-button on. At the end of the night, we could choose between the house with a lack of electricity of Maximilian, an enthusiastic Afro-man; a charming Canadian in a bad neighbourhood; the carpet of a 'dame chique' and Julien, an intelligent and somewhat distracted young and talented musician. We chose Julien, with the help of our safety detector.
He and his lovely and super friendly friend Kelly took us to a wine bar, full of artistic people. Here, the cars were used as tables and chairs, there was live music and everyone bought bottles of delicious wine to share. We seemed to have found romantic and 'bourgoundise' Paris.
The last metro brought us away from interesting conversations, but to Juliens apartment which looked more as a music studio. Here, Julien treated us to his music and while his music played, one after another we took off to dreamland.
In the middle of the night, we were woken up by thunder and lightning and heavy rain. Thankfull and glad that we had found a safe, warm and dry home-for-the-night, we once again closed our eyes....


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D.C. United blank Crew, buoy playoff hopes
Julian Gressel scored in the 32nd minute and D.C. United defeated the Columbus Crew 1-0 in Washington on Wednesday for their third consecutive victory.
Bill Hamid did not make a save in his second shutout of the season for D.C. (5-10-6, 21 points), which is tied with Inter Miami and the Chicago Fire for the final playoff spot in the Eastern Conference pending the result of Miami's match later at FC Dallas.
Columbus (10-5-5, 35 points) continues to struggle and fell into a third-place tie in the East with Orlando City, six points behind second-place Toronto FC with three matches remaining.
The Crew are 1-4-2 in their past seven games.
Gressel gave D.C. a rare lead with his second goal of the season. D.C. has allowed the first goal a league-high 13 times (1-9-3), but the Crew have experienced problems as well, falling behind 1-0 for the fourth straight road game.
D.C. used a combination of passes to stretch the defense, and Yamil Asad had space on the right channel to whip a service to the box.
Gressel lost his markers at the penalty spot and his shot deflected off a Crew player to leave goalkeeper Eloy Room leaning the wrong way on D.C.'s only shot on goal in the game.
The Crew have had two halftime leads in nine true away matches (excluding matches at the MLS is Back Tournament near Orlando, Fla.).
It would have a different score line in the first half if not for a defensive gem by D.C. midfielder Junior Moreno in the 22nd minute when Columbus' Jonathan Mensah headed a corner kick by Pedro Santos.
The ball was directed toward the goal, but Moreno cleared it on one of three shot attempts for the Crew in the half.
Columbus' other good chance came in the 73rd minute on a header by Krisztian Nemeth that went inches over the bar.
On Sunday, the Crew host Philadelphia while D.C. plays at New England.


Until his dying day in 2014, Nelson Bunker Hunt, who had once been the world's wealthiest man, denied that he and his brother plotted to corner the global silver market.
Sure, back in 1980, Bunker, his younger brother Herbert, and other members of the Hunt clan owned roughly two-thirds of all the privately held silver on earth. But the historic stockpiling of bullion hadn't been a ploy to manipulate the market, they and their sizable legal team would insist in the following years. Instead, it was a strategy to hedge against the voracious inflation of the 1970s—a monumental bet against the U.S. dollar.
Whatever the motive, it was a bet that went historically sour. The debt-fueled boom and bust of the global silver market not only decimated the Hunt fortune, but threatened to take down the U.S. financial system.
The panic of "Silver Thursday" took place over 35 years ago, but it still raises questions about the nature of financial manipulation. While many view the Hunt brothers as members of a long succession of white collar crooks, from Charles Ponzi to Bernie Madoff, others see the endearingly eccentric Texans as the victims of overstepping regulators and vindictive insiders who couldn't stand the thought of being played by a couple of southern yokels.
In either case, the story of the Hunt brothers just goes to show how difficult it can be to distinguish illegal market manipulation from the old fashioned wheeling and dealing that make our markets work.
Whatever their foibles, the Hunts make for an interesting cast of characters. Evidently CBS thought so; the family is rumored to be the basis for the Ewings, the fictional Texas oil dynasty of Dallas fame.
Sitting at the top of the family tree was H.L. Hunt, a man who allegedly purchased his first oil field with poker winnings and made a fortune drilling in east Texas. H.L. was a well-known oddball to boot, and his sons inherited many of their father's quirks.
Cheap suits aside, the Hunts were not without their ostentation. At the end of the 1970s, Bunker boasted a stable of over 500 horses and his little brother Lamar owned the Kansas City Chiefs. All six children of H.L.'s first marriage (the patriarch of the Hunt family had fifteen children by three women before he died in 1974) lived on estates befitting the scions of a Texas billionaire. These lifestyles were financed by trusts, but also risky investments in oil, real estate, and a host of commodities including sugar beets, soybeans, and, before long, silver.
The Hunt brothers also inherited their father's political inclinations. A zealous anti-Communist, Bunker Hunt bankrolled conservative causes and was a prominent member of the John Birch Society, a group whose founder once speculated that Dwight Eisenhower was a "dedicated, conscious agent" of Soviet conspiracy. In November of 1963, Hunt sponsored a particularly ill-timed political campaign, which distributed pamphlets around Dallas condemning President Kennedy for alleged slights against the Constitution on the day that he was assassinated. JFK conspiracy theorists have been obsessed with Hunt ever since.
In fact, it was the Hunt brand of politics that partially explains what led Bunker and Herbert to start buying silver in 1973.
The 1970s were not kind to the U.S. dollar.
Years of wartime spending and unresponsive monetary policy pushed inflation upward throughout the late 1960s and early 1970s. Then, in October of 1973, war broke out in the Middle East and an oil embargo was declared against the United States. Inflation jumped above 10%. It would stay high throughout the decade, peaking in the aftermath of the Iranian Revolution at an annual average of 13.5% in 1980.
Over the same period of time, the global monetary system underwent a historic transformation. Since the first Roosevelt administration, the U.S. dollar had been pegged to the value of gold at a predictable rate of $35 per ounce. But in 1971, President Nixon, responding to inflationary pressures, suspended that relationship. For the first time in modern history, the paper dollar did not represent some fixed amount of tangible, precious metal sitting in a vault somewhere.
For conservative commodity traders like the Hunts, who blamed government spending for inflation and held grave reservations about the viability of fiat currency, the perceived stability of precious metal offered a financial safe harbor. It was illegal to trade gold in the early 1970s, so the Hunts turned to the next best thing.
As an investment, there was a lot to like about silver. The Hunts were not alone in fleeing to bullion amid all the inflation and geopolitical turbulence, so the price was ticking up. Plus, light-sensitive silver halide is a key component of photographic film. With the growth of the consumer photography market, new production from mines struggled to keep up with demand.
And so, in 1973, Bunker and Herbert bought over 35 million ounces of silver, most of which they flew to Switzerland in specifically designed airplanes guarded by armed Texas ranch hands. According to one source, the Hunt's purchases were big enough to move the global market.
But silver was not the Hunts' only speculative venture in the 1970s. Nor was it the only one that got them into trouble with regulators.
In 1977, the price of soybeans was rising fast. Trade restrictions on Brazil and growing demand from China made the legume a hot commodity, and both Bunker and Herbert decided to enter the futures market in April of that year.
A future is an agreement to buy or sell some quantity of a commodity at an agreed upon price at a later date. If someone contracts to buy soybeans in the future (they are said to take the "long" position), they will benefit if the price of soybeans rise, since they have locked in the lower price ahead of time. Likewise, if someone contracts to sell (that's called the "short" position), they benefit if the price falls, since they have locked in the old, higher price.
While futures contracts can be used by soybean farmers and soy milk producers to guard against price swings, most futures are traded by people who wouldn't necessarily know tofu from cream cheese. As a de facto insurance contract against market volatility, futures can be used to hedge other investments or simply to gamble on prices going up (by going long) or down (by going short).
When the Hunts decided to go long in the soybean futures market, they went very, very long. Between Bunker, Herbert, and the accounts of five of their children, the Hunts collectively purchased the right to buy one-third of the entire autumn soybean harvest of the United States.
To some, it appeared as if the Hunts were attempting to corner the soybean market.
In its simplest version, a corner occurs when someone buys up all (or at least, most) of the available quantity of a commodity. This creates an artificial shortage, which drives up the price, and allows the market manipulator to sell some of his stockpile at a higher profit.
Futures markets introduce some additional complexity to the cornerer's scheme. Recall that when a trader takes a short position on a contract, he or she is pledging to sell a certain amount of product to the holder of the long position. But if the holder of the long position just so happens to be sitting on all the readily available supply of the commodity under contract, the short seller faces an unenviable choice: go scrounge up some of the very scarce product in order to "make delivery" or just pay the cornerer a hefty premium and nullify the deal entirely.
Even so, when the Commodity Futures Trading Commission found that a single family from Texas had contracted to buy a sizable portion of the 1977 soybean crop, they did not accuse the Hunts of outright market manipulation. Instead, noting that the Hunts had exceeded the 3 million bushel aggregate limit on soybean holdings by about 20 million, the CFTC noted that the Hunt's "excessive holdings threaten disruption of the market and could cause serious injury to the American public." The CFTC ordered the Hunts to sell and to pay a penalty of $500,000.
Though the Hunts made tens of millions of dollars on paper while soybean prices skyrocketed, it's unclear whether they were able to cash out before the regulatory intervention. In any case, the Hunts were none too pleased with the decision.
"Apparently the CFTC is trying to repeal the law of supply and demand," Bunker complained to the press.
Despite the run in with regulators, the Hunts were not dissuaded. Bunker and Herbert had eased up on silver after their initial big buy in 1973, but in the fall of 1979, they were back with a vengeance. By the end of the year, Bunker and Herbert owned 21 million ounces of physical silver each. They had even larger positions in the silver futures market: Bunker was long on 45 million ounces, while Herbert held contracts for 20 million. Their little brother Lamar also had a more "modest" position.
By the new year, with every dollar increase in the price of silver, the Hunts were making $100 million on paper. But unlike most investors, when their profitable futures contracts expired, they took delivery. As in 1973, they arranged to have the metal flown to Switzerland. Intentional or not, this helped create a shortage of the metal for industrial supply.
Naturally, the industrialists were unhappy. From a spot price of around $6 per ounce in early 1979, the price of silver shot up to $50.42 in January of 1980. In the same week, silver futures contracts were trading at $46.80. Film companies like Kodak saw costs go through the roof, while the British film producer, Ilford, was forced to lay off workers. Traditional bullion dealers, caught in a squeeze, cried foul to the commodity exchanges, and the New York jewelry house Tiffany & Co. took out a full page ad in the New York Times slamming the "unconscionable" Hunt brothers. They were right to single out the Hunts; in mid-January, they controlled 69% of all the silver futures contracts on the Commodity Exchange (COMEX) in New York.
But as the high prices persisted, new silver began to come out of the woodwork.
According to a Washington Post article published that March, the D.C. police warned residents of a rash of home burglaries targeting silver.
Unfortunately for the Hunts, all this new supply had a predictable effect. Rather than close out their contracts, short sellers suddenly found it was easier to get their hands on new supplies of silver and deliver.
In financial terms, the brothers had a large corpse on their hands—and no way to bury it.
This proved to be an especially big problem, because it wasn't just the Hunt fortune that was on the line. Of the $6.6 billion worth of silver the Hunts held at the top of the market, the brothers had "only" spent a little over $1 billion of their own money. The rest was borrowed from over 20 banks and brokerage houses.
At the same time, COMEX decided to crack down. On January 7, 1980, the exchange's board of governors announced that it would cap the size of silver futures exposure to 3 million ounces. Those in excess of the cap (say, by the tens of millions) were given until the following month to bring themselves into compliance. But that was too long for the Chicago Board of Trade exchange, which suspended the issue of any new silver futures on January 21. Silver futures traders would only be allowed to square up old contracts.
Predictably, silver prices began to slide. As the various banks and other firms that had backed the Hunt bullion binge began to recognize the tenuousness of their financial position, they issued margin calls, asking the brothers to put up more money as collateral for their debts. The Hunts, unable to sell silver lest they trigger a panic, borrowed even more. By early March, futures contracts had fallen to the mid-$30 range.
Matters finally came to a head on March 25, when one of the Hunts' largest backers, the Bache Group, asked for $100 million more in collateral. The brothers were out of cash, and Bache was unwilling to accept silver in its place, as it had been doing throughout the month. With the Hunts in default, Bache did the only thing it could to start recouping its losses: it start to unload silver.
On March 27, "Silver Thursday," the silver futures market dropped by a third to $10.80. Just two months earlier, these contracts had been trading at four times that amount.
After the oil bust of the early 1980s and a series of lawsuits polished off the remainder of the Hunt brothers' once historic fortune, the two declared bankruptcy in 1988. Bunker, who had been worth an estimated $16 billion in the 1960s, emerged with under $10 million to his name. That's not exactly chump change, but it wasn't enough to maintain his 500-plus stable of horses,.
The Hunts almost dragged their lenders into bankruptcy too—and with them, a sizable chunk of the U.S. financial system. Over twenty financial institutions had extended over a billion dollars in credit to the Hunt brothers. The default and resulting collapse of silver prices blew holes in balance sheets across Wall Street. A privately orchestrated bailout loan from a number of banks allowed the brothers to start paying off their debts and keep their creditors afloat, but the markets and regulators were rattled.
The trouble was not over for the Hunts. In the following years, the brothers were dragged before Congressional hearings, got into a legal spat with their lenders, and were sued by a Peruvian mineral marketing company, which had suffered big losses in the crash. In 1988, a New York City jury found for the South American firm, levying a penalty of over $130 million against the Hunts and finding that they had deliberately conspired to corner the silver market.
Surprisingly, there is still some disagreement on that point.
Bunker Hunt attributed the whole affair to the political motives of COMEX insiders and regulators. Referring to himself later as "a favorite whipping boy" of an eastern financial establishment riddled with liberals and socialists, Bunker and his brother, Herbert, are still perceived as martyrs by some on the far-right.
Though the Hunt brothers clearly amassed a staggering amount of silver and silver derivatives at the end of the 1970s, it is impossible to prove definitively that market manipulation was in their hearts. Maybe, as the Hunts always claimed, they just really believed in the enduring value of silver.
Or maybe, as others have noted, the Hunt brothers had no idea what they were doing. Call it the stupidity defense.
"They're terribly unsophisticated," an anonymous associated was quoted as saying of the Hunts in a Chicago Tribune article from 1989. "They make all the mistakes most other people make," said another.
In their civil trial against the South American mineral firm, the Hunt brothers' decision to begin accepting delivery on their enormous holdings in silver futures was considered a red flag. A market participant would only take the actual metal, rather than cash in on highly profitable futures contracts, if their plan was to remove the bullion from circulation and artificially inflate the price. That decision, it was argued, was consistent with market manipulation.
But one could argue that it is also consistent with having an irrational fixation on shiny metal and way more money than sense.
In his New York Times obituary in 2014, it was reported that towards the end of his life, Bunker Hunt had scrounged up enough to start buying horses again.
Our next article explores how women's turnout for presidential elections has increased since the 1960—and why Trump would beat Hillary handedly if it hadn't. To get notified when we post it → join our email list.
The cover image comes from Dnn87.


We took a cue from all those chic french girls with this skinny scarf. Sometimes you just need a little pop of color or print and want an accessory that is going to make you stand out. This scarf is as sophisticated and classic as it is charming and on trend.
This pretty scarf is easy to style and wear. Simple, but still makes a statement. And if you don't need it as part of your outfit, tie it on your bag! It's 100% cotton rayon, but feels silky smooth and luxurious on your skin.
◇for best results and to prevent shrinking, we recommend spot cleaning only. if machine washing is necessary, please wash cold and lay flat to dry. Hot iron as needed to remove wrinkles.
◇Please note that our scarves are handmade and fabric pattern placement will vary. There may be slight variations in color on various computer/phone/tablet screens.


The 178km² Higginsville project is located between Kambalda and Norseman in the eastern goldfields of Western Australia.
The Higginsville area was successfully explored and worked first by Samantha Gold NL and then Resolute Ltd, who between them produced over 600,000 ounces of gold from open pit operations and approximately 25,000 ounces of gold from underground operations. In 1999 Resolute sold the exploration rights to WMC who later sold them to Gold Fields Ltd as part of their overall gold business divestment.
Avoca acquired the project in June 2004 for $4.5 million in cash and shares with additional staged payments totalling $1.75 million on delineation of 150,000 ounces of reserves. At the time of acquisition, the project had Inferred Resources of 4.89Mt @ 2.8g/t for 445,000 ounces including 389,000t @ 7.59g/t for 95,000 ounces (above a 5 g/t cut off grade) at Poseidon South Extended.
Since acquisition, Avoca has had considerable exploration success with the discovery of a new ore position – Trident – 200m north of the underground workings associated with the previously mined out Poseidon South open pit. Two steeply oriented lodes define the Western and Eastern Zones of Trident, along with a new, high grade lode discovery called the Athena Lode. The Athena Lode is generally sub-horizontal in attitude broadly similar to that of the rich Two Boys underground deposit (82,000ozs at a recovered grade of 14g/t) that is located 2km south of Trident. The flat nature of the Athena Lode is markedly different to the Western and Eastern Zones and Avoca believes that there is substantial potential for additional high grade mineralisation further to the north and west of existing drilling.
Avoca believes that with ongoing drilling and detailed geological work, Trident will be proven to be a major new gold deposit. The Company, together with its independent consultants is currently in the process of completing a pre-feasibility study that will form the basis of a Bankable Feasibility Study to examine alternative development scenarios.


Input devices are essentially devices that send data or instructions to a computer. This article lists 10 examples of input devices.
It was possible to use doulCi magic lines to bypass iCloud Lock in iPhones and iPads in 2014. The hack has since been replaced by new approaches: You can use the email app to reset the Apple ID, or reset the ID itself, you can contact Enterprise Support, or finally, seek third-party services.
This is an eyewitness account of the Payne Stewart plane crash, the tragic accident six people their lives, including three friends of your writer, who owned the doomed aircraft. We also examine the NTSB investigation and FBI raid on SunJet Aviation that wrongly put it out of business.
Cute, Funny 'About me' quotes for your online profile page and to use for Facebook status updates and Tweets about yourself.
Common problems with Samsung sound bars include issues with physical buttons not working, no sound coming from the sound bar, the sound bar not working with SoundShare, and more.
If you wish to install old version apps like Facebook and Whatsapp in your old iPhone, you will first have to jailbreak it, install Appsync 4.X from Cydia and use iTools to install the apps.
Common problems with Anker SoundCore speakers include pairing problems, audio issues, power problems, and more. This guide walks you through how to try working through those problems on your own.


Doesn't Blue Security have legal recourse against spammers?
See why I want to leave TypePad? But nobody has responded to my plea for help. Not a single person, at any price.
I do have web development skills, however. If you need any help w/ html or CSS code, email me, and I'll see what I have stashed away.
One suggestion. I've suggested it before, but if you host the blog on your own domain, you can use Movable Type. Migration oughtta be simple if you go that route, since MT is the same platform TypePad uses. I know you had reservations about doing that, because you were'nt confident you could install MT on your domain. That, I could do for you in a couple hours, if you were to decide to do that rather than muck around w/ WP.
What you're most likely up against with the request for help is probably that anyone competent to help is busy w/ their own blog.
Oh, and real life and all that kinda jazz, too.
Actually, I was able to complete the entire import/migration today. Now what I'm struggling with is an issue on my home computer (but oddly, not my work PC) called "enable sending referrers." There is plenty of advice on the Web on how to deal with it in relation to WordPress, but I have done everything I know how to do and I'm still stumped.
The result is that I can't administer the site from my home PC until I figure it out.
P.S. Everything I've read about MT vs. WP is that MT completely blows. WP looks to have a better future because it's truly open-source and free.
I'd help if I could, Mal. I just started a new blog, and find Wordpress pretty easy to use, but I'm not doing anything remotely like you're talking about and wouldn't have a clue.
Well, I'm making progress, I just need to decide when to make the leap.
I want to install a few bells and whistles and settle on a theme before I start nudging people over there. But already Robbie and I both love it more. For instance, I was always able to edit Robbie's posts and to "post-date" the things I write for them to show up at a future date/time. Robbie has never been able to do that, but he will now, so we can write "collaborative" posts more often.
I also installed a one-click translator that will translate the blog (using a Google engine) into eight different languages.
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BUFFALO, N.Y. (WHEC) -- After telling reporters that he would take questions on topics important to upstate New Yorkers on Tuesday, Gov. Cuomo apparently changed his mind.
He left a public event in Buffalo out a side door and was whisked away in a waiting SUV.
This is the second time in two weeks the governor has held a press conference in western New York without actually taking questions from the press.
Last week, Cuomo was in Rochester.
When his aides saw News10NBC Investigative Reporter Jennifer Lewke by his SUV waiting to speak with him, his driver quickly pulled out, raced around the corner and picked the governor up at another door. Cuomo then proceeded to get in the car and get on the phone for an interview with a reporter from the New York City area.
On Tuesday, the governor was in Buffalo to announce funding for revitalization. News10NBC made the trip out to try to speak with him about two big stories we've been covering lately.
We wanted to ask him about his executive order that is prohibiting SUNY swimmers from staying in the state where their national championships are being held next week.
We also wanted to get more information about what the state is doing to ensure the safety of the patients at Sodus Rehabilitation and Nursing Center. A year-long News10NBC Investigation has exposed horrific conditions and care there.
When News10NBC Investigative Reporter Jennifer Lewke arrived at the event in Buffalo, a press aide told her the governor would take off-topic questions backstage after his public event was over.
As she and other reporters and photographers were being escorted by a state-staffer to the predetermined area, they were suddenly told that the governor had left the venue and would no longer be available for interviews.
Typically, this situation would be a behind-the-scenes annoyance for reporters but News10NBC has been trying to speak with the governor for a while now and as a public official, accountable to all taxpayers, we feel he has an obligation to take questions [at least occasionally] here in western New York.
We did reach back out to the governor's office on Tuesday afternoon to make sure it wasn't an emergency that triggered his change of heart.